This document provides an overview of a research report by KeyInterval Research about companies' optimal technology stacks (combinations of software/tools) for HR functions. KeyInterval Research surveys HR practitioners to understand their real-world experiences with HR technologies. The report analyzes survey responses from 785 HR practitioners on their use of 13 categories of HR software, including onboarding, succession management, learning management, recruiting, and payroll systems. It finds that the optimal technology stack varies significantly based on factors like company size, region, industry, and individual HR function. The report aims to separate fact from fiction and replace anecdotes with data-driven insights on which HR technologies practitioners currently use and find most effective.
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
People Analytics: Improving the Employee Experience and ProductivityDr Susan Entwisle
It is true today more than any point in history that talent is a company’s greatest asset. To thrive in our hyper competitive global economy, companies need the right talent to deliver exceptional customer experiences efficiently with minimal risk. Traditionally, Human Resource teams have made decisions on hiring, assigning and developing employees using experience, instinct, and basic statistical data. The same advanced analytics and machine learning techniques we use to improve the customer experience are now being used for our people. People analytics provides insights and enables better and faster data-driven decision making across all aspects of people at work.
Topics covered in this presentation include:
How analytics has changed the customer experience.
Current state of employee engagement and its impact.
Limitations of cognitive decision making process.
What is people analytics?
How companies are using people analytics today?
Challenges in adoption of people analytics.
Guidance to get started on people analytics journey.
Person of Interest meets Recruitment - Predictive Analytics for HR and Recrui...Joberate
1) The document discusses how predictive analytics can help human resources (HR) and recruitment functions. It describes how predictive models can forecast things like which employees may leave a company, who should be prioritized for open roles, and ideal times to contact candidates.
2) Traditional reporting in HR involves analyzing past data, while predictive analytics uses data to forecast future events and probabilities. The document provides examples of metrics that could be tracked, like the number of profiles being monitored and how many predicted active job seekers actually change jobs.
3) Near-term focus areas discussed are retaining existing employees and improving recruiting. The benefits highlighted are early risk detection, talent planning, and gaining a competitive advantage through predictive insights.
Case Study: Building a Culture of Analytics in HR at MicronHuman Capital Media
Supporting 30,000 employees worldwide, the Workforce Information team at Micron Technology Inc. has a clear vision: When someone thinks of analytics at Micron, they want that person to think of HR. For most companies today, that seems a tall order to fulfill. And with Micron’s highly technical staff of more than 10,000 engineers, it was a particularly bold aspiration. Over the past two years Micron’s Workforce Information team, working within the HR department, has made significant progress in achieving that goal.
Since implementing Visier Workforce Analytics in late 2013, Micron’s Workforce Information team has rolled out self-service analytics to more than 150 HR leaders and business partners and more than 800 business-area managers globally. As a result, Micron is uncovering new workforce insights that can be used to make decisions that are closely linked to business performance.
For more than 30 years, Micron’s teams of dreamers, visionaries and scientists have redefined innovation — designing and building some of the world’s most advanced memory and semiconductor technologies.
Join 2014 Brandon Hall Excellence in Technology award-winner Tim Long, director of Workforce Information at Micron, as he discusses his team’s journey in enabling HR to “demand evidence and think critically.”
Long will share his team’s experience:
Developing global standards for workforce data.
Implementing a highly scalable solution for workforce analytics on demand.
Fostering a data-driven culture within HR.
Leveraging workforce analytics in HR processes, such as compensation reviews..
Speaker:
Tim Long - Director of Workforce Information Micron Technology INC.
As the director of Workforce Information at Micron Technology Inc., Tim Long leads a team of business intelligence engineers, analysts and data scientists to create insight from workforce data. Long’s team supports Micron’s strategic commitment to data-driven decision making helping to inform people decisions with sound analytics. Long holds a bachelor’s degree in mechanical engineering from the University of Wyoming and a master’s degree in business analytics from New York University’s Stern School of Business
This document provides an overview of an HR analytics workshop. It begins by stating the objectives of the workshop which are to explain what HR analytics is, its applications, and how to analyze data and present findings. It then defines HR analytics as applying analytical techniques to talent data to gain insights and aid decisions. The rest of the document discusses analytics maturity levels from reporting to predictive analytics. It provides examples of how analytics can be applied to talent acquisition, retention, performance and job allocation. Finally, it presents a case study on analyzing attrition at an insurance company and includes sample dashboard metrics and analysis that could be performed.
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.
How Can People Analytics Help During COVID-19?Damien Hutchens
This document summarizes a presentation given at a people analytics meetup group discussing how people analytics can help during the COVID-19 pandemic. It outlines some of the key people data that is readily available, such as workforce availability, productivity levels, and employee wellbeing indicators. It also discusses analyzing trends in this data over time to help organizations with challenges like workforce planning, remote work adoption, and monitoring employee stress and isolation during periods of social distancing.
Hr analytics, insights and implementation forum apac 2016Jayesh Menon
How to break resistance, and get HR to embrace meaningful data analytics. Removing the phobia of data and making HR business partners true champions of translating data into insights. How visualizations help in storytelling.
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
People Analytics: Improving the Employee Experience and ProductivityDr Susan Entwisle
It is true today more than any point in history that talent is a company’s greatest asset. To thrive in our hyper competitive global economy, companies need the right talent to deliver exceptional customer experiences efficiently with minimal risk. Traditionally, Human Resource teams have made decisions on hiring, assigning and developing employees using experience, instinct, and basic statistical data. The same advanced analytics and machine learning techniques we use to improve the customer experience are now being used for our people. People analytics provides insights and enables better and faster data-driven decision making across all aspects of people at work.
Topics covered in this presentation include:
How analytics has changed the customer experience.
Current state of employee engagement and its impact.
Limitations of cognitive decision making process.
What is people analytics?
How companies are using people analytics today?
Challenges in adoption of people analytics.
Guidance to get started on people analytics journey.
Person of Interest meets Recruitment - Predictive Analytics for HR and Recrui...Joberate
1) The document discusses how predictive analytics can help human resources (HR) and recruitment functions. It describes how predictive models can forecast things like which employees may leave a company, who should be prioritized for open roles, and ideal times to contact candidates.
