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#Leadership : The 8 HR Analytics Every Manager Should Know About…People are Vital to the Success of any Company. There’s No Doubt that any Business Which can Attract the Right Competencies, Manage Talent Effectively, Utilize Capacity Efficiently, & Retain Employees is Setting Itself Up for Long-Term Success.

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HR departments are generating more data than ever before but at the same time they often struggle to turn their data into valuable insights. Based on the work I do with companies all over the globe I have identified some of the most important analytics managers can use to better understated the people-related side of their business.

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This post builds on my article on the key business analytics tools, which might make good additional background reading. Here is my list of HR analytics every manager should know about:

1- Capability analytics

The success of your business depends on the level of expertise and skill of your workforce. Capability analytics is a talent management process that allows you to identify the capabilities or core competencies you want and need in your business. Once you know what those capabilities are you can compare them to the capabilities you have in place at the moment to see if you have any gaps.

Tip: Capabilities are not just about qualifications and skills; they can also include capabilities that may not be formally recognized, such as the ability to develop and maintain relationships.

 

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2- Competency acquisition analytics

Talent matters, and the acquisition and management of talent is often a critical factor in business growth. Competency acquisition analytics is the process of assessing how well or otherwise your business acquires the desired competencies. You need to start by identifying the core competencies your business requires now and in the future. Then assess the current levels of these competencies within your business and identify any gaps. You can then monitor how effective you are at developing these competencies in-house or spotting and recruiting candidates with those competencies.

Tip: Key to effective competency acquisition analytics is focusing on a small set of core competencies.

 

3- Capacity analytics

Capacity affects revenue. Capacity analytics seeks to establish how operationally efficient people are in a business, e.g. are people spending too much time on admin and not enough on more profitable work, or are individuals stretched far too thin? It also allows businesses to establish of how much capacity they have to grow?

Tip: The tricky part is establishing a system to track capacity without creating huge administrative burdens and without alienating employees with a ‘big-brother’ approach. Big data and sensor system can be very effective here.

 

4- Employee churn analytics

Hiring employees, training them and then integrating them into the business costs time and money. Employee churn analytics is the process of assessing your staff turnover rates in an attempt to predict the future and reduce employee churn. Historical employee churn can be identified through traditional KPIs such as the employee satisfaction index, employee engagement level and staff advocacy score. Surveys and exit interviews are also useful tools.

Tip: Always remember that some employee churn can be desirable. It is important to identify a healthy level of churn and develop system to pinpoint the ‘regrettable’ churn.

 

5- Corporate culture analytics

Culture is notoriously difficult to pin point and even harder to change. It is essentially the collective (often unspoken) rules, systems and patterns of behavior that embody your business. Corporate culture analytics is therefore the process of assessing and understanding more about your corporate culture or the different cultures that exists across your organization. This then allows you to track changes in culture you would like to make, understand how the culture is changing, create early warning systems to detect toxic cultures in their development and ensure you are recruiting people that don’t clash with the corporate culture.

Tip: One way to assess culture is through the analysis of customer service conversations, which can provide a rich vein of data to assess corporate culture.

 

6- Recruitment channel analytics

Employees represent the greatest cost and greatest opportunity in most businesses. Recruitment channel analytics is the process of working out where your best employees come from and what recruitment channels are most effective. Recruitment channel analytics will involve some historical assessment of employee value using KPIS such as human capital value added and return per employee. Surveys and entry interviews are also useful sources of data.

Tip: Aggregator sites like glassdoor.com operate like Trip Advisor for recruitment and can provide companies with independent reviews of their recruitment process.

 

7- Leadership analytics

Poor leadership, whether of a business, division or team costs money and prevents a business from fulfilling its potential. Leadership analytics unpacks the various dimensions of leadership performance via data to uncover the good, the bad and the ugly. Data about leadership performance can be gained through the use of surveys, focus groups, employee interviews or ethnography.

Tip: It is advisable to make the data collection anonymous, so that employees can really open up and provide useful information. Few employees would feel confident or safe talking about their leader or manager if they knew that person could or may have access to their opinion.

 

8- Employee performance analytics

Your business needs capable high-performing employees to survive and thrive. Employee performance analytics seeks to assess individual employee performance. The resulting insights can identify who is performing well and who may need some additional training or support in order to raise their game. Today, we have many innovative ways of collecting and analyzing performance, from crowdsourced performance assessments to big data analytics.

