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HR Analytics and Big Data @ Work
Articles, research and reports on HR Analytics, Big Data and related topics
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Proprietary Metrics — the Next Big Thing in Talent Management - ERE.net

Proprietary Metrics — the Next Big Thing in Talent Management - ERE.net | HR Analytics and Big Data @ Work | Scoop.it

"I am a strong advocate of what I call “parallel benchmarking,” which is borrowing the proven best practices from completely different industries and functions. This article advocates the borrowing and the adaptation to talent management of what are known as “proprietary metrics” from the baseball industry. Proprietary metrics get their name because they cover metrics that are so powerful that they are “owned” and their components are therefore not shared."

Tony Brugman (Bright & Company)'s insight:

John Sullivan introduces Proprietary Metrics, another great Baseball invention coming to HR (Analytics)!

 

Interestingly, metrics can be used as a competitive advantage:

"Proprietary metrics in both baseball and talent management by definition are unique and valuable, so the data used, the methods for collecting the data, and the components in the metric formula are all treated as valuable secrets. This exclusive or limited use allows executives using the proprietary metrics to make better talent decisions than their competitors."

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Merging engagement survey outcomes with business data

Merging engagement survey outcomes with business data | HR Analytics and Big Data @ Work | Scoop.it
HR can expand its potential as a strategic partner given a more intelligent approach connecting HR and business data with the results of the engagement study. By linking the broader-scope engagemen...
Tony Brugman (Bright & Company)'s insight:

Great example of how to visualize engagement survey results effectively and with a clear story, while linking them to business data. (Courtesy of iNostix)

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16 HR Metrics Smart HR Departments Track

16 HR Metrics Smart HR Departments Track | HR Analytics and Big Data @ Work | Scoop.it

Via HR Trend Institute
Tony Brugman (Bright & Company)'s insight:

Great article by Globoforce! Darcy Jacobsen listed 16 HR Metrics that could bring more insight and life to your HR Dashboard. The list consists of Recruitment Metrics, Retention Metrics, Compensation/Benefits Metrics, Culture and Diversity Metrics, Staffing/Performance/Productivity Metrics, Development Metrics, and Health, Safety & Sustainability Metrics. 

 

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Your New Secretary: An Algorithm

Your New Secretary: An Algorithm | HR Analytics and Big Data @ Work | Scoop.it
Data scientists are beginning to peer into work relationships, trying to identify patterns that can improve how we collaborate with peers, manage sales relationships, or see how we stack up against colleagues.
Tony Brugman (Bright & Company)'s insight:

Cool examples of People Analytics! Read the WSJ item on 'Your New Secretary: An Algorithm'. How data and smart software are helping businesses and employees to improve their work life and work relationships.

 

Also, watch the Video: "Can an algorithm improve your work life? Evelyn Rusli explains why the next frontier for data is improving your work relationships."

http://live.wsj.com/video/your-new-secretary-an-algorithm/529D42D9-DD6F-4B0F-BD6B-39B51B3CB0F5.html#!529D42D9-DD6F-4B0F-BD6B-39B51B3CB0F5

 

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Develop a Recruiter Scorecard … Because Champions Demand That You Keep Score

Develop a Recruiter Scorecard … Because Champions Demand That You Keep Score | HR Analytics and Big Data @ Work | Scoop.it

"Champions insist that you keep score. If you understand that concept, you shouldn’t be surprised that one of the best ways to separate champion recruiters from weak ones is to bring up the topic of assessing individual recruiter performance."


