How to Manage Employees | Dos and Don'ts of Employee Learning and DevelopmentQuantum Workplace
Monthly career conversations are more effective than annual reviews for engaging employees. Effective management requires addressing questions around career conversations and learning & development opportunities. Employees stated that career conversations should center around goals, uplift employees, and not be negative or discouraging. Learning & development opportunities should be accessible, encourage employees, and not be unfairly limited. A career conversation checklist includes setting realistic goals, recognizing employees, and encouraging participation in flexible learning opportunities.
The document discusses the importance of conducting an employee engagement survey to ensure a company's talent strategy supports its business strategy. It recommends personalizing the survey to include questions about the company's culture and values, business strategy, and what matters most to employees. The survey should ask about purpose and inspiring leadership, integrity and ethics, and career opportunities. Analyzing and acting on the survey insights can help attract, engage, and retain top talent.
How to Keep Employees Motivated at Work?Socialcast
This document discusses three levels of employee engagement - actively disengaged, disengaged, and engaged. Most American workers are disengaged. Gallup research found the least engaged groups are middle-aged, college-educated American men. The document recommends ways for employers to improve engagement, such as making employees' expectations and responsibilities clear, providing tools for success, valuing their opinions, and frequently recognizing good work. Non-financial motivators like praise from managers are more effective than financial incentives at engaging employees.
For most of my career I had no idea how to stem passive-aggressive behavior, management insecurity, laziness, lack of foresight, pessimism, complaining, or poor quality work.
The Gallup Q12 is a widely used survey that measures employee engagement. It identifies 12 key factors that contribute to strong feelings of engagement when satisfied. Over 1.5 million employees across 87,000 work units have participated. Research shows organizations with high Q12 scores experience lower turnover, higher sales growth, better productivity and customer loyalty.
The Q12 sorts employees into engaged (28%), not engaged (54%) or actively disengaged (17%). Engaged employees are passionate and connected while disengaged employees are essentially "checked out." Actively disengaged employees undermine the work of others. The majority (71%) are either underperforming or counterproductive.
5 Conversations You MUST Have With A New BossCAREEREALISM
Congratulations! You're starting a new job. It’s an exciting time. Here are five simple conversations you need to have with your boss when you start a new role!
The document discusses the Gallup Questions, which are questions that Gallup has found effectively measure employee engagement through extensive research. It provides explanations for each of the 12 questions, which assess things like whether employees know what is expected of them, have the materials they need to do their work, feel their opinions count, and have opportunities to learn and grow. The questions are meant to help organizations develop environments that foster engaged employees.
Gallup Q12's Employee Engagement FindingsPaul Sohn
The document discusses Gallup's research on employee engagement based on surveys of over 17 million employees. It finds that only 33% of US employees are engaged at work, while 49% are not engaged and 18% are actively disengaged. The 12 questions that most impact employee engagement and organizational performance are presented along with insights into how managers can improve scores on each question.
How to Manage Employees | Dos and Don'ts of Employee Learning and DevelopmentQuantum Workplace
Monthly career conversations are more effective than annual reviews for engaging employees. Effective management requires addressing questions around career conversations and learning & development opportunities. Employees stated that career conversations should center around goals, uplift employees, and not be negative or discouraging. Learning & development opportunities should be accessible, encourage employees, and not be unfairly limited. A career conversation checklist includes setting realistic goals, recognizing employees, and encouraging participation in flexible learning opportunities.
The document discusses the importance of conducting an employee engagement survey to ensure a company's talent strategy supports its business strategy. It recommends personalizing the survey to include questions about the company's culture and values, business strategy, and what matters most to employees. The survey should ask about purpose and inspiring leadership, integrity and ethics, and career opportunities. Analyzing and acting on the survey insights can help attract, engage, and retain top talent.
How to Keep Employees Motivated at Work?Socialcast
This document discusses three levels of employee engagement - actively disengaged, disengaged, and engaged. Most American workers are disengaged. Gallup research found the least engaged groups are middle-aged, college-educated American men. The document recommends ways for employers to improve engagement, such as making employees' expectations and responsibilities clear, providing tools for success, valuing their opinions, and frequently recognizing good work. Non-financial motivators like praise from managers are more effective than financial incentives at engaging employees.
For most of my career I had no idea how to stem passive-aggressive behavior, management insecurity, laziness, lack of foresight, pessimism, complaining, or poor quality work.
The Gallup Q12 is a widely used survey that measures employee engagement. It identifies 12 key factors that contribute to strong feelings of engagement when satisfied. Over 1.5 million employees across 87,000 work units have participated. Research shows organizations with high Q12 scores experience lower turnover, higher sales growth, better productivity and customer loyalty.
The Q12 sorts employees into engaged (28%), not engaged (54%) or actively disengaged (17%). Engaged employees are passionate and connected while disengaged employees are essentially "checked out." Actively disengaged employees undermine the work of others. The majority (71%) are either underperforming or counterproductive.
5 Conversations You MUST Have With A New BossCAREEREALISM
Congratulations! You're starting a new job. It’s an exciting time. Here are five simple conversations you need to have with your boss when you start a new role!
The document discusses the Gallup Questions, which are questions that Gallup has found effectively measure employee engagement through extensive research. It provides explanations for each of the 12 questions, which assess things like whether employees know what is expected of them, have the materials they need to do their work, feel their opinions count, and have opportunities to learn and grow. The questions are meant to help organizations develop environments that foster engaged employees.
