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Brooke Brimo is an Honours Political Science student at McGill University. In her Feminist and Social Justice Studies class, she researched discrimination against transgender people in American workplaces. She was inspired by the story of Ginger Chien, a transgender device architect at AT&T. This company is at the forefront of social change, yet even the most progressive organizations have room for improvement. This is a summary of Brooke’s research paper.

Transgender people’s rights at work have recently come under threat. The Civil Rights Act, which prohibits sex discrimination in the workplace, no longer protects against discrimination based on gender identity or transgender status.

In light of this, top-ranked businesses have implemented an unprecedented number of transgender-inclusive affirmative action initiatives. 83% of the Fortune 500 now have gender identity non-discrimination policies, 55% offer inclusive healthcare coverage, and 450 major businesses have transition guidelines, dramatic increases from previous years.

Although changes in company policy can greatly improve transgender employees’ quality of life, they are insufficient to eliminate prejudice when they are not accompanied by changes in workplace culture, and in the ideas and beliefs that employees hold.

Some Important Terms Explained

Biological sex

Male and female anatomical characteristics.

Gender identity

The internal feeling of being male or female.

Cisgender people

Those whose gender identity and biological sex match.

Transgender people

Those whose gender identity and biological sex do not match. To align their external with their internal self, they may choose to change their name, dress differently, take hormones, or have surgery.


The deeply held assumption that cisgender people are “normal” and transgender people are “abnormal.” Many of us may unintentionally think this way, since transgender issues only recently entered mainstream consciousness. We must challenge this assumption.

What Workplace Discrimination Looks Like for Transgender Workers

Most workplaces are not neutral settings that reward workers on merit alone. Two forms of inequality exist: an organizational chain of command and a hierarchy of social privilege. Employees’ position within the social structure (for example, in terms of gender, race, and sexual orientation) helps or hinders their advancement in the workplace structure.

Since “transgender” is a broad term, there is no universal transgender workplace experience. According to Kristen Schilt, trans men generally report increased perceptions of authority and competence relative to their female counterparts, fewer unwanted sexual advances, access to male-dominated social circles, and greater opportunities for career advancement.

Trans women, however, are treated with less respect, given fewer opportunities for advancement, and expected to take on a different role within the gendered division of labor. Ginger Chien writes: “Being mostly successful at ‘passing’ as female… comes at the cost of dignity. I worked hard to exit the box of male conformity — only to land in another box.”

Chien also states that “There are countless forms of exclusion, rejection and danger unique to transgender people. I have been treated in demeaning ways as a woman, harassed and accosted for being transgender, and now see myself being written out of society by new laws.”

Transgender employees’ human dignity is often threatened. Having to dress in a way that is at odds with their gender identity or being forced to use the wrong bathroom is detrimental to their self-esteem. Their physical safety is often threatened too. They are at heightened risk of sexual harassment and sexual assault. Dignity threats can be mitigated through changes in company policy, and physical threats can, in theory, be dealt with through legal means. However, subtler forms of prejudice are not legally actionable, ranging from offensive jokes to social exclusion among colleagues.

Although their objective may be to advance workplace equity, LGBT employee support groups can inadvertently threaten transgender people. The commonality between people who are lesbian, gay, bisexual, and transgender is less a shared identity than a shared difference relative to what is considered “normal.”

LGBT groups may neglect transgender concerns due to their relatively small numbers within the group. The cisgender members may even be prejudiced against transgender people. Employee support groups must be sure to support all employees in order to be effective.

Take the Ethical Praxis Approach

Should workplaces pursue diversity for profit or for ethics? The business case argues that diversity results in greater employee retention, fewer lawsuits, higher quality staff, and better generation of ideas, increasing overall profit. The ethical case argues that it is wrong to pursue diversity based on commercial self-interest; diversity should be the primary goal.

Carl Rhodes proposes “ethical praxis” as a compromise between the business case and the ethical case. This approach prioritizes justice while also appealing to business concerns, and focuses on concrete action that offers equitable protection, benefits, and opportunities to marginalized employees .

For example, diversity is a fundamental part of AT&T’s mission, and the company’s inclusive workplace culture gives it a strategic edge by fostering innovation. The ampersand in the company’s name symbolizes this commitment: “The ampersand… is a basic symbol of connection. Yet the dynamics that transform individual differences into shared strengths are much more complex.”

AT&T achieved real gains for the broader community by participating in over 50 community outreach initiatives in 2016, including LGBT hiring events and panel discussions highlighting transgender workplace issues.

AT&T’s chairman and CEO Randall Stephenson acknowledges that although the company has been at the forefront of diversity and inclusion initiatives for decades, difficult dialogue is required to additionally combat prejudice: “I’m not asking you to be tolerant of each other… Being tolerant requires nothing from you but to be quiet and not make waves, holding tightly to your views and judgments without being challenged. Do not ‘tolerate’ each other. Work hard, move into uncomfortable territory and understand each other.”

Ultimately, our society’s conceptualization of gender, which categorizes every person into one of two restrictive boxes, is harmful and antiquated. Transgender people, just like cisgender people, have valuable ideas, talents, and ambitions. Yet, they face unthinkable obstacles on a daily basis, simply for not conforming to the socially constructed rules of gender.

Achieving a transgender-inclusive workplace requires more than changes in company policy. It requires changes in ideas. To ensure an inclusive atmosphere, every employee must be willing to listen to and respect others’ points of view and experiences, even those that may be unfamiliar or difficult to understand. Reconsider your deeply-held beliefs about these gender issues and challenge your colleagues to do the same. Most importantly, recognize that every person is worthy of dignity.

The post How to Create a More Transgender Inclusive Workplace appeared first on Visier Inc..

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People analytics is now business-critical and, more than ever, HR must take advantage of the massive opportunities that analytics provides. The HR teams that will succeed in 2018 and beyond are those that have a grasp on how the developments of the data age will impact the workforce and their business. To support this, we’ve gathered a list of the top 2018 people analytics and workforce planning conferences for data-driven HR leaders of all skill levels.

Why is it so important for HR to attend at least one conference on data and analytics? In this post, Visier Chief Strategy Officer, Dave Weisbeck, points out that:

“Workforce data isn’t limited to the processes HR manages, though, and whether we are trying to connect learning programs to productivity, or are hiring for customer satisfaction, we must expand our view of what workforce data is.”

If you’re looking for a local event to attend, consider attending a Visier People Strategy Power Lunch. These interactive networking luncheons focus on the best practices for using people analytics to achieve your HR goals. See when we’ll be coming to a city near you!  