Via Andrée Laforge
Tony Brugman (Bright & Company)'s insight:

ERE.net Part 1 of John Sullivan's excellent post on keeping a scorecard for recruiters to increase accountability (and in the end their performance). Sullivan gives three scorecard examples:

- A focus on the percentage of improvement in performance

- A year-long assessment of a recruiter’s progress

- A performance comparison to the best and the best ever

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11 Guiding Principles to Maximize HR Analytics Effectiveness

11 Guiding Principles to Maximize HR Analytics Effectiveness | HR Analytics and Big Data @ Work | Scoop.it
HR Analytics are certainly not a new topic in our business, however they have become very popular recently. We have done this type of work for organizations of all sizes for nearly twenty years—so ...
Tony Brugman (Bright & Company)'s insight:

Great read on iNostix' HR Intelligence Blog. A solid set of must-know guidelines and common mistakes when embarking onto the field of HR Analytics.

 

For example:
- "Organizations make investments in people without any data or with the wrong data"
- "Once a connection/linkage is made with the data, accountability is unavoidable (and that’s a good thing)"
- "Actual business impact must be shown—making predictions are not enough"

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Analytics used to predict who will leave a job!

Analytics used to predict who will leave a job! | HR Analytics and Big Data @ Work | Scoop.it
WSJ - March 14, 2013, 3:36 PM ET Joel Schectman Book: HP Piloted Program to Predict Which Workers Would Quit Hewlett Packard Co. tested a predictive scoring system that attempted to grade the likel...

Via Tanuj Poddar, Ramesh Babu C S, HR Trend Institute
Tony Brugman (Bright & Company)'s insight:

Interesting news. According to the new book Predictive Analytics, by Eric Siegel, HP piloted a scoring system to predict which workers would quit.

Siegel: "The analytics model looked at factors such as salaries, promotions and job rotations, and scored the likelihood that particular employees would leave."

 

More importantly, data scientists at HP estimated a full implementation of the system has a potential of $300 million in savings. "The current extent of the program is not known." To be continued...?!

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Unlocking Big Data: A Strategy for Workforce Analytics

Learn how to convert workforce data into meaningful insights to grow your company.
Tony Brugman (Bright & Company)'s insight:

Nice dialogue with Mercer's HR experts Brian Kelly and Wendy Hirsch by AMA. As usual the talk covers the general insights about why companies and especially HR should take HR metrics and HR analytics seriously. I like the example told by one of the experts, to emphasize the importance of following the adequate steps, when engaging into HR Analytics:

 

"We learned that the company started out, like many other companies before them, by first figuring out its data landscape—gathering what it has  data on and asking if the data are complete and relevant."

 

"One month Jim asked his analytics specialist, who compiles and sends the monthly reports, to hold off sending the report to gage reaction.  Do you want to know what they heard back…nothing! That's right, not a thing."

 

"In other words, start with the impact you want, that is, the question you want to answer. Then choose the metrics you’ll use to assess the impact. Then collect the data you’ll use to generate your metrics, report your findings, and assess whether you had the impact you desired."

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Workforce Analytics: Don’t Forget the Workforce!

Workforce Analytics: Don’t Forget the Workforce! | HR Analytics and Big Data @ Work | Scoop.it
Talent Analytics, Corp. has created the most valuable, (and most addictive) talent analytics platform in the industry. Talent dashboards help organizations and consultants anticipate the affect of current and future talent on business strategies.
Tony Brugman (Bright & Company)'s insight:

Sponsored by IBM, this blog post describes and gives examples of how companies can use workforce analytics in order to achieve strategic goals (eg. innovation or cost reduction). More important, the article stresses the need to keep an eye on the data of the 'resources' where it is all about: the workforce or people.

 

"There’s an even greater opportunity to extend the business value of analytics by including data about the people doing the work themselves in addition to skills and the other workforce metrics such as attrition or headcount."

 

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HCMI_Predicting_Financial_Perf_Webinar_020513.pdf

Tony Brugman (Bright & Company)'s insight:

Most valuable slides of the HCMI Webinar on Predicting Financial Performance with Human Capital Metrics (Courtesy of http://www.hcminst.com/thought-leadership/human-capital-management-webinars/)

 

Quote from the website: "HCMI has identified a handful of human capital metrics that actually predict financial and stock performance better than traditional financial metrics. These results remain consistent across industries and over multiple periods of economic change. Unbelievable? It is actually more shocking that these metrics are not leveraged by the investment community, and companies are not required to report them."

