HR Strategy? No, People Strategy
What’s the difference? I’m so glad you asked!
When busy managers spend a lot of time out of the office, it translates to loose constraints for employees who don’t punch a time clock. You want to trust your employees. After all, you hired them for a reason.
A CareerBuilder survey reveals 23 percent of employees arrive late to work at least once a month, and 15 percent once per week. Research by Circadian shows partial shift absences like these lead to an average payroll inflation of 72 percent.
Even more shocking, companies lose $2,650 per salaried employee and $3,600 per hourly employee per year due to unplanned employee absences. Further, the Bureau of Labor Statistics reports business lose an average of 2.8 work days due to unplanned employee absences. Read more…
There was a definite buzz for the September HR Roundtable in Cincinnati because the topic was a bit out of the “norm.” Everyone was gathering to discuss “Creativity in HR.”
HR isn’t typically viewed as being creative, so it was interesting to take a step outside the boundaries of traditional thought to see what people would have to share.
The small groups started with the following questions to spark discussion: Read more…
It’s time to think like the HR professionals we are.
As professionals in human resource management, we all assess human capital and the credentials that candidates present as qualification for the position they desire.
In the ongoing conversation about SHRM’s newly announced certifications, I have read comments that make me wonder if we’re applying our own professional expertise for ourselves, as we would for a hiring manager or a client. Read more…
The merit matrix is not dead — not yet, with recent WorldatWork research confirming that about three-quarters of surveyed member organizations (which tend to be larger, more well-established employers) have a merit matrix in place. But should it be? Will it be?
In his recent HR Technology column at HREOnline, Death to the Merit-Pay-Increase Matrix, Kutik (co-chair emeritus of the annual HR Technology Conference and Exhibition that is going on this week in Las Vegas), shared his issues with the matrix: Read more…
How can HR become more strategic? Is there an opportunity for HR to have a much bigger impact on business performance?
A 2012 PwC study found that organizations are looking for leadership from HR. In the survey, 62 percent of business executives felt that human resources departments need to serve a leadership role in managing skill and talent shortages.
In a 2014 Deloitte study, less than 8 percent of HR leaders reported confidence that their teams have the skills needed to meet challenges and drive business impact. 42 percent of business leaders believed their HR teams are underperforming or just getting by.
HR transformation is clearly a trend — and an opportunity. Read more…
ADP recently released a report which, based on data they’ve collected from several studies, examines the causes and implications of a persistent disconnect recorded between HR’s and employees’ perceptions.
The topic is an interesting one: Despite the vast improvement in and efficiency of communications tools and processes that we’ve witnessed over the years, employees and HR departments have seemed to maintain notably differing perceptions on many key human capital management effectiveness issues.
This disparity holds true globally, and in companies of all sizes. ADP has noted this trend in three of their ADP Research Institute global studies in 2013: Quantifying Great Human Capital Management, Employee Perspectives on Human Capital Management, and HR 360. Read more…
Second of two parts
Traditional HR metrics have a limited impact because they are backward looking and they merely report what happened last year.
Much like telling you who won the Super Bowl last year, historical metrics don’t add nearly as much value as having someone tell you six months in advance who will likely win the Super Bowl next year.
Predictive analytics are superior because they analyze past and current data and reveal patterns and trends that may allow you to accurately predict upcoming people management problems and opportunities. Read more…
First of two parts
When you survey the most frequent users of analytics and metrics in the corporate world, not surprisingly, you find that HR ranks at the very bottom.
Compared to finance, which is ranked No. 1, human resources compares poorly with only half of its functions being classified as advanced users and three times more HR functions are classified as non-users.
HR shouldn’t be surprised to learn that the executive team came in No. 2 because they (along with finance) are at the forefront of demanding more metrics and analytics from HR. The remaining business functions, operations, R&D, marketing, and sales all had a higher percentage of advanced metrics users than HR in this excellent 2013 AMA/i4cp study. Read more…