Maturity levels of the HRAMM: diffusion area
| Dim | Components | Level 1: Initial | Level 2: Limited | Level 3: Systematic | Level 4: Strategic |
|---|---|---|---|---|---|
| D12. Accessibility* | – | There is no proper HRA system or, if there is one, its functionalities are not available to [E] profiles | The 50% of the HRA functionalities are available to [E] profiles (e.g. operative measurements, descriptive analytics’ results and general reports) | A significant number of the HRA system’s functionalities are available to [E] profiles (e.g. any kind of measurement and report, strategic insights from predictive and prescriptive analyses, any data quality warrantee) but delivered in a general, non-customised format | The HRA system’s whole set of functionalities is available to [E] profiles and delivered in a customised manner |
| D13. Adoption | 13.1. Support to objectives | There is no proper HRA system or, if there is one, managers do not use HRA solutions to support the definition of objectives | HRA insights are used to support the definition of objectives relating to people management, when a decision needs confirmation | Operative and strategic objectives relating to people management cannot be defined if HRA insights are disregarded | Operative and strategic objectives related to people management are defined using HRA insights |
| 13.2. Decisional support | There is no proper HRA system or, if there is one, decision-makers do not use HRA solutions to support their work | HRA insights are used to support decisions on people when evidence needs confirmation | Decisions on people cannot be made if HRA insights are disregarded | Decisions on people are driven by HRA insights | |
| D14. Culture | 14.1. Analytics credibility | There is no proper HRA system or, if there is one, just the promoters responsible for its development use the HRA indicators and results | Indicators and results from the HRA system are considered exclusively by the HR department and the promoters of HR Analytics practices | Indicators and results from the HRA system benefit high consideration in the HR department and in a limited number of other business units | Indicators and results from the HRA system are felt as the grounding foundation of taking people-related decisions across the company |
| 14.2. Analytics dictionary | There is no proper HRA system or, if there is one, a specific glossary is used among the promoters responsible for its development | A common glossary on HRA is now spreading across the HR department | A common, specific language about HRA is now spreading across the other units/departments outside HR | The organisation has a structured, shared and established language for discussing HRA matters | |
| 14.3. Analytics culture | There is no proper HRA system or, if there is one, just the promoters responsible for its development believe in a culture that gives analytics a strategic role | The culture of driving people-related decisions with HRA is spreading across the HR department | The culture of driving people-related decisions with HRA is spreading across the other units/departments outside HR | HRA has re-shaped the idea of doing business and taking decisions based on data. This feeling is shared across the organisation |
| Dim | Components | Level 1: Initial | Level 2: Limited | Level 3: Systematic | Level 4: Strategic |
|---|---|---|---|---|---|
| – | There is no proper HRA system or, if there is one, its functionalities are not available to [E] profiles | The 50% of the HRA functionalities are available to [E] profiles (e.g. operative measurements, descriptive analytics’ results and general reports) | A significant number of the HRA system’s functionalities are available to [E] profiles (e.g. any kind of measurement and report, strategic insights from predictive and prescriptive analyses, any data quality warrantee) but delivered in a general, non-customised format | The HRA system’s whole set of functionalities is available to [E] profiles and delivered in a customised manner | |
| 13.1. Support to objectives | There is no proper HRA system or, if there is one, managers do not use HRA solutions to support the definition of objectives | HRA insights are used to support the definition of objectives relating to people management, when a decision needs confirmation | Operative and strategic objectives relating to people management cannot be defined if HRA insights are disregarded | Operative and strategic objectives related to people management are defined using HRA insights | |
| 13.2. Decisional support | There is no proper HRA system or, if there is one, decision-makers do not use HRA solutions to support their work | HRA insights are used to support decisions on people when evidence needs confirmation | Decisions on people cannot be made if HRA insights are disregarded | Decisions on people are driven by HRA insights | |
| 14.1. Analytics credibility | There is no proper HRA system or, if there is one, just the promoters responsible for its development use the HRA indicators and results | Indicators and results from the HRA system are considered exclusively by the HR department and the promoters of HR Analytics practices | Indicators and results from the HRA system benefit high consideration in the HR department and in a limited number of other business units | Indicators and results from the HRA system are felt as the grounding foundation of taking people-related decisions across the company | |
| 14.2. Analytics dictionary | There is no proper HRA system or, if there is one, a specific glossary is used among the promoters responsible for its development | A common glossary on HRA is now spreading across the HR department | A common, specific language about HRA is now spreading across the other units/departments outside HR | The organisation has a structured, shared and established language for discussing HRA matters | |
| 14.3. Analytics culture | There is no proper HRA system or, if there is one, just the promoters responsible for its development believe in a culture that gives analytics a strategic role | The culture of driving people-related decisions with HRA is spreading across the HR department | The culture of driving people-related decisions with HRA is spreading across the other units/departments outside HR | HRA has re-shaped the idea of doing business and taking decisions based on data. This feeling is shared across the organisation |
Note(s): * [E] Profiles: person responsible for HRA [E1] HR department [E2], business units [E3], top-management [E4], employees [E5]
Source(s): Table by authors
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