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Nurse burnout–a state of physical, mental and emotional exhaustion caused by chronic stress–is a common problem in healthcare, one that came up often when I served as Director of Workforce Analytics and Special Projects at Vancouver Coastal Health, one of the largest healthcare organizations in British Columbia. Get ahead of turnover.
organizations in the years 2010 and 2016 by the Center for Effective Organizations (the full report is in our forthcoming book, Human Resource Excellence: Assessing Global Strategies and Trends , that will be published by Stanford University Press in 2018). . The table below shows average ratings of each value proposition in 2010 and 2016.
Understandably, this mandate from the 2010 Dodd-Frank Act is causing a lot of concern and worry amongst business leaders–from the cost of calculating it to the fall-out of disclosing it. . Visier People Provides CEO Pay Ratio–Without Pain. Here’s how Visier People’s analytics spare organization’s the pay ratio grief. (
Visier is a leading-edge human capital management (HCM) and people analytics platform that empowers organizations to make data-driven decisions about their workforce. At its core, Visier is designed to help organizations harness the power of data to drive strategic HR decisions.
At the same time, the population is aging and people are living longer with chronic medical conditions: by 2030 more than 20% of US residents will be 65 or older, compared to 13% in 2010. Read more about this topic: Visier Launches New Applied Big Data Solution for Healthcare Providers.
Fortunately, healthcare organizations are no strangers to data, and “ are increasingly using analytics to consume, unlock and apply new insights from information.” This is good news for the HR department, since analytics will enable them to take data about their workforce and turn it into actionable insight.
Talent analytics presents the second largest capability gap for organizations, trailing only the need to build better leadership. Three in four companies (75 percent) in a recent Deloitte study believe that using analytics in HR is “important,” but just 8 percent believe their organization is “strong” in this area.
Talent analytics presents the second largest capability gap for organizations, trailing only the need to build better leadership. Three in four companies (75 percent) in a recent Deloitte study believe that using analytics in HR is “important,” but just 8 percent believe their organization is “strong” in this area.
Talent analytics presents the second largest capability gap for organizations, trailing only the need to build better leadership. Three in four companies (75 percent) in a recent Deloitte study believe that using analytics in HR is “important,” but just 8 percent believe their organization is “strong” in this area.
Talent analytics presents the second largest capability gap for organizations, trailing only the need to build better leadership. Three in four companies (75 percent) in a recent Deloitte study believe that using analytics in HR is “important,” but just 8 percent believe their organization is “strong” in this area.
Talent analytics presents the second largest capability gap for organizations, trailing only the need to build better leadership. Three in four companies (75 percent) in a recent Deloitte study believe that using analytics in HR is “important,” but just 8 percent believe their organization is “strong” in this area.
Talent analytics presents the second largest capability gap for organizations, trailing only the need to build better leadership. Three in four companies (75 percent) in a recent Deloitte study believe that using analytics in HR is “important,” but just 8 percent believe their organization is “strong” in this area.
Talent analytics presents the second largest capability gap for organizations, trailing only the need to build better leadership. Three in four companies (75 percent) in a recent Deloitte study believe that using analytics in HR is “important,” but just 8 percent believe their organization is “strong” in this area.
Talent analytics presents the second largest capability gap for organizations, trailing only the need to build better leadership. Three in four companies (75 percent) in a recent Deloitte study believe that using analytics in HR is “important,” but just 8 percent believe their organization is “strong” in this area.
Talent analytics presents the second largest capability gap for organizations, trailing only the need to build better leadership. Three in four companies (75 percent) in a recent Deloitte study believe that using analytics in HR is “important,” but just 8 percent believe their organization is “strong” in this area.
Talent analytics presents the second largest capability gap for organizations, trailing only the need to build better leadership. Three in four companies (75 percent) in a recent Deloitte study believe that using analytics in HR is “important,” but just 8 percent believe their organization is “strong” in this area.
Talent analytics presents the second largest capability gap for organizations, trailing only the need to build better leadership. Three in four companies (75 percent) in a recent Deloitte study believe that using analytics in HR is “important,” but just 8 percent believe their organization is “strong” in this area.
Talent analytics presents the second largest capability gap for organizations, trailing only the need to build better leadership. Three in four companies (75 percent) in a recent Deloitte study believe that using analytics in HR is “important,” but just 8 percent believe their organization is “strong” in this area.
People Analytics: 4%. People Analytics. People Analytics. People Analytics. People Analytics. People Analytics. People Analytics. We did not purchase any responses. The breakdown of participants looks like: CHRO and Vice President of HR: 30%. Director Talent Acquisition: 12%. Recruiting: 17%.
In my previous role at an HR association, we benchmarked absence rates for over 100 organizations and found that the number of employee absences was 28 per cent higher during the first quarter of 2010 (when the Winter Olympics was in full swing) than during the first quarter of 2009 (when the H1N1 flu scare was prevalent). Why the increase?
In a 2010 CIPD study on strategic talent planning , Alex Merrylees, who was head of HR for Virgin Atlantic Airways at the time, described how for an airline the planning process is led by its aircraft acquisition/fleet plan because “this will start to indicate the size of the operational work groups. Competency #3: Agility.
John is the Founder and CEO of Visier Inc., a cloud-based analytics platform that helps professionals ask the right questions, see important truths about their business, and plan a better future. Today, my firm is developing analytics to keep tabs on employees?—?but We specialize in people analytics and workforce data.
Generation Z (born between 1995 and 2010) is beginning to replace the incumbent Millennials as the young professionals in the workplace, and this group is hungry to grow its skills and prove itself at organizations. Organizations can also use learning analytics to identify skill gaps for emerging roles and train new hires accordingly.
Employees 1 & 2: Co-founders Ryan Wong (current CEO of Visier) and John Schwarz (current Chairman of the Board). In 2010 a group of self-described “data geeks” put their heads together, their full-time jobs on notice, and decided to start a new kind of business. What is your first memory of Visier starting to take shape?
Visier is looking forward to a better future of work, one that is centered on businesses greatest asset: Its people. Along with a new name, this year we rolled out a new design style, editorial pieces on urgent work issues, and added weekly columns like Ask Visier and The C Sheet. Visier Insights Report: Stop The Exit.
Outsmart, the leading people analytics and workforce planning conference, takes place online on May 5-6, 2021. At Outsmart, the author of this article, Ian Cook, VP, People Analytics at Visier, will deliver a Day 1 keynote on this topic. This is where people analytics enters the picture. How many people left this month?
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