2) Traditional reporting in HR involves analyzing past data, while predictive analytics uses data to forecast future events and probabilities. The document provides examples of metrics that could be tracked, like the number of profiles being monitored and how many predicted active job seekers actually change jobs.
3) Near-term focus areas discussed are retaining existing employees and improving recruiting. The benefits highlighted are early risk detection, talent planning, and gaining a competitive advantage through predictive insights.
Case Study: Building a Culture of Analytics in HR at MicronHuman Capital Media
Supporting 30,000 employees worldwide, the Workforce Information team at Micron Technology Inc. has a clear vision: When someone thinks of analytics at Micron, they want that person to think of HR. For most companies today, that seems a tall order to fulfill. And with Micron’s highly technical staff of more than 10,000 engineers, it was a particularly bold aspiration. Over the past two years Micron’s Workforce Information team, working within the HR department, has made significant progress in achieving that goal.
Since implementing Visier Workforce Analytics in late 2013, Micron’s Workforce Information team has rolled out self-service analytics to more than 150 HR leaders and business partners and more than 800 business-area managers globally. As a result, Micron is uncovering new workforce insights that can be used to make decisions that are closely linked to business performance.
For more than 30 years, Micron’s teams of dreamers, visionaries and scientists have redefined innovation — designing and building some of the world’s most advanced memory and semiconductor technologies.
Join 2014 Brandon Hall Excellence in Technology award-winner Tim Long, director of Workforce Information at Micron, as he discusses his team’s journey in enabling HR to “demand evidence and think critically.”
Long will share his team’s experience:
Developing global standards for workforce data.
Implementing a highly scalable solution for workforce analytics on demand.
Fostering a data-driven culture within HR.
Leveraging workforce analytics in HR processes, such as compensation reviews..
Speaker:
Tim Long - Director of Workforce Information Micron Technology INC.
As the director of Workforce Information at Micron Technology Inc., Tim Long leads a team of business intelligence engineers, analysts and data scientists to create insight from workforce data. Long’s team supports Micron’s strategic commitment to data-driven decision making helping to inform people decisions with sound analytics. Long holds a bachelor’s degree in mechanical engineering from the University of Wyoming and a master’s degree in business analytics from New York University’s Stern School of Business
This document provides an overview of an HR analytics workshop. It begins by stating the objectives of the workshop which are to explain what HR analytics is, its applications, and how to analyze data and present findings. It then defines HR analytics as applying analytical techniques to talent data to gain insights and aid decisions. The rest of the document discusses analytics maturity levels from reporting to predictive analytics. It provides examples of how analytics can be applied to talent acquisition, retention, performance and job allocation. Finally, it presents a case study on analyzing attrition at an insurance company and includes sample dashboard metrics and analysis that could be performed.
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.
How Can People Analytics Help During COVID-19?Damien Hutchens
This document summarizes a presentation given at a people analytics meetup group discussing how people analytics can help during the COVID-19 pandemic. It outlines some of the key people data that is readily available, such as workforce availability, productivity levels, and employee wellbeing indicators. It also discusses analyzing trends in this data over time to help organizations with challenges like workforce planning, remote work adoption, and monitoring employee stress and isolation during periods of social distancing.
Hr analytics, insights and implementation forum apac 2016Jayesh Menon
How to break resistance, and get HR to embrace meaningful data analytics. Removing the phobia of data and making HR business partners true champions of translating data into insights. How visualizations help in storytelling.
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.
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.
Big Data, Business Intelligence, HR Analytics - How they are related?Shojibul Alam Shojib
Big data, business intelligence, and HR analytics are three buzzwords that are frequently talked about. Do you really know what they mean? And what added value does big data and business intelligence bring to the field of HR?
Predictive Analytics for HR: A Primer to Get Started on your HR Analytics Jou...Dr Susan Entwisle
Traditionally, HR teams have made decisions on hiring, retaining, assigning and developing employees using intuition, experience, and basic descriptive statistical reports. Predictive analytics complements and extends on these approaches by enabling HR teams to make proactive ‘forward-looking’ data-driven decisions on its people across the employee lifecycle. Examples of this include gaining insights into the drivers and predicting who are our top performers, what employees are at risk of leaving, is our training program effective, and more. This capability can support HR teams to better align HR programs with strategic business goals.
This presentation outlines the limitations with current approaches and explain what predictive analytics is so business users can understand the business opportunity and problems it can be applied to. A number of case studies on its use across the employee lifecycle are described and guidance given on how to get started on your HR predictive analytics journey.
Workforce Intelligence: How HR Can Make Data-Driven Decisions That Move the N...Human Capital Media
The idea of data-driven HR has been a top topic and trend for several years now, yet the vast majority of HR organizations are still underserved with insights. While many organizations are thinking about workforce analytics, few have truly put them to work. Indeed, as Josh Bersin of Bersin by Deloitte aptly described, most HR organizations are “stuck in neutral” with workforce analytics, unsure how to get started with this complex topic.
How can you get out of neutral with workforce analytics? How can you and your organization overcome the data hurdles and technical complexity -- despite having little or no experience in analytics? How can you get to workforce insights that will help you understand with precision what it takes to recruit, retain, and motivate the best workforce -- and drive measurable business outcomes?
In this webinar, analytics expert Ian Cook will provide direct examples of you can take to:
Improve recruitment success and more efficiently find expertise needed at the right time for the best price.
Retain star performers more cost effectively.
Connect employee engagement to business outcomes.
Decode workforce planning and understand the “cost” side of the workforce.
The document summarizes a report by KeyInterval Research that examines the functionality of major payroll systems. It provides data on the presence or absence of important payroll features across different payroll/HR software vendors. KeyInterval Research aims to understand differences and connections between various HR technology offerings through quantitative and qualitative research on the practitioner experience.
Building Stronger HR Partnerships Through Talent AnalyticsHuman Capital Media
This document provides information about an online webinar on building stronger HR partnerships through talent analytics. The webinar will feature a presentation by Alexis Fink from Intel on talent analytics and how data can be used to improve HR decision making. Attendees will be able to listen through their computer speakers, view slides, participate in a live chat, and ask questions. The webinar is sponsored by Workforce magazine and is certified for continuing education credits by HRCI.