This industry is fast-paced and continuously evolving. We’ll update this page as more people analytics and workforce planning conferences come up. Be sure to check back!

February People Analytics & Future of Work

When: February 1-2

Where: San Francisco, CA

What data-driven HR leaders can expect: Cutting-edge practices and research on how work will be measured and organized, as well as deep dives into the impact analytics, automation, AI, and globalization will have on these.

IQPC HR Analytics & Metrics Summit

When: February 26-28

Where: Orlando, FL

What data-driven HR leaders can expect: Come away with new knowledge on creating a strategic analytics plan, finding the ROI of your human capital initiatives, establishing a data-driven HR organization, and more.

HCI Workforce Planning & People Analytics Conference

When: February 27-March 1

Where: Miami, FL

What data-driven HR leaders can expect: While the agenda boasts session topics such as how to forecast for the business by merging planning and analytics and how to use analytics to make better teams, there are also opportunities to meet other data-driven leaders through interactive roundtables and hands-on workshops.

LEAP HR Retail

When: February 28-March 1

Where: Nashville, TN

What data-driven HR leaders can expect: This conference will challenge retail HR professionals to reimagine their traditional processes and build innovative strategies for an increasingly digital world and consumer.

March UNLEASH Conference & Expo

When: March 20-21

Where: London, UK  (also occurring May 14-15 in Las Vegas, NV and October 23-24 in Amsterdam, Netherlands)

What data-driven HR leaders can expect: This conference offers something for every HR professional looking for the latest tech and solutions, including how to work smarter using your data and analytical tools. Don’t miss the think tank sessions for deeper dives with HR and tech experts!

April HR Insight Summit

When: April 9-11

Where: Austin, TX

What data-driven HR leaders can expect: Ideal for senior HR decision-makers, this conference focuses on a wide-range of topics: data and innovation insights, workforce analytics, multigenerational management, the digital and diverse workplace, and organizational culture and productivity from hiring, training, engagement, retention, and succession planning.

Tucana People Analytics World

When: April 11-12

Where: London, UK

What data-driven HR leaders can expect: Presentations and conversations about the expanding role of people analytics in business, case studies from all stages of the analytics journey, and examples of new technology and methodologies to leverage such as Organizational Network Analytics, Natural Language Processing, and more.

May Visier Outsmart 2018

When: May 23-24

Where: San Francisco, CA

What data-driven HR leaders can expect: A keynote by Josh Bersin, Principal and Founder of Bersin by Deloitte, kicks off our annual people analytics and workforce planning conference. Expect case studies and best practices from top global brands on topics such as why people analytics should come before HRMS implementations, the steps to successful analytics adoption and roll out, agile workforce planning, and much more.

June Strategic Talent Acquisition Conference

When: June 6-7

Where: Miami, FL

What data-driven HR leaders can expect: In addition to a pre-conference workshop on Talent Acquisition Analytics, there are an abundance of data- and technology-focused sessions that promise to help you better attract, source, assess, select, and onboard candidates.

TMA Human Capital Analytics & Workforce Planning Event

When: June 11-13

Where: San Diego, CA

What data-driven HR leaders can expect: Attendees of all skill-levels will learn how to design an agile organization with people analytics and a data-driven HR department at the helm. Find out how to measure the strengths and weaknesses of your current analytics program, use predictive analytics to identify future high potentials, and more.

July LEAP HR Healthcare

When: July 10-11

Where: Chicago, IL

What data-driven HR leaders can expect: Discover how to solve healthcare’s most complex workforce challenges using the latest analytics best practices and technology. This conference focuses on preparing HR pros for the future of work while patient satisfaction and other business outcomes top of mind.  

September HR Technology Conference & Exposition

When: September 11-14

Where: Las Vegas, NV

What data-driven HR leaders can expect: From SaaS to analytics, to big data to social media, and more—learn from industry experts on business processes and organizational successes enabled by technology. Expect topics to cover everything from best practices for buying and implementing technology to the digital disruptions coming HR’s way.

October The Future of HR

When: October 4

Where: Dallas, TX

What data-driven HR leaders can expect: Co-led by John Boudreau, research director of the Center for Effective Organizations and frequent Visier guest writer, this unique program focuses on the changes coming to the nature of work, workers, and the work ecosystem, such as automation, robotics, and workforce planning in uncertain times.

November The HR Congress

When: Nov 27-28

Where: Brussels, Belgium

What data-driven HR leaders can expect: A TED-style conference focused on content that will help you build an agile and responsive organization, and foster a performance-driven culture. Expect to hear actionable sessions and keynotes with a slant towards HR technology and preparing for the future of work.

The post People Analytics Conferences Data-Driven HR Leaders Can’t Miss in 2018 appeared first on Visier Inc..

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In my companion article entitled “Influence Your CEO With WOW And OW! Talent Data” I explained how you can impress your CEO by converting your Talent Acquisition results into dollars. It’s also important to understand that you can’t impress a CEO with a large volume of tactical recruiting metrics. Instead, you must focus on metrics that demonstrate a direct impact on what CEO’s really care about, the firm’s strategic goals. When you shift to this “WOW the CEO” metric model, you need to begin using business impacts as the key selection criteria for determining which metrics to report to senior executives.

The Metrics That Reveal the Highest Business Impacts from Talent Acquisition Actions

Here are my top 14 recommended business impact Talent Acquisition metrics for influencing executives, with the most important ones listed first. Obviously, it’s important to work with senior executives to determine which of these metrics they would prefer to have reported to them.

1. Revenue per employee ratio

This overall HR metric demonstrates the increasing revenue value that your workforce is creating as a result of good HR and recruiting. And it is easily compared between firms in the same industry to demonstrate that your workforce is more productive than your competitor’s. For example, Apple produces an average annual revenue per employee of $1.9 million, Facebook $1.6 million and Google $1.3 million (Note the revenue per employee of all publicly traded companies can be found on MarketWatch.com). An alternative metric is your dollars of profit to labor cost ratio.

2. On-the-job performance of new hires (Q of H)

The most important foundation metric is the quality of hire. Using golf as an example, a quality of hire measure would be last year’s golf team’s new-hires scored an average of 70… while this year’s hires scored 63, an improvement of 10%. There is no more important overall Talent Acquisition metric than the quality of hire because it reveals that you are in fact hiring better performers. But also because the quality of hire measure can be used to validate your hiring criteria and to assess the effectiveness of each element of your hiring process. The one single metric that should be used in the calculation is the percentage improvement in on-the-job performance of new hires compared to previous years.