Gallup Q12's Employee Engagement FindingsPaul Sohn
The document discusses Gallup's research on employee engagement based on surveys of over 17 million employees. It finds that only 33% of US employees are engaged at work, while 49% are not engaged and 18% are actively disengaged. The 12 questions that most impact employee engagement and organizational performance are presented along with insights into how managers can improve scores on each question.
The document discusses the results of a survey of 1,307 US-based HR professionals on how they spend their time. It finds that HR professionals spend most of their time on employee management, answering questions and resolving issues. They feel they should spend more time on professional development, conducting trainings, and managing company culture. While large businesses spend less time on tasks like managing timecards and updating employee info, HR professionals of all company sizes still spend 1-5 hours per week educating themselves on HR policies and compliance.
Taking the Pain Out of Performance Reviews | Webinar 12.11.14BizLibrary
“I love annual performance reviews!” Said no one ever. Performance reviews are a workplace “tradition” that’s just about universally despised. In this webinar we’ll discuss 4 keys to make the process less painful and more productive.
www.bizlibrary.com
Typically, managers don’t spend enough time having performance conversations with their team members. This is largely because they perceive it taking too much time, making little difference, and ‘not wanting to open a can of worms.’ This presentation looks at some simple—but effective—conversation frameworks that make a significant difference in performance. These conversations are practical, easy to use and highly effective.
Developing your Employee Engagement Strategy for Business Success: Part 2People Lab
Employee Engagement is a term used in organisations around the world, but how do you actually do it? In part 2 of this presentation, People Lab's Director Emma Bridger looks at the key components of the concept, helping you to understand how you can create successful, sustainable engagement.
The Elephant In The Room: Motivation (2nd revision)Lemi Orhan Ergin
This is the second revision of one of my favorite talk about how to improve people's motivation during agile adaptation. I presented it in the April'13 event of Google Developers Group (GDG) Istanbul.
4 employee engagement survey pitfalls to avoid this year | TemboStatusTemboStatus
HR departments have long looked to employee surveys for guidance on engagement decisions. Here are four mistakes that companies can make when rolling out their employee engagement survey.
1. Vague Questions
2. Insignificant Topics
3. Lack of Participation
4. Dishonest answers
18 warning signs you need to be a better manager... plus tips to improve!Halogen Software
The document outlines 18 warning signs that a manager needs to improve their leadership skills. Some of the key signs included micromanaging employees, not giving constructive feedback, ignoring employee input, and failing to develop employees or discuss their career goals. The document recommends that managers work on providing meaningful feedback, empowering employees, addressing issues early, and supporting employee growth and motivation to become a stronger leader.
Conversations are the lifeblood of organisations. If fact: organisations are conversations. This slide presentation is essentially about having better conversations.
The document summarizes research from a book about effective managers. It presents 12 questions that were found to capture the most important factors for attracting, focusing, and retaining talented employees. These questions measure whether employees understand expectations, have support to do their work, can utilize their strengths, receive recognition, feel cared for, have opportunities to grow, and feel their work is important. While pay is a consideration, the research found the relationship with one's direct manager is the most critical factor in building a strong workplace.
Employee motivation is important for a strong team and high performance. Low motivation can negatively impact morale, initiative, energy levels and increase mistakes and staff turnover. A self-motivation action plan in three steps can help boost motivation: 1) Clarify goals, 2) Identify obstacles, 3) Handle each obstacle. Common myths include thinking money alone motivates or that the employee is always right. Effective strategies involve finding the right job for each person, empowering employees, cooperation over competition, performance over "presenteeism", and making employees feel safe, valued and involved.
The document discusses common mistakes companies make in motivating employees and provides recommendations to improve motivation. Some key mistakes include focusing only on monetary incentives, not giving managers enough discretion or tools, making incentives too complex, rewarding the wrong behaviors, and not communicating enough. The document recommends using Lawrence and Nohria's four drives model of motivation, simplifying incentives, ensuring incentives drive the right behaviors, providing managers training and flexibility, and communicating programs well. Focusing only on costs of programs rather than results is also identified as a common mistake.
Evelyn Johnston attributes her career success primarily to her personal drive and ability to visualize goals and strategize steps to achieve them. She also emphasizes the importance of professional development in learning about herself and developing strengths and leadership skills. Analytics have become more sophisticated and useful in her career, enabling datadriven decision making and increasing her exposure and career growth. Adaptability and flexibility are crucial today given rapid technology changes, and organizations seek strategic business understanding including vision, mission focus, simplicity, and drive from professionals. Continuous learning is also important for growth.
How to Build an HR Team People Actually Want to Come toOfficevibe
How to Build an HR Team People Actually Want to Come to, by Julie Jeanotte, Engagement Specialist at Officevibe.
Some key takeaways :
- The importance of spending time in the field
- Seeing humans, not workers
- Take the 'resources' out of human resources
This presentation has been done at the HR Virtual Summit, by Bamboo HR in November 2018.
What I've learned about Culture Transformation...Marcus Wadds
The document discusses organizational culture, engagement, and the impact of leadership on culture transformation. It notes that culture is the shared behaviors, beliefs, and expectations that define an organization. Engagement refers to the commitment of individuals to sustain business performance. The key points are that culture matters most during difficult times, leaders stand within the existing culture and have two choices to either harness existing agreement or allow unknown forces to continue, and that culture flows from the top down as well as from empowered front line employees infecting the organization upwards.
