The Helan welfare group has more than 5,000 employees across a broad ecosystem of service-providing companies, all of whom work together in the interest of public welfare. These employees have a wide variety of roles (office staff, child and youth counselors, housekeeping staff, caregivers, retail associates, etc.) in diverse work environments and at various locations.

Following the recent merger (between Partena and OZ), Helan faced the challenge of further developing its HR function in the areas of technology, data, and processes. In this context, the strategic integration of HR analytics within Helan is crucial. Certain obstacles, such as data sources that do not always provide the most accurate HR data or outputs that are not aligned with current strategic HR objectives—prevented HR analytics from contributing to the fullest extent possible to decision-making and the organization’s day-to-day operations.

At Starfish, we guided the project’s progress by establishing an internal steering committee. This steering committee comprised a diverse group of internal stakeholders (HR, IT, management, etc.) so that we could ensure every major step taken in the project was fully aligned with Helan’s internal operations.

The project proceeded in three major phases:

• Exploratory Phase: The focus here was on desk research and familiarizing ourselves with key organizational documents relevant to the project. These included the general organizational chart, as well as IT diagrams and an overview of the current HR data sources.
• Screening Phase: To better map out and assess the approach to HR data reporting within Helan, we compiled insights from the desk research, a thorough exploration of each HR data tool, and the responses to a questionnaire that Starfish developed to evaluate the data reporting. Furthermore, we used a standardized checklist to screen data quality for a selection of the most relevant HR data sources.
• Reporting: Finally, Starfish developed action items to achieve Helan’s strategic HR priorities using HR analytics. Establishing a mutual priority and a feasible timeline for these actions was of great importance here. To this end, Starfish took into account the current HR analytics capabilities and challenges within Helan that emerged from our audit.

The end result was a strategic HR data roadmap for 2023–2025, which had already been coordinated and validated internally. The roadmap outlined actions to make progress in various areas of HR analytics, tied to a realistic project plan in terms of timing and budget. The roadmap was accompanied by an explanatory report to ensure that its interpretation is clear and consistent for everyone. This allows every employee at Helan to quickly familiarize themselves with the completed project and the next steps that can be taken in the area of HR analytics.

Would you like to learn more, or does our approach sound like the perfect solution for your organization? Feel free to contact us!