Remove CHRO Remove Discrimination Remove Metrics Remove Workforce Planning
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15 Job Titles for Human Resources: A Comprehensive HR Job List

Analytics in HR

Beyond formal education, you can consider increasing your data analysis expertise by enrolling in courses and programs, such as AIHR’s People Analytics Certificate Program , or HR Metrics & Dashboarding Certificate Program. They manage talent supply and demand end-to-end based on an organization’s needs and workforce planning.

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Director of People and Culture Job Description and Salary

Analytics in HR

They are also called the Head of People, Chief Human Resources Officer (CHRO), or VP of Human Resources (HR-VP). Organizational design: Evaluate company structure and design to achieve business goals through workforce planning and talent management strategies.

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Human Resource Management Career: 15 Career Paths You Can Follow in HRM

Analytics in HR

Strategic thinking: Capacity to align benefits offerings with the organization’s overall strategic goals and contribute to long-term workforce planning. HR Project Manager The HR project manager is responsible for planning projects, creating teams, and handling resources (time, money, and people).

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Talent Acquisition

Analytics in HR

The VP of talent acquisition or recruitment often reports to the CHRO. A key metric to track during this phase is the offer acceptance rate , which is the percentage of accepted offers divided by the total number of offers made. In most organizations, talent acquisition is part of the Human Resources department.

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Strategies for Getting the Most Out of Your Payroll Data

Visier

V: What are the most important payroll metrics that an HR leader or CHRO cares about? In this sense, metrics that help analyse organizational efficiency are critical for subsequent decision making: “Do I have the number of managers I need to have? How do they use them? How much do various organizational models cost me?”.

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Understanding the Basics: What Is Employee Experience?

Workday

For a truly people-oriented approach, we shouldn’t purely think of employee experience in terms of the knock-on effect it can have on customer experience—supporting your employees at each stage of their employee life cycle carries its own motives beyond measurable metrics. Employee experience has moved beyond being a CHRO initiative.