The webinar provided an overview of people science and how it can help organizations become people companies. It began with introductions and outlined the agenda. The presenters then discussed how the changing technology and business landscape requires a new people model focused on data and analytics. They defined people science and explained how it uses data-driven insights to help organizations with challenges like skills gaps, productivity, and talent retention. The webinar emphasized starting with an accurate data foundation and applying the scientific method to generate actionable knowledge that can optimize the people strategy.
This document summarizes debates around human resources (HR) analytics. It discusses the evolution of HR analytics from measuring HR metrics and benchmarking competitors to using analytics to optimize talent management. Major debates discussed include what constitutes HR analytics, why organizations should do analytics, who should lead analytics efforts, when and where analytics should be used, and how to start with analytics. The document provides perspectives on these debates from various sources and advocates for HR to take the lead on analytics to improve individual and organizational performance while establishing ethical guidelines.
This document discusses using big data in human resources. It addresses common concerns about using data, such as that it is too complex or difficult. The document emphasizes using data to understand causes rather than just correlations and highlights metrics that HR professionals should measure like time to hire and turnover rates. It also discusses process improvement frameworks like Six Sigma, Lean, and Theory of Constraints that can help organizations remove waste and inefficiencies. The overall message is that data can help HR functions achieve strategic goals and improve performance if organizations look past preconceptions and learn to question existing practices.
The document discusses how talent analytics can help HR professionals make better data-driven decisions with limited resources. It suggests using available internal data on employees and job performance to generate useful workforce insights. For example, comparing job candidates' past education to their job performance in the first year. Predictive models that integrate multiple internal and external data sources can also forecast future talent events, such as the likelihood of employee attrition. With talent analytics, HR can maximize performance despite budget constraints.
This document discusses trends in people analytics and provides examples of how companies can use people data and metrics to improve attracting, developing, and retaining employees. It begins with an overview of the evolving people analytics field and common focus areas of attracting, developing, and retaining talent. Examples are then given of analyzing recruitment data to determine effective colleges to target, assessing the impact of learning programs on sales performance, and identifying key engagement drivers of retention. The document emphasizes starting with basic metrics and data, building metrics that matter, incorporating trends over time, and analyzing data to develop insights and recommendations.
The Datafication of HR in 2016: Graduating From Metrics to AnalyticsHuman Capital Media
With recent articles like Harvard Business Review’s “It’s Time to Split HR,” written by world-renowned business adviser and author Ram Charan, and Bersin Insights’ “Will HR Lose the Battle Over Analytics,” written by industry analyst Karen O’Leonard, 2016 represents a pivotal year for human resources.
The global economic recovery, compounded by demographic shifts, is moving power from employers to employees, turning labor into a seller’s market. As a result, the workforce is becoming an increasingly core strategic consideration to businesses. Yet the most commonly monitored workforce metrics do very little to deliver true insight into workforce topics. Leaders need to graduate from metrics to analytics, surfacing the important connections and patterns in their data to make better workforce decisions.
Join expert Dave Weisbeck as he discusses how HR can play a more critical role driving business performance than ever before. In this informative webinar, Weisbeck will discuss how you can graduate from metrics to analytics, ramping up from operational reporting to strategic analytics and planning.
In this session, participants will learn:
Trends shaping the datafication of HR, including the case for and against splitting HR.
How HR can climb the workforce intelligence maturity curve, defining key terms and concepts.
The future of HR as a strategic advisor, with examples of how to graduate from metrics to analytics in: Recruiting effectiveness, Performance management, Talent retention, Comp and benefits, and Workforce costs
Common pitfalls to avoid.
HR Analytics: New approaches, higher returns on human capital investmentShanmukha S. Potti
As global economic and political conditions continue to concern business leaders, their attention turns to the various levers that can foster success in uncertain times by looking for competitive insights to the massive data they can now capture. But to date, HR departments have lagged behind the efforts of Marketing, IT, CRM and other functions. The purpose of this paper is to show how business function leaders can start mining data to measure and improve HR's contributions to business performance.
What is HR analytics and how it is done? Along with Survey on 41 individuals from different organizations with an experience of about 6 months to 27 years.
The document discusses creating an HR Analytics Centre of Excellence. It recommends establishing an HR analytics team that collaborates with various internal departments, such as HR, finance, and operations, as well as external partners. The center should provide observations and insights to key stakeholders, including executives, line managers, and the CEO/CHRO. It also emphasizes that HR analytics is about understanding people, not just numbers, and cautions against producing too many metrics or engagement scores without context. The last sentences recommend matching the analytics system to defined needs, ensuring quality data input, and having resources to support the system long-term.
This document discusses HR analytics and HRIS. It defines HR analytics as analyzing workforce data to identify human drivers of business outcomes and make better people decisions. The benefits of HR analytics include improved talent acquisition, employee experience, retention, training, compensation, and support. HRIS is a software system that stores and manages employee master data to support core HR processes like benefits, planning, and grievance handling. It provides benefits like reduced costs, faster data retrieval, better analysis and decision making. The document provides an example of bucketing analysis to calculate on-roll and off-roll attrition rates.
El programa "El Líder en Mí" aplicado por Terpel en la I.E Fe y Alegría Villa de la Candelaria busca desarrollar habilidades de liderazgo en estudiantes y profesores a través del modelo de los 7 hábitos de Franklin Covey, con el objetivo de lograr mejores resultados académicos, menos problemas de disciplina y mayor participación de las familias.
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.
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.
Big Data, Business Intelligence, HR Analytics - How they are related?Shojibul Alam Shojib
Big data, business intelligence, and HR analytics are three buzzwords that are frequently talked about. Do you really know what they mean? And what added value does big data and business intelligence bring to the field of HR?
Predictive Analytics for HR: A Primer to Get Started on your HR Analytics Jou...Dr Susan Entwisle
Traditionally, HR teams have made decisions on hiring, retaining, assigning and developing employees using intuition, experience, and basic descriptive statistical reports. Predictive analytics complements and extends on these approaches by enabling HR teams to make proactive ‘forward-looking’ data-driven decisions on its people across the employee lifecycle. Examples of this include gaining insights into the drivers and predicting who are our top performers, what employees are at risk of leaving, is our training program effective, and more. This capability can support HR teams to better align HR programs with strategic business goals.
