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* 2. Does your organization dedicate resources (e.g. funding, staffing) specifically to people analytics?

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* 3. Which best describes your organization’s function or practice that focuses on people analytics?

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* 4. Does your organization have plans to create a people analytics function?

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* 5. Which of the following people analytics capabilities/projects does your organization outsource?

  Outsourced In-House Not Pursuing Don’t Know
Standard reporting
Ad hoc reports
Queries/drill downs into data
Routine statistical analysis
Forecasting/extrapolation
Predictive modeling

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* 6. Where does your organization’s people analytics function currently reside?

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* 7. Where should your organization’s people analytics function reside to best benefit the organization?

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* 8. How many full-time equivalents are dedicated to people analytics at your organization?

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* 9. As a percentage, what is the estimated investment in people analytics compared to the overall departmental or functional budget?

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* 10. Did your people analytics budget increase or decrease from 2017 to 2018?

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* 11. Do you expect your people analytics budget to increase in 2019?

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* 12. Is there a clear separation at your organization between data reporting and data analytics?

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* 13. Which of the following competencies are most important to your organization but are lacking in your people analytics practice or initiatives? (select top 3)

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* 14. How do you intend to address the competency or capability gaps in your people analytics practice or initiatives during the next 12 months? (Select all that apply)

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* 15. Compared to current people analytics projects, which of the following will your organization pursue in the next 12 months?

  Currently Pursue Plan to Pursue No Plans to Pursue
Converting data to money (eg – job engagement to monetary values)
Developing relationships between variables (eg – connecting employee engagement to patient experience)
Developing predictive models (eg – screening test predicts retention)
Measuring the impact and ROI of a program (eg – measuring the impact of a talent acquisition process; demonstrating and the ROI from a leadership development program)
Forecasting ROI (eg – forecasting the ROI of a wellness initiative)

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* 16.
Which of the following best represents your current analytics activities as compared to what you plan to do within the next 12 months?

  We are currently
doing this
We don’t currently do this but we plan to do this within the next 12 months
Standard reports (what happened?)
Ad-hoc reports (how many, how often, where?)
Queries/drill downs into data (What exactly is the problem?)
Alerts/notifications for senior leaders (What action are needed?)
Statistical analysis (Why is this happening?)
Forecasting/extrapolation (Will these trends continue?)
Predictive models (What will happen next?)
Experimental design (What happens if we try this?)
Optimization (What’s the best that can happen?)
Machine learning (What can we learn from the data?)

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* 17. How important are the following data to your Current and Planned people analytics activities? 

  Not important Important Critical
Hiring data
Employee payroll data
Employee performance data
Employee engagement or sentiment data
Culture survey data
Data from exiting employees (e.g., exit interview or exit survey data
Learning / Development data on enrollment and participation
Learning/Development data from assessments (e.g., post-course evaluations)
Business performance (e.g. financial) data
Customer satisfaction or Net Promoter Score data
External demographic or economic data (e.g. Department of Labor, Census data, World Economic Forum)

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* 18. Of the following predictive relationships, which best represents the type you have explored?

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* 19. Of the following predictive relationships, which represents the type you plan to explore in the next 12 months?

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* 20. How are people analytics projects identified for analysis? (Check all that apply)

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* 21. Who uses the results from analytics projects? (Check all that apply)

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* 22. Which of the following best represent how data are used from people analytics projects? (Check all that apply)

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* 23. How tightly integrated (data, workflow, personnel) is your people analytics with the following functions?

  Not at all important Slightly important Somewhat important Very important Extremely important
Leadership development
Talent acquisition
Workforce planning
Employee engagement
Organizational design
Performance management
Training and development
Diversity and inclusion
Compensation and benefits
Compliance and risk management
Succession planning
Change management

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* 24. Please indicate the extent to which you agree or disagree with the following statements about your people analytics leaders and champions.

  Strongly agree Agree Neutral  Disagree Strongly disagree
Leaders in my organization are passionate believers in analytics and fact-based decision making.
Leaders manage more by gut instinct vs. evidenced-based decision making
Leaders appreciate analytical tools and methods.
Leaders act on the results of analysis.
Leaders manage a culture in which rewards are commensurate with performance.
Leaders encourage a culture of curiosity.
Leaders are held accountable for results.
Leaders encourage measured risk-taking.
Leaders encourage sharing of knowledge.

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* 25. Which of the following represent the greatest barriers to turning data into actionable insights at your organization? (Select all that apply)

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* 26. Of the following, which tools do you use to support your people analytics practice/initiatives. 

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* 27. Of the following, which tools do you plan to use within the next 12 months?

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* 28. What are your greatest technology needs at this time? (select top 3)

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* 29. As a percentage, how much of your budget do you invest in technology to support people analytics? 

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* 30. In figures, how much of your budget do you plan to invest in the next 12 months?

T