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People Analytics and HR-Tech Reading List

Littal Shemer

As it shows, HR Analytics is both an art and a science that can help organizations make informed decisions that benefit all stakeholders, including employees” Agile Workforce Planning: How to Align People with Organizational Strategy for Improved Performance Adam Gibson (2021). Boudreau , Wayne F. Cascio, Alexis A.

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Assessing Values in Online Technology Part 4

HR Examiner

Director Talent Acquisition: 12%. Workforce Planning. Talent Management. We used email lists to target HR executives. We did not purchase any responses. The breakdown of participants looks like: CHRO and Vice President of HR: 30%. Recruiting: 17%. L&D: 9%. People Analytics: 4%. Other: 28%. Full Spectrum.

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3 Key Layers of a Future-Ready Employee Experience

Analytics in HR

How can we enable workforce planning, talent, intelligence? For example, let’s take talent acquisition, we can think about talent acquisition as we bring ATF and implement it and we are done. Or we can think about talent acquisition as a capability and say it has CRM, it has the whole chatbot.

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15 Best HCM Software in 2024 (Based on Four Research Parameters)

Vantage Circle

Compensation and Benefits: Compensation Planning : Helps design and manage salary structures, bonuses, and other forms of compensation. Benefits Administration : Manages employee benefits, such as health insurance, retirement plans, and other perks. It was founded in 2005 and is headquartered in Pleasanton, California.

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Chances Are You’re Buying Too Much Talent. It’s Time to Build and Borrow.

Degreed

Since 2005, they’ve averaged an eye-popping 25% growth annually on the back of trillions of dollars in research and development spend, massive partner ecosystems, and hundreds of acquisitions. In this environment, strategic workforce planning is relegated to the trash bin.”. A New Skills Operating Model.

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Most Don’t Rate HR As Strategic – Here’s Why (Outside the box actions for making HR strategic)

Dr. John Sullivan

You Can’t Become Strategic With a Focus On Tactical Issues Since 2005, when I wrote the seminal book “ Rethinking HR ,” I have continuously argued that “getting a seat at the table” won’t ever be sufficient to get our function recognized as strategic. So they are seldom satisfied when important things are only done well.