This presentation outlines the limitations with current approaches and explain what predictive analytics is so business users can understand the business opportunity and problems it can be applied to. A number of case studies on its use across the employee lifecycle are described and guidance given on how to get started on your HR predictive analytics journey.
Workforce Intelligence: How HR Can Make Data-Driven Decisions That Move the N...Human Capital Media
The idea of data-driven HR has been a top topic and trend for several years now, yet the vast majority of HR organizations are still underserved with insights. While many organizations are thinking about workforce analytics, few have truly put them to work. Indeed, as Josh Bersin of Bersin by Deloitte aptly described, most HR organizations are “stuck in neutral” with workforce analytics, unsure how to get started with this complex topic.
How can you get out of neutral with workforce analytics? How can you and your organization overcome the data hurdles and technical complexity -- despite having little or no experience in analytics? How can you get to workforce insights that will help you understand with precision what it takes to recruit, retain, and motivate the best workforce -- and drive measurable business outcomes?
In this webinar, analytics expert Ian Cook will provide direct examples of you can take to:
Improve recruitment success and more efficiently find expertise needed at the right time for the best price.
Retain star performers more cost effectively.
Connect employee engagement to business outcomes.
Decode workforce planning and understand the “cost” side of the workforce.
The document summarizes a report by KeyInterval Research that examines the functionality of major payroll systems. It provides data on the presence or absence of important payroll features across different payroll/HR software vendors. KeyInterval Research aims to understand differences and connections between various HR technology offerings through quantitative and qualitative research on the practitioner experience.
Building Stronger HR Partnerships Through Talent AnalyticsHuman Capital Media
This document provides information about an online webinar on building stronger HR partnerships through talent analytics. The webinar will feature a presentation by Alexis Fink from Intel on talent analytics and how data can be used to improve HR decision making. Attendees will be able to listen through their computer speakers, view slides, participate in a live chat, and ask questions. The webinar is sponsored by Workforce magazine and is certified for continuing education credits by HRCI.
The webinar provided an overview of people science and how it can help organizations become people companies. It began with introductions and outlined the agenda. The presenters then discussed how the changing technology and business landscape requires a new people model focused on data and analytics. They defined people science and explained how it uses data-driven insights to help organizations with challenges like skills gaps, productivity, and talent retention. The webinar emphasized starting with an accurate data foundation and applying the scientific method to generate actionable knowledge that can optimize the people strategy.
This document summarizes debates around human resources (HR) analytics. It discusses the evolution of HR analytics from measuring HR metrics and benchmarking competitors to using analytics to optimize talent management. Major debates discussed include what constitutes HR analytics, why organizations should do analytics, who should lead analytics efforts, when and where analytics should be used, and how to start with analytics. The document provides perspectives on these debates from various sources and advocates for HR to take the lead on analytics to improve individual and organizational performance while establishing ethical guidelines.
This document discusses using big data in human resources. It addresses common concerns about using data, such as that it is too complex or difficult. The document emphasizes using data to understand causes rather than just correlations and highlights metrics that HR professionals should measure like time to hire and turnover rates. It also discusses process improvement frameworks like Six Sigma, Lean, and Theory of Constraints that can help organizations remove waste and inefficiencies. The overall message is that data can help HR functions achieve strategic goals and improve performance if organizations look past preconceptions and learn to question existing practices.
The document discusses how talent analytics can help HR professionals make better data-driven decisions with limited resources. It suggests using available internal data on employees and job performance to generate useful workforce insights. For example, comparing job candidates' past education to their job performance in the first year. Predictive models that integrate multiple internal and external data sources can also forecast future talent events, such as the likelihood of employee attrition. With talent analytics, HR can maximize performance despite budget constraints.
This document discusses trends in people analytics and provides examples of how companies can use people data and metrics to improve attracting, developing, and retaining employees. It begins with an overview of the evolving people analytics field and common focus areas of attracting, developing, and retaining talent. Examples are then given of analyzing recruitment data to determine effective colleges to target, assessing the impact of learning programs on sales performance, and identifying key engagement drivers of retention. The document emphasizes starting with basic metrics and data, building metrics that matter, incorporating trends over time, and analyzing data to develop insights and recommendations.
The Datafication of HR in 2016: Graduating From Metrics to AnalyticsHuman Capital Media
With recent articles like Harvard Business Review’s “It’s Time to Split HR,” written by world-renowned business adviser and author Ram Charan, and Bersin Insights’ “Will HR Lose the Battle Over Analytics,” written by industry analyst Karen O’Leonard, 2016 represents a pivotal year for human resources.
The global economic recovery, compounded by demographic shifts, is moving power from employers to employees, turning labor into a seller’s market. As a result, the workforce is becoming an increasingly core strategic consideration to businesses. Yet the most commonly monitored workforce metrics do very little to deliver true insight into workforce topics. Leaders need to graduate from metrics to analytics, surfacing the important connections and patterns in their data to make better workforce decisions.
Join expert Dave Weisbeck as he discusses how HR can play a more critical role driving business performance than ever before. In this informative webinar, Weisbeck will discuss how you can graduate from metrics to analytics, ramping up from operational reporting to strategic analytics and planning.
In this session, participants will learn:
Trends shaping the datafication of HR, including the case for and against splitting HR.
How HR can climb the workforce intelligence maturity curve, defining key terms and concepts.
The future of HR as a strategic advisor, with examples of how to graduate from metrics to analytics in: Recruiting effectiveness, Performance management, Talent retention, Comp and benefits, and Workforce costs
Common pitfalls to avoid.
HR Analytics: New approaches, higher returns on human capital investmentShanmukha S. Potti
As global economic and political conditions continue to concern business leaders, their attention turns to the various levers that can foster success in uncertain times by looking for competitive insights to the massive data they can now capture. But to date, HR departments have lagged behind the efforts of Marketing, IT, CRM and other functions. The purpose of this paper is to show how business function leaders can start mining data to measure and improve HR's contributions to business performance.
What is HR analytics and how it is done? Along with Survey on 41 individuals from different organizations with an experience of about 6 months to 27 years.
