The document discusses evidence-based HR, which is defined as using data and research to support people-related decision making in organizations. It finds that evidence-based HR is still in an early pioneering stage, with major companies only collecting useful datasets for analysis in the past 2-3 years. While executives are increasingly committed to using big data and analytics, the HR function faces perceptions that it lacks credibility in demonstrating connections between HR initiatives and business outcomes. Academics also believe companies overlook much relevant academic research on HR issues. Overall, evidence-based HR faces obstacles but its use is expected to grow as companies recognize benefits like McDonald's did in boosting sales with older frontline employees. HR must adapt to the changing landscape by gaining needed
Unlocking people data possibilities can shape your
strategy and help you make more informed decisions in your organization. Gut feel is good but data-driven is better.
Decoding the DNA of right talent - identify right millennials for your organi...Randstad India
Talent acquisition is getting increasingly difficult in today's tech driven age. The TrueFit model, described, here, is a proven way to decode the DNA of right talent.
The Top HR Stories to Tell with Data: Templates that Wow Business LeadersVisier
The “datafication of HR” is one of 2014′s hottest topics, with 91% of organizations aspiring to move from reactive or operational reporting to proactive workforce analytics over the next 24 months. Indeed, “experience with workforce analytics” has become a sought-after line item on HR professionals’ resumes.
What is driving the “datafication” of HR? A growing number of corporate boards, CEOs, and CHROs understand that by applying data-driven solutions to improve decisions about talent, they can improve revenues and profits. Really, if you can measure real impactful aspects of the people in your organization and make intended changes, you can get the impact in terms of real business results. More than ever before, HR can play a critical role in driving business performance.
View the full webinar recording here:
http://www.visier.com/lp/top-10-hr-stories-with-data/
More than ever, as HR organizations strive to enhance both their business alignment and impact, decision support is becoming a key attribute of High Impact HR organizations. While many organizations struggle with how to make this happen, Bersin & Associates will present its research and a common-sense approach to building and maintaining a capability that both informs and drives business decision making. Participants will gain an understanding through a state-of-the-industry view of:
The importance and impact of quality HR measurement on talent and business outcomes.
How analytics helps address critical talent challenges organizations face today.
How to evolve and mature your analytics capability.
How current technologies can be readily leveraged to build an analytics capability that enhances both the prioritization and outcome achievement of your human capital initiatives.
Unlocking people data possibilities can shape your
strategy and help you make more informed decisions in your organization. Gut feel is good but data-driven is better.
Decoding the DNA of right talent - identify right millennials for your organi...Randstad India
Talent acquisition is getting increasingly difficult in today's tech driven age. The TrueFit model, described, here, is a proven way to decode the DNA of right talent.
The Top HR Stories to Tell with Data: Templates that Wow Business LeadersVisier
The “datafication of HR” is one of 2014′s hottest topics, with 91% of organizations aspiring to move from reactive or operational reporting to proactive workforce analytics over the next 24 months. Indeed, “experience with workforce analytics” has become a sought-after line item on HR professionals’ resumes.
What is driving the “datafication” of HR? A growing number of corporate boards, CEOs, and CHROs understand that by applying data-driven solutions to improve decisions about talent, they can improve revenues and profits. Really, if you can measure real impactful aspects of the people in your organization and make intended changes, you can get the impact in terms of real business results. More than ever before, HR can play a critical role in driving business performance.
View the full webinar recording here:
http://www.visier.com/lp/top-10-hr-stories-with-data/
More than ever, as HR organizations strive to enhance both their business alignment and impact, decision support is becoming a key attribute of High Impact HR organizations. While many organizations struggle with how to make this happen, Bersin & Associates will present its research and a common-sense approach to building and maintaining a capability that both informs and drives business decision making. Participants will gain an understanding through a state-of-the-industry view of:
The importance and impact of quality HR measurement on talent and business outcomes.
How analytics helps address critical talent challenges organizations face today.
How to evolve and mature your analytics capability.
How current technologies can be readily leveraged to build an analytics capability that enhances both the prioritization and outcome achievement of your human capital initiatives.
Human Capital Management's Employee Disconnect. A Global SnapshotADP Marketing
Gain insight into the wide disparity in perceptions among employees, HR leaders and senior management on vital HCM issues and how it may impact employers’ ability to deliver on corporate strategies.
Hiring in a Candidate Driven Market: People, HR & AnalyticsAggregage
HR analytics empower organizations to use employee data to make better working decisions and improve performance in areas such as attracting top talent, accurately forecasting future staffing needs, and improving employee satisfaction. Join us to learn how to empower your organization to align metrics with strategic business goals, using HR analytics.
he EIU conducted a survey of 502 C-suite respondents, evenly distributed across four geographic regions in the US to better understand how they prepare for and combat workforce challenges.
For decades, industries and companies around the world have known talent can serve as one of the best competitive advantages. It is also clear identifying the right talent for your business is vital because not everyone is going to be a perfect fit.
HR Analytics and KPIs with LBi HR HelpDeskLBi Software
A well-designed and mature HR Case Management solution can provide great value through powerful analytics.
By delivering HR Help Desk Key Performance Indicators (KPI) in a graphical Executive Dashboard format, senior management will have the right information at their fingertips, in real time and with pain points clearly and visually presented, to make the critical decisions necessary to maximize organizational performance.
We will also show how this valuable data can enhance other KPI tools such as Balanced Scorecard analytics. Find out why Big Data analytics is truly a necessity to succeed in today's highly competitive business climate!
We will discuss and demonstrate how LBi HR Help Desk analytics can transform your organization by providing a keen understanding of your workforce dynamics, including exposure to general employee attitudes, management issues, festering labor disputes, and other workplace concerns that can impact productivity
Crafting a talent analytics function and building strategic partnershipWilliam Gaker
Talent analytics is quickly becoming a core HR function for many companies, but many are still just getting started building their own analytics teams. While there are many promising technologies and research methods available, many HR leaders are wondering where to get started, where to focus, and how to impact the business with insight from analytics. What does success look like? How do we build credibility while also improving our ability to answer complex, strategic questions? How do we realize our vision of using analytics to make HR a strategic business partner? Two years ago at LinkedIn, we were asking ourselves these same questions and have a learned a great deal along the way. The focus of this webinar is to share our journey in building a talent analytics function, discuss the purpose of the field, and communicate some guiding principles for building a talent analytics function at your company.
An analytics revolution is upon us. Knowledge workers are in short supply, the competition for talent has gone global; turnover is rising; and employee engagement is stagnant at best. How can companies attract, retain, and develop employees who can drive business results and have the data to back up these decisions? A recent PwC survey found more than 80% of respondents said that they needed talent-related insights to make business decisions. Yet most enterprises still base talent decisions on gut feeling. Few can offer analytic evidence to support their hunches. Now, finally, analytics are beginning to drive decisions about people. This is a must-read report for all HR leaders, HR practitioners, and business leaders.
LHH ( LEE HECHT HARRISON ) Emotional intelligence ReportMichal Hatina
Our study reveals the changing mind-set of managers, who see Emotional Intelligence as being crucial to the career development and professional success of their employees, even more so than traditional metrics of performance potential like experience or education.
Respondents said that ‘soft’ skills including trustworthiness (39%), flexibility (28%), confidence (27%) and resilience (27%) are all more important to identify in staff than experience in a similar role (13%) or educational attainment (11%).
It is therefore no surprise that two in three people managers identified Emotional Intelligence as a key factor in making decisions about promotions, salary increases and talent management. Furthermore, workers are more likely to be promoted for their initiative and decision-making skills than for any other quality according to those whose call it is.
Hiring in a Candidate Driven Market: People, HR & AnalyticsShelley Reece
HR analytics empower organizations to use employee data to make better working decisions and improve performance in areas such as attracting top talent, accurately forecasting future staffing needs, and improving employee satisfaction. Join us to learn how to empower your organization to align metrics with strategic business goals, using HR analytics.
HR ca not operate in traditional ways any more
The technology driven data management is a necessity .
HR analytic is pretty useful in driving crucial decisions.about work force
especially in IT sector.
Here are few tips.If you liked least you could do is to share
also read my latest book in Amazon
Spain, like its European neighbours, is waking up to a looming obesity problem. Although obesity prevalence is roughly around the European average, levels of awareness and concern about the problem are lower than in many other European countries.
Human Capital Management's Employee Disconnect. A Global SnapshotADP Marketing
Gain insight into the wide disparity in perceptions among employees, HR leaders and senior management on vital HCM issues and how it may impact employers’ ability to deliver on corporate strategies.
Hiring in a Candidate Driven Market: People, HR & AnalyticsAggregage
HR analytics empower organizations to use employee data to make better working decisions and improve performance in areas such as attracting top talent, accurately forecasting future staffing needs, and improving employee satisfaction. Join us to learn how to empower your organization to align metrics with strategic business goals, using HR analytics.
he EIU conducted a survey of 502 C-suite respondents, evenly distributed across four geographic regions in the US to better understand how they prepare for and combat workforce challenges.
