In our last few blogs we covered numbers 1 through 9 of our list of the 10 most common questions and concerns HR professionals raise when considering getting started with workforce analytics. It’s time now for #10.
If your organization wants to stay competitive and improve employee engagement, you don’t want to be the last ones sticking to your outdated annual performance appraisal and ratings system. The options available to transform your system are multiple, depending on your size and budget. The best systems incorporate one on one discussions between managers and employees, continuous goal setting and innovative technological solutions with incredible employee interfaces often available on a mobile platform.
In our last few blogs we covered numbers 1 through 7 of our list of the 10 most common questions and concerns HR professionals raise when considering getting started with workforce analytics. Now let’s move onto 2 more questions and concerns and how you can overcome them.
In our last two blog posts we covered five of the most common questions and concerns HR professionals raise when considering getting started with workforce analytics. Now let’s move onto two more questions and concerns and how you can overcome them.
In our last blog we covered three common concerns and questions HR professionals often raise when considering getting started with workforce analytics. Now let’s move onto two more questions and concerns and how you can overcome them.
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.
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 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…
As a Human Resources Generalist or as a manager or department supervisor, this is the time of year that the memo goes around the office: ALL EMPLOYEES PLEASE SUBMIT YOUR VACATION REQUESTS. How you set up your procedures and policies is key to a smooth and organized vacation schedule that balances your employees’ vacation requests and your organizational demands.
One of the main barriers to a good decision is uncertainty. This is especially true when…
How do we resolve this dilemma? Time to Fill does tell us something important, yet we cannot be sure whether a change to this number is due to our own efforts or the effects of the overall job market.
One software industry analyst has been watching the human resources management system market for some time and has discerned some trends. With the economy recovering from recession, organizations are focusing on core HR concerns, such as strategic hiring and productivity. As a result, they’ll invest in technologies that help in these areas, particularly if they “offer an immediate return on investment or meet some compelling management or regulatory need”.
Back in the heady days of summer 2010, our sister publication HRinfodesk began a series of polls on human resources management systems (HRMS) and metrics. In July, about one-third of respondents said they already use an HRMS and just over one in ten said they were considering it. In August, one-third of HRMS users said it makes their jobs easier, while the rest said the system offered no improvement or actually made things more difficult.
Human resources management systems (also known as human resources information systems) exist “at the intersection between human resource management and information technology.” Usually, this means taking previously disparate HR information and automatically integrating it in such a way that users can gain a clearer picture of what is happening in the company—in a more efficient way than if HR had to gather all of the information from its various sources, and analyze it manually.
This diverse information includes payroll, work hours and overtime, benefits administration, recruiting and development, training and learning, performance records and more. You’ve probably already automated one or more of these services, either internally or via an external service provider; companies commonly outsource payroll and benefits functions, for example. But even so, can you imagine what you could do if all of those functions were integrated and all of that information could be compared with little effort? That’s the promise of human resources management systems.