The document discusses employee engagement and its importance. It defines employee engagement as employees being intellectually and emotionally involved in their organization, working enthusiastically to help the organization. Signs of disengaged employees include laziness, lack of motivation, not solving problems, and high turnover. The three main factors causing disengagement are anonymity, irrelevance, and lack of feedback. The methodology for managing engagement includes assessing disengagement factors, creating action plans to address them through recognition and training, monitoring plans, and surveying engagement levels. The goal is to eliminate disengagement factors and create engagement.
7 Practical Ways to Turn Diversity Into a Major Asset for your CompanyBambooHR
Sometimes we limit what constitutes diversity in the workplace. In this slideshare we look at what diversity is, what aspects we should be looking at when creating and managing teams and how it can become a major asset to your company and customers.
Driving Employee Motivation A New Theoryguesta67203
The document discusses an employee motivation model called the 4-Drive Model developed by Lawrence and Nohria in 2002. The model proposes that there are four core drives that motivate employees: acquiring resources, bonding with others, comprehending or feeling challenged by their work, and defending their beliefs. The document argues that understanding and appealing to these four drives can help increase employee effort, retention, persistence, creativity, and focus, thereby improving overall motivation. It provides some examples of how organizations can impact each of the four drives through strategies like reward systems, workplace culture, job design, and building a strong reputation.
People Analytics: Creating The Ultimate WorkforceCenterfor HCI
If you are a leader or manager in a large organization, you are probably familiar with these terms. But you may be unaware how your organization can benefit from people analytics and what it will take.
Do numbers speak louder than words? The rapidly growing industry of ‘People Analytics’ suggests as much. But, there are big risks in failing to maintain a healthy scepticism in the face of the ‘facts’.
The document discusses the results of a survey of 1,307 US-based HR professionals on how they spend their time. It finds that HR professionals spend most of their time on employee management, answering questions and resolving issues. They feel they should spend more time on professional development, conducting trainings, and managing company culture. While large businesses spend less time on tasks like managing timecards and updating employee info, HR professionals of all company sizes still spend 1-5 hours per week educating themselves on HR policies and compliance.
Taking the Pain Out of Performance Reviews | Webinar 12.11.14BizLibrary
“I love annual performance reviews!” Said no one ever. Performance reviews are a workplace “tradition” that’s just about universally despised. In this webinar we’ll discuss 4 keys to make the process less painful and more productive.
www.bizlibrary.com
Typically, managers don’t spend enough time having performance conversations with their team members. This is largely because they perceive it taking too much time, making little difference, and ‘not wanting to open a can of worms.’ This presentation looks at some simple—but effective—conversation frameworks that make a significant difference in performance. These conversations are practical, easy to use and highly effective.
Developing your Employee Engagement Strategy for Business Success: Part 2People Lab
Employee Engagement is a term used in organisations around the world, but how do you actually do it? In part 2 of this presentation, People Lab's Director Emma Bridger looks at the key components of the concept, helping you to understand how you can create successful, sustainable engagement.
The Elephant In The Room: Motivation (2nd revision)Lemi Orhan Ergin
This is the second revision of one of my favorite talk about how to improve people's motivation during agile adaptation. I presented it in the April'13 event of Google Developers Group (GDG) Istanbul.
4 employee engagement survey pitfalls to avoid this year | TemboStatusTemboStatus
HR departments have long looked to employee surveys for guidance on engagement decisions. Here are four mistakes that companies can make when rolling out their employee engagement survey.
1. Vague Questions
2. Insignificant Topics
3. Lack of Participation
4. Dishonest answers
18 warning signs you need to be a better manager... plus tips to improve!Halogen Software
The document outlines 18 warning signs that a manager needs to improve their leadership skills. Some of the key signs included micromanaging employees, not giving constructive feedback, ignoring employee input, and failing to develop employees or discuss their career goals. The document recommends that managers work on providing meaningful feedback, empowering employees, addressing issues early, and supporting employee growth and motivation to become a stronger leader.
Conversations are the lifeblood of organisations. If fact: organisations are conversations. This slide presentation is essentially about having better conversations.
The document summarizes research from a book about effective managers. It presents 12 questions that were found to capture the most important factors for attracting, focusing, and retaining talented employees. These questions measure whether employees understand expectations, have support to do their work, can utilize their strengths, receive recognition, feel cared for, have opportunities to grow, and feel their work is important. While pay is a consideration, the research found the relationship with one's direct manager is the most critical factor in building a strong workplace.
Employee motivation is important for a strong team and high performance. Low motivation can negatively impact morale, initiative, energy levels and increase mistakes and staff turnover. A self-motivation action plan in three steps can help boost motivation: 1) Clarify goals, 2) Identify obstacles, 3) Handle each obstacle. Common myths include thinking money alone motivates or that the employee is always right. Effective strategies involve finding the right job for each person, empowering employees, cooperation over competition, performance over "presenteeism", and making employees feel safe, valued and involved.
The document discusses common mistakes companies make in motivating employees and provides recommendations to improve motivation. Some key mistakes include focusing only on monetary incentives, not giving managers enough discretion or tools, making incentives too complex, rewarding the wrong behaviors, and not communicating enough. The document recommends using Lawrence and Nohria's four drives model of motivation, simplifying incentives, ensuring incentives drive the right behaviors, providing managers training and flexibility, and communicating programs well. Focusing only on costs of programs rather than results is also identified as a common mistake.
