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.
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.
It is annual performance review time for many organizations! The actual performance review may be a simple rating sheet, a multi-page document, a massive competency check-lists or an online 360 review. Whatever the format of your reviews, it is your entire performance appraisal process, which includes the manager & employee performance appraisal meetings that determines the effectiveness of your appraisal system for your organizational development goals. Scott Adams has dedicated a multitude of Dibert strips mocking performance reviews (scroll to end of article) but for organizations today, performance management still matters.
Is there an overachiever at your workplace? Do you have trouble understanding and working with them? High achievers, sometimes known as workaholics, have been found to be secretly plagued by fears and self-doubts and prone to resist change. Though it is important to be hard-working and have a drive to achieve in order to be successful, it can get out of control.
To achieve the best of both worlds it is important to align your data with common standards that are most likely to provide the opportunity for like with like comparison and like with unlike comparison. This creates the capability to compare in a way that confirms your performance or compare in a way that pushes your performance. As with all data and analytic practices the right thing to do is the one which moves the performance needle for your organization. The more HR can do this AND demonstrate this the better.
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.
The beginning of a new year is the usual time for owners, managers, HR and payroll professionals to work on their compensation planning. The objective of compensation planning is determining what to pay employees to entice them to continue to work for your company.