The document discusses creating an HR Analytics Centre of Excellence. It recommends establishing an HR analytics team that collaborates with various internal departments, such as HR, finance, and operations, as well as external partners. The center should provide observations and insights to key stakeholders, including executives, line managers, and the CEO/CHRO. It also emphasizes that HR analytics is about understanding people, not just numbers, and cautions against producing too many metrics or engagement scores without context. The last sentences recommend matching the analytics system to defined needs, ensuring quality data input, and having resources to support the system long-term.
This document discusses HR analytics and HRIS. It defines HR analytics as analyzing workforce data to identify human drivers of business outcomes and make better people decisions. The benefits of HR analytics include improved talent acquisition, employee experience, retention, training, compensation, and support. HRIS is a software system that stores and manages employee master data to support core HR processes like benefits, planning, and grievance handling. It provides benefits like reduced costs, faster data retrieval, better analysis and decision making. The document provides an example of bucketing analysis to calculate on-roll and off-roll attrition rates.
El programa "El Líder en Mí" aplicado por Terpel en la I.E Fe y Alegría Villa de la Candelaria busca desarrollar habilidades de liderazgo en estudiantes y profesores a través del modelo de los 7 hábitos de Franklin Covey, con el objetivo de lograr mejores resultados académicos, menos problemas de disciplina y mayor participación de las familias.
Open Education Resources. The perspective of UNESCOFrancesc Pedró
This document discusses open educational resources (OER) and their potential role in addressing challenges in education access. It notes that 61 million children are not in primary school, 1.7 million additional teachers are needed, and 775 million adults are illiterate. Traditional approaches are not suited to these challenges. The document advocates for policies that empower users and avoid exacerbating inequality. It outlines UNESCO's 2012 Paris Declaration supporting the development and sharing of OER to foster equitable access to quality education resources.
Què poden fer els governs per millorar la qualitat de l'educació?Francesc Pedró
Una revisió de les tendències recents en matèria de política educativa als països desenvolupats, amb especial referència al rol que l'evidència pot jugar en informar-les.
HR Tech Fest - HR Software Applications Aiming for 100% User Adoption - TincupTincup & Co.
This document discusses best practices for achieving 100% user adoption of new HR software. It emphasizes effective communication, assessment of user needs, training, and onboarding. Key steps include collaborating with software partners on communications; surveying users beforehand; delivering fun, informative training; making users feel supported during change; adding adoption metrics to performance reviews; and encouraging knowledge sharing through user communities. The goal is to help users transition smoothly to the new software and maximize its benefits through optimal usage. Upcoming research in September will examine how much employees actually use enterprise HR software and what impacts user adoption levels.
The document provides information about answering design questions for a GCSE technology exam. It discusses the format and requirements of design questions, including completing two designs with annotated diagrams explaining the ideas, materials used, and how the designs could be made. It also provides success criteria for assessment levels and has students practice answering design questions, self-assessing their understanding before getting peer feedback.
This document is a confidential PRISM report for Sami Lassoued that analyzes his behavioral preferences based on a self-reported inventory. The report contains the following sections: [1] An introduction explaining how the report can help Sami learn about himself; [2] A personal profile including an 8-dimensional map of Sami's behaviors and key characteristics; and [3] A narrative summary of Sami's PRISM profile highlighting behaviors he is most and least comfortable using. The report aims to help Sami understand his strengths and areas for improvement to maximize his effectiveness.
La novela Don Quijote de la Mancha de Cervantes es considerada la primera novela moderna y tuvo gran influencia en la narrativa europea posterior. Es la obra más destacada de la literatura española y una de las principales de la literatura universal. Santiago Ramón y Cajal fue el primero en mostrar con precisión el sistema nervioso y la existencia de las neuronas, y es considerado el fundador de la neurobiología moderna. La Catedral de Santiago de Compostela se construyó en el lugar donde se encontraron las reliquias de Santiago y se convirtió en una
The document provides instructions for a homework assignment to design a pull-along toy. It outlines the different levels of achievement and tasks required to meet each level. A level 4 requires drawing 30 initial design ideas and explaining choices. A level 5 requires more detailed analysis and justification. A level 6 requires considering all design features and high quality drawings. The project is designed to take 3 hours and includes mandatory, optional, and advanced tasks.
This document provides an introduction to KeyInterval Research's project examining relationships between HR technology vendors and practitioners. It aims to illuminate possibilities by blending quantitative and qualitative research. The relationships are complex, with both vendors and customers comprising internal dynamics. The research looks at how different elements of the technology life cycle, like evaluation, implementation, and support, are managed. It also considers scale and organization size. The objective is to understand optimal and ineffective relationship forms to increase choices for HR practitioners.
TOY STORY: JOT’S BUSINESS CHALLENGES AND OPPORTUNITIESMinh Nexus
The document provides a strategic analysis of a toy company called Jot including an industry analysis using Porter's five forces, a SWOT analysis of the company, and the company's goals and strategies. It also includes a financial analysis noting high sales growth and ROE but low cash ratio and upcoming debt maturity. It summarizes four issues facing the company: a fault in a new toy, late Christmas deliveries, a nearshoring proposal, and a new toy range. It prioritizes addressing the toy fault first and recommends the nearshoring proposal. For each issue, it provides recommendations on how to address financial, strategic, and reputational impacts.
The styling in the music video challenged Mulvey's theory of dressing females according to the male gaze by choosing more casual outfits instead of revealing costumes. The outfits were influenced by Katy B's videos and related better to the target young adult audience.
The video followed Goodwin's concepts of illustration by showing the storyline of the lyrics and amplification by adding extra meaning. Editing techniques like cuts on the beat and base tracks helped the video flow to the music.
Influences included framing shots like in Neyo's "So Sick" video and the young stylings of Little Mix's "Wings". While going against conventions of dubstep videos by choosing outdoor locations instead of live performance settings
This document provides information about a Year 7 lesson on surface decoration. The lesson aims to teach students what details are needed to improve the aesthetics of a product beyond just color. Students will learn to add details accurately and with consideration. The lesson includes a starter activity about what can make a product attractive, watching instructional movies, and a plenary activity for self-reflection.
