Thursday, December 29, 2011
Monday, December 19, 2011
Monday, December 12, 2011
Monday, December 5, 2011
Monday, November 28, 2011
Monday, November 14, 2011
Monday, November 7, 2011
Thursday, November 3, 2011
To see more specific insights go to twitter and search on: #tcbhcm....interesting observations, check them out!
1) There are definitely more people here. Small talk contributes this increase to a slightly better economic situation and an increased interest and focus on HR metrics and analytics.
2) The conversations are not about tracking measures, or even dashboards and scorecards...it's about making BETTER BUSINESS decisions. I love this as it puts context around HR and their role in the organization. Michael Gregoire, CEO Taleo said it best:
"Business Strategy and HR Strategy should be ONE!"
3) Last year, I didn't even hear the word social media and its impact on talent management. Today, I have seen how smart companies like Juniper are leveraging technology to manage talent, leading to engagement, leading to desired business outcomes. AWESOME!
4) Lots of talk around HR metric standards. The over arching opinion is that they are coming...from industry experts. My question around this topic is, why hasn't SHRM taken a lead on metric standards? I know they have finally developed a standard around cost per hire. YEAH, but guess what? We have moved on from that metric...#toolittletoolate
The audience was polled and 54% were involved in HR Metrics but only about 1/2 as many involved in predictive analytics. I mention this because HR must get to "predictive" in order to assist CEO's in making better decisions. Mike Echols of Bellevue University said it best....
"HR needs to be better competitors for organizational investment capital"
If that is to be the case, as the money is certainly there on US balance sheets for the taking, then HR needs to make a business case. That business needs data most of the time and what the predicted outcomes will be so that CEO's can make informed decisions on resources.
I think this need for talent management investment must be HR's driver to get on the analytics train.
I always like to know what is next...what's the next topic after we leave tomorrow. Dr. Jac said he is thinking about, "How to build and analytic culture." OMG....2 of my fave topics all in one. Please can I come back?
Ok, so here are some other thoughts regarding today's sessions:
1) I think there is a need to use other Talent Management examples besides training. I believe you can look at examples for rewards/recognition, engagement, performance management, etc and show how companies have linked those to bottom line results as well.
2) I think one big example of aligning strategy to HR strategy and then analyzing MULTIPLE HR investments against desired outcomes would be great. Even better, how to choose between competing HR initiatives. If you have identified through strategic mapping that you may need a training program or a rewards/recognition change, how do you use data to pick the one that has the "most bang for the buck" (discussed by attendees at my lunch table as a suggestion)
3) Dr Jac had a great slide demonstrating linkage between employee investments, operational outcomes, customer outcomes and finally financial results. This really drives home the need for HR strategy and business strategy being one. This idea supports it's not about alignment really but about integrating HR's strategy into the business strategy.
4) Talent management data is not business intelligence by itself. It's just another siloed data set that needs context. It needs to be analyzed with its other data friends...customer, operational and financial data.
Bottom line...a company's competitive advantage is not about services/widgets...it’s the people. Don't you need to know how that investment is performing for you? Don't you need to know how to increase that asset's performance?
The only way to answer those questions is through analytics.
Wednesday, November 2, 2011
Monday, October 31, 2011
Monday, October 24, 2011
Monday, October 17, 2011
Monday, October 10, 2011
What is the formula for creating a culture that is a competitive advantage for your company?
Tuesday, October 4, 2011
Monday, October 3, 2011
Tuesday, September 27, 2011
Monday, September 19, 2011
Monday, September 12, 2011
Influence (transitive verb): to affect or alter by indirect or intangible means
Thursday, September 8, 2011
Monday, August 29, 2011
Monday, August 22, 2011
Tuesday, August 16, 2011
Once upon a time, there was this big company. This company wanted to grow into a bigger company, so it huffed and puffed and blew its competition over...THE END.
Monday, August 8, 2011
Tuesday, August 2, 2011
Sunday, July 31, 2011
I am asked what lessons I have learned when it comes to HR metrics a lot when I am speaking. There are so many lessons as this field has come such a long way in such a short period of time. When I first started reading and speaking on the subject back in the late 1990’s the top HR measure was cost per hire. Fast forward to today and we can analyze things like: PREDICT ING who will be successful in our organization by using recruiting and performance data and we can PREDICT who is at risk for leaving our organization. Fascinating, and the possibilities are endless.
