C-Suite leaders rely on data to drive decisions. However, many HR professionals come from “non-quant”
backgrounds that leave them feeling less than confident when it comes to understanding the numbers and
using data to evaluate and communicate critical HR initiatives. Like it or not, having a seat at the table
requires that you can speak with data.
The good news is that you do not need to be a financial or data-analytics expert. You do, however, need to
be able to ask the right questions when the numbers are put in front of you and you need to be able to
identify the trends and patterns to successfully manage talent. If you cannot do this, there is a strong
possibility you will not be a part of “real” business conversations.
This assignment presents you with an opportunity to explore how data can be used to make more effective
talent-management decisions. By developing these skills, you will be better equipped to challenge
assumptions and to create effective hiring and compensation models. Since we can never have complete
data, our decision-making process must acknowledge what we know and what we don't know. Even with
incomplete data, however, our actions must be reasonable, given the time frame and resources we have.
Additionally, any actions we recommend must include a clear understanding of how success will be
measured, so as to indicate the anticipated return on investment (ROI).
write a paper based on the case study, Agoda: People Analytics and
Business Culture. In your paper, you will analyze the data and provide a recommendation for action. Your
paper must address the following topics: the challenges and opportunity; the data that is known and
unknown; the culture of the organization; and how data can be leveraged to support a plan of action.
Use the outline below to organize your paper:
1. Executive Summary
An executive summary is a brief synopsis of a paper or report. It is a helpful tool that allows
readers to get a snapshot of what will be discussed in the paper. Your Executive Summary
should not include detailed information, but simply present an overview of your position.
2. Data and Culture
a. What are the data collection/analysis tools being considered in the case?
i.
How might they improve the way talent is managed?
ii.
b. How might the need for transparency and actionable data create a negative
environment? What are some unintended consequences the data might lead to? Think in
particular about the need for privacy.
3. Data Analysis
a. What does the data in Exhibit 2 tell us? Which team has the highest correlation between
performance and compensation? Explain.
b. What does the data in Exhibit 3 tell us about where we may want to focus our personnel
development efforts? Explain.
c. What other insights could be helpful to Agoda that are not addressed in the case?
i.
What data would you need to identify these insights?
ii.
How could this data be collected in an accurate and cost-effective way?
4. Recommendation
a. What are Allen’s key issues going forward?
i.
What role does Agoda’s culture play in each of these issues?
ii.
What previous findings or experiences related to these issues are conveyed in
the case?
b. What advice would you offer him?
c. How will the success of the recommendations be assessed? Be specific about:
i.
What cost assumptions need to be included?
ii.