18. To get the most benefit from HR analytics projects, it's vital that analytics teams strive to do which of the following when integrating data sources to construct a dataset for project analyses? Focus on integrating traditional sources of employee data from HR with non-HR data, such as financial profitability and customer satisfaction metrics Focus strictly on integrating various traditional sources of employee data from HR (e.g., HRIS data and HR data from outside HRIS) Focus strictly on integrating traditional sources of employee data from HR with external data (e.g. social media data). None of the above 19. As discussed in the class on "knowing your data," data governance refers to which of the following? A comprehensive set of strategies and policies for identifying unusual cases, dealing with missing data, addressing non-normal data distributions, etc. A comprehensive set of strategies and policies for addressing whether data should be from survey, experimental, or quasi-experimental methods. A comprehensive set of strategies and policies for determining whether to use correlation, regression, or two-group comparison analyses on data A comprehensive set of strategies and policies for managing data, including decisions about who is responsible for the data, who has access to it, etc. 21. Which of the following is NOT a reason why an HR analytics function might choose to engage in "partnering"? An accelerated timeline for project results Specific expertise gaps within the function Third-party objectivity on sensitive analyses None of the above 22. Which of the following is NOT true about an "In-House Build" approach to assembling an HR analytics function? It involves hiring all needed skills directly onto the HR analytics team, (e.g., HR, business acumen, data science, communications, work psychology) It allows greater control over analytics projects by making it easier to reassign people to projects, adjust project timelines, facilitate team collaboration, etc. It involves high uncertainty of commitment, wherein it is unclear whether team members will fully dedicate their time, focus, and energy to projects. Business leaders may have unrealistic expectations for the HR analytics team's delivery of timely and sizable results, due to large initial investments in it. 23. The HR analytics function at Quintex, Inc. is conducting a new project and has "borrowed" a data scientist from the marketing function to help with an advanced statistical analysis. While this "In-Source Build" option has many benefits for partnering, it also has disadvantages. Which of the following should the HR analytics team keep in mind when adopting this approach to partnering? Relying too much on experts from other functions can reinforce preconceived notions that HR is not analytically capable, thus undermining its credibility. Borrowing experts internally from the marketing and communications departments fundamentally compromises data security. Partnering in this way is extremely costly, requiring extensive expenditures. In most organizations, the HR and marketing functions are notoriously known for not working well and collaborating with each other. 24. For a separate project, the HR analytics function at Quintex is conducting some sensitive analyses regarding employees' perceptions of the company's senior leadership. Members of the analytics team are concerned that Quintex employees might not trust the results of their analytics project without an unbiased, third-party perspective involved in the project's execution and reporting of results. Which of the following partnering approaches would serve this purpose well? Customized approach Insource approach Outsource approach In-house approach 25. Which of the following is true about an HR analytics team's operating model? It provides a suite of advanced data analytics techniques and tools to analyze large, complex datasets. It offers a "blueprint" of how the HR analytics team will conduct its business; it allows the team to focus on high priority work with minimal distractions. It specifically involves a contract or agreement that defines a relationship or service obligation between an HR analytics team and a third party. All of the above are true