The document discusses the strategic role of HR and the use of powerful workforce analytics. It notes that Google hires 1/3 of its global HR staff specifically for their analytical skills, like PhDs in statistics or organizational psychology. It also highlights criticism that most HR professionals lack the skills for useful workforce analytics. The document advocates increasing the degree of HR intelligence from basic reporting and metrics to predictive modelling of how factors impact organizational performance and business value.
El documento presenta el dise単o hidr叩ulico de una presa derivadora o barraje. Se calculan los caudales m叩ximo y m鱈nimo, as鱈 como la altura, anchura y cota del barraje. Se determina la carga total de agua sobre la coronaci坦n y se calculan par叩metros como la velocidad, carga energ辿tica y coordenadas del perfil. Tambi辿n se calculan el tirante en el canal de conducci坦n, la cota de coronaci坦n y la dimensi坦n de la ventana de captaci坦n. Finalmente, se realizan c叩lculos para el dise単o de un col
This document discusses how HR can evolve to achieve a competitive advantage and remain relevant. It suggests that HR needs to move from focusing on "doing things right" to "doing the right things" by becoming more strategic, integrated, and customer-driven. Specifically, it recommends that HR (1) act as a strategic partner in setting business direction, (2) effect organizational change and transformation, (3) champion employees, and (4) optimize administrative processes through technology. The document argues that developing a system-driven HR delivery model can help HR move from operations to a more strategic role and better measure its impact on business performance.
Globalisation - Creating a Boundaryless HR Defining & Managing of Global ...National HRD Network
油
This document discusses global HR practices at Tata Consultancy Services (TCS). It provides details on TCS's diverse global workforce, global HR differentiation tools, and a case study on managing a sub-operating unit.
The case study involved defining employee expectations through surveys and discussions. Key satisfiers were identified and boundaryless HR interventions were designed. Surveys before and after the interventions measured changes in employee satisfaction levels regarding career opportunities, communication, culture and pride, leadership, and supervisors. Findings supported holistic and boundaryless management of HR, robust communication, and stakeholder involvement to sustain organizational agility.
In this session, you will hear a combination of the latest research and best and next practices from leading organizations on the role the learning and development staff is increasingly playing in the integrated talent management movement. As a starting point, the group will discuss the top-level findings from ASTDs recently published report, Learnings Critical Role in Integrated Talent Management, including information on how high-performing and low-performing organizations use talent management differently. You will also gain information on which organizational roles are primarily responsible for the key elements of talent management: leadership development, individual development, performance management, employee learning, recruitment/selection, employee engagement, compensation and benefits, and succession planning. And youll hear about learnings role in each area.
The document discusses how organizations can make smarter decisions through analytics. It outlines 5 levels of analytical capability that organizations can achieve, from analytically impaired to analytical competitors. It also identifies 5 key factors (data, enterprise, leadership, targets, analysts) that are important for building strong analytical capabilities. The goal of analytics is to systematically improve decisions through interventions like identifying key decisions, inventorying the current process, implementing changes, and institutionalizing the improvements. Regular measurement and adapting approaches are important for organizations to continue enhancing their decision-making.
Thomas H. Davenport, best-selling co-author of Competing on Analytics and Analytics at Work, and President's Distinguished Professor at Babson College presented at the Premier Business Leadership Series 2010 http://www.sas.com/theserieshk
Davenport will present straightforward, practical advice from his new book Analytics at Work: Smarter Decisions, Better Results, including laying out a plan of action for deploying and succeeding with business analytics inside your company.
Learn how to:
- Use an analytics approach to run your business.
Put the right assets in place and deploy them most effectively.
- Launch an analytics initiative.
- Sustain an analytics focus over time.
- Evaluate your organisation's current analytical capabilities.
- Use analytics to make better decisions.
OBIA HR Analytics: Transform complex data into business decisionsArvind Purushothaman
油
Here are 3 options the VP of HR could consider based on the analytics reviewed:
1. Train existing FTEs in BI to replace contractors and reduce costs, since training wait times are reasonable.
2. Hire more permanent FTEs with BI skills instead of contractors to lower expenses in the long run.
3. Explore rescheduling training courses to quickly build internal BI capacity and minimize reliance on contractors.
The document discusses maximizing talent through Oracle's unified HCM solution. It outlines examining current trends in a changing workforce, taking an active approach to talent management, and using Oracle tools like unified profiles, performance management, learning management, and analytics to help align talent with organizational objectives. The presentation provides an action plan to define a talent strategy, focus on existing talent, and plan for the future by projecting needs, developing programs, and completing succession planning.