3. The total estimated $ impact of recruiting on the business

Work with the CFO’s office to convert your quality of hire/on-the-job performance improvement of new hires into dollars. The simplest conversion metric is multiplying the percentage of improvement by the average revenue per employee.

4. The percentage of new hires that become innovators and top performers

It’s important to report the percentage of new hires that turned out to be top performers (in the top 10%) and innovators. And then to work with the CFOs office to calculate that dollar value.

5. Hiring top talent into prioritized jobs

It’s critical that Talent Acquisition identifies the positions with the highest business impact and then to focus its recruiting resources on those prioritized jobs. Start with prioritizing revenue-generating positions because they have the highest measurable revenue impact. Then report the quality of hire, revenue generated, diversity, position vacancy days and the retention rate of new hires in these prioritized jobs.

6. Hiring top diversity talent into “customer and product impact jobs”

The goal is for the diversity percentages of your employees in your customer and product impact jobs to reflect that of your customer base. Then work with the CFOs office to calculate the dollar impact of increasing diversity in those jobs.

7. Excess position vacancy days in prioritized/revenue jobs

Excess vacancies in priority jobs reduce the likelihood of meeting business goals. Be sure and first track excess (the number over target) position vacancy days in revenue-generating jobs because their impact is more immediate and it is easily measurable. Next, calculate the excess vacancy days in prioritized jobs. Work with the CFOs office to put a dollar amount on the lost revenues because of a slow hiring process.

8. New hire failure rate

Calculate the number of new hires that are considered to be an absolute failure. Because when a new hire fails, not only will you have to refill the position but the errors and the damage to customers caused by these failures must also be calculated.

9. Percentage of projects delayed due to lack of talent

As more work shifts to project type work. One of the largest positive impacts of hiring becomes whether managers have enough talent to complete their projects on time. Survey managers to identify the number and the cost of project delays due to a lack of quality talent.

10. Percentage of key jobs not filled

If you never fill a key job, you may permanently damage business results in that area. So track those unfilled jobs and work with the CFO to calculate their costs.

11. Increase in the number of applications received

The only measure of employer brand strength that matters is the increase in the number of qualified applicants that you receive. You may have to factor in the unemployment rate to normalize this success measure.

12. The percent of top quality candidates not hired

It should be considered a major failure when a high-quality candidate applies to your firm but for some reason, they are not hired. Knowing this failure rate allows you to work with those that you lost to find out why and if they might reconsider.

13. Giveaway/takeaway ratio with key talent competitors

This metric is a measure of your talent competitiveness. Where you measure the number of individuals that you have hired away from your direct competitors, compared to the number that they hire away from you in a given year.

14. Workforce planning

It’s critical that firms identify their future talent needs both in volume and skill set so that the recruiting strategy and process can be adjusted to better meet those future needs.

The Benchmark Firm to Follow Is Google

Many Talent Acquisition leaders look for benchmark firms that can serve as a model that they can follow. I recommend that you look at Google as the analytics model to follow. Google has become the second most valuable firm in the world because it focuses on innovators and a data-driven approach to people management decision-making.

In fact, their Chairman reports that they operate on the principle that “All people decisions are based on data and analytics.” And rather than considering HR to be too soft or difficult to measure, he states “We apply the same level of rigor, analysis and experimentation on people… as we do the tech side.”

They also operate a Pi-Lab which conducts experiments, hypothesis testing and A/B testing on possible HR solutions. In fact, some of Google’s internal research found that often used selection criteria including brainteaser questions, grades, going to college (or the school you attended), more than four interviews and unstructured interviews add little predictive value to the hiring decision.

It’s time for other Talent Acquisition functions to adopt a similar data-driven approach. And to begin to make hypothesis testing (i.e. does this factor accurately predict on the job success?) a regular part of their analytic work in order to eliminate the many currently use factors that don’t predict. Fortunately, the philosophy and many of the metric approaches used by Google are outlined in the book Work Rules by Laszlo Bock.

Final Thoughts

The key lesson to be learned here is that the key criterion to use when you select your Talent Acquisition metrics is whether they demonstrate a direct business impact on revenue or other strategic goals.

This means that talent leaders must learn to stop reporting metrics that they personally care about and to instead adopt the perspective of their CEO. That viewpoint will result in the reporting of a smaller number of metrics and each one will contain its estimated dollar impact on the CEO’s strategic goals and components of their bonus formula.

This business impact approach will likely reveal that among all HR functions, recruiting has the highest business impact. The dollarized Talent Acquisition impact may even exceed that of other more “talked about” business functions. And once that impact is revealed, talent leaders will be more admired, more listened to, and better funded.

The post Impress Your CEO With These Strategic Business Impact Recruiting Metrics appeared first on Visier Inc..

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Editor’s note: Engagement surveys are a mainstay in the arsenal of HR tactics. However, in spite of numerous innovations in engagement tracking, such as tools that help companies measure engagement more easily and more often, the engagement process alone still can’t answer the question: “How does engagement actually affect workforce and business outcomes?” This article is back by popular demand to show how analytics plays a critical role in improving employee engagement and its impact on the business. 

When it comes to employee engagement surveys, you don’t always get what you pay for.

Consider this: Many years ago, a municipal organization I worked with in a previous role spent $150,000 on an employee engagement survey. The results were good and the report was nice to look at. But there was just one problem: nobody could do anything with the results!

Engagement was not linked to other critical indicators such as performance ratings,  resignations, promotions, or instability of managers. It was hard to delve into the WHY of problems and as a result, the HR team couldn’t get the buy-in needed to develop key programs.

This story represents a common challenge many organizations continue to face when interpreting engagement data. And in spite of numerous innovations in engagement tracking, there is a huge gap between employee engagement data (even if it’s been effectively collected) and information about actual workforce outcomes, such as retention of key talent.

Furthermore, when engagement scores are presented as isolated metrics, HR can’t make the necessary link between engagement investments and key business outcomes. This is a major challenge because business leaders expect all functions within their organization, including HR, to know how the money they spend will impact overall results.

5 Steps for Linking Employee Engagement to Business Outcomes

The key is to link employee engagement data with other critical indicators and make employee engagement-related decisions within the context of key business priorities. By following these five steps, HR can achieve this goal:

Step 1: Understand the Business

To start, HR must figure out what the rest of the business is measuring. While we focus on headcount, turnover, time to hire, etc., the business will be thinking about revenue, profit, customer satisfaction, patient readmission rates, same store sales, cost per unit, and many other metrics. Your industry (and your company) will have their own core business metrics and it is important to understand what they are – and why they matter. 

