Few would dispute that a positive employee experience (EX) positively influences the success of an organization. And as HR leaders strive to show more of a direct link between EX and business outcomes within their firms, this article shares an approach for doing just that in a large global retail brand organization. The researchers obtained …
Last week I made a post showing that 400 recently surveyed U.S. public company board members cite talent as one of the most challenging topics they face. Also, virtually every survey on CEO and C-Suite priorities—such as The Conference Board C-suite Outlook 2022 Report and PWC’s Executive Views on Business Challenges and Opportunities in 2022 — shows talent as …
HR leaders continue to refine their 2022 priorities and underlying metrics. However, a few challenges HR leaders and their teams can face when selecting the most effective measures include 1) Just selecting measures that are obvious and basic (convenience factor) 2) Only selecting measures that are currently available (convenience factor) 3) Treating all measures of equal importance and, as a result, having too many measures (information overload), 4) No …
This one-hour webcast discussion is the first event of NYU’s SPS Human Capital Management Program’s Fall 2021 Virtual Book Launch Series. It was hosted in partnership with the NYC HR Analytics Meetup on September 8, 2021. It includes a special talk by author David Green, followed by a Q&A forum facilitated by Dr. Anna Tavis, Academic Director …
This article argues for a data-driven approach when informing a return-to-office strategy. In particular, Organizational network analysis (ONA) — a method that maps employees’ working relationships — offers an approach for answering three questions: 1) Who should be brought back together in a weekly cadence of in-person and virtual interactions? 2) What work should be prioritized in the now scarcer in-person time? 3) How do …
Various sources, such as LinkedIn’s Global Talent Trends Report and Mercer’s Global Talent Trend Report, continue to reinforce how vital people analytics (PA) has become in many organizations. And while PA was once reserved for experts in the field, it has grown to become an essential capability (at least understanding how PA can be used) for HR and talent …
Many firms leverage data, metrics, and analytics to inform their decisions about the future of work, the workforce, and the workplace. Despite progress in these capabilities, this article argues that many workforce metrics and governance have not kept pace. It submits that firms must increasingly ask “fundamentally new questions to find relevant, actionable workforce metrics that …
Employee wellbeing (EWB) is a top priority for many organizations. Similarly, the employee experience (EE) and worker productivity continue to be key areas of focus. As firms evaluate and determine strategies, tactics, and investments that impact these outcomes, one underleveraged tactic for affecting these areas is a firm’s ability to understand and help manage their …
In the last few months of the COVID-19 crisis, people analytics (PA) has played a vital role in providing critical decision support across many organizations. As many PA leaders double down on the use of PA tools and determine which PA investments to make in 2021 and beyond, this 40-page report helps answer: 1) How did …
People analytics (PA) continues to be a vital area of Human Resources. Fueling this trend are advances in PA technology investments, a greater realization of PA’s ability to solve business challenges, and the creation and/or augmentation of a firm’s internal PA team. But as noted in this article, “PA functions too often fall into the trap …
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