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CIPD - You say tomato, I say tomahto

CIPD - You say tomato, I say tomahto | HR Analytics and Big Data @ Work | Scoop.it

"The term Human Capital Management (HCM) arouses strong feelings, amongst HR professionals at least! In one corner it represents an attempt to categorise people as mere widgets in a machine in order to understand how to minimise their costs. In the other corner (and I have to hold my hand up here) HCM is a means of trying to understand the value of the contribution that people make to organisational performance."

Tony Brugman (Bright & Company)'s insight:

A critical review by CIPD on Human Capital management and measurement:

 

"While some people argue that there is little difference between the concept of 'human capital' and that of 'human resources', the key distinction is that the focus of human capital is on the value of employees, and how this may be measured, rather than on the HR function itself."

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The Difference Between Workforce Analytics & Big Data

The Difference Between Workforce Analytics & Big Data | HR Analytics and Big Data @ Work | Scoop.it
Big data and workforce analytics are often misunderstood. Learn how they're different and important in building workplace strateiges.
Tony Brugman (Bright & Company)'s insight:

While giving an analogy about her pregnancy, the author makes a good point on HR analytics: "HR metrics and formulas are pieces to the puzzle in helping you make the best decisions and find correlations between the analytics and metrics you are using." You have to look at the big(ger) picture in order to make the best decision for your work, team etc.

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Top 10 HR Metrics Tracked in Workforce Planning - i4cp

Top 10 HR Metrics  Tracked in Workforce Planning - i4cp | HR Analytics and Big Data @ Work | Scoop.it
RT @hrm_today: Top 10 #HR metrics tracked in workforce planning - via i4cp: http://t.co/6nWVDau2A0

Via Andrée Laforge
Tony Brugman (Bright & Company)'s insight:

Interesting findings from new i4cp study on usage of HR metrics in workforce planning. Read more on the study here: http://www.i4cp.com/productivity-blog/2013/07/18/new-i4cp-research-identifies-critical-workforce-planning-metrics

 

Quote from the related article:

"The research revealed that, for example, high-performance organizations are almost 3X more likely than low-performers (53% vs. 18%) to measure new-hire attrition rates. High turnover rates for new employees can signal problems with recruitment, onboarding, training or even employer branding."

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HR needs metrics and analytics to retain star performers following EU plans to widen bonus caps

HR needs metrics and analytics to retain star performers following EU plans to widen bonus caps | HR Analytics and Big Data @ Work | Scoop.it

The EU recently published its plans to widen bonus caps for banks, but despite the hype that this will lead to loss of staff and competitive advantage, banks have already begun to make positive preparations for these changes.


Via Andrée Laforge
Tony Brugman (Bright & Company)'s insight:

Interesting take on moving away from bonuses and need of HR Analytics in HR Magazine. The writer of the article says it "requires a complex way of measuring performance - metrics that for many companies don't currently exist. (..) Without HR analytics, measurement becomes a subjective "finger in the air" exercise based on networking and relationships within the company rather than on performance."

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Top Performers Produce 4x More Output and Higher Quality Referrals

Top Performers Produce 4x More Output and Higher Quality Referrals | HR Analytics and Big Data @ Work | Scoop.it

"Articles from academics don’t always provide practical lessons, but there have been two recent ones that everyone in talent management should pay attention to."


Via Andrée Laforge
Tony Brugman (Bright & Company)'s insight:

Excellent article on ERE.net (written by John Sullivan) discussing two studies  that provide valuable and practical lessons for HR and Talent Management. The first study “revealed that the top 5 percent of the workforce at the researched firms produced 26 percent of the firm’s total output.” This high ROI rate has consequences for HR: “Top performers need to be prioritized.”