Step 2: Gather Data from Multiple Sources

To unlock the value of engagement data, you need to combine it with other information, such as employee data from your HR management and performance management systems and business outcome data from your ERP, and bring all that data into a single system that supports broad, ad-hoc analysis. This way, you can connect your employee engagement data to things your business cares about, such as performance and profitability. Additionally, when choosing questions for employee engagement surveys, select ones that cover the four main factors for employee engagement.

Step 3: Drill Deep

If you see any red flags, drill deeper into the data to determine what is causing the engagement problem: Is it our approach to rewards? Do people feel they have a connection to the business? Are the right people being challenged by their work?

Be warned, however, that analysis is not the same as the production of static reports or dashboards. These are tools that simply monitor isolated metrics.

True analysis requires the ability to combine different metrics, different statistical processes, and different ways to share and display the data so that “analytic stories” – ones that answer critical business questions – can be told. True analysis should answer questions like: Does changing a team’s manager every year affect their level of engagement?

Step 4: Create a Powerful Story

Fashion the analysis into a story that shows, for example, how the rate at which managers change affects a range of engagement measures. Also, keep in mind that a best practice for effective analysis is to immediately answer follow-up questions or explore alternative interpretations of the answer. If you can’t answer the questions your audience has, your story won’t be compelling and won’t lead to changes in business practice.

Step 5: Get Buy-In for Critical Programs

Finally, to get buy-in for the program from pivotal decision-makers, demonstrate how it will create business value.

As my colleague writes in this blog post, during Visier’s HR Leadership workshop, Dave Ulrich shared a little trick to achieve this: include the phrase “so that” in every conversation with business leaders. Your statements will look something like this:

  • We want to reduce resignations of pivotal employees in Product Design so that we can meet our product innovation goals.
  • We have developed a plan to improve employee sentiment in our retail outlets by 10 percent so that we can improve customer satisfaction, which will increase profits by 2 percent.

At the end of the day, HR leaders who can succinctly demonstrate the connections between talent and business success are more likely to play a strategic role.

The Power of Contextualized Data

There are a number of potential engagement levers to pull (Deloitte recommends 20 specific practices), and what works for a tech company looking to spur innovation can be very different from an financial organization looking to improve customer retention. 

HR leaders can navigate the many engagement program options in a very targeted, strategic way when engagement data is linked to other critical indicators and examined within the context of key business priorities. This ultimately helps HR leaders gain more buy-in from senior leaders and drive organization-wide change.

The post Put Your Employee Engagement Data to Work in 5 Steps appeared first on Visier Inc..

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Automatic teller machines (ATMs) got a lot of recent attention, with 2017 being the 50th anniversary of their introduction. On June 27, 1967, Barclays Bank installed in London a machine that allowed cash withdrawals using paper vouchers. The British Press called it the “robot cashier.” London bank tellers so feared losing their jobs that they sneaked out and covered the keyboards with honey.  

The False Simplicity of “Automation Replaces Jobs”

Work automation is often framed in simple terms – how many jobs will new technology replace?  On June 14, 2011, U.S. President Barack Obama stated that ATMs allowed businesses to “become much more efficient with a lot fewer workers.” Actually, the number of teller jobs increased with the number of ATM’s. In 1985, the U.S. had 60,000 ATMs and 485,000 bank tellers. In 2002, there were 352,000 ATMs and 527,000 bank tellers.  

James Bessen explains why more ATM’s spawned more teller jobs, in his book, Learning by Doing.  “The average bank branch used to employ 20 workers. The spread of ATMs reduced the number to about 13, making it cheaper for banks to open branches. Meanwhile…the number of banking transactions soared, and banks began to compete by promising better customer service: more bank employees, at more branches, handling more complex tasks than tellers in the past.”

In 2018, personal, devices and cloud-based financial transactions are further changing the work of banks. Has technology finally replaced tellers? No. In May of 2017, “while more than 8,000 U.S. bank branches have closed over the past decade (an average of more than 150 per state) and more than 90% of transactions now take place online, the number of U.S. bank employees has remained relatively stable at more than 2 million.”

Optimizing the Work, Not Replacing the Job

Understanding and optimizing work automation requires more nuance than “How many jobs are replaced?” For example, look at how the work inside the teller job evolved:

“Where the bank branches still stand as a brick-and-mortar presence, the tellers have started coming out from behind the window with smartphone or tablet in hand to help customers help themselves. But with thousands of those branches closing, you’re more likely to find a teller online now. They’ve become the human face of an increasingly virtual world. It’s a role exemplified in Bank of America’s new experiment with hybrid banking, small unstaffed mini-branches that offer a direct link to tellers via video conference.”

The ATM story is an important parable for business leaders, workers, and policy makers. It vividly shows why simplistic ideas like “technology replaces human jobs” are simultaneously so enticing and misleading. Solving the organizational, social, and strategic challenges of work automation demands a pivotal future capability – optimizing the constantly-evolving options that combine human and automated work.  

A Better Way: Deconstructed Work and Return on Improved Performance (ROIP)

Automation will certainly reduce some work, but it will also create new work.  To accomplish this, it requires reinventing the concept of a “job.”  

Deconstruct the Work

First, take apart, or “deconstruct,” jobs into work elements, like tasks.  Some tasks, such as processing cash withdrawals, are very amenable to ATM automation. Others, such as counseling customers whose accounts are frozen due to overdrafts, are not. Generally, an ATM can do tasks that are more repetitive, independent and physical, but not tasks that are variable, interactive, and mental.

Such deep insights about the work require listening to the workers, not replacing them. The Atlantic interviewed Desiree Dixon, a member-service representative at the Navy Federal Credit Union in Jacksonville Florida:  “…when you walk into a Navy Federal, [the staff] really understands what you go through as a military spouse or your family being in the military…When your husband or your sister is out to sea and they’re deployed, and you’re trying to get business taken care of…Navy Federal really understands those things.”

Leaders who try to automate pivotal human tasks create costly problems that far outstrip the cost savings that were the simplistic siren song to replace tellers with ATM’s.