Evelyn Johnston attributes her career success primarily to her personal drive and ability to visualize goals and strategize steps to achieve them. She also emphasizes the importance of professional development in learning about herself and developing strengths and leadership skills. Analytics have become more sophisticated and useful in her career, enabling datadriven decision making and increasing her exposure and career growth. Adaptability and flexibility are crucial today given rapid technology changes, and organizations seek strategic business understanding including vision, mission focus, simplicity, and drive from professionals. Continuous learning is also important for growth.
How to Build an HR Team People Actually Want to Come toOfficevibe
How to Build an HR Team People Actually Want to Come to, by Julie Jeanotte, Engagement Specialist at Officevibe.
Some key takeaways :
- The importance of spending time in the field
- Seeing humans, not workers
- Take the 'resources' out of human resources
This presentation has been done at the HR Virtual Summit, by Bamboo HR in November 2018.
What I've learned about Culture Transformation...Marcus Wadds
The document discusses organizational culture, engagement, and the impact of leadership on culture transformation. It notes that culture is the shared behaviors, beliefs, and expectations that define an organization. Engagement refers to the commitment of individuals to sustain business performance. The key points are that culture matters most during difficult times, leaders stand within the existing culture and have two choices to either harness existing agreement or allow unknown forces to continue, and that culture flows from the top down as well as from empowered front line employees infecting the organization upwards.
The document discusses employee engagement and its importance. It defines employee engagement as employees being intellectually and emotionally involved in their organization, working enthusiastically to help the organization. Signs of disengaged employees include laziness, lack of motivation, not solving problems, and high turnover. The three main factors causing disengagement are anonymity, irrelevance, and lack of feedback. The methodology for managing engagement includes assessing disengagement factors, creating action plans to address them through recognition and training, monitoring plans, and surveying engagement levels. The goal is to eliminate disengagement factors and create engagement.
7 Practical Ways to Turn Diversity Into a Major Asset for your CompanyBambooHR
Sometimes we limit what constitutes diversity in the workplace. In this slideshare we look at what diversity is, what aspects we should be looking at when creating and managing teams and how it can become a major asset to your company and customers.
Driving Employee Motivation A New Theoryguesta67203
The document discusses an employee motivation model called the 4-Drive Model developed by Lawrence and Nohria in 2002. The model proposes that there are four core drives that motivate employees: acquiring resources, bonding with others, comprehending or feeling challenged by their work, and defending their beliefs. The document argues that understanding and appealing to these four drives can help increase employee effort, retention, persistence, creativity, and focus, thereby improving overall motivation. It provides some examples of how organizations can impact each of the four drives through strategies like reward systems, workplace culture, job design, and building a strong reputation.
People Analytics: Creating The Ultimate WorkforceCenterfor HCI
If you are a leader or manager in a large organization, you are probably familiar with these terms. But you may be unaware how your organization can benefit from people analytics and what it will take.
Do numbers speak louder than words? The rapidly growing industry of ‘People Analytics’ suggests as much. But, there are big risks in failing to maintain a healthy scepticism in the face of the ‘facts’.
Analytics can help organizations better understand and manage their workforce. It is an ongoing process that provides insights into how various factors interact and affect outcomes like employee performance, satisfaction, and retention. While organizations can start with simple ad hoc reports, more sophisticated uses of analytics involve testing hypotheses, predictive modeling, and understanding how different parts of the organization influence overall performance. Both deductive and inductive techniques are used, with deductive starting with a hypothesis and inductive deriving theories from large data sets. Analytics provides a more comprehensive view than typical HR metrics by showing dynamic relationships between variables over time.
The document discusses the value of data for HR managers and how analytics can help answer business critical questions. It states that HR professionals have access to a variety of internal and external data sources but this data is rarely centralized, connected, and cleansed for accurate analysis. The AVA HR Analytics solution provides a way to unify all HR data in one place so that HR managers can gain insights from the data to help with recruitment and retention, compensation, workforce planning, and organizational effectiveness. It is presented as being faster, easier, and more cost-effective than other HR solutions for providing analytics dashboards and visualizations.
Predictive Analytics in HR 4 Use Cases, Benefits & Tips.pdfRosalie Lauren
An array of methods are employed in predictive analytics in HR to examine data and forecast future outcomes. It reduces the impact of biases and subjective evaluations on critical HR processes like hiring and performance reviews. You've come to the correct spot if you're seeking for strategies to keep up in the highly competitive world of human resources.
E book putting_workforce_analytics_to_workPrerna Rajan
1) The document discusses an effective approach to implementing workforce analytics by focusing on business objectives and desired outcomes.
2) It recommends starting with 1-2 priority objectives, identifying relevant metrics and data, segmenting the data to draw insights, taking action, and evaluating results.
3) This ensures workforce analytics are targeted and actionable by linking them directly to key business goals like reducing turnover in priority roles or departments.
Making the Cut: A Review of Open Talent Analytics Job PostingsAndrea Kropp
A systematic analysis of Talent Analytics position descriptions aimed at revealing the backgrounds, skills, competencies and responsibilities most central to the role and how some requisitions stand apart from the crowd.
The document discusses the importance of measuring the right metrics and using analytics to focus on what is important for the organization. It recommends measuring leading indicators to focus on activities connected to objectives, using values and behaviors to guide decision-making, and unlocking the link between people and performance to help the organization's future success. Measuring and analyzing the right data about employees can improve performance, engagement, and decision-making.