1) Workforce analytics can help companies improve performance, profitability, and human capital investment. Companies using workforce analytics outperform those that do not.
2) HR professionals can use workforce analytics to shift from an operational to more strategic role by identifying patterns of success and failure. Analytics provide insights into areas like turnover, recruiting, and employee performance.
3) Focusing initially on turnover, recruiting, and performance metrics can help HR demonstrate value and improve productivity, while also identifying training and other needs.
This document provides an overview of the Shadowmatch solution. The research behind Shadowmatch found that an individual's success depends on the contextual match between their habits and the environment/tasks. Shadowmatch maps the habits of top performers in specific roles/contexts to create benchmarks. It then assesses individuals and provides matching results and personalized development programs. The system addresses the entire employee lifecycle from recruitment to exit planning. Benefits include improved selection, development, productivity and return on employment. A demonstration shows how Shadowmatch can be used for tasks like recruitment, redeployment and team building. The differentiator of Shadowmatch is its automated, self-managed and cost-effective approach to objectively assessing individuals while addressing the full employee lifecycle through
The document discusses an evolution in performance management systems from PM 1.0 to PM 2.0. PM 2.0 utilizes predictive analytics and a multidimensional database to provide four types of intelligence - financial, operational, customer, and people. This closed-loop system allows organizations to develop strategies, plan operations, monitor and learn from results, and ensure alignment across the organization for improved performance. Key aspects include a balanced scorecard with rolling KPIs, actionable insights from predictive models, reliable dynamic forecasting, and expense management to improve profitability. Lastly, it discusses using customer intelligence for life cycle management from prospects to former customers.
This document discusses using workforce analytics to help human resource departments make better business decisions. It covers several topics:
1. The importance of taking an analytics-driven approach to human resources decisions, as exemplified by the story of Billy Beane and the Oakland A's baseball team.
2. Two common approaches organizations take - building an internal HR analytics capability, or deploying targeted analytics solutions to solve specific problems.
3. Keys to a successful analytics strategy include tying analytics to business goals, using a mix of technologies, and implementing in phases.
The document discusses strategic PR evaluation and a new approach presented by Dr. Nanette Besson. It presents a model for strategic PR evaluation that involves continuously measuring and evaluating the PR process. The key elements of the proposed evaluation project include an evaluation manager, a strategic PR evaluation concept that sets objectives and design, a balanced evaluation system to monitor performance, and a PR evaluation report. If implemented correctly through continuous measurement and analysis to improve performance, the vision is to achieve PR perfection.
This document summarizes a presentation on 10 ways to recalibrate recruiting processes and technology. The presentation discusses (1) harmonizing recruiting actions with feelings and sense, (2) deconstructing processes to identify part failures, and (3) removing unreasonable elements to rationalize processes. It also covers transforming recruiting to focus on talent as a competitive advantage, optimizing workspaces, synthesizing systems, visualizing the future of recruiting, normalizing project planning, inventorying resources, and socializing with others to share ideas. The goal is to help staffing leaders and solution providers deliver better results for their clients.
This document discusses human capital measurement and reporting. It begins by noting that while organizations spend considerable funds on financial audits, very little is spent on evaluating people management effectiveness. The document then provides definitions of human capital management (HCM) and human capital measurement (HCMe). HCMe involves analytical and statistical methodologies used to measure aspects of human capital, including metrics frameworks. Examples of measurement methods and outputs are then discussed through "client examples," including measurement frameworks, metrics, modeling, and benchmarking.
Supply Chain Council Presentation For Indianapolis 2 March 2012Arnold Mark Wells
油
This document discusses how advanced analytics can be leveraged to improve supply chain performance when used in conjunction with the SCOR model. It provides examples of how analytics can be applied to optimize metrics like perfect order fulfillment, upside flexibility, and return on working capital by factoring in various business decisions. The SCOR model provides best practices and metrics, while analytics can help determine the best ways to achieve goals and measure performance.