Find the “return on improved performance” (ROIP)

Work performance pays off differently in different tasks, and in different strategies and contexts. Some tasks create value by avoiding mistakes and meeting a fixed standard, such as correctly verifying that an account has sufficient funds. In other tasks, every performance increase creates incremental value, such as recommending banking services, where there is added value in every increment of knowledge and enthusiasm. Automating tasks where ROIP comes from avoiding mistakes means that the upside may be vital, but limited. Automating tasks where ROIP comes from increasing performance may have a huge upside, but often involves augmenting humans with smart technology, not replacing them.  

Leaders too eager to save labor costs by automating teller “jobs” will miss these nuances, and squander opportunities.  

Optimal Work Automation Reinvents Jobs

When it comes to automation, optimal solutions should emphasize reinvention rather than replacement. Case in point: Today, former “tellers” have become the human face of an increasingly virtual world  It’s a role exemplified in Bank of America’s new experiment with hybrid banking, which are small unstaffed mini-branches that offer a direct link to tellers via video conference.

Reinvention often creates opportunities for humans to develop much higher ROIP: “As [automation] capabilities continue to grow, customers at retail branches will spend more time interacting with machines for their day-to-day needs, while branch personnel will move from behind the counter and focus more on complex transactions such as coordinating loans for homes or small businesses.”

Leadership as Perpetual Work Reinvention

If only it were as simple as replacing jobs with robots! Work optimization is hard work, but carries big rewards.  

Organization leaders may be understandably enticed by simple solutions, and HR leaders are pivotal influencers to make them smarter. HR leaders, HR systems, and HR analytics must redefine ideas like “replacing jobs” with better frameworks like “reinventing work.” Reinvention will be constant, so leaders and workers must collaborate with trust and transparency, to anticipate – not avoid – opportunities, and embrace perpetual work “upgrades.”  

HR leadership may make the difference between bank tellers pouring honey on ATM keyboards versus online bank tellers who are augmented and empowered by technology.

The post To Optimize Work Automation, Get Beyond “Robots Taking Our Jobs” appeared first on Visier Inc..

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In this profile series, we sit down with interesting people and ask them to share the various ways their data-driven approach has served them in their life and career. You can also check out previous ones on Ari Kaplan and Kristi Zuhlke here.

Patient satisfaction score is a key metric for hospitals, one that is connected not only to the quality of care delivered by healthcare workers, but also the financial health of the organization. The lower a hospital scores, the lower the amount of reimbursement dollars they receive from the Centers for Medicare & Medicaid Services.

Often the smallest change can have the biggest impact on both patient care and the bottomline. Case in point: hand hygiene. According to Mert Iseri, CEO and co-founder of SwipeSense, improper hand washing and hand hygiene leads to 100,000 people dying annually in the U.S.

This is why Iseri is on a mission to vastly improve quality of care at hospitals through the use of data and a unique technology platform that reduces the number of preventable medical mistakes and as a result, patient harm.

“Convenience is cool, but data is where the rubber meets the road.”

SwipeSense develops location-aware applications that collect millions of data points on the quality control metrics that matter most to healthcare organizations. The technology aims to literally put data to good use, whether it’s improving hand hygiene rates, preventing the loss of hospital equipment, or ensuring nurses check on patients frequently.

The idea for SwipeSense first came to Iseri and his co-founder while they were part of a group called Design for America that they helped start at Northwestern University. One of their first projects was to use human-centered design to reduce hospital acquired infections.

Searching for inspiration, the pair took to the beach one day and as Iseri brushed sand off on his pants, he had a lightbulb moment. Their initial idea was to create a mobile version of a hand sanitation device. However, their prototype revealed that nurses already carry too much on their person so giving them something else to carry wasn’t feasible. Instead of going back to the beach, they turned indoors for another stroke of genius.

“While we were doing research at hospitals, we noticed a wall of binders with pen and paper observation sheets,” recalls Iseri. “A nurse literally sits in the corner of the hallway and checks boxes indicating if people washed their hands. That’s when we said ‘Aha! That’s the product.’”

They created an unobtrusive sensor badge that clipped on to caregivers’ ID cards. The badge connects with sensors around the hospital to continuously and seamlessly track hygiene events. With this data, infection control personnel can monitor compliance and correlate hand hygiene with infection outbreaks.

SwipeSense customers have seen hand hygiene rates double within 6 months of implementation, and after a year of use, these same hospitals see infection reduction by 50%.

“My co-founder and I are scientists at heart and always trying to get to a deeper level of truth, whether it’s a sales or product challenge.”

The data on SwipeSense usage revealed that there were significant Internet of Things (IoT) applications to their technology. The same location layer is able to monitor any device inside a hospital, such as a wheelchair or oxygen tank, and also provide feedback on how frequently a nurse visits a patient’s room. Customers are now using the technology in these ways to reduce inefficiencies and create a more connected hospital.

“Our vision is that the hospital itself becomes a conduit of care,” Iseri says. “We want to make sure that the building itself is a tool for you to get better. That gets you better outcomes.”

SwipeSense has grown five times in the last year alone and now serves over 21 enterprise customers across the United States.

“We became very good at analyzing and getting to the answer with data really quickly, but the challenge now is when we look at data: is it signal or noise? How do we differentiate from a spreadsheet with lots of number or a predictor of something important down the road?

Iseri’s has a simple morning routine that helps him tackle this challenge: he has a cup of coffee while he checks sales, customer, and inventory data for trends and goal progression. He keeps in mind that while data provides the facts, it’s important to not take these as gospel. Data-driven leaders should use these insights as a compass that points them in a general direction, but also provides the pros and cons on which path to take next.

And when it comes to change management, use your data as inspiration. Iseri cites the example of the CEO of a customer who, instead of waiting to reward his staff when they reached their goal of 90% hygiene compliance, threw a 60’s themed dance party when they reached 60% compliance.

It’s a reminder that changing behavior is extremely difficult and so even incremental changes should be seen and celebrated as milestones.

“The next 5 years is about integration.”

Healthcare organizations have a digital database of what happens to a patient, but this information is largely siloed and availability isn’t widespread. Iseri believes that we’ll soon see integration and transparency coming through via a universal database where patient information will be shared.

“I want to get SwipeSense to a place where our data will be available to consumers for benchmarking so they can make better decisions.”

Serving the healthcare industry has given Iseri great insight into the impact of technology on the human condition. According to Iseri, for the first time in history, we’re realizing that all the things that made [humans] unique and complicated are easy for a computer to replicate.

However, despite these innovations in artificial intelligence, he’s more interested in how emotional intelligence will evolve.

“A physician holding someone’s hand and telling them they’ll be okay is [something] a robot can’t emulate,” he says. “I want to live in a world of compassion and care where humanity shines, but I also want hospitals to not make mistakes [in patient care] and I want self-driving cars with no accidents. I want us to find a way to embrace our humanity while using these awesome tools.

