Second of two parts
No discussion of “the new HR” can get very far without running into the business buzzword of the last year: Big Data.
The ability of technology to bring together huge volumes of information from a variety of sources means we can now tackle problems and provide forecasts that would have been too labor intensive to produce just a few years ago. When it comes to Human Resources, that means better workforce planning, better talent management and quicker ability to adapt to changing markets.
So, is your HR team ready? Read more…
The world of workplace rewards in 2022 may feature scary aspects where constantly-monitored employees are overworked, paid only for performance and pitted against each other, only to be discarded if found wanting, according to a major survey.
An alternative prediction was that the employer of the future would be dedicated to enriching individual worker talents and fulfilling personal interests while minimizing environmental impact. The third possibility described a world featuring networks of independent contractors cooperating in virtual work relationships.
These predictions came from PwC, the consulting firm that polled 10,000 people in the U.S., UK, Germany, India and China and over 500 HR managers across the world for this report. Read more…
Employee engagement is all the rage these days.
It should be, considering that only 13 percent of employees feel engaged by the work they do, and that low engagement leads to high turnover, which can cost companies up to 150 percent of an employee’s salary.
But with so many factors involved in employee engagement – job satisfaction, stress, work-life balance, purpose, relationships, physical and emotional well-being – it can be tough to achieve. CEOs and HR leaders at leading organizations are learning a focus on employee well-being impacts most factors critical for employee engagement. Read more…
Meetings get a bad rap and the arguments against them are well known:
- They get in the way of productive work;
- Too much of meetings are spent recapping previous meetings;
- They often don’t produce a decisive way forward.
For these reasons and many more, people avoid setting meetings like the plague, and regularly scheduled meetings can fall by the wayside. 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…
“Even the oldest trees aren’t ashamed to stand naked.” — Marty Rubin, American author
How transparent is your organization? Does every person in every department have a working knowledge of the organization’s goals, mission and vision, and core values?
Perhaps your organization even practices a more radical transparency, where any employee can check the monthly numbers, read board meeting minutes, and review proposed policy changes. Some companies also provide access to their capital structure and strategy, stress collaborative decision-making — and even make everyone’s salary a matter of public record. Read more…
The San Francisco Giants are going to baseball’s World Series for the third time in five years. And a big reason why is the team’s workplace culture — a culture that organizations beyond baseball can learn from.
The Giants are a “teamy” team, one with heaps of solidarity, ego-sacrifice and brotherly love. That workplace climate, sometimes called “chemistry,” has helped make the Giants a talent magnet, prepared them to overcome major adversity, and propelled them to their sport’s biggest stage again.
“We’ve just got a bunch of guys who have come together,” Giants third base coach Tim Flannery said after the team won their National League pennant series over the St. Louis Cardinals. “And there’s something magic that happens in this clubhouse.” Read more…
In the last couple of years, leaders have been compelled to look to a new asset group — their workforce — to provide the company with the same productivity and financial gains they’ve experienced from leveraging hard assets and operational systems.
It seems obvious that people are at the heart of every aspect of running a business, and are therefore in the best position to positively impact outcomes, but that perspective has only recently begun to make its way into leadership training or business publications.
CEOs tell me managing talent is at the top of their agenda and research bears this out. According to PwC’s annual global CEO Survey, 83 percent of the CEOs surveyed from 69 countries plan to change their firm’s talent management strategy and for 31 percent those changes will be major. Read more…
The one great thing I love about going to HR and talent conferences is that you always get reminded about what really good HR should look like.
It doesn’t mean that your shop will be there, but it gives you something to shoot for.
I’ll admit, sometimes it can be frustrating listening to some HR Pro from a great brand tell you how they “built” their great employment brand through all their hard work and brilliant ideas. And all the while, not mentioning anything about “oh, yeah, and we already had this great brand that marketing spends $100 million a year to keep great!” 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…