This document discusses improving the process used by private equity firms for hiring CEOs and CFOs. Recent research found that typical hiring methods used by firms, such as testing, assessments, and interviews, did not statistically predict performance outcomes and could not distinguish highly successful leaders from poorer performers. The document provides recommendations for firms to validate their current processes, including duplicating the research with their own data, taking steps to improve the process without validation like focusing on key competencies, and adding statistically valid predictive methods.
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.
The document discusses how HR professionals need to move beyond basic metrics and adopt workforce analytics to gain deeper insights into challenges like talent retention, performance management, and total rewards. It provides examples of analytics that can provide strategic value in areas like recruiting effectiveness, performance, talent retention, employee movement, and total rewards. These analytics uncover important connections in organizational data to help HR leaders make better decisions that drive business success.
From this article Kahneman, D., Lovallo, D., & Sibony, O. (2011.docxbudbarber38650
From this article:
Kahneman, D., Lovallo, D., & Sibony, O. (2011a). Before you make that big decision. Harvard Business Review, 89(6).
This is the article in reference:
Dangerous biases can creep into every strategic choice. Here's how to find them--before they lead you astray
THANKS TO a slew of popular new books, many executives today realize how biases can distort reasoning in business. Confirmation bias, for instance, leads people to ignore evidence that contradicts their preconceived notions. Anchoring causes them to weigh one piece of information too heavily in making decisions; loss aversion makes them too cautious. In our experience, however, awareness of the effects of biases has done little to improve the quality of business decisions at either the individual or the organizational level.
Though there may now be far more talk of biases among managers, talk alone will not eliminate them. But it is possible to take steps to counteract them. A recent McKinsey study of more than 1,000 major business investments showed that when organizations worked at reducing the effect of bias in their decision-making processes, they achieved returns up to seven percentage points higher. (For more on this study, see "The Case for Behavioral Strategy," McKinsey Quarterly, March 2010.) Reducing bias makes a difference. In this article, we will describe a straightforward way to detect bias and minimize its effects in the most common kind of decision that executives make: reviewing a recommendation from someone else and determining whether to accept it, reject it, or pass it on to the next level.
For most executives, these reviews seem simple enough. First, they need to quickly grasp the relevant facts (getting them from people who know more about the details than they do). Second, they need to figure out if the people making the recommendation are intentionally clouding the facts in some way. And finally, they need to apply their own experience, knowledge, and reasoning to decide whether the recommendation is right.
However, this process is fraught at every stage with the potential for distortions in judgment that result from cognitive biases. Executives can't do much about their own biases, as we shall see. But given the proper tools, they can recognize and neutralize those of their teams. Over time, by using these tools, they will build decision processes that reduce the effect of biases in their organizations. And in doing so, they'll help upgrade the quality of decisions their organizations make.
The Challenge of Avoiding Bias
Let's delve first into the question of why people are incapable of recognizing their own biases.
According to cognitive scientists, there are two modes of thinking, intuitive and reflective. (In recent decades a lot of psychological research has focused on distinctions between them. Richard Thaler and Cass Sunstein popularized it in their book, Nudge.) In intuitive, or System One, thinking, impressions, associations, feeling.
“Where the Rubber Meets the Road: Applying HR Technology to Solve Real-world Problems,” from LBi Software, brings the insight and wisdom of seven of HR's most recognized thought leaders to one topic: how to use today's powerful HR technology to focus on the people in your organization and become a more strategic business partner.
Our engaging e-book draws on the experience and knowledge of some of the most recognized thought leaders in HR today, including Steve Boese (HR Technology Conference & Expo), Ron Thomas (Human Capital Institute), Lisa Rosendahl (WomenofHR.com), Robin Schooling (HR Schoolhouse.com) and Matt Stollak (True Faith HR).
This e-book gives you succinct and revealing insight into how HR can better understand and rise to daily challenges, such as:
-Assuming too much about what employees think and feel.
-Meeting the increasing demand for workforce transparency and accuracy.
-Understanding the essential characteristics of employees, beyond job skills and goals
-Building your rewards program on your organization's culture
-Adapting to cultural developments and trends
-Using social media to assess the employee experience
-Embracing data to prove HR effectiveness
-Getting real-world use out of the newest HR technology
Resumes, interviews, and recommendations provide a solid starting point for gaining a basic sense of who a person is. But talent management assessments go a few steps further to collect additional information that organizations can use to better predict whether an individual will find success in a position and perform to their full potential. To select the right person for a specific role and nurture them for continued success, you need to cast even more light on the right information—information that might otherwise remain hidden in the shadows if your organization relied solely on resumes and recommendations.
That’s where talent assessments shine.
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
Workforce Planning: A Forward-Looking Approach to Getting the Right People in...ClearCompany
(1) The document discusses the results of a survey on workforce planning challenges. It found that many organizations struggle with unreliable or lacking workforce data and technologies that do not effectively share data. Additionally, skills gaps exist in areas like communication, problem-solving, and management competencies.
(2) The survey revealed that while many organizations track current workforce metrics, very few use templates to plan for their future workforce needs. Developing a future state template was recommended to help organizations strategically prepare for challenges like replacing retiring baby boomers.
