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8
Dated: 12-27-2013
What happens in Vegas, stays in Vegas. Usually. However, my conversation with an industry practitioner and friend over a couple of bourbons ended up coming home with me. He is starting his workforce analytics and planning journey, and is bouncing from stakeholder to stakeholder saying “what do you want out of this?” His toughest customer ended up being the CFO, who gruffly told him “I don’t care what you measure or how you do it. What I care about is ROI”
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8
Dated: 12-27-2013
Most mergers fail to realize hoped-for synergies. M&A always begin with a positive vision and ROI in mind—a synergy of intellectual talent, market share, and product synergies, while realizing economies of scale by integrating similar services and products. However, despite the positive implications and goals of such activity, due to the sheer complexity of successfully navigating through an M&A, most mergers fail either in part or in full, due to a failure in realizing these synergies.
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8
Dated: 12-27-2013
So much is written about employee engagement and engagement surveys. Yet many organizations still struggle to improve engagement. Some spend a fortune on engagement surveys, and still are no closer to understanding the levers of engagement.
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8
Dated: 12-27-2013
In today’s age of Big Data, where HR information is aplenty but making sense of it all is elusive, managers must reevaluate their metrics and analytics processes and measures in order to create workforce analytics that define and drive business outcomes.
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8
Dated: 12-27-2013
Having influence in the C-suite has long been a challenge for HR leaders. Yet, as Ken Blanchard notes, “The key to successful leadership is influence, not authority.” In many companies, Chief Human Resource Officers (CHROs) have wielded less influence in decisions than needed. That can change, and the people with the most power to affect that change are the CHROs.
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8
Dated: 12-27-2013
Whether you’re onboarding, cross-training, retooling, up-skilling, or simply trying to manage workforce talent, you probably spend part of every workday either teaching what you know to others or learning from someone who is trying to teach you what they know. There really is no other way to learn a job. Sometime in the late 1990s we gave this process a name: knowledge transfer. Now, more than ever, businesses need knowledge transfer programs that work. They need a culture of knowledge transfer in their organizations that organically and continually moves critical knowledge into the heads of those who need it.
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8
Dated: 12-27-2013
The difference between workforce planning and workforce analytics is not always apparent. This dissonance creates confusion, miscommunication and failed expectations not only for HR professionals, but many business professionals. Workforce planning and workforce analytics are not synonymous. Here are the core differences.
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8
Dated: 12-27-2013
Forty-five percent of HR managers currently have open positions for which they can’t find qualified candidates (CareerBuilder and Harris Interactive study). That’s a staggering number when you consider that more than 11 million people are unemployed in the U.S. today.
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8
Dated: 04-28-2015
The term Big Data has entered the mainstream. Even in-flight magazines on major airlines are not immune to articles that discuss the benefits and challenges of implementing a successful Big Data initiative. While experts are proclaiming that Big Data will underpin new waves of productivity growth and consumer surplus for world economies, the HR leader and professional have more practical questions.
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8
Dated: 12-27-2013
Imagine you are advising someone who is looking for a job. What do you tell them?
The best advice is to pursue a field that is in high demand and has few qualified people available to fill those jobs. This is simply the Law of Supply & Demand applied to the job market.
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