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The 2015 analysis of The Hackett Group’s HR benchmarking database quantifies the performance advantage of world-class companies compared to typical HR organizations. Among the results: world-class HR organizations spend 37 percent less (Figure 1) – up to $17 million for the typical company1 and use 31 percent fewer FTEs (Figure 2) than peers. Analysis also revealed the hallmarks of current world-class HR organizations and the critical capabilities they leverage to achieve superior results.
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Talent analytics is quickly becoming a core HR function for many companies, but many are still just getting started building their own analytics teams. While there are many promising technologies and research methods available, many HR leaders are wondering where to get started, where to focus, and how to impact the business with insight from analytics. What does success look like? How do we build credibility while also improving our ability to answer complex, strategic questions? How do we realize our vision of using analytics to make HR a strategic business partner? Two years ago at LinkedIn, we were asking ourselves these same questions and have a learned a great deal along the way. The focus of this webinar is to share our journey in building a talent analytics function, discuss the purpose of the field, and communicate some guiding principles for building a talent analytics function at your company.
Seven HR Capabilities that Drive Performance Leadership - Hackett Group June ...Nhat Nguyen
The 2015 analysis of The Hackett Group’s HR benchmarking database quantifies the performance advantage of world-class companies compared to typical HR organizations. Among the results: world-class HR organizations spend 37 percent less (Figure 1) – up to $17 million for the typical company1 and use 31 percent fewer FTEs (Figure 2) than peers. Analysis also revealed the hallmarks of current world-class HR organizations and the critical capabilities they leverage to achieve superior results.
Crafting a talent analytics function and building strategic partnershipWilliam Gaker
Talent analytics is quickly becoming a core HR function for many companies, but many are still just getting started building their own analytics teams. While there are many promising technologies and research methods available, many HR leaders are wondering where to get started, where to focus, and how to impact the business with insight from analytics. What does success look like? How do we build credibility while also improving our ability to answer complex, strategic questions? How do we realize our vision of using analytics to make HR a strategic business partner? Two years ago at LinkedIn, we were asking ourselves these same questions and have a learned a great deal along the way. The focus of this webinar is to share our journey in building a talent analytics function, discuss the purpose of the field, and communicate some guiding principles for building a talent analytics function at your company.
In December of 2012, Bullhorn conducted its second annual trends survey of agency recruitment professionals in Europe, seeking to assess the state of the staffing industry from the perspective of business performance,recruiter remuneration, popularity and growth of recruiting technologies, and measurement best practices. In addition to the 2013 European Staffing and Recruitment Trends Report, the 2013 North American Staffing and Recruiting Trends Report and the 2013 Australian Staffing and Recruitment Trends Report are also available on the Bullhorn website.
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How job profiles and competencies can enable leaders to quickly align people when business goals change
How performance management and continuous feedback can help keep employees focused on the right work
How continuous learning and development can help employees anticipate future changes and respond efficiently and effectively
Is your organisation struggling with the following issues?
1. High employee turnover rates
2. Poor business performance due to loss of key employees
3. Increased hiring and training costs
4. Sudden manpower crunch caused by a significant number of employees leaving
Download the report to find out how to keep Talent from walking out the door and nip the root of the problem before it's too late: https://hrboss.com/whitepapers/talent-retention-how-keep-talent-walking-out-door
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2.What is the value proposition for skills management?
3.What are the best practices for planning and implementing skills management?
4.What is the most appropriate “skillware” for your business?
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Read the full post here:
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Data quality and accessibility present challenges for all organizations. But for global organizations, it can be especially complex. This infographic explores the challenges and needs of multinational companies, as well as the links between the data and where it offers business value. Did you know that 71% of companies plan to grow their business in countries or market segments that speak a different language? Or that 30% of global organizations report having a global HR system of record? We also discovered that 64% of organizations moving into new markets weren’t considering adjusting their payroll model or had only considered or entered initial discussions. For Human Resources teams, these facts raise new questions and create new challenges.
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Project Portfolio Management: “Everyone says they are doing it, but few are, and those that are, are unsure if they are doing it right.”
In December of 2012, Bullhorn conducted its second annual trends survey of agency recruitment professionals in Europe, seeking to assess the state of the staffing industry from the perspective of business performance,recruiter remuneration, popularity and growth of recruiting technologies, and measurement best practices. In addition to the 2013 European Staffing and Recruitment Trends Report, the 2013 North American Staffing and Recruiting Trends Report and the 2013 Australian Staffing and Recruitment Trends Report are also available on the Bullhorn website.
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.