Build, Buy or Rent? Leveraging Talent Analytics to Plan for Tomorrows WorkforceHuman Capital Media
油
The document summarizes a webinar about leveraging talent analytics to plan for future workforce needs. It discusses assessing an organization's readiness, identifying talent supply and demand gaps, and analyzing data to develop action plans to build, buy, or lease talent. The webinar provides examples of companies that use analytics to understand changing skills needs and access talent through current employees, external hires, alumni networks, and contingent workers. The key takeaway is that talent analytics can be a powerful tool when used to develop prioritized action plans that leverage multiple talent sources.
Employee engagement and organisation performance pres final2 inc polls slides...njhceo01
油
The document discusses the concept of employee engagement and provides a webinar poll asking organizations their rationale for focusing on employee engagement, with options related to improving performance, differentiating for hiring talent, embedding an optimized people-productivity culture, and mitigating operational employment risk. It also presents models and frameworks used in analyzing employee engagement.
The document discusses HR metrics that are important for companies to track. It begins with an agenda covering the five W's and one H of metrics, mini case studies, industry analysts' outlook, and the top 10 metrics that matter. The presenter then discusses interviewing executives to understand the metrics they watch and how HR can help provide useful data. Examples are given for collecting relevant HR data and metrics from across the organization and correlating it to business goals. The importance of creating dashboards to monitor metrics is also covered. Mini case studies from other companies share the top metrics their executives find most useful and how they track HR's impact on the business.
This document contains excerpts from a seminar on human resources and the future of work. It discusses how the role of HR is changing from an administrative function to a more strategic leadership role. It notes trends like increasing diversity, the changing nature of work, and the challenges of talent management. Several speakers are quoted discussing how HR must transform to address these changes and better support business goals by focusing on areas like leadership development, organizational capabilities, and creating a workplace of choice. The overall message is that HR needs to shift from transactional activities to more strategic and value-adding roles to help organizations adapt and thrive in an evolving business environment.
IBM Cognos - Kombinera BI med prediktiv analys f旦r att minimera risker och n奪...IBM Sverige
油
Vi visar hur du kan 旦ka v辰rdet p奪 IBM Cognos l旦sningarna genom integration med IBM SPSS l旦sning f旦r prediktiv analys. Detta ger anv辰ndare p奪 olika niv奪er m旦jligheten att agera mer proaktivt genom att integrera intelligent underbyggda resultat som f旦uts辰ger och ger en djupare insikt till existerande IBM Cognos BI och Performance Management l旦sning. Denna presentation h旦lls p奪 IBM Cognos Performance 2010 av Robert Moberg, Solution Architect, IBM
Measuring Talent Management Effectiveness With Integrated AnalyticsHuman Capital Media
油
Understanding the effects your talent management program is having on your organizations top and bottom line can ensure greater success of your initiatives. Having the right tools in place to track and analyze in real time is key.
Join this webinar to see how integrated analytics can make your organization more effective. Youll interact with the speaker as she demonstrates the impact of integrated analytics on the top and bottom line.
During this interactive webinar, you will learn how to:
Leverage key performance indicators for talent management.
Create a closed-loop framework to measure and improve workforce effectiveness and efficiency.
Make a good analytics tool work for you.
Demonstrate the impact of integrated talent management analytics.
Business Impact: The Long-Term Value of Metrics That Matter Medha Pratap
油
The document discusses the long-term value of using the Metrics That Matter (MTM) learning measurement system. It presents evidence from multiple long-term clients that have used MTM for 5+ years, finding their learning metrics improved an average of 3-5% and up to 14.9% over time. As organizations continuously measure, improve courses, and close performance gaps, learning outcomes increase. The conclusion is that continuous measurement leads to improved learning and business performance over the long-term.
Transform Talent Management S W P V R E G E N C EJajohn
油
Strategic workforce planning (SWP) can transform talent management by providing a long-term, strategic approach to understanding future talent needs. The document describes Regence's journey implementing SWP through pilots, building internal capability, and establishing repeatable processes. Key lessons included gaining business buy-in, focusing on critical roles, and using data to prioritize talent investments and actions. Regence now incorporates SWP into annual planning to better connect people strategies to business strategies.
The document discusses maximizing talent through Oracle's unified HCM solution. It outlines examining current trends in a changing workforce, taking an active approach to talent management, and using Oracle tools like unified profiles, performance management, learning management, and analytics to help align talent with organizational objectives. The presentation provides an action plan to define a talent strategy, focus on existing talent, and plan for the future by projecting needs, developing programs, and completing succession planning.