Tip: I advise companies to move away from the classic and outdated performance reviews. With modern data capture techniques it is possible to analyze performance more holistically and less focused on specific parts of a job that might cause employees to skew their behavior.

 

Bernard Marr is a best-selling author, keynote speaker and data expert. His new books is: ‘Key Business Analytics: The 60+ Business Analysis Tools Every Manager Needs To Know‘

 

Forbes.com | March 1, 2016 | Bernard Marr

#Leadership : Challenges For HR Directors In 2016…There is a Growing Trend towards Manager & Employee-Driven HR Processes Rather than HR being the Main Driver

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In 2015, one of the notable features of the business world has been the impact that a corporate scandal can have on the reputation of a company or sector.

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As Benjamin Franklin, one of the founding fathers of the US remarked: ‘It takes many good deeds to build a reputation and only one bad one to lose it’.

In 2015, the repercussions of the carbon emissions cheating debacle by Volkswagen continues to be felt by its customers, suppliers and employees and a catalogue of misdemeanors such as the foreign exchange rate rigging and money laundering has plagued the banking sector.

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On a macro-economic level, the population continues to age in many countries across the EU as well as the US and Japan. Germany and Japan have a population average age of 46 years while in the US this is 36 years old. The demographic profile is very different in Africa where the average age in South Africa is 25 and 15 years old in Uganda. The changing demographics within the West and in emerging markets will have implications for the talent management programs of global firms. I asked some experts to gaze into their crystal balls and give their views for 2016 in terms of talent management, leadership, culture and technology.

Reputation management will be front and centre of HR directors’ agenda, commented Rita Trehan, chief capacity officer at Rita Trehan LLC. “The Volkswagen downfall has cast a long shadow; a healthy culture gone astray. If it can happen to them, it can happen to anyone. Next year, the onus will be on HR to take the lead, manage the company reputation and call out risky practices that might bring down a business.”

Major skill shortages and huge changes in demographics will be on the radar of HR directors of FTSE100 firms, remarked Nick Holley, co-director of the center of HR Excellence at Henley Business School.

“I see a lot of companies have a big issue where there is shortage of science, technology, engineering and mathematics (STEM) skills. At the same time, we see that many FTSE100 firms have demographic problems as there are a significant proportion of baby boomers on the cusp of retirement. There is a real issue with knowledge transfer here.”

As the job market becomes more competitive and skill shortages worsen, this will place the prospective employee in a more influential position to research an employer, argued O’Connell. “Employees have more information than ever before on a prospective employer. HR needs to focus on what their employer brand is and build trust between potential employees and the business.”

In terms of talent management challenges facing global firms in 2016, there is a growing understanding within the HR industry that the annual performance review isn’t an effective way to manage people or boost performance, argued David Brennan, general manager of Achievers. “It’s a process that looks in the rear-view mirror, that’s focused on what your employee did a year ago. It’s no longer a relevant or fruitful procedure for the new generation of employees. Learning how to incorporate real-time feedback into the company’s culture will be crucial for global firms who want to see engaged and successful employees.”

Holley warned that global firms had to be careful when it came to defining ‘talent’. “It’s not just the high potential employees. Most organizations see the talent issue is around critical skills that they require to deliver their business strategy.” Holley argued that there needs to be more ‘subject-matter’ leadership within organizations. “We tend to think that leadership is about leading people but it’s also about commercial leadership, multi-cultural leadership and leading within the context of the organization.”

HR directors of multinational companies need the ability to balance the need of different business challenges arising from different regions, said O’Connell. “Immigration is an interesting challenge. There will be increasing workforce diversity and companies that embrace that diversity will see that leverage of value.”

Global organizations must consider what it means to have a multi-generational workforce and how they work together, advised Charlotte Sweeney, founder of Charlotte Sweeney Associates, a diversity and inclusion consultancy. “Organizations need to consider what employees from different generations and different life styles are looking for from an employer, whether that’s interesting work, being able to make a difference to wider communities or the rewards and recognition they receive. Research shows that the younger generation is much more vocal about what they want and don’t want from their employer and career. If companies want to be able to attract and retain future talent, then these perspectives do need to be listened to.”

Another challenge for multinational firms is how they communicate with the millennial generation especially with the increasing influence and presence of online sites that review organizations, argued O’Connell. “Employers have a real challenge here as with greater choice and influence, this generation has a depth of knowledge about companies. HR directors have to make sure they are communicating properly about their company. Glassdoor has provided authentic feedback about companies and I see the more progressive organizations respond to comments on Glassdoor, rather than ignore it.”

