About People Analytics


The numbers are not the solutions to business problems. Number crunching software also is not solutions to business problems. The understanding behind the numbers is more important and provides essential information. Similarly, analytical tools and quantitative techniques are not enough to develop insightful analytics. They can only develop numerical ability and software operating skills.

Big data is related concept that is often discussed in analytics domain. It is a fancy concept that many people prefer to discuss and express their knowledge. It is said that big data needs smart software and therefore many advanced quantitative software penetrate in successfully and create their space in the markets. Proponents often claim to solve business problem using these advance machines, but whether they really solve business problems is a debatable issues.

For example, banking and financial sectors have huge data. There are experts who interpret these data, and produce beautiful models out of it. If findings based on these techniques are powerful, then business must flourish and organisation should outperform. Then why do business insights fail and solve the business problems? Huge non-performing assets, high employees’ attrition, competitive advantages, exemplary leadership, vibrant culture remain the major threats to organisations across disciplines and hierarchies despite available big data and experts. It clearly indicates the limitation of numbers, tools and methods in finding solutions to business problems. People analytics is the solution to this.

The people side of the business has become need of the organisations. It helps organisations to take better decisions for better organisational outcomes. Therefore, human capital management is now an essential organisational competence. Performance is the derived outcomes of people dimensions. In other words, intangibles drive value. And human capital is the source of all intangible.

In the competitive and knowledge based era, the scope of gut feeling, intuition, and experience is grossly inadequate. It may not provide credible insights for business decisions. It invites risk for poor business decisions. Similarly, traditional HR steps for cost cutting and ROI on investment etc. provides narrow scope for business growth. They intend to prove HR worth. They fail to understand that HR analytics is about increasing productivity, not about cost cutting measures.

Existing courses on HR analytics or related subjects are excessively dependent on using statistical models without understanding the fundamentals behind it. Such models describe the pictures by reporting, dashboards, or complex math calculations. Regression analysis, 360 degree of feedback, and balanced score cards are common concepts of such courses. Rationales behind such measures are often not discussed. Unfortunately, decisions based on such reporting invite potential threats to better business insights.

Therefore, it necessitates the need to clarify the concepts, rationale and provide evidence based business insights using scientific research methods that are relevant and valid. People analytics is the solution. Our course is based on scientific research and provides creditworthy insights on people analytics for better business decisions.

Objective of the Course

The key objective of the course is to develop people analytics experts. This includes developing evidence based people analytics approach in Human Resource, Change Management, Organisation Development, Consultants and Change Agents areas. The course covers theoretical understanding of HR, OD and Change Management functions with a major focus on their research based practices and implementation in the organisations.

This course prepares the participants to have a holistic view of the organisations for facilitating, conceptualising, designing and implementing HRM, OD and Change Management functions using analytics and evidence based management.

Key Features of the Course

  • 3 months part time flexible professional programme based on research and evidence based management
  • Right blend of theory and tangible cases of HRM, OD and Change Management Areas
  • Key emphasis on qualitative research, and usage of ATLAS.ti, software in people analytics
  • Faculty and Practitioners from reputed Institutes like Tata Institute of Social Sciences and with international exposure to contribute to teaching the course
  • Access to the current HRM, OD and Change Management practices in the field
  • Exposure to field immersions that are based on action based learning and research through experience.
  • Learning opportunities to develop cross-cultural competencies in HRM, OD and Change Management.

Program Duration: 03 (Three) Months

Intake: 30

Course Fee:  INR 40000 plus GST

Important Dates

Last date for receipt of completed form at the Institute by post or in person

 15th June, 2018

Personal interview

25th June, 2018

Announcement of selection

30th June, 2018

Last date for payment of fees

16th July, 2018

Commencement of course

21th July, 2018

Distribution of Credit Hours: Total credit hours- 10

This is a weekend programme with classroom sessions and 3 field immersion schedules, each having one month duration. The total credit hours for the people analytics course will be 10 as detailed below:

16 units divided into three modules: each module carrying: 20 contact hours

Total Direct Contact Classroom Teaching: 12 weeks (4 credits)

Contact Classroom Teaching per Week: 5 hours (Sunday)

Contact Classroom Teaching per Month: 20 hours

Contact Classroom Teaching for Three Months: (60 hours= 4 credits)

Field Immersion I (4 weeks): 2 credit hours

Field Immersion II (4 weeks): 2 credit hours

Field Immersion III (4 weeks): 2 credit hours

The course will be conducted in the weekend.

Note: After each field immersion there will be project submission and presentation. Each field immersion is equal to 2 credit hours.

How to Apply:

Interested candidates can apply by filling up form available on the website. They can send filled up form through following emails.

ajay.gupta@ves.ac.in  Contact: 9820885866

The registration link for the course is as follows:


Selection Procedure:

Selection is based on performance in the interview.

Module Wise Credit Hours of the Course

Units No.





Understanding people analytics

HR analytics, OD and Change analytics, evolution and definition of HR analytics, relevance in the organizations, tangible and intangible analytics


First week





Concepts, Competencies and contexts

Understanding concepts, contexts, dimensions and variables

Understanding competencies and how to develop it


HR functions

Recruitment, performance appraisal, learning & development, competency based performance appraisal, balanced score card, 360/720 degree feedbacks, employee motivation, organizational morale

Second week



Module I


OD Functions

Strategic management, vision, mission, objective, KRA, PI, Vision, strategy and execution alignment, understanding organization structure and design, developing systems and processes

Third week


Change management functions

Understanding dynamics of power and politics, Preparing for change, understanding employee inertia, encouraging receptivity, led by example, developing mindsets,

Fourth week


Research methodology

Research methodology, quantitative and qualitative methods, survey, case study, thematic, content, sentiments, grounded theory approaches etc. SPSS and ATLAS.ti, quantitative and qualitative assessment tool in understanding analytics

Fifth week



Sixth week


Developing people analytics

Developing analytics in each areas- HR, OD and Change management

Seventh week


Reporting business insights

Reporting showing potential areas of growth and potential strength by putting quadrants for easy understanding

Module II


Implementing and evaluating

Implement and evaluate the outcomes. Later change practices, policies or processes depending on outcomes



Policy making

Management can devise better policy for better business decisions based on scientifically proven people analytics

Eighth week


Organizational leadership

HR analytics for organisational leadership

Ninth week


Operational excellence

Operational excellence with HR analytics

Tenth week


Succession planning

Succession planning with effective HR analytics

Module III


Best HR practices

Best HR practices using HR analytics

Eleventh week


Competency analytics

Designing competency analytics for motivated workforce


Performance analytics

Creating innovative performance management system through analytics

Twelfth week