Images are used with permission from Mert Iseri

The post This Entrepreneur Uses Data and Location-Based Technology to Improve Hospital Health appeared first on Visier Inc..

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Imagine a world where every great HR initiative gets properly funded: Retention programs are fully backed by the C-suite, recruitment snafus are nipped in the bud before they become big problems, and even the CFO meets employee engagement initiatives with near-giddy enthusiasm.

Sound like some kind of far-fetched utopian vision? Maybe, but there are practices your HR team can put in place today that will bring you closer to making this fantasy a reality.

It all boils down to getting busy leaders to understand the important implications of people issues and what needs to be done. When this is missing, all the necessary hard work you may already be doing — like gathering the hard facts to report on turnover or recruitment trends — will be for naught.

The key is to combine a razor sharp focus on the business with strong visual storytelling elements. Follow these suggestions to get the C-suite to hear you out:

1. Talk About Revenue and Growth

What is guaranteed to instantly get the attention of a CEO? Demonstrating the large dollar impact of a problem. “CEOs think of everything in terms of dollars because dollars are literally ‘the language of business,’” writes HR expert Dr John Sullivan in this blog post on influencing CEOs. This means HR needs to be continually demonstrating how people issues relate to areas such as revenue, profit, and shareholder value.

Instead of saying turnover is at 19%, for example, demonstrate that the upcoming increase in turnover will likely impact 3% of revenue, or $3 million. If you lead with that kind of information, you will have a captive audience that is more receptive to hearing about your proposed solution.

2. Translate Headcount Into Dollars

One of the most requested measures in HR is simply headcount. This is often reported as the number of people, when it really needs to be converted into how much the organization is spending on people. When you communicate the bottom line impact of changes, you can better demonstrate how driving talent outcomes will support business success (for example, how the retention of critical staff and high performers impacts revenue).

If continually assigning dollar values to your people makes you squirm, you are not alone. But a shift in mindset is imperative if you are going to get the resources you need to have a positive impact on your people through effective HR programs.

3. Use Simple Graphs

This may go without saying, but executives are busy people (“prioritize ruthlessly” is Sheryl Sandberg’s mantra). If your CEO can’t discern what you are trying to say with a visual in 10 seconds or less, then it’s too complex. As Visier’s resident UX expert, Max Bitel, writes in this blog post: “Sometimes the most effective visualization is a simple bar chart; don’t opt for more complex visualizations unless they help reveal useful patterns.”

4. Filter Out the Noise

Sometimes you do need more than just a bar chart: Let’s say your organization is really concerned about succession planning. You need to trace the career paths for critical roles, uncover the lineage of leaders, and see how departments have developed over time. But if you include every employee in your visual, it’s going to be a bit of a mess, like this:

Instead, filter the visualization to just critical employees. Rather than flooding the visual with noise and hiding the insight, this will help you focus on the relevant career paths.

5. Display Past, Present, and Future

CEOs are future-focused. “They want to hear about what will happen ‘next year’ when there is time to do something about it,” explains Dr Sullivan in his article on influencing CEOs. A visual trend line reveals the historical direction, the current direction, and how the metric will shift up or down in the future.

6. Include “So That” in Your Statements

During one of Visier’s user conferences, Dave Ulrich (widely known as the father of modern HR) shared a little trick to get business leaders to pay attention: Include the phrase “so that” in every conversation with business leaders.

When you do this, your statements look something like this:

  • We want to reduce resignations of pivotal employees in product design so that we can meet our product innovation goals.
  • We have developed a plan to improve employee sentiment in our retail outlets by 10% so that we can improve customer satisfaction, which will increase profits by 2%.

At the end of the day, HR leaders who can succinctly demonstrate the connections between talent and business success are more likely to play a strategic role within the organization.

7. Present With Headlines vs. Topic Areas

What grabs your attention more?


Or this?

  • North Korean/American Relations

It’s likely that you opted for the first headline. In the same way that journalists focus on facts that will help the public answer the question “are we safe?,” HR must focus on facts that will help the CEO answer the question “is our business safe?”

When the situation warrants it, focus on the most startling facts first. For example, instead of labelling a slide “Turnover Rates,” instead use: “Impact of Turnover is $20 Million.”

8. Consider Your Timing

Instead of asking “What’s on fire today?,” your business leaders want to proactively manage risks and seek out blind spots. As I wrote in this previous blog post, the best time to find out if there is a shortage of key roles is long before a factory fails to meet production or when an ER wait time has entered its fourth hour. Is your recruitment pipeline full enough to meet your hiring plan? Your CEO probably wants to know now if revenues will be impacted by a talent shortfall, not whenever the monthly report comes out.

9. Include Red Indicators to Flag Potential Issues

It’s no accident that the “check engine” light on your car is red, yellow, or amber. In fact, researchers have found that red can cause “a higher level of brain activity in the areas of perception and attention.” By using indicators equivalent to traffic lights (green = no issue, yellow = watch, and red = action required), you can help executives focus quickly on the metrics that indicate a problem.

10. Include a Question in the Metric

The best way to create a clean and effective visual is to include a question in the metric. For example, learning and development can address retention problems because when employees perceive that their organizations encourage career development, they feel more confident about their long-term career path. By asking, “how does learning impact resignation rate?” you are showing how the data relates to a specific problem, not just a fluffy HR solution.

11. Make Benchmarks Actionable

Executives are action-oriented: problems need to be presented with a recommended set of next steps. While benchmarks will demonstrate where you stand in relation to your industry peers and where you could improve, they won’t help your audience understand what needs to be done.

To get to the bottom of the issue, link benchmarks to other data. (You could say, for example: “we have one of the highest turnover rates in the industry, and our top performers who drive customer satisfaction are leaving due to work-life balance issues.”) When you uncover the “why” of the problem, you are in a better position to demonstrate which levers you need to pull to address the issue.

12. Provide a Data-Backed Solution

When proposing a solution, your CEO will want to know whether it will work. This will require evidence. Obviously, pilot programs and their data-backed outcomes provide the best kind of evidence. If there is no historical evidence, however, the next best thing is to rigorously demonstrate how you are targeting the “why” of the problem and back it up by any available research. Without data of your own, this is the best fallback option, and it may be good enough to demonstrate how the proposed solution has a good chance of succeeding.