1) Workforce analytics can help companies improve performance, profitability, and human capital investment. Companies using workforce analytics outperform those that do not.
2) HR professionals can use workforce analytics to shift from an operational to more strategic role by identifying patterns of success and failure. Analytics provide insights into areas like turnover, recruiting, and employee performance.
3) Focusing initially on turnover, recruiting, and performance metrics can help HR demonstrate value and improve productivity, while also identifying training and other needs.
This document provides an overview of the Shadowmatch solution. The research behind Shadowmatch found that an individual's success depends on the contextual match between their habits and the environment/tasks. Shadowmatch maps the habits of top performers in specific roles/contexts to create benchmarks. It then assesses individuals and provides matching results and personalized development programs. The system addresses the entire employee lifecycle from recruitment to exit planning. Benefits include improved selection, development, productivity and return on employment. A demonstration shows how Shadowmatch can be used for tasks like recruitment, redeployment and team building. The differentiator of Shadowmatch is its automated, self-managed and cost-effective approach to objectively assessing individuals while addressing the full employee lifecycle through
The document discusses an evolution in performance management systems from PM 1.0 to PM 2.0. PM 2.0 utilizes predictive analytics and a multidimensional database to provide four types of intelligence - financial, operational, customer, and people. This closed-loop system allows organizations to develop strategies, plan operations, monitor and learn from results, and ensure alignment across the organization for improved performance. Key aspects include a balanced scorecard with rolling KPIs, actionable insights from predictive models, reliable dynamic forecasting, and expense management to improve profitability. Lastly, it discusses using customer intelligence for life cycle management from prospects to former customers.
This document discusses using workforce analytics to help human resource departments make better business decisions. It covers several topics:
1. The importance of taking an analytics-driven approach to human resources decisions, as exemplified by the story of Billy Beane and the Oakland A's baseball team.
2. Two common approaches organizations take - building an internal HR analytics capability, or deploying targeted analytics solutions to solve specific problems.
3. Keys to a successful analytics strategy include tying analytics to business goals, using a mix of technologies, and implementing in phases.
The document discusses strategic PR evaluation and a new approach presented by Dr. Nanette Besson. It presents a model for strategic PR evaluation that involves continuously measuring and evaluating the PR process. The key elements of the proposed evaluation project include an evaluation manager, a strategic PR evaluation concept that sets objectives and design, a balanced evaluation system to monitor performance, and a PR evaluation report. If implemented correctly through continuous measurement and analysis to improve performance, the vision is to achieve PR perfection.
This document summarizes a presentation on 10 ways to recalibrate recruiting processes and technology. The presentation discusses (1) harmonizing recruiting actions with feelings and sense, (2) deconstructing processes to identify part failures, and (3) removing unreasonable elements to rationalize processes. It also covers transforming recruiting to focus on talent as a competitive advantage, optimizing workspaces, synthesizing systems, visualizing the future of recruiting, normalizing project planning, inventorying resources, and socializing with others to share ideas. The goal is to help staffing leaders and solution providers deliver better results for their clients.
This document discusses human capital measurement and reporting. It begins by noting that while organizations spend considerable funds on financial audits, very little is spent on evaluating people management effectiveness. The document then provides definitions of human capital management (HCM) and human capital measurement (HCMe). HCMe involves analytical and statistical methodologies used to measure aspects of human capital, including metrics frameworks. Examples of measurement methods and outputs are then discussed through "client examples," including measurement frameworks, metrics, modeling, and benchmarking.
Supply Chain Council Presentation For Indianapolis 2 March 2012Arnold Mark Wells
油
This document discusses how advanced analytics can be leveraged to improve supply chain performance when used in conjunction with the SCOR model. It provides examples of how analytics can be applied to optimize metrics like perfect order fulfillment, upside flexibility, and return on working capital by factoring in various business decisions. The SCOR model provides best practices and metrics, while analytics can help determine the best ways to achieve goals and measure performance.
Build, Buy or Rent? Leveraging Talent Analytics to Plan for Tomorrows WorkforceHuman Capital Media
油
The document summarizes a webinar about leveraging talent analytics to plan for future workforce needs. It discusses assessing an organization's readiness, identifying talent supply and demand gaps, and analyzing data to develop action plans to build, buy, or lease talent. The webinar provides examples of companies that use analytics to understand changing skills needs and access talent through current employees, external hires, alumni networks, and contingent workers. The key takeaway is that talent analytics can be a powerful tool when used to develop prioritized action plans that leverage multiple talent sources.
