When I hear people talk about top talent, I get reminded of the elusive (and sometimes voodoo) experiences that I had in the past in corporate environments when identifying top talent.
I have to say, it always conjures up memories both good and bad.
The three most viewed articles on HRinfodesk this week deal with expanding their disability management programs; a zero tolerance approach to a grievance arising from a case of sexual harassment and assault; and the Canada Pension Plan 2014 contribution rates,
Criminal record checks are often in the news, and the federal government was part of that news with recent changes to pardons (now called “record suspensions”) and a program that encourages employers to hire offenders. So we thought it would be a good time to ask our readers, “Does your organization conduct criminal record checks on potential candidates?”
Move from traditional recruitment metrics to talent acquisition analytics to drive results business executives care about
Talent Acquisition is no stranger to data and metrics and the most progressive of leaders in this space are taking advantage of the wave of workforce analytics to get results – for their organizations and for themselves. While the past was focused on using analytics primarily to monitor the efficiency of the recruitment process, Talent Acquisition is now involving itself in measuring the effectiveness of its efforts. Connecting the activities of Talent Acquisition to business outcomes is something every Talent Acquisition leader should be working towards.
While call centers have been using data analytics for decades, the way that this data gets used continues to evolve and helps the best call centers create net-new value through different applications and uses of Big Data – in this case, Big HR Data or workforce analytics. Even though this is a call center specific article, the lessons learned apply across many (arguably all) business capabilities and disciplines.
There’s lots of talk about Big Data—and in the past 6 months, there has been a noticeable increase in the dialogue related to Big Workforce Data.
We are very pleased to announce that QuIRC, will be sharing their expertise with our readers on First Reference Talks. They will be covering issues surrounding workforce analytics (also known as HR metrics).
The mantra “Hire Slow and Fire Quickly” has been a favourite of business writers for years. However, an increasing number of thinkers are disagreeing with its sentiment. Danny Boce from Fast Company recently wrote “that catchphrase isn’t just dumb, it’s counterproductive,” particularly for start-ups.
Welcoming a New Year can also mean welcoming change. Many individuals have resolved to make changes in their lives. Companies also often kick-off change initiatives or begin to implement talked about transformation in the New Year.
Every HR trend report I have read this year has a focus on analytics and data as one of the top 5 trends. Having helped this field emerge over the last 5 years this was rewarding to see. At the same time I was struck by the gap between the level of expectation about the returns from HR analytics and the current level of practice that we see. In short, to meet the expectations of business leaders in relation to HR analytics we are going to need to get very focused and very effective, quickly.
Business measurement and analytics has been growing in importance for many years. It has spawned a whole new type of management thinking about evidence-based strategy and decisions. The sophistication levels keep increasing. Here is an example; an online retailer takes real-time data from their customers browsing habits. They pass this to their suppliers who can then can anticipate sales volumes. The suppliers link this to production schedules and to raw material purchasing leading to a a truly integrated supply chain. There is a real elegance to these systems. They move like a dancer in perfect time and balance, leading to performance excellence.
We like to think we are all fair and objective. However, implicit bias is apparent in everyone, regardless of if you accept it or not. An Implicit Association Test by Project Implicit at Harvard Universityreminds us that while people don’t often speak their minds, we might actually not even know our minds. Are we purposely hiding something from others, or are we implicitly hiding something from ourselves? When it comes to strategic recruitment, implicit bias plays a big role. There have been countless implicit bias studies done in the field of recruitment and human resource development. Let’s take a look at a few standouts.
The momentum behind measurement in HR is growing and what I learned from the trip indicates that one of the drivers of change has shifted.