This document summarizes research on integrating phase change materials (PCMs) into solar water heating systems for thermal energy storage. It reviews five studies that examined using PCMs like paraffin wax, calcium chloride hexahydrate, and sodium thiosulfate pentahydrate. The performance enhancements of PCMs include storing up to 3.45 times more energy and maintaining hot water temperatures during off-sunshine hours through latent heat release. However, flow rate affects efficiency, with lower rates providing hot water longer. Increased PCM mass also lengthens storage time but lowers charging temperatures. Overall, PCMs improve solar water heating by enabling isothermal energy storage and release.
2012 Group Project IES VE Energy simulationRobert Baran
This document describes a group project conducted by MSc students at the University of Strathclyde investigating the use of building performance simulation to validate and improve the soft landing process. The project involved a post-occupancy evaluation of a case study building through analysis, interviews, modeling, site visits, and data collection. The goal was to identify weaknesses in design and construction that affect energy performance and decrease the time of the soft landing process. The deliverables included a report on using simulation to improve post-building commissioning and quantify potential energy cost savings.
The document describes an Employee Task Tracking System (ETS) that allows managers to define projects and tasks, assign tasks to employees, track task status and time spent, and generate reports. Key functions include creating projects and tasks, assigning tasks to employees, recording task time, updating task status, creating employee logins, and generating activity and history reports. The system architecture, database design, user interfaces, and test cases are also documented.
Smart Attendance Management System Using Android WIFI TechnologySukanta Biswas
The document describes a Smart Attendance Management System application for tracking student attendance using Android devices and WiFi technology. The system allows teachers to take attendance easily using their Android devices, stores attendance records in an encrypted database, and notifies students of low attendance via email. It provides simplified, automated attendance tracking compared to traditional paper-based methods. The system requirements are minimal, requiring only Android 2.2 or higher on devices with at least 128MB RAM to operate.
The document provides an overview of KeyInterval Research, a market research firm that studies practitioners in HR and recruiting. It focuses on what makes software implementations successful based on surveys of 824 people involved in successful implementations. The main findings are that 82% of successful implementations were transformation projects rather than just optimization projects, and that common principles of success were found regardless of the size or complexity of the implementation. The report details insights into the attributes and actions that characterize successful implementations.
This document analyzes and compares the functionality of major applicant tracking systems (ATS). It examines key functions such as search capabilities, onboarding, recruitment marketing, candidate relationship management, configurable workflows, analytics and reporting, screening, and file storage management. For each major ATS provider, it rates their capabilities as above average, average, or below average for each important function based on research conducted in August 2014. The goal is to provide a fact-based comparison of ATS offerings to help practitioners understand the realities of different systems.
HR Technology In the Era of Drones, Robots, and Infinite DataeCornell
The document discusses how emerging technologies like wearable devices, the Internet of Things, data analytics, and robots will impact the future of work and the role of HR professionals. It outlines opportunities for HR to use new sources of data from technologies to improve health and wellness programs, workforce planning, production, customer service, and talent management. While these changes will make some professionals uncomfortable, they also open up new ways for HR to help organizations and better understand and manage their workforce.
Marcus Baker: People Analytics at Scale
People Analytics Conference 2022 Winter
Website: https://pacamp.org
Youtube: https://www.youtube.com/channel/UCeHtPZ_ZLZ-nHFMUCXY81RQ
FB: https://www.facebook.com/pacamporg
The document discusses how digital transformation is impacting various industries including HR. It notes that while new technologies can speed up decision making and processes, many teams struggle with adoption due to lack of awareness or prioritization of new tools. The document advocates automating repetitive HR tasks using software to free up time and resources to focus on strategic priorities like employee engagement and retention. It provides 26 reasons for HR departments to pursue automation, such as dealing with increasing workloads and targets, spending too much time on repetitive tasks, and lacking insights needed for effective workforce management.
This document provides an overview of recruiting technology trends for 2013, as examined by Recruiter.com. It includes commentary from industry experts on trends like social and talent communities, applicant tracking systems, mobility and mobile recruiting, video and analytics. The document also provides best practices for areas like spending on recruiting tech, resolutions for 2013, selection and implementation of technologies, key functions of talent management software, and a recruiter to-do list.
Artificial Intelligence beyond the hype: Local (Belgian) Machine Learning suc...Patrick Van Renterghem
Presentation on "AI beyond the hype: Local (Belgian) Machine Learning success stories" by Peter Depypere (element61), at the BI & Data Analytics Summit on June 13th, 2019 in Diegem (Belgium)
White paper I developed on best practices when selecting an HR technology product suite. Includes an amazing checklist to help those in the market for a new human resources suite tech product.
1. The document discusses challenges facing HR, including a gap between what business leaders want and what HR can deliver. It argues that technology alone will not transform HR and that a focus on employee experience is needed.
2. Key points made include that performance reviews are outdated and can decrease morale, and that frequent feedback conversations better support employees. Companies that abolished ratings like Adobe have seen improvements in retention and culture.
3. To transform HR, the document recommends considering employee needs, not just technology, and focusing on engagement, talent management, and learning and development, not just efficient transactions. Managers play a key role in engagement that HR must support.
Does market information, marketing and consumer research have a role in busin...Drthomasbrand Limited
In this presentation, I review the status of information and research within companies, and discuss issues and constraints pertaining to the more effective use of information in business and marketing decision making. These touch upon the way in which research is managed in companies, as well as how it is viewed by the executive. To do it well, requires a mind-set change, even a cultural change in many executive teams and companies. Even the talk of "big data", is meaningless unless the company is receptive to the information and its eco-system is prepared for it.
This document discusses forward-looking and predictive metrics that can be used for recruiting. It begins by defining key terms like historical, real-time, and predictive metrics. It then discusses reasons for using traditional metrics, such as increased business results when data-driven decision making is used. Examples of predictive recruiting metrics are also provided, such as predicting changing source effectiveness and upcoming talent availability. The document concludes by outlining elements that make a predictive metric actionable, such as listing revenue impact and recommended actions.
Encouraging adoption of your digital workplaceSam Marshall
Slides from our recent webinar with i-Squared on employee services and digital workplace adoption, particularly for mod-size organizations.