(3) The key talent needed for future success was identified as managers. Developing managerial skills was seen as important to fill future leadership roles and replace retiring knowledge workers. Succession
The document discusses 7 common mistakes made by HR analytics leaders according to Mark Berry. The mistakes are: 1) Positioning an HR analytics program as strategic before it has done anything strategic. 2) Focusing on solutions before defining the problems. 3) Investing most resources in technology rather than partnering with vendors. 4) Hiring experts before they have demonstrated expertise. 5) Accepting a role where the HR analytics report to someone other than the CHRO. 6) Deluding oneself into believing others value the work as much as oneself. 7) Believing one's own positive press about being a pioneer in the field. The author argues avoiding these pitfalls will help HR analytics leaders have more impact and avoid failure.
Similar to HR's Guide To Predictive Workforce Analytics (20)
17 Performance Review Templates to Motivate Employees Quantum Workplace
This document provides summaries of 17 different performance review templates. The templates vary in their structure from being one page to being narrative style. Some key templates mentioned include a self-assessment template, numeric scale template, 360 degree/peer review template, and a template focused on goals, obstacles, opportunities and decisions. The summaries highlight the pros and cons of each template's approach.
17 Performance Review Templates to Motivate EmployeesQuantum Workplace
This document provides an overview of 17 different performance review templates that can be used to evaluate employees. Each template is briefly described, noting its pros and cons. The templates include options that are one page, essay-based, use self-assessment, numeric scales, descriptive scales, narratives, peer reviews, 360 reviews, statement agreements, performance agreements, job responsibilities reviews, potential assessments, reviews for manual jobs, paired reviews, mid-year reviews, GOOD reviews, and group evaluations. The goal of the different templates is to encourage reflection, coaching, setting clear next steps, and discussion during the performance review process.
Employee Turnover Predictors | Win the War for TalentQuantum Workplace
This document discusses key predictors of employee turnover based on a recent study. It identifies the top 5 predictors as: 1) Lack of job satisfaction, with many employees unhappy in their jobs and not feeling challenged. 2) Individual needs unmet, with many feeling their opinions were not valued and they lacked organizational support. 3) Poor team dynamics, with issues around collaboration and relationships with supervisors. 4) Misalignment, with employees not feeling their jobs aligned with the organization's plans or their own career goals. 5) Unlikely to stay, with many unwilling to commit to remaining at the organization long-term. It provides tips to increase retention, such as focusing on employee strengths, offering development opportunities, and improving communication. Exper
How do you Halloween? Check out the top 10 office Halloween submissions of 2015.
Think your office has what it takes to win? Enter our 2016 Halloween costume contest for a chance to win $250 in treats!
This document lists the top 10 cities in the United States for employee satisfaction, with Charlotte, Denver, and Sacramento having the highest percentage of satisfied employees at 70.7%, followed by San Antonio at 70.1% and Washington D.C. at 69.4%. The remaining top cities are Austin, Nashville, Baltimore, Boston, and South Florida, all with employee satisfaction between 68.2-68.8%.
This document lists the top 10 metropolitan areas in the United States for employee satisfaction, with Nashville, Tennessee ranked first at 75.2% satisfied employees, followed by Sacramento, California at 72.7%, and Huntsville, Alabama and Washington, D.C. tied for third at 71.9% satisfied employees.
How do you Halloween? Check out the top 10 office Halloween photos of 2014.
Think your office has what it takes to win? Enter our 2015 Halloween costume contest for a chance to win $250 in treats!
The document announces an office Halloween costume contest for 2013. It discusses the winner of the 2012 contest and encourages employees to share their best office Halloween photo on Twitter or Facebook by November 1st for a chance to win $250 in treats. The winner will be announced on November 4th.
Pulling from the feedback of more than 395,000 employees surveyed through Best Places to Work in 2012, these comments represent the 50 best and worst comments.
Codeless Generative AI Pipelines
(GenAI with Milvus)
https://ml.dssconf.pl/user.html#!/lecture/DSSML24-041a/rate
Discover the potential of real-time streaming in the context of GenAI as we delve into the intricacies of Apache NiFi and its capabilities. Learn how this tool can significantly simplify the data engineering workflow for GenAI applications, allowing you to focus on the creative aspects rather than the technical complexities. I will guide you through practical examples and use cases, showing the impact of automation on prompt building. From data ingestion to transformation and delivery, witness how Apache NiFi streamlines the entire pipeline, ensuring a smooth and hassle-free experience.
Timothy Spann
https://www.youtube.com/@FLaNK-Stack
https://medium.com/@tspann
https://www.datainmotion.dev/
milvus, unstructured data, vector database, zilliz, cloud, vectors, python, deep learning, generative ai, genai, nifi, kafka, flink, streaming, iot, edge
06-04-2024 - NYC Tech Week - Discussion on Vector Databases, Unstructured Data and AI
Discussion on Vector Databases, Unstructured Data and AI
https://www.meetup.com/unstructured-data-meetup-new-york/
This meetup is for people working in unstructured data. Speakers will come present about related topics such as vector databases, LLMs, and managing data at scale. The intended audience of this group includes roles like machine learning engineers, data scientists, data engineers, software engineers, and PMs.This meetup was formerly Milvus Meetup, and is sponsored by Zilliz maintainers of Milvus.
06-04-2024 - NYC Tech Week - Discussion on Vector Databases, Unstructured Data and AI
Round table discussion of vector databases, unstructured data, ai, big data, real-time, robots and Milvus.