Visual Storytelling for HR: A Path Through the Talent Forest

People come to data rarely looking for data. A CEO is never going to say: “I need to see turnover broken down by tenure.” In all likelihood, he is asking: “How are people issues impacting our shareholder value? Is it going to get worse in six months?”

Indeed, data accuracy is important. But once you have done your due diligence with the individual trees, you need to present the shape of the forest and what that forest is going to look like six months from now once the drought has hit.

It’s up to HR — as the people experts — to lead the C-suite through the maze of workforce data and connect plans to specific business issues or goals. When this is combined with great visual storytelling, strong HR leaders will gain support so they can be drivers of change within the organization.

The post 12 Ways to Get C-Suite Buy-In for Great HR Initiatives appeared first on Visier Inc..

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This is the time of year when employers need to be proactive with their employee retention strategies. Recent data from Glassdoor specifically calls out January as the month when more employees are likely to leave.

Now is the time to find out which of your best performers may be calling it quits in the new year. Data-driven organizations use workforce analytics to identify the employees who are most likely to resign and more importantly, why, so the right levers can be pulled to stem the tide of employees rushing for the exits.

The Cost of Employee Turnover

Employee turnover is the single most prevalent HR metric. PricewaterhouseCooper’s 2017 annual survey found 77 percent of CEOs are concerned that key skills shortages could impair their company’s growth. It’s also a very costly problem.

According to Bersin by Deloitte research, the average voluntary turnover rate is 13 percent. If, for example, an organization has 30,000 employees and an average voluntary turnover rate of 13 percent, the potential cost to the organization is a staggering $427.7 million in one year.

It’s important to note that not all voluntary turnover is bad — like the loss of the employee with a negative track record for productivity or the team member who clashes with the workplace culture. Rather, turnover becomes a problem when organizations struggle to retain their very best talent and this negatively impacts the bottom line.

More than ever before, business leaders need strategic insight and the ability to model how turnover trends impact revenue and profits — quickly and accurately.

It’s Not Always a Question of Pay

Glassdoor cited low salary as the top reason employees leave, and indeed, I’ve heard countless stories of line managers asking for pay raises for their team in an effort to combat resignations.

In one case, the HR team knew from past experience that an across-the-board pay raise was the wrong thing to do. It was an expensive way to fix the problem, and worse, it was unlikely to lead to fewer resignations. The problem was that HR had no data to prove it.

The same Glassdoor study also found that people don’t always leave because of pay. Dissatisfaction towards their managers or a lack of sense of connection and meaningful contribution towards the company are also key reasons voluntary turnover occurs.

Because of all the different factors that affect turnover, it’s important to look at your resignation metrics in-depth so you can focus on the right areas and not just to see what happened, but understand why it happened, what will happen next, and how to adapt your retention strategy to align with company objectives.

How to Reduce Employee Turnover

So what should companies be looking for to reduce voluntary turnover? Here are few telltale data points that all companies should be measuring.

  1. Take stock of the damage: Determine what’s leading to higher turnover by first assessing what damage has already been done. It’s not uncommon in a single organization for turnover to be calculated a number of different ways — meaning there is a lack of ability for meaningful comparison across the organization. Companies should start by calculating resignation rates the same for all departments and locations.  
  2. Identify who is resigning: It’s important for businesses to take stock of who is actually resigning. Is it top performers? Senior managers? When many of the employees who leave are the best and brightest, they take all their skills, knowledge and connections with them, putting the organization at a disadvantage.
  3. Analyze the causes of turnover: Rather than jump straight into giving raises across the board, dig deeper to determine how resignations are affected by factors such as compensation ratio, promotion wait time, tenure, performance, and training opportunities that employees may be seeking. This insight supports better decisions around changes to pay, benefits, and professional development in order to manage costs, while retaining the right people.
  4. Determine who can be saved: Once you have determined which general groups are experiencing high rates of turnover, implement a retention program targeted at the key employees with the highest-risk of exit.

Data demystifies employee churn. The patterns vary: it could be a bad manager, a remote department that feels disconnected, or employees who have a long commute time. Workforce data identifies and addresses the biggest patterns we hadn’t previously considered through advanced AI and machine learning.

If companies aren’t able to look at their workforce through a data-driven lens and accurately predict employee behavior such as voluntary turnover, they’re at a disadvantage in terms of retaining top performers, as well as keeping people-related costs to a minimum.

By combining these identified patterns with the basic knowledge of organizational behavior, companies can implement systems and programs that truly incentivise employees to remain at their positions come January and beyond.

A version of this article first appeared in Benefits Pro.

The post Employee Turnover is Highest in January: How to Keep Critical Employees from Leaving appeared first on Visier Inc..

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By 2025, the global datasphere will be ten times greater than what it was in 2016, according to IDC. 60% of this data will be generated — not by consumers — but by enterprises.

Indeed, businesses are awash in data, and workforce data in particular as organizations have moved to digitize the entire employee lifecycle — from sourcing to offboarding.

Workforce data isn’t limited to the processes HR manages, though, and whether we are trying to connect learning programs to productivity, or are hiring for customer satisfaction, we must expand our view of what workforce data is.

Our broadest views of it are continually being expanded by the IoT (Internet of Things) and newer cloud applications that capture data automatically. With more data to learn from and greater analytical processing power, Artificial Intelligence has become an increasingly reliable source of talent predictions.

How will these developments impact the way that organizations (many of which are facing critical skills gap in a volatile business environment) make decisions about what is a company’s most important asset – it’s people?

Here are five talent strategy trends, fueled by developments of the data age, to watch in 2018:

#1. Building Better Teams With IoT Data

One useful source of IoT data for employers in 2018 will be sociometric badges, wearable devices equipped with sensors that measure team interactions. As explained by MIT scholar and serial entrepreneur Alex (Sandy) Pentland, the right kind of idea flow (particularly through face-to-face interaction) makes teams smarter.

According to the the most recent Deloitte Global Human Capital Trends survey, 48 percent of companies are experimenting with Organizational Network Analysis (ONA) tools. When used as part of ONA, data gathered from sociometric badges can help businesses support the kinds of informal communication networks that lead to productivity and innovation.

#2. Identifying Specific Skills Gaps With Advanced Analytics

In an era of digital disruption, new types of jobs (like social media director or programmatic advertising manager) are continually cropping up. This means that gauging recruitment success based on number of roles filled is now an exercise in futility.

In 2018, organizations that can identify the specific skills they need — not just the requisitions required to fill — will have a leg up in the war for talent. Big data analytics have evolved to the point where it is now possible to make hiring plans based on specific work activities and attributes of top performers. Those businesses who can recruit based on fit and skill will land the best hires this year.