For decades, industries and companies around the world have known talent can serve as one of the best competitive advantages. It is also clear identifying the right talent for your business is vital because not everyone is going to be a perfect fit.
HR Analytics and KPIs with LBi HR HelpDeskLBi Software
A well-designed and mature HR Case Management solution can provide great value through powerful analytics.
By delivering HR Help Desk Key Performance Indicators (KPI) in a graphical Executive Dashboard format, senior management will have the right information at their fingertips, in real time and with pain points clearly and visually presented, to make the critical decisions necessary to maximize organizational performance.
We will also show how this valuable data can enhance other KPI tools such as Balanced Scorecard analytics. Find out why Big Data analytics is truly a necessity to succeed in today's highly competitive business climate!
We will discuss and demonstrate how LBi HR Help Desk analytics can transform your organization by providing a keen understanding of your workforce dynamics, including exposure to general employee attitudes, management issues, festering labor disputes, and other workplace concerns that can impact productivity
Crafting a talent analytics function and building strategic partnershipWilliam Gaker
Talent analytics is quickly becoming a core HR function for many companies, but many are still just getting started building their own analytics teams. While there are many promising technologies and research methods available, many HR leaders are wondering where to get started, where to focus, and how to impact the business with insight from analytics. What does success look like? How do we build credibility while also improving our ability to answer complex, strategic questions? How do we realize our vision of using analytics to make HR a strategic business partner? Two years ago at LinkedIn, we were asking ourselves these same questions and have a learned a great deal along the way. The focus of this webinar is to share our journey in building a talent analytics function, discuss the purpose of the field, and communicate some guiding principles for building a talent analytics function at your company.
An analytics revolution is upon us. Knowledge workers are in short supply, the competition for talent has gone global; turnover is rising; and employee engagement is stagnant at best. How can companies attract, retain, and develop employees who can drive business results and have the data to back up these decisions? A recent PwC survey found more than 80% of respondents said that they needed talent-related insights to make business decisions. Yet most enterprises still base talent decisions on gut feeling. Few can offer analytic evidence to support their hunches. Now, finally, analytics are beginning to drive decisions about people. This is a must-read report for all HR leaders, HR practitioners, and business leaders.
LHH ( LEE HECHT HARRISON ) Emotional intelligence ReportMichal Hatina
Our study reveals the changing mind-set of managers, who see Emotional Intelligence as being crucial to the career development and professional success of their employees, even more so than traditional metrics of performance potential like experience or education.
Respondents said that ‘soft’ skills including trustworthiness (39%), flexibility (28%), confidence (27%) and resilience (27%) are all more important to identify in staff than experience in a similar role (13%) or educational attainment (11%).
It is therefore no surprise that two in three people managers identified Emotional Intelligence as a key factor in making decisions about promotions, salary increases and talent management. Furthermore, workers are more likely to be promoted for their initiative and decision-making skills than for any other quality according to those whose call it is.
Hiring in a Candidate Driven Market: People, HR & AnalyticsShelley Reece
HR analytics empower organizations to use employee data to make better working decisions and improve performance in areas such as attracting top talent, accurately forecasting future staffing needs, and improving employee satisfaction. Join us to learn how to empower your organization to align metrics with strategic business goals, using HR analytics.
HR ca not operate in traditional ways any more
The technology driven data management is a necessity .
HR analytic is pretty useful in driving crucial decisions.about work force
especially in IT sector.
Here are few tips.If you liked least you could do is to share
also read my latest book in Amazon
Spain, like its European neighbours, is waking up to a looming obesity problem. Although obesity prevalence is roughly around the European average, levels of awareness and concern about the problem are lower than in many other European countries.
Executives would like to see IT take the lead in improving organisational agility, but to do so requires the ability to manage change in the face of complexity.
With the help of sensors on roadways and applications on the phones of drivers, cities all around the world are actively collecting real-time data about traffic patterns. The data is more than just useful for drivers and interesting for city developers, it has the potential to revolutionise the way cities manage their roadways, reduce congestion and develop neighbourhoods. But in order to utilise the data effectively, cities must often first address a gaping disconnection between the value of the data they collect and the resources available to put them to work—starting with strong leadership.
What are the key shifts in the shape and size of the UK financial markets and forecasts for the near future. Financial markets are important both as a sector of UK economy in themselves and as an important enabler of growth in other sectors. This infographic illustrates the developments in the sector, including the advancement of financial technology, perceptions of the role and contribution of financial services to the UK economy — and trust towards the sector. Read more>> http://vibranteconomy.grantthornton.co.uk/
New survey finds that over 50% of companies will increase investments in the Internet of Things over the next two years. How is this transforming business models? This infographic recommends the three actions companies should take to prepare for a future with the IoT. Find out more here: http://bit.ly/1RgN17w
As part of the government’s national strategy, the United Arab Emirates is seeking to raise the quality of healthcare to international best practice standards by 2021. What are the main quality gaps to be overcome in this period? How are changes such as mandatory insurance laws, management outsourcing of public facilities, regulatory devolution and increased rates of accreditation and data collection influencing quality of care?
Nigeria is now Africa’s leading economy, overtaking South Africa last year to become the continent’s largest nation in terms of GDP. Yet to take its rightful place among the world’s top emerging markets, the country must overcome a series of obstacles. Most pressing are economic diversification, job creation and a more effective conversion of growth into what matters most: rising incomes for the country’s 173m citizens.
One change-maker for all three goals will be the country’s vast network of micro, small and medium-sized enterprises (SMEs).
Winds of change: The shifting face of leadership in business is an Audi report, written by The Economist Intelligence Unit. It delves into the attributes that business leaders need, the factors that influence them and how they can lead most effectively.
58 Quotes, Facts, Benchmarks, and Best Practices on People and AnalyticsHarrison Withers
For the last 18 months, the consulting team at Media 1 has read tens of thousands of pages of research, presentations, and white papers on analytics as it relates to people and performance. When we came across especially interesting content, we added it to a master list of resources. The following 58 Quotes, Facts, Benchmarks, and Best Practices on People and Analytics where curated from that list in the hopes that people will use them in support of creating great places to work.
1
Human Resources
Strategic Planning
HRM 329
Week 2
people and planning…what a great combination
- anonymous
Claremont Graduate University
School of Behavioral and Organizational Sciences
Human Resources Management
Question for discussion:
“Why do business leaders not see HR as KEY to
today’s people strategies?”
Some say HR is being pulled in two different directions.
One part of the future is a function that is focused on
administrative and operational efficiency, and the other is an
emerging people management function that may reside in
the HR department or in business operations.
- Patrick Kiger
Workforce Magazine, May 2015
Do you agree or disagree with the above quote?
Why so?
Introduction
The focal point is between Strategic Management and
Strategic Human Resource Management.
The fundamental focus and key question is:
“How should firms
effectively manage people
to support a selected organizational strategy,
leading to a competitive advantage based upon
the contributions made by the organizational
participants.”
Introduction
Definition
Strategic Human Resource Planning (SHRP) is a synergistic, systematic
process intersecting strategic management and human
resource management to bring about effective and satisfied
Human Capital for one’s organization.
Process
The SHRP process is pivotal for understanding how a firm effectively
manages people, to support one’s organizational strategy, and create a
competitive advantage.
Strategic Human Resources
2
A Visual Model for Strategic Human Resource Planning
Customer Needs
Determining the Org Climate
Fulfilling Human Capital Needs
Acquiring Human Capital
On-boarding Human Capital
Developing Human Capital
Retaining Human Capital
Metrics/Assessment
Key Strategies - Objectives - Allocation of Resources
Products, Programs, Services
Vision, Mission & Values
The
S
H
R
P
P
rocess
What does my organization say and do that truly demonstrates
people are a vital asset to our organization?
Does my organization have a clear vision, mission and set of values? …culture?
Does my organization regularly conduct SWOT or other analysis to identify the
opportunities and issues inside and outside our organization?
Does my organization first, as a whole and departmentally, set regular goals that
are adhered to?
Does my organization display a managerial attitude that the HR department is a
“vital evil”, “gets in the way”, is administratively and functionally necessary or ?
What are examples of the managerial attitudes, comments and actions
that support my thoughts? THIS IS KEY and overrides “LIP SERVICE.”
What do I believe is the “human capital value determination”factor for my
organization on a scale of 1 though 10?
Determining the Organizational Climate Towards Your Human Capital
Climate Survey – ABC Company Partial Sample Ralph Stayer and Johnsonville Sausage – Strategy Thoughts
3
Johnsonville Sausage…WHO?
Evidence-base.
Ibm smarter workforce Unlock the people equation using workforce analytics to...Pauline Mura
Enabling the workforce to drive the business
IBM Talent and Change services and Smarter Workforce
solutions combine market-leading talent management
and social collaboration tools with the power of workforce
science and advanced analytics. They enable
organizations to attract, engage and grow topperforming
talent, create an engaging social and
collaborative culture, and connect the right people to get
work done. We help organizations build an impassioned
and engaged workforce and deeper client relationships
leading to measurable business outcomes.
