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The Job Openings and Labor Turnover Survey for December 2016, released by the U.S. Bureau of Labor Statistics (BLS) in February, reported there were 1.4 million more quits than layoffs and discharges for the month. MORE
A Professional Employer Organization , or PEO, allows businesses to outsource their administrative needs to a third party that specializes in these duties. MORE
Social recruiting. Candidate experience. Employer branding. There’s no doubt recruiting has seen a ton of changes and new ideas over the last decade. We know how important it is to build relationships with talent , especially passive candidates who have skills and rapport. MORE
Who are the thought leaders you turn to for business and management advice? Got room for one more? Over the past several months, my eyes have been caught by informative articles on leadership and productivity from the same author. I found an Inc. MORE
About 65 percent of the people in one survey reported that they received no recognition over the last 12 months for their work.In the same report, 89 percent of employers feel that most employees leave their companies to earn more money. However, most workers who leave their jobs cite lack of appreciation as a major reason for seeking other opportunities. MORE
I believe that leaders are responsible for creating the work environment that brings out the very best in people. The most effective leaders I work with (and have worked for in the past) strive to constantly inspire higher levels of performance from their teams. MORE
Building a vibrant workplace requires a foundation of trust, respect, and honest communication. It also requires employee appreciation. Over 200,000 global employees were studied by the Boston Consulting Group , and the top reason they reported enjoying their work was, “feeling appreciated”. MORE
Communities of interest (sometimes referred to as affinity groups or employee resource groups) are exactly what you would think. They are groups of people who share a common interest, experience, or passion. The group is formed to share ideas and thoughts. MORE
Written by: Samantha Colby. Congratulations! Having exercised careful consideration, deliberation, and negotiation, you’ve finally selected your new HCM system. MORE
Many organizations and survey software providers use the terms “employee pulse surveys” and “always-on survey” (or variations of always-on, such as “continuous feedback” or “real-time feedback”) interchangeably. MORE
What inspires you? What wakes you up each morning and motivates you to face life’s challenges? At Ultimate Software, we’re inspired by people. MORE
I ran across a tweet recently that posed an interesting thought : What if managers created “personal user manuals” about their management style? Back in the old days, we called this managing up. MORE
Managers don’t necessarily have a knack for management. In fact, a surprising amount of leaders in the workforce are placed in leadership positions without any formal training. When review time rolls around the corner, managers have to be prepared to lead this process effectively and confidently. MORE
Recruiting isn’t about filling empty chairs with random professionals. As an employer, you need to invest in people who can improve your sales, boost innovation, and ultimately increase your bottom line. But what if your recruiters can’t seem to find the best talent? MORE
It’s time to start thinking about open enrollment and benefits renewal. It can be frustrating for small and midsize businesses (SMBs) to have to budget for benefits when each year they see significant increases that outpace inflation. So what’s an SMB owner or HR professional to do? This post takes a deeper look at what the PwC annual report identifies as the three inflators and two deflators that are driving health spending increases for 2018. MORE
Around 62% of companies expect their hiring volume to rise , but only 42% say their recruitment budget will increase. Once again, HR is going to be asked to do more with less. Asking for additional budget, even for a program you really could use, can be daunting. So it’s crucial to be prepared. MORE
We’ve all seen it: that candidate whose resume doesn’t really match the job requirements, yet there’s something about her overall experience that piques our interest. Perhaps she took a “gap year” after school or between jobs; maybe she spent time working in a completely different field. MORE
If there’s one thing that’s certain in the world of Human Resources, it’s that employee engagement matters. If there’s a second thing that’s certain, it’s that HR knowing this has done almost nothing to improve employee engagement. MORE
I ran across an article in Chief Learning Officer Magazine titled “ 7 Ways to Create a Coaching Culture ”. It’s a good read that you might want to check out. There’s one sentence in the article that I want to elaborate on today. The magic of a coaching culture is that it is infectious.” MORE
Written by: John A. Hinojos. Over the past few years, the workplace has changed dramatically. MORE
Human resources isn't traditionally seen as the most innovative, or even most influential, department in a company. MORE
“Now, more than ever, the corporate strategy for large companies hinges on the people strategy.”. 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. MORE
Unfortunately, most of those who create metrics in HR and recruiting don’t really understand the strategic mindset of CEOs. And, as a result, the metrics that are reported to CEOs and the executive committee result in no positive action being taken. MORE
As HR is increasing its presence as a strategic part of the business, key performance indicators, or KPIs, are becoming a key part of the language for discussing how it is actually performing. MORE
It's no secret that Millennials—the founders of social media and the first generation of employees raised on technology—have different aspirations and desires than their Baby Boomer parents. MORE
At this year’s Visier Outsmart (our annual user conference), we were fortunate to have two notable industry thought leaders take part: Tom Davenport, Big Data luminary and pioneer of the concept of “competing on analytics,” and Dr. John Sullivan, internationally renowned HR thought leader (and guest writer on the Visier blog ). The underlying theme tying their two presentations together was that in order for HR to be successful with analytics, it’s necessary to connect HR goals (or your people strategy) to organizational goals (the business strategy). It brought to mind what Dave Ulrich — the author of modern HR and a past Visier Outsmart speaker — and his team wrote in their paper The New HR Competencies: Business Partnering from the Outside-In : “High-performing HR professionals think and act from the outside-in. They are deeply knowledgeable of and able to translate external business trends into internal decisions and actions. They understand the general business conditions (e.g., social, technological, economic, political, environmental, and demographic trends) that affect their industry and geography. They target and serve key customers of their organization by identifying customer segments, knowing customer expectations, and aligning organizational actions to meet customer needs.”. Below are some highlights from the presentations. The Four Eras of Analytics in Workforce and Elsewhere: From Artisanal Analytics to Augmented Automation — Tom Davenport. In his keynote, Davenport explained that there are four eras of analytics, each one progressing in the complexity of the data being analyzed and the range of insights that can be derived as a result of innovations that occur in each. Rather than thinking of each era as a period of time, with a defined start and end date, the eras are open-ended stages, where businesses and functions can enter and leave as their need to make sense of their data increases and becomes more complex. The eras are: Analytics 1.0: Artisanal Analytics. This is also what we think of as traditional analytics, where descriptive analytics and reporting are the norm. Analytics use here is focused on internal decision support and any predictive models are based mainly on human hypotheses. Business users may be starting to use analytics, but it’s primarily the domain of analysts. Analytics 2.0: Big Data Analytics. This era is characterized by large, complex, and unstructured data that requires new computational capabilities to sort through it all. Data scientists and data products are introduced as a result; however, not every business is taking advantage of these. . Recommended Read: Why Great HR Strategy Shouldn’t Be About Making HR Better. Analytics 3.0: Data Economy Analytics. In this era, analytics is core to the business. Data and analytics-based products are utilized to make decisions at scale. For example, employee location data and employee communications and network data can be mined for insights such as attrition risk, organizational design and effectiveness, and fraud and malfeasance detection. Analytics 4.0: Cognitive Analytics. Analytics is used to make automated decisions in this era. Cognitive technologies, such as machine learning, enable faster and more accurate decision-making, and also the replacement of certain knowledge work tasks with automation. According to Davenport, HR had a later start on analytics than other business functions and most of HR is in the first era of our analytics journey. In the Analytics 1.0 stage, HR is integrating and curating their workforce data from various transactional systems , as well as developing the business acumen to tell a story with the data that will lead to better and more productive business decisions. For those looking ahead to Analytics 4.0, Davenport stressed that while many knowledge work job tasks will be automated, immense productivity gains from this could fund the retraining and redeployment of people. HR should be prepared in the future for a workforce augmented by technology rather than replaced by it — HR will need to play a leading role in enabling their organization’s success with it. The Critical Role of Data In Talent Acquisition — Dr. John Sullivan. According to Dr. Sullivan, Human Capital is the #1 global business challenge facing CEOs for the fourth year in a row. This is because few CEOs are confident in the quality of their Human Capital metrics. Often what is shared with the C-Suite is what Sullivan calls the “So What” metrics, which elicit a “Why Should I Care?” reaction from executives. To capture the C-Suite’s attention, Talent Acquisition needs to become more businesslike and begin to calculate all standard business analytics. The more Talent Acquisition professionals are measuring what matters to CEOs , the more value they can provide to the business. Sullivan illustrated this with an anecdote about a referral program at a retailer that was cut in order to save each retail store a few thousand dollars. The cut led to lower quality of hire and customer service, as well as unintended consequences in other departments from decreased customer loyalty and amount spent per visit. The resulting financial loss after a year was well into the six figures! Recommended Read: 6 Reasons Recruiting Doesn’t Measure New Hire Failure Rates (But Should). Your CEO expects every function to have a measurable impact on business results — and within HR, recruiting has the most impact on revenue and profit. So what kind of data should Talent Acquisition be analyzing, measuring, and sharing with the C-suite? These are the six highest impact talent acquisition data actions, in Sullivan’s view: Hiring innovators. Prioritizing jobs and hiring top talent into revenue impact jobs. Calculating the dollar impact of quality hires. Calculating the dollar impact of hiring top diversity talent into “customer and product impact jobs”. Calculating the cost of “excess vacancy days” for revenue and high-impact jobs. Shifting to a metric model that is designed to influence executives. Insights and actions in these areas can measurably improve business results. They’re the kind of metrics that gain your CEO’s immediate attention, especially if they they meet these criteria: It impacts a strategic business goal. It impacts at least 1% of revenue. It includes a future trend line and the cost of a delay. It includes benchmark comparison numbers. It includes the root cause. When they see it, they think “Oh my god!”. It drives them to demand immediate action. It highlights the recommended actions. It includes a just-in-time alert reminder. We’ll be sharing posts on Dr. Sullivan’s presentations next week so s tay tuned! The post It’s About More Than HR: Analytics Learnings from Tom Davenport and Dr. John Sullivan appeared first on Visier Inc. HR Leadership datafication of HR HR leadership advice talent acquisition MORE
HR Bartender
NOVEMBER 5, 2017
I ran across a tweet recently that posed an interesting thought : What if managers created “personal user manuals” about their management style? Back in the old days, we called this managing up.
ClearCompany HRM
NOVEMBER 29, 2017
Managers don’t necessarily have a knack for management. In fact, a surprising amount of leaders in the workforce are placed in leadership positions without any formal training. When review time rolls around the corner, managers have to be prepared to lead this process effectively and confidently.
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Visier
MARCH 30, 2017
Unfortunately, most of those who create metrics in HR and recruiting don’t really understand the strategic mindset of CEOs. And, as a result, the metrics that are reported to CEOs and the executive committee result in no positive action being taken.
15Five
MARCH 23, 2017
Building a vibrant workplace requires a foundation of trust, respect, and honest communication. It also requires employee appreciation. Over 200,000 global employees were studied by the Boston Consulting Group , and the top reason they reported enjoying their work was, “feeling appreciated”.
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Your employees are smoking, and at a cost of $7,000 per year for each employee who smokes, that adds up - fast! This free report will show you how an effective cessation program pays for itself.
HRchitect
JUNE 13, 2017
Written by: John A. Hinojos. Over the past few years, the workplace has changed dramatically.
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Human Resources Today brings together the best content for HR professionals from the widest variety of industry thought leaders.
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EmployeeConnect
MAY 11, 2017
A Professional Employer Organization , or PEO, allows businesses to outsource their administrative needs to a third party that specializes in these duties.
ATD Human Capital
AUGUST 8, 2017
I believe that leaders are responsible for creating the work environment that brings out the very best in people. The most effective leaders I work with (and have worked for in the past) strive to constantly inspire higher levels of performance from their teams.
Brazen HR
APRIL 13, 2017
Recruiting isn’t about filling empty chairs with random professionals. As an employer, you need to invest in people who can improve your sales, boost innovation, and ultimately increase your bottom line. But what if your recruiters can’t seem to find the best talent?
Lighthouse
MAY 3, 2017
As HR is increasing its presence as a strategic part of the business, key performance indicators, or KPIs, are becoming a key part of the language for discussing how it is actually performing.
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Paycor asked more than 500 leaders of medium and small businesses to talk about the present and future of HR. Download the guide and see what they said. Their responses will surprise you!
Ultimate Software
MARCH 8, 2017
The Job Openings and Labor Turnover Survey for December 2016, released by the U.S. Bureau of Labor Statistics (BLS) in February, reported there were 1.4 million more quits than layoffs and discharges for the month.
HR Bartender
OCTOBER 22, 2017
I ran across an article in Chief Learning Officer Magazine titled “ 7 Ways to Create a Coaching Culture ”. It’s a good read that you might want to check out. There’s one sentence in the article that I want to elaborate on today. The magic of a coaching culture is that it is infectious.”
ClearCompany HRM
MARCH 28, 2017
Around 62% of companies expect their hiring volume to rise , but only 42% say their recruitment budget will increase. Once again, HR is going to be asked to do more with less. Asking for additional budget, even for a program you really could use, can be daunting. So it’s crucial to be prepared.
Visier
JUNE 21, 2017
At this year’s Visier Outsmart (our annual user conference), we were fortunate to have two notable industry thought leaders take part: Tom Davenport, Big Data luminary and pioneer of the concept of “competing on analytics,” and Dr. John Sullivan, internationally renowned HR thought leader (and guest writer on the Visier blog ). The underlying theme tying their two presentations together was that in order for HR to be successful with analytics, it’s necessary to connect HR goals (or your people strategy) to organizational goals (the business strategy). It brought to mind what Dave Ulrich — the author of modern HR and a past Visier Outsmart speaker — and his team wrote in their paper The New HR Competencies: Business Partnering from the Outside-In : “High-performing HR professionals think and act from the outside-in. They are deeply knowledgeable of and able to translate external business trends into internal decisions and actions. They understand the general business conditions (e.g., social, technological, economic, political, environmental, and demographic trends) that affect their industry and geography. They target and serve key customers of their organization by identifying customer segments, knowing customer expectations, and aligning organizational actions to meet customer needs.”. Below are some highlights from the presentations. The Four Eras of Analytics in Workforce and Elsewhere: From Artisanal Analytics to Augmented Automation — Tom Davenport. In his keynote, Davenport explained that there are four eras of analytics, each one progressing in the complexity of the data being analyzed and the range of insights that can be derived as a result of innovations that occur in each. Rather than thinking of each era as a period of time, with a defined start and end date, the eras are open-ended stages, where businesses and functions can enter and leave as their need to make sense of their data increases and becomes more complex. The eras are: Analytics 1.0: Artisanal Analytics. This is also what we think of as traditional analytics, where descriptive analytics and reporting are the norm. Analytics use here is focused on internal decision support and any predictive models are based mainly on human hypotheses. Business users may be starting to use analytics, but it’s primarily the domain of analysts. Analytics 2.0: Big Data Analytics. This era is characterized by large, complex, and unstructured data that requires new computational capabilities to sort through it all. Data scientists and data products are introduced as a result; however, not every business is taking advantage of these. . Recommended Read: Why Great HR Strategy Shouldn’t Be About Making HR Better. Analytics 3.0: Data Economy Analytics. In this era, analytics is core to the business. Data and analytics-based products are utilized to make decisions at scale. For example, employee location data and employee communications and network data can be mined for insights such as attrition risk, organizational design and effectiveness, and fraud and malfeasance detection. Analytics 4.0: Cognitive Analytics. Analytics is used to make automated decisions in this era. Cognitive technologies, such as machine learning, enable faster and more accurate decision-making, and also the replacement of certain knowledge work tasks with automation. According to Davenport, HR had a later start on analytics than other business functions and most of HR is in the first era of our analytics journey. In the Analytics 1.0 stage, HR is integrating and curating their workforce data from various transactional systems , as well as developing the business acumen to tell a story with the data that will lead to better and more productive business decisions. For those looking ahead to Analytics 4.0, Davenport stressed that while many knowledge work job tasks will be automated, immense productivity gains from this could fund the retraining and redeployment of people. HR should be prepared in the future for a workforce augmented by technology rather than replaced by it — HR will need to play a leading role in enabling their organization’s success with it. The Critical Role of Data In Talent Acquisition — Dr. John Sullivan. According to Dr. Sullivan, Human Capital is the #1 global business challenge facing CEOs for the fourth year in a row. This is because few CEOs are confident in the quality of their Human Capital metrics. Often what is shared with the C-Suite is what Sullivan calls the “So What” metrics, which elicit a “Why Should I Care?” reaction from executives. To capture the C-Suite’s attention, Talent Acquisition needs to become more businesslike and begin to calculate all standard business analytics. The more Talent Acquisition professionals are measuring what matters to CEOs , the more value they can provide to the business. Sullivan illustrated this with an anecdote about a referral program at a retailer that was cut in order to save each retail store a few thousand dollars. The cut led to lower quality of hire and customer service, as well as unintended consequences in other departments from decreased customer loyalty and amount spent per visit. The resulting financial loss after a year was well into the six figures! Recommended Read: 6 Reasons Recruiting Doesn’t Measure New Hire Failure Rates (But Should). Your CEO expects every function to have a measurable impact on business results — and within HR, recruiting has the most impact on revenue and profit. So what kind of data should Talent Acquisition be analyzing, measuring, and sharing with the C-suite? These are the six highest impact talent acquisition data actions, in Sullivan’s view: Hiring innovators. Prioritizing jobs and hiring top talent into revenue impact jobs. Calculating the dollar impact of quality hires. Calculating the dollar impact of hiring top diversity talent into “customer and product impact jobs”. Calculating the cost of “excess vacancy days” for revenue and high-impact jobs. Shifting to a metric model that is designed to influence executives. Insights and actions in these areas can measurably improve business results. They’re the kind of metrics that gain your CEO’s immediate attention, especially if they they meet these criteria: It impacts a strategic business goal. It impacts at least 1% of revenue. It includes a future trend line and the cost of a delay. It includes benchmark comparison numbers. It includes the root cause. When they see it, they think “Oh my god!”. It drives them to demand immediate action. It highlights the recommended actions. It includes a just-in-time alert reminder. We’ll be sharing posts on Dr. Sullivan’s presentations next week so s tay tuned! The post It’s About More Than HR: Analytics Learnings from Tom Davenport and Dr. John Sullivan appeared first on Visier Inc. HR Leadership datafication of HR HR leadership advice talent acquisition
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Download Gallagher’s report to discover best practices for sustaining corporate culture, identify opportunities for building engagement, and understand the value of investing in your organization’s greatest asset — its people.