- Don’t just start measuring the usual suspects, start with your organizational strategy and work from there
- Don’t copy your neighbor’s HR metrics for the reason listed above
- Don’t use benchmarks for the sake of benchmarking because average does not equal better result
- Don’t just email metrics out and expect your managers to understand them. Make sure the metrics tell a compelling story
- Don’t celebrate metrics that aren’t impactful. No one cares how many days it takes you to fill requisitions on average or if you have 100% participation in the performance management process. They care about what impacts revenue, profit and costs-DIRECTLY
- Don’t use unreliable data or data that has not been verified. This will make you lose credibility points fast
- Don’t go through a lesson in correlations and regressions…no one cares. Just tell the story on how the data analysis has uncovered something that impacts the business
- Don’t measure for measuring sake. Tracking hundreds of metrics is not smart nor does it move the dial. Determine what are those levers that move your organizational success factors and measure those
- Don’t use fancy technology when an Excel spreadsheet will do. Start small and if you get traction and buy in organizational wide then move to a more robust solution
- Don’t depend on current staff to have the analytical muscle to perform statistical testing. Not everyone is a quant jock…if you have that talent on staff great, but that skill set is not one that is usually found in HR departments.
I would love to hear your lessons out there…I am sure you have your own metrics stories…do tell!!
Monday, July 25, 2011
Our Atlanta City Public School System has been in the news lately for its highly publicized cheating scandal. You can read about this here and here.
Being an Atlanta native, it breaks my heart on many levels, the worst being what this has done to our children and all for what? More dollars in the bonus checks of high-ranking APS employees. I cringe every time I see that logo. "Our focus...Student Success," at what cost?
Of course, that made me think as performance management is something I do know a little something about. Did anyone at APS ever hear that, "What gets measured gets done?" And just sometimes employees take this to the extreme to make more money.
I have no idea what the teacher's and principal's performance management system looks like. I do know that there are many other factors that play into this mess, like integrity and chain of command issues and culture. But I also know that a balanced set of performance measures might have tipped some folks off that something wasn't right.
I think about performance management systems for our military, it is very structured and highly technical like our men in uniform. A one size all approach is definitely not the answer at APS or really anywhere I can think of.
One article cited above stated that the "culture of fear" and "higher than attainable growth targets" as the root causes for the crisis. I am sure this situation will be dissected to near death, but at the end of the day....you have some management basics that were either ignored or not acted on. WHAT A SHAME!
When you are designing performance management systems you must consider these basics:
1) What is at stake (revenue, profits, people's lives, children, homeless individuals, etc.)?
2) What behavior do I want repeated in a consistent manner?
3) How do I incent that desired behavior and keep that going?
4) How do I measure desired behavior and other business results (operational, customer, etc.)?
5) How do I stop/track/punish unwanted behaviors (cheating, dishonesty, etc)?
6) Goal setting is an art and a science. You set them too low and you have under performance, you set them too high....and you can have an even worse situation given the right circumstances.
I don't think that a performance management system could have prevented this debacle as there are many things that led to something like this. But, if you have great leadership, that instills a culture of TRUE accountability, with rock solid VALUES that are rewarded though a highly customized performance managements system....then you have won about half the battle.
The other half is that you must HIRE the people that can execute ON and IN the above described situation.
And if they don't fire them instead of promoting them!
Monday, July 18, 2011
Monday, July 11, 2011
So you think you want to be a consultant. You better think about it long and hard. It's not the glamorous "get on an airplane and bill $3K a day life" that has been rumored.
Thursday, June 30, 2011
The workforce is changing. Just as a company would adjust its business model to a changing market, organiz
ations must rise to meet the needs of the new kids on the block: Generation Y. One of the biggest questions posed to HR professionals has been, “Can Gen Y handle performance reviews without the sugar coating?” The answer is yes.
Some analysts have dubbed us “trophy kids,” and believe we grew up being rewarded for our endeavors regardless of scale or success. Many believe we cannot handle life in a less-than-adoring work environment. Contrary to popular belief, though, we don’t need our hands held or our egos stroked daily. It’s important for leaders and managers to understand things from our perspective, so they can get the most out of our performance reviews.
Here’s how we see it:
1. We don’t get it. You say performance reviews are important, but they are executed so poorly. Dust off your thinking caps, modernize your reviews, and capitalize on your most valuable asset (your people).
2. Lose the sugar coating. You weren’t the only ones suffering through the recession. Our idealism, though strong, has been tempered. If our performance can improve, give us strong, actionable feedback with measurable goals.
3. Connect with us. Regular feedback doesn’t have to be complicated. If you don’t have an instant messaging client in your office, get one. They’re a great tool for maintaining informal lines of communication (which we love).
4. Positive reinforcement isn’t a bad thing. Whoever demonized trophies should think again. Rewarding good performance can be as simple as an “Atta boy!” or “You go girl!” sent via email--and they go a long way in giving Gen Yers a sense of accomplishment.
To read this article in its entirety, check it out the Software Advice’s blog: