You can’t listen to a news report or read economic data without hearing about the current job market. We have had 65 months of private sector job growth, and last year alone the economy added over 3.1 million new jobs. Employee confidence ...Read more
Successfully deploying predictive people analytics is a significant challenge for any organization. In a global organization, this challenge is multiplied by the complexities of local systems and reporting requirements. In this HCI Keynote video, ...Read more
Explore the past, present, and future of measuring and understanding engagement, as well as HR’s critical role in connecting organizational innovation to technology innovation to achieve better performance.
About a decade ago, the major trend in technology was the concept of “best of breed.” Software companies worked towards becoming the absolute leader in a particular niche. Companies would choose the best available solution for a specific function in HR—payroll or applicant tracking or performance management, for example. These systems may or may not have integrated behind the scenes.
Talent management is no longer about a single solution. It is about creating great employee experiences from the first contact with a potential candidate to the day they leave the company. Learn from peer advice gathered from an Oracle/HCI survey how integrated technology pays off, from increased revenue to lower turnover. Discover how an integrated solution can help you attract and retain the best candidates.
Learn the difference between predictive vs. prescriptive analytics and how to benchmark against other organizations leveraging predictive workforce technology.
Nearly 3/4 of businesses have missed objectives due to poor workforce planning. C-suite leaders constantly adjust markets, product offerings and customer bases, but decisions about hiring and developing talent needed to carry out these plans are frequently disconnected. Learn what role HR can play in transforming workforce planning into a strategic, continuous data-driven process that provides a competitive advantage.
What’s an HR professional to do when “tried and true” HR practices are met with disinterest or even resistance? What do you do when the pace of change all around outstrips your ability to adapt? In this HCI Keynote ...Read more
Both senior executive leaders and HR leaders know that it’s time for human resources to go break the old mold. Gone are the days when the bulk of HR’s responsibility lay in filling open positions and conducting new-hire orientations. Over the past 12 years, labor costs have increased nearly 40%. The workforce is becoming increasingly complex. Four generations, each with differing needs and values, are working together. Nearly 1/3 of the workforce is contingent and that number continues to grow. Jobs will exist tomorrow that did not exist today.
The report card on hiring in North America is pretty poor and indicates that too many organizations are simply filling positions with “bodies,” as opposed to applying meticulous screening to avoid hiring the wrong people in the first place. As revealed in my New York Times Best Seller, Building a Magnetic Culture, 59% of all new hires are gone before the one-year tenure mark. As a result, these organizations encounter the significant costs of re-recruiting and re-hiring.