{"id":143,"date":"2024-03-19T07:15:42","date_gmt":"2024-03-19T06:15:42","guid":{"rendered":"https:\/\/ona.deothemes.com\/?p=143"},"modified":"2025-07-03T11:19:15","modified_gmt":"2025-07-03T09:19:15","slug":"pamagazine","status":"publish","type":"post","link":"https:\/\/hrscout.es\/en\/pamagazine\/","title":{"rendered":"Published in The People Analytics Magazine"},"content":{"rendered":"

In the January 2024 issue, Crist\u00f3bal Rodr\u00edguez<\/strong> published an article in \u201cThe People Analytics Magazine\u201d<\/strong> about how the descriptive power of algorithms enhances the role of the people manager.<\/p>\n\n\n\n

\u201cDon\u2019t give me predictive algorithms; I need descriptive algorithms.\u201d<\/strong>\nBehind this phrase\u2014one increasingly heard from people managers\u2014lie two fundamental ideas for understanding the role of People Analytics within our organizations.<\/p>\n\n\n\n

We cannot predict individual behavior, but we can understand the internal dynamics of the company that impact those behaviors.<\/p>\n\n\n\n

Except in certain clear quantitative scenarios, the most valued algorithms are those that allow us to understand the internal dynamics of how the company operates. Predicting the individual behavior of an employee\u2014especially from a long-term perspective\u2014is extremely challenging, as personal variables will inevitably come into play, variables that will never be fully captured by our algorithms and that make such long-term predictions inherently difficult.<\/p>\n\n\n\n

Lo que s\u00ed podemos decir es, quienes son las personas ahora mismo m\u00e1s adecuadas para desarrollar la estrategia. Podemos decir que les hace falta para que puedan ser todav\u00eda mejores, podemos descubrir donde est\u00e1n y que recursos humanos pueda desarrollarles de una manera mucho m\u00e1s personalizada, efectiva y eficiente hacia lo que necesita para tener personas que desarrollen la estrategia con \u00e9xito. Y eso, es mucho m\u00e1s importante para la compa\u00f1\u00eda que un objetivo predictivo.<\/p>\n\n\n\n

What truly matters is understanding those dynamics. The key role belongs to people managers, not technicians.<\/strong> In the world of people management, the value lies not so much in the accuracy of the algorithm but in its interpretation\u2014in the ability to understand the dynamics it reveals and to implement action plans and strategic policies based on them.<\/p>\n\n\n\n

This vision of People Analytics empowers professionals who deeply understand their company to develop analyses that would not be possible without their involvement. Pure technicians lack the necessary context in their analysis, and in our work, context is fundamental.\nWe are not predicting the support value of a stock; we are talking about understanding the dynamics revealed by our algorithms and about the usefulness of those insights when linked to the company\u2019s strategy.\nWe are talking about seeing differently, about seeing things from a new perspective.<\/p>\n\n\n\n

We manage information that is difficult to obtain, and we must be aware that it is our duty to return added value to our companies by using it. But the key will not be the technology.\nThe true driving force behind the growth of People Analytics will be the knowledge of people management professionals and their ability to understand the vast world of possibilities at their fingertips.<\/strong><\/p>\n\n\n\n

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Download the full article<\/a><\/div>\n<\/div>\n\n\n\n

<\/p>","protected":false},"excerpt":{"rendered":"

n el n\u00famero de Enero de 2024, Crist\u00f3bal Rodr\u00edguez publica un art\u00edculo en la revista \u00abThe People Analytics Magazine\u00bb sobre como la capacidad descriptiva de los algoritmos agranda el rol del gestor de personas. \u201cNo me des algoritmos predictivos, necesito algoritmos descriptivos\u201d. Detr\u00e1s de esta frase que cada vez pronuncian m\u00e1s gestores de personas existen dos ideas fundamentales para entender […]<\/p>\n","protected":false},"author":1,"featured_media":823,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[44],"tags":[],"class_list":["post-143","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-publicacion"],"_links":{"self":[{"href":"https:\/\/hrscout.es\/en\/wp-json\/wp\/v2\/posts\/143","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/hrscout.es\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/hrscout.es\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/hrscout.es\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/hrscout.es\/en\/wp-json\/wp\/v2\/comments?post=143"}],"version-history":[{"count":3,"href":"https:\/\/hrscout.es\/en\/wp-json\/wp\/v2\/posts\/143\/revisions"}],"predecessor-version":[{"id":824,"href":"https:\/\/hrscout.es\/en\/wp-json\/wp\/v2\/posts\/143\/revisions\/824"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/hrscout.es\/en\/wp-json\/wp\/v2\/media\/823"}],"wp:attachment":[{"href":"https:\/\/hrscout.es\/en\/wp-json\/wp\/v2\/media?parent=143"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/hrscout.es\/en\/wp-json\/wp\/v2\/categories?post=143"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/hrscout.es\/en\/wp-json\/wp\/v2\/tags?post=143"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}