How to Build an HR Analytics Center of ExcellenceAPEX Global
Using analytics to turn data into insights regularly provides strategic advantage to all areas of organizations, from marketing to supply chain management and finance.
The formation of an HR Analytics Center of Excellence can enable firms to derive strategic insights from workforce data and justify the investments made in HR programs and technology.
The Year of People: How HR is Evolving in 2020Tamar Kuyumjian
This year forced companies all over the world into a remote work pilot study. Sharing their insights from the front lines, Aptology spoke with leaders in HR like CHROs and marketers in HR tech about how HR is evolving in 2020. They covered: How do we understand and measure the employee experience? What pre employment screening data do we need to get visibility for better talent acquisition and DEI efforts? What tools and behavioral assessments do we need for internal sources of recruitment? How does our understanding of people and communication need to change? Prepare to take notes as this guide gives tactical advice for HR professionals in talent management, learning and development, succession planning, and talent acquisition.
Decades of economic growth and development along with better governance and nutrition-specific programmes had lifted hundreds of millions of people in Asia out of poverty, as well as starvation and malnutrition. However, due to the uneven development, while a large segment of Asian's population had changed their eating habits to over-nutrition diets and worrying about lifestyle diseases like diabetes, cancer and heart diseases, there are still some countries and regions suffering from lack of nutrition. For example, childhood malnutrition and stunting is still prevalent in South Asia, one Indian survey found that 21% of children suffer wasting, and a further 7.5% of children suffer it severely.
For more details, please visit: https://eiuperspectives.economist.com/sustainability/fixing-asias-food-system/white-paper/food-thought-eating-better?utm_source=OrganicSocial&utm_medium=Slideshare&utm_campaign=Amundi&utm_content=Slideshare_whitepaper
Digital platforms and services stimulate economic growth and development. Countries are looking to the “internet economy” to provide new market opportunities and help achieve the UN’s Sustainable Development Goals (SDGs) such as promoting economic growth and sustainable industralisation, a process often relying on an increase in online access rates and smartphone penetration.
For more details, please visit: https://eiuperspectives.economist.com/technology-innovation/digital-platforms-and-services-development-opportunity-asean?utm_source=OrganicSocial&utm_medium=Slideshare&utm_campaign=Amundi&utm_content=Slideshare_whitepaper
The world’s top 100 asset owners (AOs) represent about US$19trn in assets under management. The largest, and potentially most influential, proportion is in Asia—more than a third of the total. Out of the top 20 largest funds, three out of the first five and nearly half of the total are in Asia.
For more insights, please visit: https://eiuperspectives.economist.com/sustainability/sustainable-and-actionable-study-asset-owner-priorities-esg-investing-asia?utm_source=OrganicSocial&utm_medium=Slideshare&utm_campaign=Amundi&utm_content=Slideshare_whitepaper
Internet connectivity has proven to be one of the most profound enablers of social change and economic growth of our time. Beginning with fixed narrowband internet connections and moving through successive generations of increasingly pervasive and powerful networks, connectivity has come to underpin our working and personal lives, empowering businesses to operate more efficiently and with wider reach. In turn, connectivity has sparked and fuelled countless new industries, products and services that are coming to define our modern age. Connectivity has proven to be a vital ingredient for business success.
This report examines the burden of lung cancer in Latin America and how well countries in the region are addressing the challenge. Its particular focus is on 12 countries in Central and South America, chosen for various factors including size and level of economic development: Argentina, Bolivia, Brazil, Chile, Colombia, Costa Rica, Ecuador, Mexico, Panama, Paraguay, Peru and Uruguay.
In the cyber world, many are attacked but not all are victims. Some organisations emerge stronger. The most cyber-resilient organisations can respond to an incident, fix the vulnerabilities and apply the lessons to strategies for the future. A key element of their resilience is governance, a task that falls to the board of directors.
To learn more about the challenges of governing a cyber-resilient organisation, The Economist Intelligence Unit (EIU) conducted a global survey, sponsored by Willis Towers Watson, of 452 large-company board members, C-suite executives and directors with responsibility for cyber-resilience.
Among the findings:
-In the past year, a third of the companies surveyed experienced a serious cyber-incident — one that disrupted operations, impaired financials and damaged reputations — and most placed high odds on another one in the next 12 months.
-Many companies lack confidence in their ability to source talent and develop a cyber-savvy workforce.
-Executives cite the size of the financial and reputational risk as the most important reason for board oversight.
Artificial intelligence (AI) will profoundly affect the ways in which businesses and governments engage with consumers and citizens alike. From advances in genetic diagnostics to industrial automation, these widespread changes will have significant economic, social and civic implications. As such, Intelligent Economies explores the transformative potential of AI on markets and societies across the developed and developing worlds.
This report, developed by The Economist Intelligence Unit and sponsored by Microsoft, draws on a survey of more than 400 senior executives working in various industries, including financial services, healthcare and life sciences, manufacturing,
retail and the public sector. Survey respondents operate in eight markets: France, Germany, Mexico, Poland, South Africa, Thailand, the UK and the US.
As businesses generate and manage vast amounts of data, companies have more opportunities to gather data, incorporate insights into business strategy and continuously expand access to data across the organisation. Doing so effectively—leveraging data for strategic objectives—is often easier said
than done, however. This report, Transforming data into action: the business outlook for data governance, explores the business contributions of data governance at organisations globally and across industries, the challenges faced in creating useful data governance policies and the opportunities to improve such programmes.
It wasn’t long ago that a work meeting meant gathering around a table to discuss an agenda. These days you may be using Slack, Hangouts or other digital collaboration platforms that blend messaging with video and allow real-time editing of
documents. Even with these tools, communication at work can still break down, potentially endangering careers, creating stressful work environments and slowing growth.
A survey from The Economist Intelligence Unit and sponsored by Lucidchart reveals some of the perceived causes and effects of these communication breakdowns. The survey, conducted from November 2017 to January 2018, included 403 senior executives, managers and junior staff at US companies divided equally and from companies with annual revenue of less than
US$10m, between US$10m and US$1bn and more than US$1bn. The survey research provides insights about what employees see as the biggest barriers to workplace communication, the causes of the barriers and their impact on work life. Complete survey results are included at the end of
this report.
Successful young entrepreneurial innovators have achieved something akin to rockstar status. They grace magazine covers and keynote global conferences, inspiring burgeoning
start-ups and Fortune 50 companies alike.
Collectively, young entrepreneurs are innovative by nature and their thinking is an important source of growth and job creation across the world. Today, with digital tools in hand, leaders are better positioned to expand their businesses across borders, seize niche opportunities and shape the global economic future.
Yet, most of today’s young entrepreneurs want more than status and a global corporate footprint. Their ideas of success arise from powerful social, political and economic convictions.
To find out what really makes young innovators tick, The Economist Intelligence Unit, sponsored by FedEx, surveyed more than 500 of these young entrepreneurs around the globe about their motivations, ideals and priorities. Our survey respondents were between 25 and 50 years of age and all founders, owners or partners of firms with fewer than 500 employees. They are living in North America, Europe, Middle
East, India and Africa, Asia-Pacific, and Latin America. We surveyed them on matters of globalization, technology and social values.
We then compared their views with a similar survey of the general public in the same regions. Side by side, these surveys enabled us to differentiate the outlooks of today’s young and innovative entrepreneurs.
Our surveys identified four key mindsets that guide young entrepreneurs: leading with passion; thinking globally; embracing social responsibility; and banking on connectivity. This report explores the similarities and divergences of today’s young entrepreneurs and the general public. It seeks insights into the elements of the business environment that matter most to entrepreneurs, as well as their views on a variety of issues including free trade and social responsibility.
Education systems across the world are grappling with the challenge of preparing their students for the rapid changes they will experience during their lifetimes. To this end, schools have a critical role in equipping students with the requisite skills and
competencies that will be in demand, particularly as digital technologies such as artificial intelligence (AI) increasingly transform businesses and influence economies. In this report, The Economist Intelligence Unit (EIU) discusses the results of a study that explores how to best prepare primary and
secondary school (referred to in this report as “K-12”) students for the 21st century workplace (“the modern workplace”), where
a mix of hard and soft skills are crucial for success. The research, sponsored by Google for Education, draws on a survey of 1,200 educators in 16 countries.1 It looks at the
strategies most effective in developing 21st century skills and how technology can support such efforts.
Gone are the days when marketing chiefs focused solely on the classic 4Ps: Product, Price, Promotions and Place - they now must take an integrated approach to drive company goals.
Corporate and shareholder sentiment towards MA has rebounded since the dark days of 2008. Low borrowing costs have coaxed many new buyers, including acquisitive Chinese conglomerates, into the market. The prices of prized assets have risen accordingly. It remains a sellers market in technology-driven deals, particularly in the consumer-goods, financial services, and media and telecommunications sectors.