 

The second study fits with the former one. This study shows that “a referral from a top performer who is hired will produce nearly three times more profit impact (+90%) for the firm compared to the referred worker from a below average performer.” Some consequences for HR: Measure quality of hire and identify high-quality referrers.

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Will Moneyball Analytics Kill Loyalty and Leadership?

Will Moneyball Analytics Kill Loyalty and Leadership? | HR Analytics and Big Data @ Work | Scoop.it
Past achievements mean nothing if you don't have future potential.
Tony Brugman (Bright & Company)'s insight:

Provoking article and ditto discussion on HBR. The author, Michael Schrage (MIT Sloan), discusses whether employees (from pro athletes to business marketers) gain their importance through results from the past or based on future value. According to the writer, the increasing use of 'Moneyball'-inspired analytics and metrics will also increase the emphasis on the latter.

 

"You are what the analytics predict you will be. That changes the social — as well as the professional — contract."

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Big Data: Scorecards and Dashboards | Talent Management Blog

Big Data: Scorecards and Dashboards | Talent Management Blog | HR Analytics and Big Data @ Work | Scoop.it

"Last week we discussed data from anecdotes and storytelling. This was the beginning of the human capital analytics continuum. This week I want to talk about scorecards and dashboards."

Tony Brugman (Bright & Company)'s insight:

Column by HR Analytics expert Gene Pease on Scorecards and Dashboards. Pretty basic stuff, but nevertheless a good read for learning those basics. Also it gives more color to what Pease calls the ‘Analytical Continuum’.

 

At the end, he warns users to overly rely on these instruments: “Dashboards are a good place to start. However, I caution against making decisions solely based on dashboard data. In many cases, this data is correlated, but that does not always imply causality.”

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Predicting the Future of Analytics - i4cp

Predicting the Future of Analytics - i4cp | HR Analytics and Big Data @ Work | Scoop.it

"Is anybody here creating predictive analytics that aren't about turnover?"

 

The room was silent.
Tony Brugman (Bright & Company)'s insight:

Good article by i4cp, discussing the need and value of using HR metrics (in relation to predictive analytics). The author, Cliff Stevenson, stresses the difference between two kind of metrics: efficiency metrics vs effectiveness metrics.

 

"Referred to as efficiency metrics, the metrics listed above are often the easiest to collect and generally measure how well HR executes its tasks. Efficiency metrics fall into the "necessary but not sufficient” category. They are worth paying attention to in order to manage HR better, but measuring them is not a driver of business success."

 

"The better reward for your investment of time and money comes from effectiveness metrics, which measure the intended impact of HR programs and practices upon the broader organization."

 

He names three effectiveness metrics that HR "should consider tracking":

* Quality of attrition

* Quality of hire

* Quality of movement

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Use of advanced workforce analytics lags interest in EMEA

Use of advanced workforce analytics lags interest in EMEA | HR Analytics and Big Data @ Work | Scoop.it
Human capital decision making continues to mature, as evidenced by the ongoing desire to harness greater types and amounts of workforce data, and a gradual shift – from operational to strategic – in the types of decisions HR professionals are...
Tony Brugman (Bright & Company)'s insight:

Interesting results from Mercer's EMEA 2012 Metrics & Analytics survey! Only 26% use Workforce Analytics for predictive modeling.

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Race: The next frontier for HR metrics? | HR blogs – People Management

Race: The next frontier for HR metrics? | HR blogs – People Management | HR Analytics and Big Data @ Work | Scoop.it

"The perennial issue of women on boards was back in the spotlight again this week, when business secretary Vince Cable wrote to the seven remaining FTSE 100 companies with no female board representation, asking what steps they were taking to increase gender diversity at the highest level."

Tony Brugman (Bright & Company)'s insight:

Measuring Metrics, is it just "about quotas, or about information"? Good blog at @PeopleMgt

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