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Becker, Huselid, and Ulrich first published about the Human Resources scorecard in their 2001 book in an attempt to solve one of the key problems that HR has been facing in the past decades: the perception that HR doesnt add to the company’s strategy. Another example could be the application process for candidates.
The HR scorecard, first published about by Becker, Huselid & Ulrich in their 2001 book that bore the same title, aims to solve this. In the previous example, the key deliverables include a decrease in lead time and a high ranking in the top employer benchmark. The key is, therefore, to link metrics and analytics to the business.
Interestingly, Google filed a patent for a VERY limited example of this in 1997, which was awarded in 2001, in which they make clear that you can’t do this unless the underlying architecture, the software to be thus configured, is composed of objects that can be manipulated dynamically.
Successful companies are increasingly turning to data analytics to recruit talent from the outside or develop people from within. The war for talent: The US has the lowest unemployment rate since 2001. Big data and predictive analytics were big topics of conversation among business leaders last year. I think three to five years.
This list of People Analytics and HR-Tech books is not exceptional. So here is my People Analytics and HR-Tech reading list on Kindle (no paper books, as I like the trees), ordered chronologically from newest to oldest. People Analytics – Build the Value Chain This book, by Littal Shemer Haim , is not a typical textbook.
a cloud-based analytics platform that helps professionals ask the right questions, see important truths about their business, and plan a better future. John was also President and Chief Operating Officer of Symantec during the period of its biggest expansion from 2001 to 2005. We specialize in people analytics and workforce data.
I moved to the United States in 2001 for graduate studies and earned my doctoral degree in educational measurement from University of California, Berkeley in 2006. Our focus on higher-order skills aims to help benchmark and develop such skills. The other reason is the ever-increasing emphasis on competencies rather than on degrees.
For contrast, let’s remember what I consider to be the Golden Age for employee rewards: the late 1980s to about 2001. I think the prime culprit is practitioner obsession with benchmarking as the key to rewards design. Benchmarking is the antimatter of strategic thinking. Much less in employee rewards is enlivening or new. .
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