Editor’s Note

In this edition of HR Strategy Excellence Essentials, we hear from top HR industry experts on various aspects of human resources to make the journey for HR faster and more transnational. From in depth discussions on predictive analytic to changing old perceptions of HR, this issue is packed with research, practical guides and insights on various facets of human resources.

HR Strategy and Planning August 2015 Advertisers

HR Metrics vs. Predictive Analytics: What’s the difference?

It seems if you read anything in the HR field these days, there are two terms you can’t avoid: “HR metrics” and “predictive analytics”. These two buzz phrases are hot for good reason – the business needs them, and in this era of big data the use of “metrics” and “analytics” strikes a chord that sounds right. But for all that, amid the noise and fuss, there’s one thing that’s easy to miss: these are two very different terms, used for two very different reasons.

Implementing Strategic Direction: Five barriers

Strategy is a framework within which decisions are made, which influences the nature and direction of the business. Strategy directs organizations as they make plans, marshal resources and make day-to-day decisions. It is imperative that strategy is clear, concise and congruent. Otherwise organizations and people can be efficiently headed the wrong way. Companies lacking a clear, memorable, embraced strategy struggle with implementation, thwart tactical execution and blunt their effectiveness.

What CEOs Want From Their HRD?: It’s way more than HR, but above all its integrity

CEOs expect you and your team to deliver the core HR processes really well but they don't care about these processes beyond the fact they are done. They expect you to be getting on with the HR basics in the background but they don't want to be bothered by unnecessary detail. The only time they’ll care is if there is noise in the system. If they are hearing from the business that they aren't being done, or doing these HR basics is getting in the way of people fulfilling their core roles, then they will become interested.

More Than 100 Days: The realistic analytics journey

A recent report from the IBM Smarter Workforce Institute, “Starting the Workforce Analytics Journey: The First 100 Days,” detailed a 10 step process of how to take 100 days to set up an analytics-enabled HR function. In reality, it’s how to take 100 days to plan your Workforce Analytics Journey.

The Future Of HR Technology: Enabling not controlling

Technology is having a profound impact on HR and talent management. However, we should never think about talent management technology by itself – the most awesome thing about this technology is always how it helps people be more awesome.

Centralized And Decentralized People Data Insight: You can have it both ways

Change can be hard. But often, changing one’s mindset is harder than the actual change itself. For many people, staying the course, especially if things are going well, is the safest and easiest way forward. Moving away from the status quo and “the way it’s done” is difficult emotionally as well as intellectually. The same can hold true for organizations. As much as leadership may want to embrace change and believe it’s the right thing to do, it can be very hard to implement.

HR, Show Some Resilience: We can and will change old perceptions of HR

There has been a significant amount of change in HR functions across the globe especially over the past 10 years. Changing the behaviour and approach of the HR practitioner has been a critical part of that process albeit that there is still much work to be done. HR still seems to be one of the overhead functions that always seems to be downsized when times get tough either through a reduction in its’ budgets or by reducing its’ own headcount (if just to increase the employee to HR ratio – as I have said in the past the most meaningless metric ever devised!).

A Dedicated HR Function For Supply Chain: Why companies can benefit from it?

America’s got talent crisis. Among the high-paying job positions being hit hardest by the boomer retirement and lack of talent pipeline is supply chain managers. Supply chain/logistics is a $1.3 trillion industry and growing fast because it is more integral to our lives than ever before. It’s how Amazon packages appear so miraculously or how we can eat blueberries year round even when they’re not in season.