The role of people analytics in any successful organization should not be underestimated. As the Principal of Research and Customer Value at Visier, I understand the importance of using data to drive business strategy and inform decisions. And now, the latest report from Visier, The Age of People Analytics: Survey on Characteristics, Value Achieved, and Leading Practices of Advanced Organizations has emphasized the positive financial impact that advanced people analytics and related practices can have on an organization.
We’d be lost without communication when it comes to reaching goals. How many times a day do you ask a colleague for help, for a status update on a project, or even about those sassy shoes she wore to work? A robot cannot do this for you, or at least not yet…
Building a culture of inclusion will take commitment, vision, and resources. A fair and unbiased hiring process based on objective data will be fundamental to any successful diversity and inclusion. And while opening the door to opportunity can have a positive impact on your bottom line, knowing that you’re building a culture that values every employee and customer is its own reward.
Journalism is regarded as “a noble profession and one of unequalled importance for its influence upon the minds and morals of the people,” according to the Will of Joseph Pulitzer.
Those words, written by the late Pulitzer on April 16, 1904, less than a decade before his death in 1912, would become the catalytic mantra of journalists behind reporting and storytelling excellence.
And that has … what, exactly … to do with today’s HR leaders and top business executives? Plenty...
It’s impossible to live on this earth and not make an impact. Imagine what would happen if we were all pursuing our own growth, our highest selves, casting off our negative self-talk, and tender places of thin self-confidence in favor of loving the people we are?
Learning and development are more than personal career choices—today, an organization’s ability to deliver effective learning and development programs directly impacts employee engagement and productivity. Over the last eight years, research from Quantum Workplace shows an increase in managers caring about employee development, but a decrease in employees’ knowledge about development opportunities. For learning and development to have a measurable impact on the business, organizations must close this gap.
Being a manager is tough; some say, so tough that it’d be nice if organizations could somehow run well without them. But they can’t.
In order for recruitment to be successful, you must continuously look for ways to improve hiring. Analytics enables you to confidently double down on your strengths and eliminate the areas where you’re weakest so you can meet every talent need of your organization.
The cultivation of vulnerability in the workplace is a must if we want leaders to tell the truth, take risks, show up as their whole selves, share new ideas and be willing to disagree, challenge assumptions, and develop comfort with failure.
In the late 1990s, Peter Drucker claimed, “Culture eats strategy for breakfast.” Twenty years later, we take that a step further. Today, the best culture wins the trophy — and we have the evidence to prove it.
While the employee onboarding process should instill confidence in new hires, it goes beyond warm fuzzies. You and your team are preparing the new employee for the reality of the job. Give them the wrong idea about your company or their position, and you will see a quickly exiting or disengaged hire. Aside from the critical steps of the employee onboarding process, your team should be using your company culture and values to inspire a unique experience. Don’t worry, bold doesn’t always mean costly. Read on to see some of our favorite employee onboarding ideas.
Each year BountyJobs takes a deep dive into our vast treasure trove of data to curate a report tailored to the top trends and analytics across industries in third-party recruiting. As they’ve been at this for over a decade, they have the largest database chock full of hiring metrics that have been instrumental in forming the recruiting strategies of untold numbers of talent acquisition professionals. They do this because they know that finding the right person for your critical roles is imperative – and is even more of an uphill battle in this ultra-tight hiring market.
Organizations have learned that increasing diversity — the variety of differences between people in their workforce — and inclusion — helping those employees feel a greater sense of belonging — creates a more engaged workforce and greater competitive advantage.
In our most recent HCI Member Survey, we learned that developing change management skills is the top priority for HR professionals seeking to align their professional development goals with supporting their organization’s strategic priorities. This comes as no surprise, considering 80% of HR professionals say their organizations are in a constant state of change. Yet the statistics on successful change leave plenty of room for improvement. When we asked HR practitioners about their change efforts, only 15% reported that 76% to 100% of their change efforts were successful.
Organizations plan their workforce to keep pace with the emerging needs of the marketplace, evolving business objectives, and changing roles. But even the most organized planning efforts can’t resolve widening gaps between the skills necessary for new roles and the capabilities of existing talent. Internal learning and development programs can help, but in many industries, these are not enough to cover an organization’s needs. In response, organizations are searching for fresh alternatives for getting the right talent into the right roles at the right time.
Historically, HCI’s Strategic HR Business Partner certification program has been one of our most popular courses. Thousands of HR professionals worldwide have completed the certification, boosting their business and financial acumen and learning how to become better strategic partners to the business.
Yet, the role HR should play in driving the business forward continues to evolve. At HCI, we’re always on top of what’s coming next in HR, and our certification programs are no exception.
Human beings are inherently biased. We would like to believe that we are largely rational beings but as years of research has proved, we aren’t. In fact, there is an entire field of study (behavioral economics, social psychology, call it what you may) dedicated to studying human irrationality.
It’s one thing to get the best talent in the door. In many cases, it can be quite a different challenge to get them to stay. As the old adage says, people don’t leave jobs. They leave managers. At the 2018 Employee Engagement Conference, keynote speakers from organizations like Pepsico, Whirlpool, United States Golf Association, and the State of Tennessee will take the stage to discuss how leaders can create authentic connections, drive real accountability for engagement among managers and leaders, and retain critical talent.
I’m no exception to this and have experienced (IMHO) more than my share of crazy, power hungry, clueless, and just plain incompetent behavior from managers that I’ve worked for. But, in the spirit of making lemons from lemonade, here are three of my best stories about some poor manager types and the critical lessons I took away from working with each of them, which (I hope) have made me a better leader.
They’re now the largest generation in the workforce and we are still trying to figure out Millennials and what they want. Benefits are a key driver for today’s workforce. Gallup’s 2017 State of the American Workforce Survey reported that Millennials want benefits and perks that directly impact their lives and the lives of their family members.