Agility & Talent Mobility how to enable business strategy with modern perform...Human Capital Media
In recent years, newspaper headlines have been littered with the names of companies that needed to change quickly but failed. People, and their inability to anticipate change and respond effectively, were often at the heart of those failures. In this webcast, Stacia Garr will discuss how performance management can be used by HR leaders to enable managers and employees to make critical decisions about talent and to increase the organization’s and individual employees’ agility. Listeners will have the opportunity to come away with a better understanding of:
How job profiles and competencies can enable leaders to quickly align people when business goals change
How performance management and continuous feedback can help keep employees focused on the right work
How continuous learning and development can help employees anticipate future changes and respond efficiently and effectively
Is your organisation struggling with the following issues?
1. High employee turnover rates
2. Poor business performance due to loss of key employees
3. Increased hiring and training costs
4. Sudden manpower crunch caused by a significant number of employees leaving
Download the report to find out how to keep Talent from walking out the door and nip the root of the problem before it's too late: https://hrboss.com/whitepapers/talent-retention-how-keep-talent-walking-out-door
Skills Management Best Practices Webinarguest637256
1.How does skills management fit into an overall human resources program?
2.What is the value proposition for skills management?
3.What are the best practices for planning and implementing skills management?
4.What is the most appropriate “skillware” for your business?
Why Boards Matter: Building and Developing a World Class Board of DirectorsJim Citrin
Our insights about the market for board talent across S&P 500, the U.S. Tech Industry, and early stage growth companies as well as a cross section of boards interested executives based on the Spencer Stuart Board Index, the U.S. Tech Board Index, and a SurveyMonkey survey put together as input for #WhyBoardsMatter, a joint presentation from Spencer Stuart and Kleiner Perkins.
Read the full post here:
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Ryma's May 11th webinar will be presented at noon EST by Si Alhir. In 2010, Ryma's Grandview community hosted a 3 part Tribal Leadership webinar series. Dave Logan’s, John King’s, and Halee Fischer-Wright’s Tribal Leadership is a proven transformational process and leadership model for fostering organizational health, which leverages natural groups to build thriving organizations by focusing on language and relationship structures within a culture.
How to Streamline Global Employee Management [INFOGRAHIC] OneSource Virtual
Data quality and accessibility present challenges for all organizations. But for global organizations, it can be especially complex. This infographic explores the challenges and needs of multinational companies, as well as the links between the data and where it offers business value. Did you know that 71% of companies plan to grow their business in countries or market segments that speak a different language? Or that 30% of global organizations report having a global HR system of record? We also discovered that 64% of organizations moving into new markets weren’t considering adjusting their payroll model or had only considered or entered initial discussions. For Human Resources teams, these facts raise new questions and create new challenges.
Kenny & Company Management Consulting - Portfolio Management January 2018Will Yen
What is Portfolio Management?
Project Portfolio Management: “Everyone says they are doing it, but few are, and those that are, are unsure if they are doing it right.”
The workforce and HR play a major role in a company’s digital transformation. Learn about new trends and strategies to jump start and fuel your journey.
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As we look to tomorrow, it is time to ask ourselves what lessons have we learned and how do we create flexible organizations that can survive what the future holds. Stacey Harris, Chief Research Officer for Sapient Insights Group, will share insights, data, and tools that are helping organizations adapt and even thrive in this difficult environment. She’ll discuss the emerging trends in the Learning technology market, and how these exciting new approaches to creating micro, adaptive, and personalized content is changing the face of workforce development while creating strong connections to business outcomes.
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By the Numbers:
• 66% of CEOs don’t understand how to use IT to transform the business.
• 84% of IT Organizations score below 80% on IT satisfaction
• 43% of CIOs overestimate the size of their next budget.
• 78% of CEOs/CIOs are aligned on what IT issues impede innovation BUT are Highly Misaligned on the Business Barriers that Impede Innovation
• 72% of business leaders misjudge which services really matter to them
* Info-Techs CEO/CIO Alignment study
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future, specifically what will HR being doing in 2020. Key topics in this session are the effects of social media on performance and talent management, generational divides and globalisation.
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5. Most important organisational
capabilities over the next five years
Leadership
37%
Execution speed
34%
Client connectivity
33%
Innovation
31%
28%
IBM: Working beyond Borders
30%
32%
34%
36%
38%
6. HR Talent Management
“Quite possibly the biggest challenge that needs to occur in
HR has to do with talent management – not elsewhere in
organisations, but how talent management in HR is a case of
the shoemaker’s children lacking shoes. Our results suggest
that HR often doesn’t have the right talent; all too often it has
talent that is inferior to the talent in other parts of the
organization.”