Employee engagement and organisation performance pres final2 inc polls slides...njhceo01
油
The document discusses the concept of employee engagement and provides a webinar poll asking organizations their rationale for focusing on employee engagement, with options related to improving performance, differentiating for hiring talent, embedding an optimized people-productivity culture, and mitigating operational employment risk. It also presents models and frameworks used in analyzing employee engagement.
The document discusses HR metrics that are important for companies to track. It begins with an agenda covering the five W's and one H of metrics, mini case studies, industry analysts' outlook, and the top 10 metrics that matter. The presenter then discusses interviewing executives to understand the metrics they watch and how HR can help provide useful data. Examples are given for collecting relevant HR data and metrics from across the organization and correlating it to business goals. The importance of creating dashboards to monitor metrics is also covered. Mini case studies from other companies share the top metrics their executives find most useful and how they track HR's impact on the business.
This document contains excerpts from a seminar on human resources and the future of work. It discusses how the role of HR is changing from an administrative function to a more strategic leadership role. It notes trends like increasing diversity, the changing nature of work, and the challenges of talent management. Several speakers are quoted discussing how HR must transform to address these changes and better support business goals by focusing on areas like leadership development, organizational capabilities, and creating a workplace of choice. The overall message is that HR needs to shift from transactional activities to more strategic and value-adding roles to help organizations adapt and thrive in an evolving business environment.
IBM Cognos - Kombinera BI med prediktiv analys f旦r att minimera risker och n奪...IBM Sverige
油
Vi visar hur du kan 旦ka v辰rdet p奪 IBM Cognos l旦sningarna genom integration med IBM SPSS l旦sning f旦r prediktiv analys. Detta ger anv辰ndare p奪 olika niv奪er m旦jligheten att agera mer proaktivt genom att integrera intelligent underbyggda resultat som f旦uts辰ger och ger en djupare insikt till existerande IBM Cognos BI och Performance Management l旦sning. Denna presentation h旦lls p奪 IBM Cognos Performance 2010 av Robert Moberg, Solution Architect, IBM
Measuring Talent Management Effectiveness With Integrated AnalyticsHuman Capital Media
油
Understanding the effects your talent management program is having on your organizations top and bottom line can ensure greater success of your initiatives. Having the right tools in place to track and analyze in real time is key.
Join this webinar to see how integrated analytics can make your organization more effective. Youll interact with the speaker as she demonstrates the impact of integrated analytics on the top and bottom line.
During this interactive webinar, you will learn how to:
Leverage key performance indicators for talent management.
Create a closed-loop framework to measure and improve workforce effectiveness and efficiency.
Make a good analytics tool work for you.
Demonstrate the impact of integrated talent management analytics.
Business Impact: The Long-Term Value of Metrics That Matter Medha Pratap
油
The document discusses the long-term value of using the Metrics That Matter (MTM) learning measurement system. It presents evidence from multiple long-term clients that have used MTM for 5+ years, finding their learning metrics improved an average of 3-5% and up to 14.9% over time. As organizations continuously measure, improve courses, and close performance gaps, learning outcomes increase. The conclusion is that continuous measurement leads to improved learning and business performance over the long-term.
Transform Talent Management S W P V R E G E N C EJajohn
油
Strategic workforce planning (SWP) can transform talent management by providing a long-term, strategic approach to understanding future talent needs. The document describes Regence's journey implementing SWP through pilots, building internal capability, and establishing repeatable processes. Key lessons included gaining business buy-in, focusing on critical roles, and using data to prioritize talent investments and actions. Regence now incorporates SWP into annual planning to better connect people strategies to business strategies.
Ulrich Congres_iNostix_Smeyers_24 Aug 2010_slides_summary 3.0 ShortLuk Smeyers
油
These are the slides (in Dutch) of the Dave Ulrich congress in the Netherlands on August 24th 2010. 際際滷s from HR Transformation presentation of Luk Smeyers, iNostix.
This document discusses employer branding research methodology. It outlines several frameworks for researching employer branding, including instrumental and symbolic dimensions. It also presents examples of research matrices that can be used to understand an organization's profile and stakeholder differences, as well as levels of attractiveness and internal/external brand matching. The goal of employer branding research is to improve talent attraction, reputation, employee engagement, retention, and reduce employee turnover.