#3. Using Data to Determine Who Does the Job: Robot or Human?

This year, organizations will continue to grapple with the question of whether to hire more people or implement more automation.

According to a McKinsey & Company report, there are many factors to consider beyond technical feasibility when addressing this question, including the cost of labor and related supply-and-demand dynamics. “If workers are in abundant supply and significantly less expensive than automation, this could be a decisive argument against it,” states the report. Moreover, with many of the customer-facing decisions (the self-serve kiosk vs. the in-person agent, for example) the cost equation can’t be reduced to simple accounting.

In 2018, data-driven HR leaders, working closely with line managers, will be in the best position to fully understand when human labor is more productive and/or cost-effective than technology.

#4. Predicting Job Changes With New Forms of Artificial Intelligence

This year, more accurate predictions — made possible by a new branch of Artificial Intelligence called “deep learning” — will make it easier to match workforce supply with demand.

Many predictive technologies are based on simple regressions or static models, instead of machine learning (which refers to the process of inferring the unknown based on patterns in historical data). With deep learning, algorithms are based on data generated by several layers of machine learning. This has been proven by data scientists to be up to 17 times more accurate than other methods.

More organizations will use systems that leverage deep learning to make workforce predictions. By forecasting when, how many, and which employees are likely to leave, for example, businesses will be better able to plan for hiring.

#5. Measuring Learning Effectiveness With Applied Big Data

Critical skills gaps and new types of learning programs — from rapid e-learning to mobile e-learning — have fueled the global e-learning market, which is poised to reach approximately $331 billion by 2025.

Yet, measuring how learning and development impacts business results is still a challenge for learning leaders: According to an Association for Talent Development report, only 15% of talent development professionals measure the ROI of any learning programs.

In 2018, more organizations will turn to modern learning analytics technology to analyze the effectiveness of learning programs. With new applied big data solutions — platforms that are pre-built with industry best practices — talent development professionals can connect the necessary HR and business systems together to make it faster and easier to analyze learning data.

Data in 2018 and Beyond: A New Vision for an Immersive Future

The data age is undoubtedly changing the way businesses make decisions about people. But how about the ways in which we interact with this data? Will there be a fundamental shift here too?

Over the course of my career in Business Intelligence, I have encountered many leaders who assumed that Natural Language Processing (NLP) would be the definitive progression of the analytics interface, with non-technical workers verbally asking questions and an automated system offering an appropriate response.

Indeed, while NLP has become a dazzling source of innovation in recent years (think of Alexa, Siri, or Cortana ) what these systems still can’t do is help you to figure out the right question to ask. The value in analytics comes from asking the right questions, and making sure users understand the answers.

New use cases for immersive visualization have generated enthusiasm for visual-first interfaces. As described by big data expert Bernard Marr, Virtualitics (which announced its initial round of funding last April) is a new startup that offers businesses the “intriguing possibility” of stepping inside the data with virtual reality and augmented reality.

Ultimately, in 2018, we will not only witness changes in the analytics technology itself, but also see a shift in how we imagine the analytics interface of the future. Taking the longview, one thing is apparent: when it comes to the data experience, we’ve only seen the tip of the iceberg.

This article first appeared in Forbes.

The post 5 Talent Data Trends to Watch in 2018 appeared first on Visier Inc..

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Each time we do this round up of best HR articles of the year, we get a better idea of where organizations are in their people analytics journeys based on the topics they are searching for and sharing with each other.

Looking at the 2017 list below, it’s clear that people analytics has become an established business discipline. HR leaders want to understand how to go deeper with the insights their analytics technology delivers, and more importantly, what to do with those insights once they have them.

How do you go from metrics to reducing employee turnover, improving manager effectiveness, and connecting training scores to profits? A people strategy platform enables this kind of strategic excellence, while analytics and future of work consultant Jonathan Ferrar’s model for HR analytics below gives you a framework for successful analytics projects.

Whatever your data-driven HR goals are for 2018, here are the top articles from 2017 to help you achieve them:

The Eight Step Model for Purposeful HR Analytics

In doing research for his book, Jonathan Ferrar found numerous examples of successful analytics projects. He and his co-researchers developed this 8-step model based on those findings: Frame Business Questions, Build Hypotheses, Gather Data, Conduct Analyses, Reveal Insights, Determine Recommendations, Get Your Point Across, and Implement and Evaluate.

How To Reduce Employee Turnover with Workforce Analytics

According to research by Glassdoor, January is the month when more employees are likely to leave their organization. Get ahead of this issue early with this step-by-step process for analyzing turnover data and coming up with the right solution for your staff and culture.

5 Learning and Development Questions You Can’t Answer Without Analytics

This in-depth article shows you the 5 key L&D questions you should know the answers to, such as what training programs produce cohorts with the longest tenure and which employees would benefit the most from a certain training program.

The Top 10 Strategic HR and TA Metrics That CEOs Want to See

What workforce data does your CEO really care about? Dr. John Sullivan, a professor of management at San Francisco State University, lists which strategic metrics cover the HR areas that impact corporate revenue and therefore, have the highest chance of getting your CEO’s attention and moving them to take action if necessary.

Futureproof Your Organization with These 8 Manager Effectiveness Metrics

The organization of the 2018 and beyond will be more agile and flexible, requiring a new team structure to support these characteristics. As such, the role of manager will evolve into two distinct types: administrative and mission. Whether your organization is ready to adapt these new roles or wishes to coach current managers to be more effective, this article gives you the key metrics you need to measure their performance by.

A New Workforce Planning Model: Why Position Management Is Flawed

Most organizations still develop workforce budgets for people, the same way they do for chairs. This is an outdated approach that creates risk and headaches. If you want to mitigate talent shortages and efficiently manage costs, find out how to do workforce planning without the flawed position management model.

Fact or Hype: Validating Predictive People Analytics and Machine Learning

Predictive analytics is one of the hallmarks of being a data-driven HR pro. If you can leverage predictive analytics to correctly identify employees who are at risk of leaving, should be considered for a promotion, or are likely to move laterally within the organization, you can avoid unnecessary and unexpected costs, while also enabling productivity and performance gains. Don’t start the new year without giving this article a read!

Want to read more?

Be sure to also subscribe to this blog as we have many exciting articles coming up in 2018!

The post A New Year for HR: Read the Top 7 HR Analytics Articles from Clarity appeared first on Visier Inc..

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