A well designed, self-serve, digital workplace is essential for productivity and employee satisfaction. When designed right, a digital workplace can:
* Save employees time by automating mundane tasks allowing people to focus on high-value work
* Engage and retain employees
* Ensure critical employee data is up-to-date, and accurate
* Empower HR professionals with insights.
In this live webinar, we will explore how to make an employee self-serve site that will benefit your organisation and colleagues. We’ll cover the points above, and talk you through:
* The benefits of a self-serve intranet site
* How to choose and prioritise services to develop
* The vital steps that lead to higher adoption.
The document provides an overview of trends in the information technology field, including green IT, increasing salaries for IT workers, growth in cloud computing, and increased mobility. It discusses how green IT is leading companies to look to their IT departments for solutions to reduce energy costs and environmental impact. It also notes that while salaries for IT workers have increased slightly recently, they are likely to level off as more people enter the field. The document concludes by explaining how cloud computing adoption is growing rapidly as companies virtualize their infrastructure, and how mobility now involves enabling mobile access to data through various devices.
Data Integration: Huntflow and PowerBI | Case Study | Software Development Co...*instinctools
What problems can flexible and detailed analytics tackle in recruitment?
Here is the case study on data integration from Huntflow, a professional recruiting CRM system, with PowerBI software, that provided informative dashboards and helped:
✔️ Recruiters to get a clear picture of the talent pipeline, showing the path of every candidate from every source through every stage of the hiring process;
✔️ The company to fill the positions 21% faster than it used to;
✔️ C-levels to make the necessary adjustments to the wage scale.
Reach out to *instinctools Business Intelligence experts if you have a similar project idea or challenge with data integration > contact@instinctools.com
What is People Analytics - PPT | SplashHRSwati Gupta
People Analytics is a process in which the company’s data is transformed into insights. People analytics, also known as HR or talent analytics, uses analysis to help decision-makers interpret business and people data to improve the impact on business goal – and assess human resources initiatives’ effectiveness.
HR Trends 2020 should be diverse. After all, it is all about employees or people. Diverse approaches can bring in little yet an impactful change in the day-to-day work of employees.
Read Blog: https://www.openhrms.com/blog/hr-trends-2020
Data Con LA 2020
Description
The People at any organization are one of the most important stakeholders in the business. People Analytics & Research is the broad discipline in which employee data is leveraged to inform organizational decision-making. In current times, data science has found its way into People Analytics and Research with individuals using AI to predict or diagnose important metrics like turnover. However, it is only through ethical, context-driven, and inclusive methods that data science can continue to intelligently augment human resources. This talk will help attendees recognize and describe People Analytical challenges within their organizations and teams. Further, through a discussion of real-world examples, attendees will appreciate the need for inclusive and ethical context-driven best practices for People Analytics. Finally, attendees will be able to explore applications of AI/ML to problem solving for the People Analytics space. This is an interactive session, so please bring your questions, and get ready to put your thinking hats on!
Speaker
Sreyoshi Bhaduri, McGraw Hill, Manager, Global People Research and Analytics
ARTIFICIAL INTELLIGENCE AND MACHINE LEARNING Goodbuzz Inc.
Driving Tangible Value for Business. Briefing Paper. Interest in AI/ML is soaring, but confusion and hype can mask the real benefits of these technologies. Organizations need to identify use cases that will produce value for them, especially in the areas of enhancing processes, detecting anomalies and enabling predictive analytics.
Future of work, Role of Technology and Impact on the HR profession (al) 2020MP Sriram
The one hour session focusses on 3 sub themes
The significant trends that are emerging around work and organising
The impact on the HR profession and HR professionals including their roles and skills
Emerging trends in HR technology and Digitalisation in HR
Real Problems - Real Solutions - Don’t Get BlindsidedTincup & Co.
The document outlines the key topics and problems discussed at a social recruiting strategies conference, along with recommended solutions for recruiters. The conference addressed issues like candidates having an inflated ego, their demands for transparency in the recruitment process, and their expectations for actionable feedback and honesty. It suggests recruiters should work on stroking candidates' egos, providing robust and honest conversations about job and company details, giving targeted feedback, and being upfront about performance. Other tips include explaining career growth opportunities, training plans, using texting over email, and leveraging new technologies like machine learning, bots, wellness apps and referral/predictive tools.
The document discusses best practices for user adoption of new software. It recommends developing a communications plan, surveying users beforehand to assess needs, providing training tailored to different learning styles, and creating an onboarding process that makes users feel supported through the change. Metrics should track usage goals and progress. Ongoing engagement, incentives, and performance management can help drive long-term adoption.
What Does Sex Have To Do With NegotiationsTincup & Co.
The document discusses how all interactions are negotiations and provides tips for effective negotiations. It notes that negotiations occur in work regarding hiring, performance reviews, compensation, and more. In personal relationships, the main topics that cause fights are family, chores, finances, and sex. The document advises understanding priorities and being fair to get to "yes" in negotiations. It also stresses identifying your best alternative to reach an agreement.
Treating All Your Talent As Equals Is DumbTincup & Co.
The document argues that treating all employees as equals is ineffective and that high performers should be treated differently in order to retain their talent. It claims that while standards make processes easier by treating people as interchangeable, individuals have different levels of performance. To keep high performers engaged, companies must move away from treating all employees the same and instead meet high performers' unique needs, celebrate their greatness, and treat them special in order to admit failure of one-size-fits-all approaches and retain top talent.
The document discusses 18 scenarios involving social media dilemmas faced by companies and employees. These include accidental sharing of explicit photos, public release of payroll data, negative posts about layoffs and the CEO, personal social media usage affecting perceptions of work performance, and public airing of private or proprietary company information. The final sections provide contact information for William Tincup, the author, for further discussion and advice on addressing such social media challenges.
Today's Recruiter Must Think Like a Marketer WebinarTincup & Co.
The document provides an overview of marketing strategies that recruiters can adopt from B2B marketing. It discusses tactics like editorial calendars, direct mail, guided voicemails, lead nurturing campaigns, incomplete offers, testing marketing mixes, readership surveys, segmentation, and win/loss surveys. The discussion then focuses on making these strategies practical for recruiters by thinking of ways to enhance the candidate experience through relationship building, personalizing the candidate journey, and using data and technology to engage candidates.
