In the age of the empowered individual, organizations must rethink the workplace with the employee at the center of the business. Join this virtual discussion between industry thought leaders to learn how to: 1. Separate the myths from realities related to the Millennial workforce. 2. Understand the value provided by alternative work arrangements and the independent worker. 3.

As the complexity of workforce challenges continues to rise, so will the demand for more quantitative approaches to address the increasingly difficult people-related questions central to organizational success. The power of workforce analytics lies in its ability to challenge conventional wisdom, influence behavior, enable HR and business leaders to make and execute smarter workforce decisions, and ultimately, impact business outcomes.

Independent workers are on the rise. What does this mean for HR professionals? The IBM Smarter Workforce Institute study of over 30,000 workers globally reveals independent workers are more engaged and more innovative than other employees. In fact they are much more like high potential employees than anyone else.

There isn't a one-size-fits-all, pre-hire assessment approach to fit in with every company's talent acquisition process. Some organizations require cognitive ability and skills assessments, while others benefit strictly from cultural fit and personality evaluations. However, there are universal steps that can be taken to optimize its usage to be as fruitful as possible.

Social business is not just the latest industry buzz term. Adding social layers to collaboration and communication has real impacts on productivity and employee engagement. Intelligent platforms improve the employee experience, reducing turnover and driving better approaches to human capital management. IBM Smarter Workforce focuses on three employee centric dimensions: Talent, Culture and Work.

How do you identify talented people? How do you uncover the traits that truly make a good sales person, a great teacher or an impactful manager? You start by understanding the traits of successful performers and potential top talen. Using big data to uncover those traits reveals something surprising. The sterotypes do not always predict performance.

Despite the enormous effort that is expended to recruit and develop top performers, there are still a variety of HR practices that do not focus on those performers most likely to improve business performance. New research from the IBM Smarter Workforce Institute reveals insights into high potential employees, including what attracts them and how they differ from other employees in terms of employee engagement, job satisfaction, innovation and collaboration.

Finding talent with the right combination of skills and abilities needed to provide a competitive edge to organizations, is becoming a real challenge.IBM researchers embarked on a scientific study of a broad spectrum of analytics jobs to identify the specific talent capabilities needed both now and in the future to be highly effective performers in those jobs.

This IDC study represents a vendor assessment of the recruiting capabilities offered as part of an integrated talent management solution through the IDC MarketScape model. This research is a quantitative and qualitative assessment of the characteristics that explain a vendor's success in the marketplace and help anticipate the vendor's ascendancy.

If the potential of workforce analytics is to be realized, HR needs the active participation of employees. Employees may be concerned about data privacy, but decades of research points to four key ways to encourage employee enthusiasm for data sharing.

Workforce analytics presents a world of opportunities to improve business effectiveness that we have only begun to explore. This report provides practical guidance on the critical 10 steps for the first 100 days of setting up an analytically enabled HR function.

In an era filled with incredible technologies, businesses increasingly demand resources to make better informed decisions. That demand applies doubly to talent acquisition software, as companies want to do a better jo at attracting and employing the talent they need to succeed. Surprisingly though, a majority of organizations have regressed in their talent acquisition efforts.

Talent analytics is one of the most misunderstood areas of HCM. With conflicting definitions around "what" it is and "how" it should be leveraged, we find that the majority of companies are immature in their approach to data. This report, based on research conducted in November and December , will address the key trends and best practices for using talent analytics to drive business success.

Until recently, there has not been significant focus on the onboarding of new employees into organizations. Sure, most companies host new hire orientations where benefits are reviewed, codes of conduct are presented, and basic tools such as phones, computers and office supplies are ordered or confirmed. But for many new employees, this is where the efforts stop.

What are the usual procedures followed when hiring someone? Screening resumes and conducting job interviews? Are you confident these hiring procedures are effective in helping you select brilliant candidates? Since Human Resources (HR) departments want to hire quality candidates, they have no room for mismatches resulting from wrong judgment in the job interviews.

This is the second in a series of two research bulletins dedicated to the candidate experience. This research bulletin explores the candidate’s journey through the application and hiring process, right up to the point of the first day on the job. The first bulletin in this series focuses on the concept of employment branding, and the interactions between the candidate and the employer during the sourcing and recruiting processes.

The first wave of Millennials is rising up the ranks at work and shaping — or making — key business decisions. It’s important to understand the impact they’re having on today’s changing workplace, but if the buzz is to be believed, they’re either lazy narcissists or energized optimists bent on saving the world. So, what’s really going on?

HR divisions are turning to analytics to drive business strategy. HR professionals need an analytical point. of reference to make human capital decisions that impact business results. Read this white paper to learn the impact of strategic workforce analytics on an organization's performance.