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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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Learning analytics don't just measure students' progress – they can shape it

Learning analytics don't just measure students' progress – they can shape it | HR Analytics and Big Data @ Work | Scoop.it
From online forum debates to predictive essay writing software, data showing how students learn can help universities adapt their teaching
Tony Brugman (Bright & Company)'s insight:

Good article in The Guardian: Learning Analytics can improve students' performance and reform teaching at the same time!

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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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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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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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