Ed Lawler III
& John Boudreau (2009)
Achieving Excellence in Human Resources Management, Stanford University Press
7. SOUTH AFRICAN HR COMPETENCY MODEL
STRATEGY
5 HR
CAPABILITIES
TALENT
MANAGEMENT
HR GOVERNANCE, RISK,
COMPLIANCE
ANALYTICS & MEASUREMENT
HR SERVICE DELIVERY
HR & BUSINESS KNOWLEDGE
SOLUTION CREATION & IMPLEMENTATION
INTERPERSONAL & COMMUNICATION
CITIZENSHIP FOR FUTURE: INNOVATION, TECHNOLOGY, SUSTAINABILITY
4
PILLARS
DUTY TO SOCIETY
5 CORE
COMPETENCIES
ETHICS
ORGANISATIONAL CAPABILITY
PROFESSIONALISM
LEADERSHIP & PERSONAL CREDIBILITY
9. Use of workforce
analytics remains limited
Measuring collaboration and knowledge sharing across
the organisation
14% 5%
Enhancing workforce productivity
39%
Evaluating workforce performance
40%
15%
38%
19%
Retaining valued talent within the organisation
Sourcing, recruiting and onboarding individuals from
outside the organisation
Developing workforce skills and capabilities
Allocating the workforce across the organisation
14%
40%
30%
35%
Developing strategy linked to business strategy
28%
Developing future leaders
29%
20%
22%
23%
25%
26%
0% 10% 20% 30% 40% 50% 60%
IBM: Working beyond Borders
Can identify
historical
trends and
patterns
Can develop
scenarios and
predict future
outcomes
15. L&D Benchmarks
(ASTD/SABPP)
BENCHMARK
USA
RSA
CHANGE
Average % payroll
2,24%
3,94%
+ 0,83
Hours /employee
36
40
- 12
Spend/employee
$1068
R 6898
+R 1700
Employees/trainer
253
157
+19
% companies elearning
31%
43%
+ 10%
% outsourced
22%
62%
+10%
To order the full report contact hrri@sabpp.co.za
16. Management system standard: purpose and
benefits
A (business) management system standard should be a means to:
achieve business objectives
increase understanding of current operations and the likely
impact of change
communicate knowledge
demonstrate compliance (with the requirements of King III the
Combined code, Sarbanes-Oxley, sector-specific and
international standards etc.)
Means to establish 'best (good) practice'
Means to ensure consistency
Establish and set priorities
Instigate organisational change
17. What is a management system?
One definition of management is 'the guidance and control of
action', and a system is defined as a 'set of components
interconnected for a purpose'.
A management system is: 'A set of components, interconnected
for the guidance and control of action'.
This suggests that the 'interconnection' has been planned for a
reason, and that the purpose would not be achieved without the
'interconnection'. In other words, the separate components
would not independently achieve the same results.
Integrated management system
26. The basic metrics they propose as
essential for investors to know are:
1. Spending on human capital
a. Total amount spent on employees (salaries, benefits, taxes)
b. Total amount spent in support of employees
c. Total amount spent in lieu of employees (contractors, etcetera)
d. Total amount invested in training and development
e. Total headcount and total FTE (full-time equivalents) at the end of the
period
2. Ability to retain talent
a. Voluntary and total turnover
b. Broken down by subset of EEO-1 job types
c. Industry standard formula of (# of terminations during the period) / (average
active headcount during the period)
3. Leadership depth
a. Percentage of defined positions that have an identified successor
b. Percentage of open defined positions filled internally during the period
SHRM (April 2012)
27. The basic metrics they propose as
essential for investors to know are:
4. Leadership quality
a. Index of relevant questions from employee survey
b. Information on the response rate and methodology/tool
5. Employee engagement
a. Index of relevant questions from employee survey 287
b. Information on the response rate and methodology/tool
6. Human capital discussion & analysis (HD&A)
a. Narrative to provide context and discussion of the reported metrics
b. Disclosure of any material risks or any other material information related to
human capital
Note: Organisations may wish to include breakdowns of these metrics by unit
or region; it simply depends on what makes sense to the organisation and its
investors.
SHRM (April 2012)
35. STANDARDS
COMPANY
AND
EMPLOYEE
DATA
INFORMATION
WHAT do we have?
WHY do
we have
it? WHAT
else is
needed?
WHAT can
we do
with it?
HOW, WHO,
WHEN,
WHERE?
BENCHMARK
ING
KNOWLEDGE
TECHNOLOGY
SYSTEMS
INTELLIGENCE
Business; Market; HR;
Industry; Country;
Region; World
ANALTYICS AND METRICS
DECISION-MAKING
• Strategy
• Interventions
I MPLEMENTATION
EVALUATION
36.
37. Conclusion
HR standards are needed to improve the
consistency and quality of people
management. HR managers should leverage
technology for improved HR practice and
business decision-making.