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This was a key takeaway from a summit of HR leaders and Boston Consulting Group (BCG) experts, who met to discuss the future of HR and the trends shaping it. It goes without saying that great HRfunctions are strategic: they play a vocal role in critical business decisions and control a significant portion of a company’s expenses.
Analytics is the new buzzword in talentmanagement, but that doesn't mean it's the new reality. For all of the business insights HR data promises to provide—predicting performance, boosting engagement, improving succession—there are as many questions about how to implement a data program in the first place.
With a law degree, hospitality experience, more than a dozen years as CHRO of the nation’s most-visited zoo and a leadership book under his belt, to say Tim Mulligan’s career path has been interesting is an understatement. Mulligan joined the organization in June after four years as CHRO of Vulcan Inc., Tim Mulligan of AI2.
With organizational appetites for technology upgrades growing, the HRfunction is more frequently finding itself in the long sought position of selecting new human capital tools that will elevate talent and facilitate the achievement of business objectives. What they can’t do very well is relate HR to real-world business needs.
HR is part of a competitive reality. A 2014 Aberdeen/IBM study showed that best in class organizations are 3.7 times more likely to train for analytics skills and 5 times more likely to hire analytics professionals – including talent analytics. HR is insightful. HR is multifunctional. Back to analytics here.
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