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Strategic Workforce Analytics & The Art of Continuous Improvement
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Continuous improvement in any endeavor is contingent upon active, objective measurement, analysis, and application of the results. This axiom is particularly true in the human resources (HR) world, as market factors are contributing to rapid changes in HR strategy. The economy, globalization, mergers and acquisitions, labor shortages, and changing workforce demographics are just some of the challenges facing HR organizations today.
HR leaders across the globe are asking themselves many of the same questions:
• How can we better link HR outcomes to business outcomes?
• How can we be more predictive and less reactive to change?
• How can we become more strategic contributors to the business?
Traditional transactional reporting and spreadsheet-based tools have been available to HR for many years, but generally fall short of answering these questions. Often inflexible, difficult to use, and inaccessible, these tools nevertheless are what HR professionals currently rely on for critical workforce metrics (e.g., employee retention, time-to-hire). But they can hardly be classified as strategic. And given the global economic conditions, HR leaders are under increasing pressure to consistently measure and communicate the impact of their HR programs, especially to secure funding for strategic initiatives. Unfortunately, transactional reporting tools provide little help.
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