A lively discussion with NJ Gen AI Meetup Lead, Prasad and Procure.FYI's Co-Found
Beyond the Basics of A/B Tests: Highly Innovative Experimentation Tactics You...Aggregage
This webinar will explore cutting-edge, less familiar but powerful experimentation methodologies which address well-known limitations of standard A/B Testing. Designed for data and product leaders, this session aims to inspire the embrace of innovative approaches and provide insights into the frontiers of experimentation!
The Ipsos - AI - Monitor 2024 Report.pdfSocial Samosa
According to Ipsos AI Monitor's 2024 report, 65% Indians said that products and services using AI have profoundly changed their daily life in the past 3-5 years.
Global Situational Awareness of A.I. and where its headedvikram sood
You can see the future first in San Francisco.
Over the past year, the talk of the town has shifted from $10 billion compute clusters to $100 billion clusters to trillion-dollar clusters. Every six months another zero is added to the boardroom plans. Behind the scenes, there’s a fierce scramble to secure every power contract still available for the rest of the decade, every voltage transformer that can possibly be procured. American big business is gearing up to pour trillions of dollars into a long-unseen mobilization of American industrial might. By the end of the decade, American electricity production will have grown tens of percent; from the shale fields of Pennsylvania to the solar farms of Nevada, hundreds of millions of GPUs will hum.
The AGI race has begun. We are building machines that can think and reason. By 2025/26, these machines will outpace college graduates. By the end of the decade, they will be smarter than you or I; we will have superintelligence, in the true sense of the word. Along the way, national security forces not seen in half a century will be un-leashed, and before long, The Project will be on. If we’re lucky, we’ll be in an all-out race with the CCP; if we’re unlucky, an all-out war.
Everyone is now talking about AI, but few have the faintest glimmer of what is about to hit them. Nvidia analysts still think 2024 might be close to the peak. Mainstream pundits are stuck on the wilful blindness of “it’s just predicting the next word”. They see only hype and business-as-usual; at most they entertain another internet-scale technological change.
Before long, the world will wake up. But right now, there are perhaps a few hundred people, most of them in San Francisco and the AI labs, that have situational awareness. Through whatever peculiar forces of fate, I have found myself amongst them. A few years ago, these people were derided as crazy—but they trusted the trendlines, which allowed them to correctly predict the AI advances of the past few years. Whether these people are also right about the next few years remains to be seen. But these are very smart people—the smartest people I have ever met—and they are the ones building this technology. Perhaps they will be an odd footnote in history, or perhaps they will go down in history like Szilard and Oppenheimer and Teller. If they are seeing the future even close to correctly, we are in for a wild ride.
Let me tell you what we see.
The Building Blocks of QuestDB, a Time Series Databasejavier ramirez
Talk Delivered at Valencia Codes Meetup 2024-06.
Traditionally, databases have treated timestamps just as another data type. However, when performing real-time analytics, timestamps should be first class citizens and we need rich time semantics to get the most out of our data. We also need to deal with ever growing datasets while keeping performant, which is as fun as it sounds.
It is no wonder time-series databases are now more popular than ever before. Join me in this session to learn about the internal architecture and building blocks of QuestDB, an open source time-series database designed for speed. We will also review a history of some of the changes we have gone over the past two years to deal with late and unordered data, non-blocking writes, read-replicas, or faster batch ingestion.
State of Artificial intelligence Report 2023kuntobimo2016
Artificial intelligence (AI) is a multidisciplinary field of science and engineering whose goal is to create intelligent machines.
We believe that AI will be a force multiplier on technological progress in our increasingly digital, data-driven world. This is because everything around us today, ranging from culture to consumer products, is a product of intelligence.
The State of AI Report is now in its sixth year. Consider this report as a compilation of the most interesting things we’ve seen with a goal of triggering an informed conversation about the state of AI and its implication for the future.
We consider the following key dimensions in our report:
Research: Technology breakthroughs and their capabilities.
Industry: Areas of commercial application for AI and its business impact.
Politics: Regulation of AI, its economic implications and the evolving geopolitics of AI.
Safety: Identifying and mitigating catastrophic risks that highly-capable future AI systems could pose to us.
Predictions: What we believe will happen in the next 12 months and a 2022 performance review to keep us honest.
STATATHON: Unleashing the Power of Statistics in a 48-Hour Knowledge Extravag...sameer shah
"Join us for STATATHON, a dynamic 2-day event dedicated to exploring statistical knowledge and its real-world applications. From theory to practice, participants engage in intensive learning sessions, workshops, and challenges, fostering a deeper understanding of statistical methodologies and their significance in various fields."
End-to-end pipeline agility - Berlin Buzzwords 2024Lars Albertsson
We describe how we achieve high change agility in data engineering by eliminating the fear of breaking downstream data pipelines through end-to-end pipeline testing, and by using schema metaprogramming to safely eliminate boilerplate involved in changes that affect whole pipelines.
A quick poll on agility in changing pipelines from end to end indicated a huge span in capabilities. For the question "How long time does it take for all downstream pipelines to be adapted to an upstream change," the median response was 6 months, but some respondents could do it in less than a day. When quantitative data engineering differences between the best and worst are measured, the span is often 100x-1000x, sometimes even more.