Corporate treasury is now a top target for cyber-criminals. Treasury’s trove of personal and corporate data, its authority to make payments and move large amounts of cash quickly, and its often complicated structure make it an appealing choice for discerning fraudsters.
Corporate treasury is now a top target for cyber-criminals. Treasury’s trove of personal and corporate data, its authority to make payments and move large amounts of cash quickly, and its often complicated structure make it an appealing choice for discerning fraudsters.
In today’s low-yield and regulated environment, many Asia-Pacific investors are more actively monitoring their portfolios with a willingness to increase turnover and shift asset allocations for higher returns.
Asia-Pacific institutional investors are struggling to balance long-term liabilities with the need to secure yield in a world where it is increasingly scarce. They are also in the world’s fastest-growing region that has no shortage of volatility. How are they achieving returns while managing risks?
How are institutional investors in North America adapting to increasingly complex risks? Are these risks driving investors to make portfolio changes based on short-term goals or are they making tactical moves to stay focused on long-term objectives?
Political risks and the search for yield are pushing some North American institutional investors toward more tactical decisions. Investors are focused on reallocating to equities and using alternative investments to mitigate risks.
How are EMEA investors responding to changing macroeconomic and regulatory environments, stakeholder objectives and pressures, and market conditions? Based on a survey of 200 institutional investors in the region, this report takes a detailed look.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
[Note: This is a partial preview. To download this presentation, visit:
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
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3. In September 2014The Economist Intelligence Unit conducted a global survey of
375 executives. More than one-half of respondents identified themselves as C-suite
executives (58 percent); the remainder are at the management level up to senior vice
president. More than two-thirds of respondents (67 percent) serve an HR function; the
remainder (33 percent) serve a wide range of other functions.
The EIU would like to thank all the executives who participated in the survey as well as the
following individuals who contributed their time and insights in subsequent interviews:
Practitioners
David Crumley,Vice President Global Human
Resource Information Systems and Continuous
Improvement, Coca-Cola Enterprises, US
Mike Elliott, Chief People Officer, JetBlue Airways
Jonathan Ferrar,Vice President of SmarterWorkforce,
IBM
David Feinberg, Chief Executive Officer, UCLA
Hospital System, and President, UCLA Health System
Jim Link, Chief Human Resources Officer, Randstad
Jenn Mann,Vice President, Human Resources, SAS
Iain McKendrick, Director HR Strategy Planning and
Analytics, AstraZeneca
Hugh Mitchell, Chief Human Resources Officer, Royal
Dutch Shell
Per Scott,Vice President Human Resources, RBC
James Stringer, Information Services Director,
Unilever
Mark Sullivan,Vice President HR Insights and
Analytics, McGraw Hill Financial
Academics
John Boudreau, Professor of Management and
Organization at the University of Southern California’s
Marshall School of Business and Research Director of
Center for Effective Organizations
Rob Briner, Professor of Organizational Psychology,
University of Bath
Anthony Hesketh, Senior Lecturer and Associate
Professor, University of Lancaster Management School
Jeffrey Pfeffer, Professor of Organizational Behavior,
Graduate School of Business, Stanford University
Paul Sparrow, Director of Centre for Performance-Led
HR, Lancaster University, UK
Evidence-based HR: The bridge between your people and delivering business strategy 1
4. There has never been a better time to be involved in delivering
the people agenda.
CEOs across the globe are grappling with issues such as
regulators, customer requirements, talent and the demands
of the workforce. I believe that for the first time in my 30 years
of experience, HR has a massive opportunity to demonstrate
the value it adds to the delivery of business objectives. Now,
more than at any other time, the technology is available
to access data from many sources and provide predictive
insights that will positively impact the delivery of business
strategy. HR can now demonstrate its role as a value driver
and create a direct line of sight between what it does and
the delivery of strategic objectives.We are entering an era of
evidence-based people management.The challenge for HR is
that it must enter this era too and you will see from this report
that this opportunity is by no means guaranteed.
Throughout this report, you’ll see how early adopters
are using evidence to show connections between HR
and business KPIs and opening doors to new processes
and people strategies that impact the bottom line of the
organization.
Throughevidence-basedHR,McDonald’snow
knowsthathavingatleastoneemployeeover60
dramaticallyimprovescustomersatisfaction,on
averageby20percentandboostsperformance
inafastfoodoutlet–seepage21.
The HR team at McGraw Hill Financial can now
instantly summon up information revealing
the profile of those most likely to leave the
organization in the near future and target
interventions accordingly – see page 22.
TheRoyalBankofCanadawasabletodiscovera
majorconnectionbetweenthedegreeemployees
believedintheircompetitivenessoftheirvalue
propositionandtheperformanceoftheretail
branch.Theeffectwasstriking.–seepage20.
Evidence-based HR: The bridge between your people and delivering business strategy2
6. predictive insights as opposed to the “rear
view mirror” and KPIs that describe what has
happened. For example, what actions should
be initiated when your algorithm predicts that
high-potential individuals are likely to leave your
organization?
• Responsibilities and critical people
management roles –Who is accountable
for what between managers, HR and senior
leaders? In particular, what is the role of the HR
business partner in this world?
• Capabilities –What skills are needed within
HR and the business to enable and implement
evidence-based decision making? How can
HR practitioners evaluate the best research
from within their organization and combine
with external management and social science
thinking to determine which research is pointing
to something really important?
Progress is being made. Our report reveals an
upward trajectory in the intent to begin or increase
adoption as well as the ability of the HR function
to add value. In fact, when I look back to our 2012
survey “Rethinking HR in a ChangingWorld,” the
proportion who say that the HR function excels
at measurably proving the value of HR to the
business rose from 17 percent to 25 percent.
However, there are still challenges to overcome.
C-Suite executives remain skeptical and perceive
that much of what happens in the name ofTalent
Management, Performance and Reward has
suspect validity. In the words of Daniel Pink in his
excellent and entertainingTED lecture: “What
science knows business doesn’t do”. Seemingly,
becoming evidence-based requires an effort of will
and a sufficiently changed mental model that will
be a challenge for many companies to achieve.
However, I am seeing a move amongst early
adopters in the HR community towards embracing
big data and becoming more evidence-based. It
is not yet widespread, but I believe that it is just a
matter of time.
Mark Spears
Partner, Global Head People and Change &
Global Lead for HR Center of Excellence
KPMG in the UK
@markispears
We believe the CEOs and HR leaders of these early
adopters are setting the course for HR functions in
the future and that all of us have much to learn from
their work. However, this can be a cautionary tale if
not executed correctly. If HR is to be a contributor
to a new way of delivery, it has to address three
critical success factors.
First, become comfortable with data and analysis.
This means going beyond tracking KPIs about HR
function activity and truly accessing different data
sources (some of which will come from business
operations) that when analyzed will deliver
predictive insight about the role of people in the
business.To do this well, data scientists will be
required to work within the HR function. Indeed,
a number of our clients are both recruiting data
scientists into their HR function as well as working
out how to make the transition from analytical
insight to action.
Secondly, develop greater knowledge of the
industry and organization. HR is not a generic
practice nor industry agnostic. It must apply an HR
perspective to its own industry and to the specific
needs of the company, its value chain and strategic
direction. Crucially, this means that HR will need
to know how to frame the right questions (the
hypotheses) that will direct and focus the analytics
effort.Without the right hypotheses to test, the
effort expended on analytics is just “a fishing trip.”
Finally, HR functions need to be reconfigured so
that HR and management work together within an
operating model that promotes evidence-based
people management. As much thought should go
into designing the components of the operating
model that will allow for the use and consumption
of the evidence as is given to the actual generation
of evidence.These components include:
• Information flows –Who sees what, when and
where?
• Visualization – How best to portray data,
information and insights in an engaging way that
leads to the decisions that need to be made?
• Decision making –Where, how frequently
and under what governance are things decided
collaboratively? Specifically, this will include
decisions that are required or implied by
Evidence-based HR: The bridge between your people and delivering business strategy4
7. I believe...
Evidence-based HR is important now
because of the massive demands coming
from CEOs who are trying to grapple with
big issues such as regulators, customer
requirements, talent, and the demands of
the workforce. For the first time ever you
can draw a line of sight between the HR
activity and business insights… and be
seen doing so.
I believe...
The whole point of evidence-based HR is to
drive greater value through the better use
of the most important asset an organization
has: its people. This shift to this approach
is powerful. If you ignore it, you are losing
out on opportunities to drive greater
customer satisfaction, to drive revenue, to
drive higher employee engagement and
commitment.