The document discusses how technology is thrusting HR into a leadership role and outlines expectations that are changing for HR departments. It notes that HR data needs to be connected both internally and externally. It also discusses how processes need to be agile and flexible, reporting needs to be easily accessible. It highlights that software needs to provide predictive insights and that HR needs to hire people with different skills like data analysis and coding. Finally, it mentions how work is shifting to accessing talent on an as-needed basis through freelancing and offsite work.
The Candidate Journey and What Affects the Decision to ApplyTincup & Co.
The document discusses a webinar about the candidate journey and what affects a candidate's decision to apply for a job. It introduces the speakers from CH2M and Lockheed Martin and notes that the webinar is sponsored. It also includes several questions submitted by webinar participants about supporting candidates, telling an organization's story, shaping employer brand and reputation online, providing options for candidates to connect, setting expectations, creating candidates for life, and measuring success.
The ROI of Enhancing Your Candidate ExperienceTincup & Co.
The document discusses the importance of enhancing the candidate experience. It notes that candidates now research companies extensively online before applying, and they expect a positive experience that engages their senses at each step of the application process. While calculating a precise ROI for improving the candidate experience can be difficult, not investing in the experience risks failing to attract top talent, as candidates now demand better treatment from potential employers. The document advocates treating candidates, and all customer groups, with the same level of rigor and positive experience that companies aim to provide to their own employees and partners.
The document lists various human resources (HR) metrics that can be tracked, including cost of hire, time to fill positions, employee productivity, turnover rates, absence rates, benefit costs, compensation as a percentage of salary, engagement, performance goals met, training hours, tenure, and turnover costs. It then outlines an agenda covering types of HR metrics, types of recruiting metrics, lean analytics, and asks what the most important metric is. The presentation ends by thanking the audience and providing contact information for the presenter.
This document summarizes a presentation on successful HR technology implementations. It outlines the agenda which includes mapping the HCM software market, elements of successful implementations, and points of satisfaction. It then provides details on each of these topics, including the map of the HCM software market, implementation elements like the project team and management involvement, why projects go off track, and the 7 key points of satisfaction around product, sales, negotiation, implementation, training, adoption, and support. The presentation concludes with emphasizing user adoption and training best practices.
The document describes 18 social media scenarios that could present dilemmas for companies. These include an employee accidentally sending an explicit photo to coworkers, payroll data being leaked online, layoffs being discussed on LinkedIn, a disgruntled employee posting an unflattering video of the CEO, blocking social media at work lowering productivity, an ex-employee outing his homosexual boss on Twitter, a recruiter using social media to stalk candidates, and employees discussing work matters or checking in at the gym on social media during work hours. The document provides contact information for William Tincup, SPHR, of Tincup & Co. for feedback on social media and reputation management issues.
Recruiters must understand basic B2B marketing concepts like creating an editorial calendar, using direct mail campaigns, and implementing lead nurturing. An editorial calendar maps out topics and communications over six months and considers resources, audience interests, and company positioning. Direct mail should include an offer and connect with recipients on a personal level. Guided voicemail marketing provides a cost-effective way to reach prospects through a live or automated calling system. Marketers should test campaigns, survey readers, and segment prospects to improve relevance and response rates.
The document is a map of the HCM software market that identifies over 30 different categories of HCM technologies including benefits management, payroll, talent acquisition, talent management, HR information systems, and learning management. It provides an overview of the various areas that HCM software solutions address across the talent lifecycle from sourcing and recruiting to onboarding, performance management, and offboarding. The map serves as a useful reference for understanding the HCM software landscape and the breadth of capabilities that vendors provide.
The document outlines an implementation checklist for projects. It discusses that the project mission should drive success and transformation. Both the vendor and client teams should have implementation teams. Management involvement is also important, ranging from passive to hands-on support. The implementation project involves configuring, customizing, installing, testing and updating software. Training users on the new system is also key. Most projects experience problems, so planning for delays is important. Implementation is complete when contract requirements are met, but user satisfaction is a better indicator of overall success.
The document summarizes an HR metrics workgroup meeting. The agenda included introductions, discussing what metrics to measure and why, typical categories of HR metrics, a metrics cloud, resources for consulting and software, and feedback. Attendees shared their name, title, organization, and years in HR. Common categories of HR metrics discussed were employee productivity, attendance, engagement, communications, turnover, recruiting efficiency, and rewards systems. A break was provided before reviewing various consulting and software resources for HR metrics.
How to Create User Adoption of HR SoftwareTincup & Co.
The document provides guidance on creating user adoption of HR software applications. It discusses assessing user needs, developing a communication plan, providing training and onboarding, managing change, and establishing performance and engagement metrics. The goal is to achieve 100% adoption in order to realize the intended efficiencies and fulfill the return on investment of software purchases. Key steps include collaborating with vendors on adoption plans, surveying users, customizing training and onboarding to learning styles, and incentivizing ongoing usage and knowledge sharing.
The document provides guidance on how to purchase HR software. It recommends evaluating features, alignment with business objectives, price and ROI, and fit for the organization. Additionally, it advises asking about the user adoption plan, technology roadmap, audited financials, user bill of rights, and usage-based purchasing. Negotiating contracts is also discussed, emphasizing ownership of data, automatic renewals, penalties for missed goals, and user adoption incentives.
How to Avoid Crappy HR Software ContractsTincup & Co.
The document discusses 10 things to consider when negotiating HR software contracts with vendors to avoid unfavorable terms. These include ensuring the contract specifies data ownership, whether renewals automatically occur, guarantees around price increases, termination within 30 days, a process for exiting gracefully, training for all users, penalties for missed vendor goals, variable consulting hours, budget for adoption incentives, and caps on maintenance fees. The document advises remembering that software features only have value if users actually use them.
This document outlines a six-stage process for hacking time management. The stages progress from defining time buckets, to analyzing time spent versus planned, to visualizing and categorizing time in smaller increments, to determining return on investment of time spent in different categories. The final stage has the user forecast time allocation for the upcoming three weeks. Each stage builds on lessons from prior stages with the goal of gaining greater insight into how time is spent and how to optimize time management.