A long time ago, we suffered at Spotify from fear of changing pipelines due to not knowing what the impact might be downstream. We made plans for a technical solution to test pipelines end-to-end to mitigate that fear, but the effort failed for cultural reasons. We eventually solved this challenge, but in a different context. In this presentation we will describe how we test full pipelines effectively by manipulating workflow orchestration, which enables us to make changes in pipelines without fear of breaking downstream.
Making schema changes that affect many jobs also involves a lot of toil and boilerplate. Using schema-on-read mitigates some of it, but has drawbacks since it makes it more difficult to detect errors early. We will describe how we have rejected this tradeoff by applying schema metaprogramming, eliminating boilerplate but keeping the protection of static typing, thereby further improving agility to quickly modify data pipelines without fear.
2. Big data, fast data, business analytics, machine
learning, the list goes on and on. Data are in, and
they’re here to stay.
3. The most important aspect of data is how they’re used.
Using data well can make the difference between good and
great organizations, and even the difference between barely
surviving and absolutely thriving. That’s why HR analytics is
such a hot trend right now.
4. If you search online for images of “analytic
evolution,” you’ll see a variety of charts,
graphs, and tables that basically look like
the following:
Prescriptive
Predictive
Descriptive
5. Descriptive analytics is the first step in an
organization’s analytics journey. How well is
this team performing? How engaged is that
department? The answers to these
questions describe certain qualities.
Prescriptive
Predictive
Descriptive
6. Descriptive analytics become stale after
awhile, only taking you so far in
understanding your organization...
Prescriptive
Predictive
Descriptive
7. To become more analytically proactive, we
need predictive analytics. Predictive
analytics is the use of current or past data to
offer insights about unknown events. In
other words, we can use known data to
offer a roadmap into the unknown.
Prescriptive
Predictive
Descriptive
8. Predictive analytics can be complicated and
often requires some background in statistics
to set up and calculate. But what is more
important is how you approach and think
about predictive analytics, even if you’re not
a statistician.
Prescriptive
Predictive
Descriptive
12. IDENTIFY RETENTION RISKS
The first example can help you
identify at-risk employees. On this
heat map, you can see the
perceptual differences between
individuals who took the survey and
are either still employees or have
since termed.
13. IDENTIFY RETENTION RISKS
Termed employees had much lower
favorability than existing employees
across a variety of themes. This
indicates that we can be more
confident that employees who have
lower ratings to engagement
surveys are more likely to term
within the next 6-12 months.
15. IDENTIFY RETENTION RISKS
The category with lowest favorability for
termed employees was Feeling Valued. This is
where a “predictive analytics mindset” comes
into play: we can hypothesize that employees
who rate Feeling Valued items lower are more
likely to term. Feeling Valued is predictive of
employee turnover.
17. IDENTIFY RETENTION RISKS
TEST THE HYPOTHESIS
Focus on teams or departments with higher-than-average turnover, and
potentially implement strategies to boost recognition and help them feel
valued. After implementing those strategies, track turnover in those same
teams or departments – does turnover decrease, increase, or remain about
the same? This constant measurement, tracking, evaluation, and refinement
is at the heart of predictive analytics.
18. IDENTIFY RETENTION RISKS
TAKE IT A STEP FURTHER
A lot more questions can emerge from the “existing vs. termed” data. Which
survey items have the largest differences between existing and termed
employees? Which teams have the most termed employees? How can we
use these data to determine at-risk employees? That last question is the
most crucial because it emphasizes the predictive analytics mindset, of trying
to shine light on the unknown with what is known.
19. IDENTIFY RECRUITMENT RISKS
The second can help you identify
potential recruitment risks. We can
see perceptual differences across
employee generations here:
21. IDENTIFY RECRUITMENT RISKS
Millennials had much lower favorability than Gen Xers and Baby Boomers
across the board. As Millennials become a larger and larger part of the
workforce — especially for newer and entry-level positions — recruitment
efforts need to take at least some generational differences into account.
With Millennials having the lowest favorability in that organization, it may
encounter recruitment risks with Millennials, ultimately hurting
organizational growth and competitive advantage.
22. IDENTIFY RECRUITMENT RISKS
TEST THE HYPOTHESIS
Analyze your data to uncover the following questions: Which survey items
have the largest differences between Millennials and Baby Boomers? Which
teams have the highest proportions of Millennials? How can we use these
data to enhance Millennial employees’ perceptions? How can heightened
perceptions among Millennial employees be leveraged to make our
organization more attractive to Millennial job seekers?
23. IDENTIFY RECRUITMENT RISKS
Focus on teams or departments with higher millennial population, and
potentially implement strategies that cater to their unique needs and wants
you identified. After implementing those strategies, track engagement in
those same teams or departments – does favorability on items decrease,
increase, or remain about the same?
TAKE IT A STEP FURTHER
24.
25. Having a predictive analytics mindset is crucial to determine which HR strategies and
initiatives to pursue, and being more informed with engagement survey data can refine
those efforts even further.
With all that said, it never hurts to have a partner who has a strong background in
behavioral statistics, whether inside or outside your organization.
26. We didn’t forget about
prescriptive analytics…
Prescriptive
Predictive
Descriptive
28. Prescriptive
Predictive
Descriptive
But even so, it’s good to know that after
predictive analytics become fully embraced
within your organization, there’s yet another
step toward better understanding the
employee experience and making work
better every day.
29. Click below to learn more about our Employee Engagement Survey – and how you
can leverage its predictive analytics to make work better every day.
Smart Predictive Analytics Start Here.
LEARN MORE