EMA Head of Global HR
Center of Excellence
KPMG in the UK
Mark Spears
Partner, Global Head People and Change
Global Lead for HR Center of Excellence
KPMG in the UK
Robert Bolton
Evidence-based HR: The bridge between your people and delivering business strategy 5
8. Introduction7
Executive summary8
Section 1: Defining evidence-based HR:
Debating a definition
10
Section 2: Where are we now?12
Section 3: Bumps in the road14
Section 4: Evidence-based HR:
prospects, potential and
roadmap
20
Conclusion: The unstoppable force26
Contents
9. Those with a rose-tinted view of how organizations
and professionals operate might assume that
important decisions are only reached after poring
through reams of detailed and relevant information.
But the reality is that gut instinct is frequently the
dominant decision-making mode in many areas of
human activity.
For example, it was only in the 1970s that proponents
of evidence-based medicine, such as Archie Cochrane
and JohnWennberg, exposed the life-and-death
decisions of medical practitioners as excessively
subjective, and insufficiently based on the mass of
available research evidence.The personal bias of
the practicing doctor could largely determine the
chosen course of treatment for an illness, however
serious. Even as late as 1997, in his book “A Skeptic’s
Medical Dictionary,” doctor and journalist Michael
O’Donnell criticized highly experienced practitioners
for continuing to make “the same mistakes with
increasing confidence over an impressive number of
years.”1
Thus it is perhaps no surprise that the use of evidence
for people-related decisions within organizations
has not yet fully taken hold.This report sets out the
current state of evidence-based human resources
(HR), the obstacles it faces and its potentially
transformative effect on performance. Given the
increasing reliance on evidence in other business
functions within major companies, HR must act now
if it is not to be left behind.
Introduction
1
Michael O’Donnell (1997), “A Sceptic’s Medical Dictionary”
Evidence-based HR: The bridge between your people and delivering business strategy 7
10. Executive
summary
• Evidence-based HR still at embryonic,
pioneering stage
There is a strong sense from both the executive
survey and one-to-one interviews that evidence-
based HR – which we define as using the best
available evidence to support people-related
decision-making – has yet to gain momentum.
Major companies tell us that their work in this
field has been under way for only a short time. “It
is only during the last two to three years that we
have been able to produce datasets that stand
up,” says James Stringer, Information Services
Director at Unilever. “Up until two years ago, it
was a tricky job to assemble information that
would allow you to do sophisticated analytics,”
agrees Iain McKendrick, Director of HR Strategy
Planning and Analytics at AstraZeneca.
Meanwhile, business school professors we
interviewed emphasize that the evidence being
used is far from comprehensive.They claim that
companies still too often overlook a vast archive
of academic research on HR.
• The progress of evidence-based HR is
hampered by a negative perception of the
HR function
Although more than half of all survey
respondents (55 percent) remain skeptical
about the potential of evidence-based HR to
make a real difference to the HR function,
the overwhelming majority of these skeptical
executives (82 percent) plan to increase their
use of Big Data and advanced analytics in the
short term.We can deduce from these two
findings that the obstacles to the successful
implementation of these tools are considered to
be substantial.
One stumbling block may be the credibility
of the HR function. Less than half of non-HR
executives (49 percent) agree that HR leaders
are able to demonstrate tangible correlations
between people management initiatives
and business outcomes. In other words, the
skepticism is not about big data but about
HR practitioners’ ability to use it effectively.
However, there is certainly hope that this
obstacle can be overcome, as more broadly
85 percent of all respondents do agree that the
HR function contributes strongly to enterprise
goals. Moreover, the proportion of respondents
who say their organization’s HR function
“excels” at providing insightful and predictive
analytics increased from 15 percent – in a 2012
EIU survey sponsored by KPMG – to 23 percent
in 2014. Over the same period, the proportion
who say the function excels at measurably
proving the value of HR to the business rose
from 17 percent to 25 percent.
There may be concern that the HR function
does not have enough of the right people in
place for this new era. About 30 percent of all
survey respondents rate lack of skills, resources
Evidence-based HR: The bridge between your people and delivering business strategy8
11. and experience with analytics as the second
biggest obstacle to the use of evidence in
people management, behind only corporate
culture. “We need more mathematicians and
data modellers,” says Per Scott,Vice President
of Human Resources at RBC. “These are not
typical HR people.We also need our existing
HR people to become more numerically
proficient and be able to explain data insights,
to communicate the business relevance of our
findings in a compelling way to senior leaders.”
• Evidence threatens the established order,
inevitably triggering resistance as a
consequence
Those without these new skills, or the potential
to acquire them, may fear that the move to
evidence-based HR will leave them stranded
in their career. But several interviewees have
pointed out that the transition will also give
rise to a more fundamental threat to personal
status and reputation. “The rise of evidence
undermines the magic wand school of
management we have been in thrall to,” says Rob
Briner, Professor of Organizational Psychology
at the University of Bath. “But many high-status
careers, and the associated financial rewards,
depend on the image of the miracle worker
manager.”
• Whatever the obstacles, and whatever the
resistance, the growth of evidence-based
HR will gain momentum; companies and HR
practitioners must respond urgently to avoid
losing ground
Several factors will help ensure the progress
of evidence-based HR. Our survey reveals a
commitment to the increased use of Big Data
and advanced analytics in HR over the next
three years. A new breed of HR practitioner,
schooled in analyzing and interpreting data,
will slowly emerge as a consequence of this
commitment. However, in the words of Paul
Sparrow, Director of the Centre for Performance-
Led HR at Lancaster University Management
School, “The real boost comes when evidence
is not just used to solve or react to problems
such as employee turnover, but makes a major
positive business impact.” As detailed later in the
report, Professor Sparrow’s department worked
with McDonald’s to create such an impact by
clearly demonstrating the financial value of older
workers in restaurants.
The sight of competitors registering a
commercial advantage from an evidence-based
finding is sure to elicit a significant reaction
throughout the marketplace, intensifying the
quest for similar wins.
Noteworthy business successes from the use
of evidence-based HR, establishing clear links
between aspects of people management and
revenue, are already emerging.To stay ahead of
the competition, HR directors need to obtain the
necessary commitment from company decision-
makers to invest in changing the skill profile of
the HR function, so that it can boast a potentially
powerful combination of analytical acumen and the
always-crucial human insight.
Evidence-based HR: The bridge between your people and delivering business strategy 9
12. Section1:Definingevidence-basedHR:
Debatingadefinition
A major division has emerged between the
corporate world and academia in how evidence-
based HR is actually understood and defined. As
a result of this gap in perception, world-renowned
academic experts believe that HR practitioners
are missing out on a vast pool of evidence, some
of which may be directly relevant to their own
company practices.
When executives talk about HR evidence, they
generally focus on the internally generated
information that can influence people decisions.
“Simply put, evidence-based HR
brings together data that can then
be analyzed as a potential solution
to business problems,” says Iain
McKendrick of AstraZeneca.
However, the academic experts interviewed for
this report maintain that the definition excludes
the results of voluminous past research in the
field of human resources.They cite research that
questions the efficacy of cherished cornerstones
of corporate life, such as performance-related
pay and annual performance appraisals, and even
casts doubt on the business impact of employee
engagement.
“Several years ago, I was sitting on a remuneration
committee of a publicly listed company,” recalls
Jeffrey Pfeffer, Professor of Organizational
Behavior at the Graduate School of Business,
Stanford University. “I brought up very recent
research on stock options by Professor Donald
Hambrick, which highlighted their very negative
consequences, such as excessive risk-taking and
unsuccessful mergers. Nobody wanted to know. If
you went to a doctor, and they told you they were
not interested in the latest research, you would run
screaming from their surgery.”
Evidence-based HR: The bridge between your people and delivering business strategy10
13. One of the principal reasons why academic
evidence can be set aside is that companies tend
to want to see material that is tailored to them,
rather than pertinent to all organizations.
“There is a deeply held assumption
that research studies don’t apply to
us,” says John Boudreau.
Professor of Management and Organization at the
University of Southern California’s Marshall School
of Business and Research Director of its Center
for Effective Organizations. “They all believe they
are unique and special. But they are missing out.
Not every finding can be generalized, but some
certainly can.”
These are powerful words. If Professor Boudreau’s
comments are valid, the sincerity of the corporate
world’s avowed quest for the adoption of best
practice can be called into question.
As a middle way that might satisfy this need
for specific conclusions, Professor Boudreau
recommends that companies use the conclusions
of published research as a foundation upon
which to build their own investigations within the
company.
Another possible cause of the low priority attached
to academic evidence is that companies may lack
the people who know how to plow through detailed
research documents and pluck out the most relevant
conclusions. “There aren’t many HR professionals
with an advanced social science background,” says
Paul Sparrow of Lancaster University Management
School. “They need to know when to trust evidence,
how to differentiate between good and bad
research.”
More fundamentally, evidence presents a threat
to the established way of doing things, a recurring
theme in our interviews, which is discussed at
greater length later in the report.