15Five
AUGUST 16, 2017
If there’s one thing that’s certain in the world of Human Resources, it’s that employee engagement matters. If there’s a second thing that’s certain, it’s that HR knowing this has done almost nothing to improve employee engagement.
HRchitect
FEBRUARY 21, 2017
Written by: Samantha Colby. Congratulations! Having exercised careful consideration, deliberation, and negotiation, you’ve finally selected your new HCM system.
Cornerstone On Demand
MAY 15, 2017
It's no secret that Millennials—the founders of social media and the first generation of employees raised on technology—have different aspirations and desires than their Baby Boomer parents.
EmployeeConnect
FEBRUARY 27, 2017
About 65 percent of the people in one survey reported that they received no recognition over the last 12 months for their work.In the same report, 89 percent of employers feel that most employees leave their companies to earn more money. However, most workers who leave their jobs cite lack of appreciation as a major reason for seeking other opportunities.
Speaker: Robin Schooling, Managing Partner, HR + People Strategy, Peridus Group
Join Robin Schooling, Managing Partner, HR + People Strategy with Peridus Group, to learn what you can do now to prepare yourself and your organization for the future workplace while simultaneously solidifying HR’s impact as a strategic and influential leader for business success
DecisionWise
DECEMBER 19, 2017
Many organizations and survey software providers use the terms “employee pulse surveys” and “always-on survey” (or variations of always-on, such as “continuous feedback” or “real-time feedback”) interchangeably.
Brazen HR
FEBRUARY 28, 2017
We’ve all seen it: that candidate whose resume doesn’t really match the job requirements, yet there’s something about her overall experience that piques our interest. Perhaps she took a “gap year” after school or between jobs; maybe she spent time working in a completely different field.
Trinet
OCTOBER 17, 2017
It’s time to start thinking about open enrollment and benefits renewal. It can be frustrating for small and midsize businesses (SMBs) to have to budget for benefits when each year they see significant increases that outpace inflation. So what’s an SMB owner or HR professional to do? This post takes a deeper look at what the PwC annual report identifies as the three inflators and two deflators that are driving health spending increases for 2018.
Ultimate Software
MARCH 10, 2017
What inspires you? What wakes you up each morning and motivates you to face life’s challenges? At Ultimate Software, we’re inspired by people.
Advertisement
With the increasing adoption of automation and data-driven technologies, the workforce is changing rapidly — regardless of whether we’re prepared to face it. Keeping up with the velocity of change is vital to success, and that means building digital readiness into the DNA of your organization so your workforce is ready to face an uncertain and constantly changing future.
HR Bartender
OCTOBER 8, 2017
Communities of interest (sometimes referred to as affinity groups or employee resource groups) are exactly what you would think. They are groups of people who share a common interest, experience, or passion. The group is formed to share ideas and thoughts.
ClearCompany HRM
JANUARY 15, 2017
Social recruiting. Candidate experience. Employer branding. There’s no doubt recruiting has seen a ton of changes and new ideas over the last decade. We know how important it is to build relationships with talent , especially passive candidates who have skills and rapport.
Visier
MARCH 7, 2017
“Now, more than ever, the corporate strategy for large companies hinges on the people strategy.”. 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.
15Five
JUNE 21, 2017
Who are the thought leaders you turn to for business and management advice? Got room for one more? Over the past several months, my eyes have been caught by informative articles on leadership and productivity from the same author. I found an Inc.
Advertisement
The year 2019 in talent acquisition was full of key learnings and insights that you can leverage in order to start 2020 ahead of the recruiting pack. This report walks you through core trends to continuously examine as you plan your recruiting strategy for 2020 and beyond.
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