26. When HR analytics teams develop their operating models, which of the following is NOT true with respect to defining their strategy? To maintain their ongoing relevance to the business, they must ensure that their strategy stays consistent to maintain its credibility over time. To maintain their data-driven reputation, they must ensure that their strategy includes maintaining ongoing relationships with local universities. To maintain their ongoing relevance to the business, they must evolve their strategy to meet new business challenges and requirements. To maintain a collaborative team environment, they must ensure that their strategy involves partnering with consultants specializing in teamwork. 27. Which of the following is NOT true about "governance" related to HR analytics operating models? It involves ensuring that sensitive workforce data is handled in an ethical, responsible fashion consistent with legislation, regulations, and policies. It involves specifying where the HR analytics team reports - either to HR (i.e., the CHRO or an HR subfunction) or an enterprise-wide analytics function. It involves clearly defining and communicating roles and responsibilities within the HR analytics team. All of the above are true. 28. Over the course of any HR analytics project, there are many decisions that need to be made to determine an appropriate course of action from a set of alternatives. Decisions need to be made about issues related to, for example, what project insights and recommendations are reasonable, make sense, and are actionable, how to communicate results to different audiences, and what projects to prioritize. In developing an operating model around decision-making, which of the following is the best approach that an analytics team should utilize? Seek out a focused set of perspectives on key decisions; creating an enabling model is the best way to address the range of possible decisions. Seek out a diversity of perspectives on key decisions; creating a complexityimpact matrix is the best way to address the range of possible decisions. Seek out a diversity of perspectives on key decisions; creating an advisory panel is the best way to address the range of possible decisions. Seek out a focused set of perspectives on key decisions; creating a corporate information council is the best way to address the range of possible decisions. 29. Senior leaders at SEI Services have invested significant funding in establishing the company's HR analytics function. As a part of developing its operating model, the analytics team at SEI is trying to build greater accountability within the team for generating tangible benefits to the business. Which of the following must the analytics team build into its operating model to increase its level of accountability? RACl matrices, including action and validity indicators Success metrics, including proximal and outcome metrics Reporting dashboards, including FORT and TORT indicators ARC matrices, including action and validity indicators. 30. The success of HR analytics functions depends, in part, on building a culture for analytics in the HR department and the organization, more broadly. As discussed in the course, achieving this goal begins with identifying where HR professionals and key stakeholders fall with respect to which of the following levels of comfort and expertise in analytics? Analytically savvy, analytically willing, and analytically resistant Analytically exposed, analytically flexible, and analytically disinclined Analytically open, analytically closed, and analytically challenged Analytically innovative, analytically advanced, and analytically resistant 31. Most HR professionals fall into which of the following levels of comfort with analytics? Analytically fiexible Analytically resistant Analytically willing Analytically advanced 32. At Veridian LLC, the firm's Chief Human Resource Officer (CHRO), Diane, has formal training in statistical techniques and research methodology. She believes that analytics can bring great value to Veridian in terms of decision-making and improving business performance. As discussed in the course, someone like Diane represents an stakeholder who can serve as an important to less analytically oriented colleagues. Analytically advanced; data engineer on analytics Analytically exposed; data engineer for analytics Analytically savy; internal champion for analytics Analytically innovative; translator of analytics 33. Analytics translators play an essential role in building a culture for HR analytics within organizations. Which of the following do translators do in their role? Help leaders identify and prioritize business problems, creating the highest value/impact when solved. Convey business objectives to data professionals on the HR analytics team, who develop the research methods and solutions. Translate technical results from analytics projects into insights that leaders can understand and act upon. All of the above