Evidence-based HR: The bridge between your people and delivering business strategy 11
14. It is perhaps no surprise that little attention is
paid to academic research when even the focus
on internally generated HR data is at an early
stage. “The term ’evidence-based HR’ isn’t one
that I have heard HR functions use too much,
which may actually be an indication of how much
HR sees itself as an evidence-based function,”
says Jonathan Ferrar,Vice President of Smarter
Workforce at IBM.
However, he does offer a proviso, adding that
“given how our clients are using our talent
management tools, I believe that is now changing.”
Google has been the poster child of this field,
launching data-driven people management
practices that have been written about widely and
admiringly in the international media.2
But the
overall picture is much less impressive. More than
a third of companies (35 percent) have either not
yet applied advanced analytics or Big Data tools
to improve the efficiency of the HR function or
don’t even know whether they do or not. A similar
percentage admits that they haven’t yet applied
them for the purpose of linking people strategies
with organizational goals (fig.1).
Executives interviewed for this report consistently
confirm that the transition to evidence-based
decision-making has just begun, and that the
teams that are focusing on evidence analysis
are still small. “It was three years ago when we
realized that we needed to do more,” says Per Scott
of RBC. “There were pockets of analytical activity,
but nothing systemic.We are two years into a
three-year plan.” Iain McKendrick makes a similar
observation about AstraZeneca: “This is a new
sphere of activity – we are a team of five,” he says.
“We are still scratching the surface of its potential,”
agrees Mike Elliott, Chief People Officer of JetBlue
Airways.
Indeed, it is only relatively recently that major
companies have been able to gather global data
in a consistent and accessible format, without
which any meaningful analysis is difficult to attain.
“Just a few years ago, the mere task of calculating
how many people worked for our company was a
challenge,” says James Stringer of Unilever. “Now
that we have global data and systems, we can
access that information at the click of a mouse.
With such standardized and high-quality data, we
have the firm foundation for analytic investigation.”
Although the teams dedicated to data analysis may
be small even at the largest companies, this should
not give the impression that they work in isolation,
with little day-to-day impact on others within the
company. Such teams already have a vital role to
play in training the rest of the HR function in the
new world of evidence-based HR, and in educating
the executive tier about its potential commercial
force. “We have certified 100 HR professionals
in our analytical tools during 2014,” says Mark
Sullivan,Vice President of HR Insights and
Analytics at McGraw Hill Financial. “We are taking
away from HR people the need to take multiple
data from multiple sources to produce a slide
that is outdated within a day.We are giving them
access to real-time analytical tools and educating
them accordingly.”
This burgeoning influence is only likely to gain
momentum.The vast majority of companies are
intent on increasing their focus on HR evidence
over the next three years (see fig.1). “In the past
year or so, we have got the resources on board
to get work done properly, and in the way we
want,” says Mr. Stringer.
The trajectory of evidence-based HR is only going
one way, it seems.We can see in Section 4 how
its use is starting to reap captivating results, thus
accelerating the potential for change.
Section2: Wherearewenow?
2
See, for example, The New York Times, “Google’s Quest to Build a Better Boss”, March 12 2011, (http://www.nytimes.com/2011/03/13/business/13hire.html?pagewanted=all_r=0)
Evidence-based HR: The bridge between your people and delivering business strategy12
15. Source: Evidence Based HR: The bridge between your people and delivering business strategy, 2015
Figure 1: Do you agree or disagree with the following statements about your organization’s
HR strategy (percent of all respondents n=375)
Our HR function plays a
strong role in meeting
the organization's
strategic goals
Our HR leaders are able to clearly
demonstrate tangible correlations
between people management
initiatives and business outcomes
Our HR strategy is significantly
influenced by the analysis of
business and people data from
across our operations
Our HR strategy is significantly
influenced by a variety
of data sources across
the organization
We have applied advanced analytics
or other Big Data tools to improve
the efficiency of the HR function
We have applied advanced analytics
or other Big Data tools to link
people strategies with
organizational goals
Agree Disagree Don't know/Not applicable
We expect to begin using or
increase our use of Big Data
and advanced analytics to inform HR
decisions over the next three years
We are skeptical about the ability
of Big Data or advanced analytics
to add significant value to our
HR function
1%
14%
85% We have adopted a holistic approach
to people management that considers
the range of employee contributions
to the organization
4%
71%24%
6%
22% 72%
7%
20% 73%
9%
65%26%
10%
55%35%
9%
70%20%
9%
62%29%
67%28%
5%
Evidence-based HR: The bridge between your people and delivering business strategy 13
16. Section3: Bumpsintheroad
Despite this evident commitment and potential,
skepticism within executive ranks still lingers. More
than half (55 percent) of the executives polled have
doubts about the ability of Big Data and advanced
analytics to add real value to the HR function (see
fig. 1).Yet the overwhelming proportion of these
skeptical executives (82 percent) expects their
company to increase its focus on evidence-based
HR in the coming years.There appears to be a belief
that obstacles lie ahead.
Skepticism about HR
A low regard for the HR function contributes, at
least in part, to this skepticism. Less than half of
non-HR executives (49 percent) agree that HR
leaders are able to clearly demonstrate tangible
correlations between people management
initiatives and business outcomes. “HR is still
suffering from an old school approach,” says David
Feinberg, Chief Executive Officer of the UCLA
Hospital System and President of the UCLA
Health System. “Our workforce is changing, their
demographics are changing, the patients they are
caring for are changing. But I don’t think we are
seeing a similar level of change within HR.”
However, there is certainly hope that this skepticism
can be minimized, as more broadly 85 percent
of all respondents do agree that the HR function
contributes strongly to enterprise goals. In addition,
the proportion of respondents who say their
organization’s HR function “excels” at providing
insightful and predictive analytics increased from
15 percent – in a 2012 EIU survey sponsored by
KPMG – to 23 percent in 2014. Over the same
period, the proportion who say the function excels
at measurably proving the value of HR to the
business rose from 17 percent to 25 percent.
Skills deficit
A shortage of skills appropriate for the new
evidence-based era perhaps contributes to the
negative perception of HR, and also serves in
itself as an obstacle to progress. As Mark Sullivan
of McGraw Hill Financial puts it, “HR people
tend not to delve deeply into available data; it
may be a generalization, of course, but they rely
Evidence-based HR: The bridge between your people and delivering business strategy14
18. more on intuition.” Analytical prowess needs
to be combined with commercial acumen to
identify how the conclusions from the data might
fit with the company’s commercial objectives.
“HR analysts need to tell a convincing story to
the executive team with easily digestible and
action-oriented insights,” says Iain McKendrick of
AstraZeneca.
It may well be that business schools have not
yet responded adequately to employer demand,
hampering the development of the necessary
skills. “I’m an advisor to the board at a business
school,” says Jenn Mann,Vice President of Human
Resources at SAS. “They are not yet teaching
analytics in the HR programs.We’ve got to change
the entire way in which people study or understand
HR. I think the analytical approach will become
second nature, but we are at an evolutionary stage
right now.”
Disorganized data
But analysts can only examine the data at their
disposal. If, as we have seen, the largest companies
have only just got round to devoting the necessary
resources to compiling HR data in an organized
manner, less well-endowed organizations are likely
to have some way to go in this regard. Internal
politics can also delay progress in finalizing the data
groundwork.“Several functions, such as sales, HR
or finance, may be finding insights from their own
data, but unless all of them can gather and analyze
data in a coordinated way, it may prohibit more
collaborative efforts where the combined data holds
the real answers” says David Crumley,Vice President
of Global Human Resource Information Systems and
Continuous Improvement at Coca-Cola Enterprises.
More than a quarter of all executives (27 percent)
believe organizational silos are the biggest obstacle to
progress in this field (fig.2)
Harmful impatience
Meanwhile, the predictive element of evidence-
based HR, analyzing current and historical facts
to make predictions about future events, still
often lacks the sophistication to sway skeptical
executives. “We can easily tell, for example, how
successfully a leadership development program
has improved an individual manager in the short
term through measuring their team’s perception
of them and levels of engagement,” says Jim Link,
Chief Human Resources Officer at Randstad North
America. “But we can’t yet easily tell whether and
when that person will be able to take on bigger
roles.”
Mr. Crumley believes that companies need to get
the basics right – clean and standardized data,
and then the resources, culture and technology to
make full use of it – before prioritizing predictive
analytics over less ambitious, but still important,
investigations. “Many companies want to jump
straight to the sexy stuff,” he says. “They try
predictive analytics, but they can’t even run a
headcount report for their company.They try to run
before they can walk. First of all, you need trust in
the data; without that trust, you can’t create senior
management belief and sponsorship.”
Although some successful examples of predictive
modelling are starting to be seen – most notably,
in the battle to improve the quality of recruits and
reduce expensive staff turnover (see sidebar on
page 22) – there is consensus among interviewees
that much work still needs to be done. “It is
likely to be some time before conclusions from
predictive modelling become commonplace,” says
Hugh Mitchell, Chief Human Resources Officer of
Royal Dutch Shell.
