Capital One的People Analytics 负责人谈这两年人力资本分析工作的教训编者注：Capital One 的Guru Sethupathy 是Head of People Strategy & Analytics 。他谈了谈过去两年的教训。跟大家分享！
在过去的两年里，这是一段令人难以置信的旅程，随着我们团队的规模和影响的增长，我们已经学到了一些关于我们进步的重要经验教训。这些包括：
洞察力不足 ; 将洞察力转化为行动至关重要
投资数据质量 ; 没有高质量的数据，我们议程的所有其他方面都毫无意义
投资了解业务 ; 它使您能够提出更好的问题，提出更有针对性的建议，并在人力资源和业务中建立您的可信度和影响力
员工对他们的数据很慷慨 ; 认真思考数据隐私和道德规范并培养护栏。我们还应该奖励员工，帮助他们发展自己的事业，改善经验和福祉
在不使用机器学习的情况下可以提供很多价值。如果您决定使用机器学习，请仔细考虑并放置护栏。如果机器学习出错，它很快就会破坏价值
区分相关性与因果关系很重要。有时前者足够，有时后者是必要的; 我们的工作中有很多令人困惑的因素
讲故事很重要，是推动影响力，行动和影响力的真正差异化因素
没有测量>测量不好 ; 投资改善测量，但也愿意承认并非所有事情都能得到足够的衡量
要客观，清楚地了解客户是谁 ; 它们可以变化，并且具有清晰度将导致更好的设计产品，项目和影响
附录英文：
Insights are insufficient; converting insights to action is of utmost importance
Invest in data quality; without high quality data, all other aspects of our agenda are meaningless
Invest in learning about the business; it enables you to ask better questions, make more targeted recommendations and build your credibility and influence both within HR and the business
Associates are generous with their data; think seriously about data privacy and ethics and develop guardrails. We should also reward employees with insights that help them develop their careers as well as improve experience and wellbeing
A lot of value can be delivered without using machine learning. If you do decide to use machine learning, do so thoughtfully and place guardrails. If machine learning goes awry, it can quickly destroy value
Differentiating correlation from causation is important. Sometimes the former is sufficient, sometimes the latter is necessary; there are a lot of confounding factors in our work
Storytelling is important and a real differentiator for driving influence, action and impact
No measurement > bad measurement; invest in improving measurement but also be willing to acknowledge that not everything can be measured well enough
Be thoughtful and clear about who your customers are; they can vary and having that clarity will lead to better designed products, projects, and impact
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