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.
I came across the title of today’s piece in Guy Kawasaki’s book “the Art of the Start”. It has made me smile for the last week. The quote elegantly expresses why HR practitioners need to be measuring. Here is why
Last month I promised a description of a metric which starts to take organizations deeper into the insight they need to be successful and to show real results. True to my promise here it is:
Job descriptions have many uses, the most obvious being to describe key responsibilities and serve as a basis for salary or pay. However, a job description has the potential to deliver far more than this…
I am often contacted by human resources groups and analysts looking to take their work to the next level and discover the next great insight. Often they are seeking some holy grail or mystic equation that will simply answer the complex questions that human systems create. This is a worthy and powerful quest and one which is moving human resources groups and the organizations they serve into a better and more productive position. Unfortunately…
This week I was helping a colleague figure out what their HR data was telling them and how to put this into a report. The first place to start was the organizational goals and where they wanted to get to.
Last week was a first for me. I was asked to present on human resources measurement to an audience of finance professionals. The response to my sold out sessions was mixed. Some wanted to know more. Others wanted to be able to put people measurement into a simple box, record this as a consistent item on the balance sheet, and get back to the serious business of money.
Here is one of the first interesting results produced from the Human Resources Metrics Service database. There is a clear relationship between what an organization spends on HR and the level of resignations it experiences…