Cultural resistance
Although less obvious, cultural factors are likely to
give rise to considerable organizational resistance,
presenting a significant obstacle to progress.
Evidence can pose a threat to individual status,
reputation and pay; acting upon it can entail personal
career risk. Indeed, our survey indicates that
corporate culture is the single largest obstacle to the
use of evidence in people management (fig.2).
“Evidence-based HR can be especially threatening
to people if they don’t have the skills to participate
in the transition to a new style of management,”
says Per Scott of RBC. “What does this all mean for
their future?The pathways to business decisions
also start to change, and that affects people’s
perception of where they stand in the company.”
The new era may also endanger the myth of the
omnipotent executive, and the massive rewards
that flow from it. Decisions based on gut instinct
are now becoming exposed to immediate criticism.
“Evidence suddenly makes people accountable,
quite an uncomfortable feeling for some people,”
says Professor Briner.
Evidence-based HR: The bridge between your people and delivering business strategy16
19. Corporate culture
Difficulty in demonstrating
return on investment (ROI)
in evidence-based HR
Silos within
the organization
Lack of
financial
resources
Lack of HR
management
capacity
Quality of the data
1%
Other
(please specify)
22%
Inappropriate
HR operating model
32%30%
Lack of skills/resources/
experience to perform
required analytical activities
22%
29%
28%
Senior management
tends to regard evidence-
based HR as a fad
25%
27%19%
That is not to say that the role of the prudent and
empathetic executive is obsolete. Management
of people will never be an exact science; it will
be always be vulnerable to the unpredictability
of human behavior and must never be applied
robotically, without sensitivity for the human
consequences of decisions. But we can’t escape
the fact that evidence, as a general rule, will
improve the likelihood that those decisions will
benefit the company as a whole.
Over reliance on science
Executives certainly have to channel evidence-based
research projects in the direction most likely to yield
significant results. “A question well asked is half
answered,” says Professor Pfeffer. Later on in the
process, they have to act on the evidence gleaned, a
process that is seldom clear-cut. “At some point you
have to execute,” says Mike Elliott of JetBlue. “The
evidence may not necessarily dictate an absolutely
obvious course of action, but it gives you a strong
hunch.That’s where the art comes in. Evidence gets
you on the highway, but then we have to determine
the lane we drive in.”
Mr. Elliott provides an example of such a scenario.
“Evidence may tell us engagement is important,
but how do we use that finding? Should we
reward engaged people? How do we hold our
leaders throughout the organization accountable
for the encouragement of a culture that promotes
engagement?” he asks.
It is not only the process of working through the
substance of those decisions that may present
challenges. Evidence-based decisions may ruffle
feathers and ultimately incline executives to shy
away from them, presenting another obstacle to
progress. “Evidence can tell the opposite of the
received wisdom,” says James Stringer of Unilever.
“Making a decision based on this evidence, which
runs counter to the fundamental culture of the
organization, requires some degree of courage.”
Figure 2:Which of the following presents the biggest obstacle to the use of evidence in people management
in your organization?
Source: Evidence Based HR: The bridge between your people and delivering business strategy, 2015
Evidence-based HR: The bridge between your people and delivering business strategy 17
20. I believe...
Evidence-based HR is going to help our clients
make better decisions about where to invest for
the long-term development of their people. If
you think about movements of people around
the organization, that costs money, time and
energy. Before an organization invests, they
want some assurance that they are going to
see tangible benefits.Taking an evidence-based
approach can increase your confidence level
that you’re making the right decision.That
you’re making the smart decision.
I believe...
Organizations have long said that people are
their greatest asset. Evidence-based HR allows
these organizations to get to the heart of what
that statement means, and really understand
the key elements that drive business
performance.This is not about gut feel and
intuition of the past – this is about using data
that drives decision making, and links people
data with business outcomes.
Partner, People and Change Lead,
KPMG in Australia
Claudia Saran
Partner, People and Change Lead,
KPMG in the US
Stefanie Bradley
Evidence-based HR: The bridge between your people and delivering business strategy18
22. Both practical and cultural obstacles stand in the
way of evidence-based HR, but it nonetheless
appears inevitable that it will eventually hold sway.
One factor likely to force progress is the gap
between HR and the rest of the business in
the use of evidence. “Companies use all kinds
of sophisticated data for consumer profiling,
manufacturing processes and other areas,” says
Professor Pfeffer. “The HR system will change
when that contrast becomes untenable.”
Nothing will generate more momentum than the
sight of competitors reaping the rewards of an
evidence-based people strategy, using it to make or
save money. “It was only two or three decades ago
when individual doctors were saying, ‘don’t tell me
how I should practice,’” says Professor Briner. “But
insurance companies, state health systems and
medical ethics forced the issue, preventing money
being spent on medicines that evidence showed
simply didn’t work.”
Examples of such successes are starting to emerge,
some routine but nonetheless invaluable (see
sidebar on page 22), and others more captivating.
Some of the most powerful potential of evidence-
based HR lies in the interaction between employee
and customer data. “Evidence-based analysis is
not just about determining how well people are
performing,” says Jonathan Ferrar at IBM. “It can
also calculate how the performance of the people
links to the consumer brand, establishing and
measuring that link between employee, customer
and revenue.This interplay really captures C-suite
attention” (see sidebars below and on page 21).
The route to progress
Indeed, several of the corporate interviewees
emphasized how important it is to win over senior
executives, to eliminate their residual skepticism
about evidence-based HR--and indeed about
the HR function in general. Business successes
emanating from data-based HR interventions
grant the quickest shortcut to that trust.Talking
the language of senior decision-makers is another
must. “The finance function will arrive at an
executive meeting armed with data on costs and
return on investment to a very granular level,” says
Mark Sullivan of McGraw Hill Financial. “HR has
always lacked that detail.We are educating the HR
function to go to the table with consumable data
that allows them to tell a story.”
To accomplish that objective, companies will have to
engineer a shift in the nature of the skills within their
HR function. Some of this will be achieved through
training (often led by the HR analytics team), the rest
through hiring--a substantial investment requiring a
leap of faith from management given that the old HR
model has not always delivered the desired results.
David Crumley of Coca-Cola Enterprises speaks
for several interviewees when he talks of the
demand for HR people who possess both analytical
ability and a good head for business. “They
don’t necessarily have to be the most advanced
statistician, but they need to understand the
business context and the data findings in order to
establish a convincing narrative,” he says.
Section4:Evidence-basedHR:prospects,
potentialandroadmap
Transmitting belief
RBC polled employees in hundreds of retail branches to discover their views about the company’s
level of competitiveness in the marketplace and measure their belief in what they were offering to
customers.When the results of this survey were placed alongside commercial data, the effect
was striking.
“We discovered a major connection between the degree to which employees believed in our
competitiveness and in our value proposition, and the performance of the relevant retail branch,”
says Per Scott,Vice President of Human Resources for the company. “The more they believed in
the company, the better the branch performed. Based on this clear evidence, we could then make
appropriate interventions.We realized that we had to do more to convey our client value proposition
to employees – what we can provide to our clients, what our key differentiators are.”
Evidence-based HR: The bridge between your people and delivering business strategy20
23. The required skills may change further with the
development of evidence-based HR, however.
Mr. Crumley continues, “It is only when you
get into predictive modelling that you will need
PhD-quality statisticians to manipulate the data to
reach meaningful conclusions.”
Changing skills and business successes should
in turn gradually alter the overall mindset of the
HR function, placing evidence at the heart of its
everyday work. Far-reaching discoveries are unlikely
to be the normal output of evidence-based HR. But
the use of evidence will still lead to more effective
decisions than those based on pure gut instinct. One
component of this change in mindset should involve
a more focused approach to solving problems.
Jenn Mann of SAS believes data mining has little
purpose unless the right questions are asked before
embarking on the process.“You mustn’t just analyze
data for data’s sake.You have to think about the real
business challenges that you want to try to answer
with your people data,” she says.“That also means
asking the business leaders outside HR what they
want to gain.”
The value of age
A 2009 study conducted by Lancaster
University Management School, which
examined the performance of more than
400 McDonald’s restaurants across the U.K.,
found that employees aged 60 and over
deliver a significant business boost for the
company.The study revealed that levels of
customer satisfaction were on average 20
percent higher in restaurants that employ at
least one worker of that age profile.“An older
population segment was attracted into the
stores, and the older workers changed team
dynamics for the better,” says Paul Sparrow
of Lancaster University.“We were able to
demonstrate the financial uplift.”
This clear connection between people data
and business performance is the sort of
discovery to make senior executives sit up
and take notice. Professor Sparrow notes
that this nugget emerged as a by-product
of other research. Although not obviating
the need to focus on a clear objective at
the outset of any evidence analysis, the
magic of evidence-based inquiry is that
sometimes a jewel will be unearthed
when looking for something else entirely.
I believe...
The real value in Evidence-based HR are
the trends and insights that you can extract.
