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Forget the Catchy Headlines – It Is Time for HR Leaders to Get Serious About Workforce Planning

CCI Consulting

First, some facts about employee turnover: The 2021 quit rate is consistent with other post-recession data (i.e., a 28% quit rate in 2001 and 2010, following the 2000-2001 and 2008-2009 recessions). Develop Talent Strategies : This is the bread and butter of HR work. So, how is history repeating itself?

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People Analytics and HR-Tech Reading List

Littal Shemer

If you are interested in additional free resources for data science and R programming, check the comment section of this post. “Technology, data analytics, and artificial intelligence already impact how people work and engage with organizations. Click titles for Kindle versions (Work in progress. First published: May 14th, 2018.

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CHRO = CEO?

HRExecutive

The data they examined to arrive at their conclusion included the salaries for CEO, COO, CFO, CMO and CIO. They cite CEOs such as GM’s Mary Barra and Xerox’s Anne Mulcahy, who served from 2001 to 2009, as leaders who served stints overseeing HR. Many report directly to the CEO, as Ulrich and Filler note.

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Big Data’s Importance to HR Field Grows

Oracle HCM - Modern HR in the Cloud

HR and benefits professionals need to start using big data to move their own departments and their companies’ end goals forward. You have to have data to make good decisions,” he stressed. Still, added Bollinger, people who use data to go with their gut do better than those who do not. By Joel Kranc - Originally posted on EBN.

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Talent Management Models for HR in 2020

CuteHR

The study done on US companies found that those which focussed on talent management outperformed their competitors. Axelrod B, The War for Talent, Harvard Business School Publishing, Boston, 2001 ]. What are Talent Management Models? Sorting based on special capabilities and talent . Talent Development.

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360 Degree Feedback: A Comprehensive Guide

Analytics in HR

Smith and Walker (2001) found that positive 360-degree feedback ratings of bank managers were correlated with customer loyalty. Conway, Lombardo, and Sanders (2001) found that direct reports and team member ratings explained more variation in measures like productivity and profit than other sources.