O’Connell warned that the HR function had to get closer to the business in 2016 in order to be more effective. “We did research recently which revealed that 50% of business leaders don’t value the analytics that HR provides for them. HR is taking a technology-focused approach but it needs to provide the data that the business unit values.”

Technology will play a pivotal role for the HR function in 2016, commented Simon Constance, partner, people advisory services at EY. “I think that 2016 will be the year that automation hits the administrative processes and we’re going to see an explosion of artificial intelligence. Automation will take a swathe of process roles out in call centers. Junior analysis roles will also be hit by automation.”

Dominique Jones, Vice-President of Human Resources at Halogen Software believes that there is a growing trend towards manager and employee-driven HR processes rather than HR being the main driver. “To support this, HR technology will provide employees and managers a central view of all ongoing performance and development activities, and a simpler way to review and revise goals, development plans and gather and provide feedback across multiple devices.”

 

Forbes.com | December 30, 2015 | Karen Higginbottom ,CONTRIBUTOR

 

#Leadership : Companies are Now Using this Strategy to Win the War for #Talent … How can #Employers Make sure Highly Qualified #Workers Choose Your Company over Your Competition?

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Recruiting top talent is a priority for every business regardless of location or industry. According to a report released by commercial real estate services company CBRE, 67 percent of multinational companies prioritize talent acquisition and retention over cost savings.

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There’s a good reason for that: Without skilled workers, companies would be lost.  And at the heart of the talent conversation lies real estate. In fact 46 percent of corporations’ global real estate decisions last year were driven by talent availability.

But even if you establish your business in a place where there’s a lot of good talent, securing it can be an outright war. So, how can employers make sure highly qualified workers choose them over the competition? Here are some ways to maximize real estate as a tool in the talent war.

Turn your headquarters into a community

If your company isn’t located in a major city, then offices can sometimes be pretty generic looking, often lacking any personality. Not so for ESPN. The company’s headquarters in Bristol, CT, aren’t a run-of-the-mill office park, but a full-fledged compound. After employees eat in the onsite cafe—which includes a brick pizza oven, vintage popcorn machine, and sports references like “Field of Greens”— they can get together to shoot some hoops out back. When they need a break from technology they can chat by a pond-side gazebo or visit the expansive gym, open seven days a week.

Obviously ESPN’s state-of-the-art, 123-acre campus makes it a desirable employer, but you don’t need a similar setup to attract and keep the best talent. Instead, you can infiltrate a community that already exists — whether it’s a desirable neighborhood in a certain city or an office park (an attractive one) in a suburb. Local restaurants, entertainment options, and other amenities play a big part in determining whether workers will choose you or sign on with a rival.

 

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Focus on wellness

How healthy is your business? Increasingly, companies are thinking of this question not in relation to revenue, but actual employee health. CBRE calls this the “wellness” agenda, where “the physical comfort and performance of the workforce come to play a growing role in building production and management.” In other words, services that were once viewed as a luxury—like on-site gyms and spas—are becoming commonplace, and failing to build them can leave companies in the dust.

CBRE reports that close to 50 percent of workers rank amenities like gyms as an important workplace feature, while more than half consider the indoor environment. These factors affect the modern workforce’s decision about which company to choose, and how long to stick around.

General Mills, the Minneapolis, MN, consumer packaged goods manufacturer, offers its workers access to an on-site health clinic. Meanwhile, in San Francisco, Twitter provides staff with a rooftop garden for when they need some down time.

Dial up employee collaboration

A business’ ability to foster corporate connectedness is very much a product of its workspace.

That’s because certain workspaces encourage employee collaboration, which can create a more appealing company culture—something that’s sure to draw workers. When Steve Jobs was CEO of Pixar, he hired famed architectural firm Bohlin Cywinski Jackson to design a campus that included a central atrium and multiple gathering areas that “promoted encounters and unplanned collaborations.” Teamwork and a positive atmosphere matter, especially when you consider many professionals spend more than 1,500 hours in an office each year.

Winning the talent war is about understanding what your target employees value in a workplace — from infrastructure to lifestyle perks — and delivering. When you can strike that balance between community and culture, workers will be lining up to sign on.

Find out more about how the right real estate can help recruit and retain great employees. 

This post is sponsored by CBRE. 

 

Businessinsider.com | December 8, 2015 | CBRE