The more you can compare data and
generate insights, the greater the ability
to tell a better story of what’s happening
with your people and how that affects the
performance of your total organization.
Partner, People and Change
KPMG in South Africa
Nhlamu Dlomu
Evidence-based HR: The bridge between your people and delivering business strategy 21
25. Some industries will be a more natural home for
those with the requisite skills and perspective,
thereby accelerating the impact of evidence-based
HR. It is worth noting, for example, that nearly two-
thirds of respondents in the IT and technology sector
(64 percent) expect the increasing use of data-driven
insights in their HR function to boost profitability
by more than 10 percent in the next three years, a
substantially greater proportion than in any other
sector (fig.3).“Being a technology company, it’s
natural that we’re going to be leveraging technology,”
says Jenn Mann of SAS.“We’re certainly not the
cobbler’s children with no shoes.”
Well-organized data is likely to be another
characteristic of the IT and technology industry.
While senior executive belief, analytical skills and an
evidence-based mindset will all play a key role in the
ongoing HR transition, they will only reap results if
based on this fertile foundation.“The whole process
starts with quality hard data,” says Royal Dutch Shell’s
Hugh Mitchell.“We have invested massively in a
globally coherent and consistent IT system for HR,
making it a trusted source of information.”
Relevant information must encompass more
than standardized, compartmentalized and easily
decipherable internal data. Given that copious
academic research is available in this area,
companies should take care not to invest heavily in
reinventing the wheel.“We need to be making more
connections between existing and current research
and the key people decisions that leaders are
making,” says Professor Boudreau of the University
of Southern California.
Predicting attrition
HR practitioners within McGraw Hill
Financial can now instantly summon up
information revealing the profile of those
most likely to leave the organization in the
near future.The profile may encompass
gender, age, department, education
history, specialism and other relevant
details.“Armed with that information, we
can then decide whether to intervene to
prevent key individuals who fit that profile
from leaving, whether this be through
offering compensation, career development
or opportunities in the global mobility
program,” says Mark Sullivan,Vice President
HR Insights and Analytics at McGraw Hill
Financial.“This is one of hundreds of such
tools at our disposal which we didn’t have a
year or two ago.”
David Feinberg, Chief Executive Officer
of UCLA Health System, believes this
sort of information serves a particularly
useful purpose in retaining younger
workers, the GenerationY employees
said to be restlessly seeking their next
career opportunity without any particular
desire to remain with one employer for
a substantial period. “Often our young,
up-and-coming administrators look for
another opportunity somewhere else,” he
says. “We can use analytics to pinpoint
that person and perhaps find them
another role in our organization so we
don’t lose them.”
Evidence-based HR: The bridge between your people and delivering business strategy 23
26. Figure 3: To what extent would you expect the increasing use of data-driven insights
in your organization’s HR function to affect profitability over the next three years?
Decrease
No change
Increase by
more than 20%
10%
Increase
by 11-20%
Increase
by less
than
10%
20%
40%
27%
3%
0%Don't Know
Financial
Services
Decrease
No change
Increase by
more than 20%
3%
Increase
by 11-20%
Increase
by less
than
10%
18%
49%
23%
5%
3%Don't Know
Healthcare
Decrease
No change
Increase by
more than 20%
6%
Increase
by 11-20%
Increase
by less
than
10%
10%
65%
16%
3%
0%Don't Know
BiotechnologyIT
Technology
Decrease
No change
Increase by
more than 20%
14%
Increase
by 11-20%
Increase
by less
than
10%
49%
28%
6%
0%
3%Don't Know
Source: Evidence Based HR: The bridge between your people and delivering business strategy, 2015
Evidence-based HR: The bridge between your people and delivering business strategy24
28. Conclusion: Theunstoppableforce
It may be true that the evidence-based HR project
has yet to fully gather pace. Stumbling blocks, both
practical and cultural, still hamper its progress.
Nevertheless, the immediate future still looks bright.
An inescapable logic dictates that we are
extremely close to the point of lift off, the point
where laggard organizations are likely to pay a
heavy price. A solid foundation of well-organized
data has now been established in many major
companies. Small but committed teams of
analysts, recently ensconced within HR functions,
are helping their colleagues to see the benefits of
evidence-based HR, and to handle it in the most
effective way. Measurable successes from the
use of evidence, some particularly eye-catching,
will help to spur the much-needed enthusiasm
of senior executives and encourage investment
in developing and recruiting the skills that will
cement progress. “Without the current demand
for evidence-based HR from senior leaders, it
would be a lot more difficult to do what we are
doing,” says Iain McKendrick of AstraZeneca. CEOs
who do little more than pay lip service to evidence-
based HR are already starting to look outdated.
The HR mindset of the past, negatively regarded by
some interviewees, will soon inevitably erode and
reconfigure itself along very different lines.“HR will
become a more analytically focused function because
it has to become that way,” says Jim Link of Randstad.
With the contribution of evidence, the links between
HR measurements and commercial and financial
performance will become clearer, particularly as the
technology develops and intriguing discoveries trigger
specific, deeper investigation.As this process gathers
pace, the emphasis will shift from retrospective
analysis to predictive modelling. Indeed, the survey
findings indicate that this shift has already begun.A
survey conducted by the EIU in 2012, sponsored by
KPMG, found that only 15 percent of respondents
believed their organization’s HR function excelled at
providing insightful and predictive workforce analytics.
The 2014 survey found that this proportion had
increased to 23 percent.Analyzing the behavior of
human beings will of course always require subtle and
subjective judgment and companies with a regard for
social responsibility will not apply the results callously.
Yet, the days of basing people decisions on the whims
or personal motives of one person at the helm are
about to end. Organizations that acknowledge that
inevitability already have a substantial head start.
Evidence-based HR: The bridge between your people and delivering business strategy26
30. CEOs across the globe are grappling with issues from talent acquisition and retention to the need for greater employee productivity.A
Technology is available to access data from many sources and provide predictive insights that can drive business goals.
HR has a massive opportunity to drive significant business value...and be seen to do so.
B
C
Evidence-BasedHR?Whatis
Evidence-based HR uses data, analysis and research to understand the connection between people management practices
and business outcomes such as profitability, customer satisfaction and quality.
of respondents* expect their
organization to either begin or
increase their use of big data
over the next three years.
82%
Whyuse
it?
work?it
Howdoes
1
2
3 4
5
6
7
Continuously leverage an
evidence-based HR approach.
To bridge the “knowing-doing” gap
we will reconsider our HR Operating
Model to take account of
evidence-based practices.
Leverage the insight into
business decisions.
We may run a pilot to test our
conclusions before going
organization-wide.
Validate the data and findings
with internal and external
sources. If it’s good, move on.
If not, go back to step 2.
Senior leaders in HR, customer
engagement and the branches will
work together to test the hypothesis.
Analyze the data:
what is it telling you?
Think about the best
visualization of the analysis so
that leaders are able to readily
understand the implications of
the analysis.
Understand your
data: identify what
you have and need.
Identify what you have and need.
We have HR and workforce data;
we need financial performance
and customer data.
Develop your hypothesis.
There may be a link between the types
of employees in a branch and its overall
performance. HR and senior line
leaders work together to formulate
hypotheses worth testing.
Identify a
business challenge.
A retail bank wants to
improve branch performance.
HREvidence-basedCaseThe for HR
Evidence-based HR: The bridge between your people and delivering business strategy28
31. Evidence-based HR: The bridge between your people and delivering business strategy 29
successfully?
Get comfortable with data.
Move beyond basic HR KPIs to data that can deliver
predictive insights about the role of people in your
business. To do this well, data scientists may be
required to work within the HR function.
Hone your industry knowledge.
HR is not generic nor is it industry agnostic. You must
apply what you know from an HR perspective to your
industry and the specific needs of your company. You’ll
need to know how to frame the questions that will
direct and focus your analytical efforts.
Change the HR structure.
HR should be reconfigured so that HR and
management work together within an operating
model that promotes evidence-based people
management.
1
2
3
arerequired?What skillsPersuasive: Aware of the importance of visualization of data analysis in order to lead the viewer to the required
decisions. Able to tell a story with data using facts, opinion, anecdote and metaphor. Makes the analysis come
to life.
Questioning: Able to frame hypotheses with business leaders. Doesn’t need to be a data scientist, but will want
access to someone with those skills.
SystemsThinker: Capable of understanding how people drive value in the organization and can distinguish cause
from effect, as well as able to interpret the downstream consequences of past, present and future interventions.
Creativity: Ability to look at a problem in a variety of ways – including visualization. Understanding that answers
exist outside of basic metrics. Being able to identify hidden internal/external variables impacting people and the
organization. Asking questions outside the normal realm.
Learn more about evidence-based HR and
how it can put your organization ahead at
www.kpmg.com/harryross.Whatnow?
* Source – Economist Intelligence Unit Study, commissioned by KPMG International: Evidence-Based HR:The Bridge Between your People and Delivering Business Strategy, 2015
How can I
implementit