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The digital transformation has had a massive impact on the role of nearly every employee, and even the CHRO is not immune. A CHRO at the top of his or her game is a close confidante of the CEO and therefore has to think about many of the same things that a CEO does. The Workforce Is Now Global—Is Your CHRO?
Visier Outsmart is the people analytics and workforce planning event of the year. Taking place May 23-24, 2018 at the W Hotel San Francisco, Visier Outsmart 2018 is dedicated to your success as a data-driven leader. Check out the Visier Outsmart 2018 agenda today to see the full lineup of incredible insights and brilliant speakers!
Our annual people analytics and workforce planning conference, Visier Outsmart, has wrapped and we’re excited to share all that happened with you. “Be Here’s a recap of Visier Outsmart 2018: Two days packed with insights. Download Visier Outsmart 2018 Key Takeaways. Your CHRO is your most effective champion.
The company is focused on expanding its footprint, building on the launch of its Namely HCM platform at HR Tech. Integrated into Paychex Flex and powered by Visier , this solution is designed to help businesses make informed HR decisions and compete for talent. Vensure Employer Solutions , an HR tech provider, secured nearly $2.2
It’s been eighteen months since businesses made promises to do better in terms of diversity, equity, and inclusion, but a review of the 50 most valuable public companies shows how much still needs to be done—only 8% of executives are Black. Unilever CHRO Leena Nair was appointed the CEO of the French luxury fashion house, Chanel.
In this McKinsey article, the firm’s researchers share advice from executives of leading companies who have grown strong data cultures that amplify the power of analytics. The post Top People Analytics Articles for Fall 2018: Seeing the Big Picture appeared first on Visier Inc. Why Data Culture Matters.
“Now, more than ever, the corporate strategy for large companies hinges on the people strategy.”. It goes without saying that great HR functions are strategic: they play a vocal role in critical business decisions and control a significant portion of a company’s expenses.
The company with the best talent will often win, but talent alone is not enough. Talent is wasted if those who possess it are not given the freedom to do what they believe is right, or are not aligned with the company’s strategy. Download the full Harvard Business Review report: The Changing Role of the CHRO.
This article was jointly written by Russell Klosk , Strategy Principal Director at Accenture, and Ian Cook , VP People Analytics of Visier. This amendment elevates people to their rightful place as a core driver of business success, and further places the CHRO as a key strategic driver of how the business executes its business strategy.
It goes without saying that successful HR functions are strategic: they play a vocal role in critical business decisions and directly manage or impact a majority of most companies’ expenses. The post The Disconnect Between People and Business Strategy appeared first on Visier Inc.
jerometernynck : Founder & CEO of @SmartRecruiters, the Hiring Success Company. Our people insight platform increases collaboration, improves company culture and brings visibility to your org. Research at @Visier, Japanese art #quilter, #golfer, master gardener, traveler, #IPA lover! Jump to (on this page). Future of Work.
5 Companies Tell Us How They Retain Their Best Talent , by Sara Sutton Fell, CEO and founder of FlexJobs, Entrepreneur.com. 5 Ways How Leaders Achieve Genuine Employee Engagement , by John Schwarz, CEO of Visier, FastCompany.com. Strategic CHROs. Why CHROs Make Great CEOs , Harvard Business Review, HBR.org.
During our most recent Visier Customer Forum , keynote speaker Dave Ulrich told a story that has stayed with me, as it’s illustrative of many of the key challenges we face in connecting workforce outcomes to business outcomes. The CHRO of a large organization had called to get advice on a vexing issue. What should they do?
Despite new SEC regulations requiring companies to disclose more about their human capital resources and measures, Harvard Law found that 17 of the 100 organizations that have filed made no statement about their people. It isn’t uncommon for companies to be unable to report on their people data because of immature capabilities in this area.
Consider the female CHROs profiled in the January/February issue of Workforce Magazine: The CHRO of a leading strategy firm changed the company’s perception of turnover based on a holistic assessment of the market situation. Another from an insurance company focused on changing the gender status quo to improve diversity.
It goes without saying that successful HR functions are strategic: they play a vocal role in critical business decisions and directly manage or impact a majority of most companies’ expenses. The post The Disconnect Between People and Business Strategy appeared first on Visier Inc.
It goes without saying that successful HR functions are strategic: they play a vocal role in critical business decisions and directly manage or impact a majority of most companies’ expenses. The post The Disconnect Between People and Business Strategy appeared first on Visier Inc.
(Editor’s note: Our annual user conference, Visier Outsmart, is underway so expect some future content summarizing all the great insights shared at the event. Yet, if this is the case, then what is holding HR back in some companies from playing a driving strategic leadership role in the business? How your company is going to win.
Getting to a fact-based and business-oriented mindset is critical for HR — 80% of executives say their company could not succeed without an assertive, data-driven CHRO, who takes a strong stance on talent issues and uses relevant facts to deliver an informed point of view.
But I have to admit, when I became part of the Visier team I was excited to be joining a tech company that serves a female-dominated market. However, as I’ve learned over the past year and a half, there is more to it than holding the executive title of Chief Human Resources Officer (CHRO). Are we there yet?
But I have to admit, when I became part of the Visier team I was excited to be joining a tech company that serves a female-dominated market. However, as I’ve learned over the past year and a half, there is more to it than holding the executive title of Chief Human Resources Officer (CHRO). Are we there yet?
CHRO’s who come from non-HR backgrounds discover that HR is the most impactful of all functions. CHRO’s from non-HR backgrounds say the CHRO role can be the best and most impactful of all leadership positions. We interviewed CHROs who arrived at the role after careers outside of HR.
The focus of a CHRO should be to manage talent in a sustainable way to avoid escalating costs—essentially, sustain a group of the best people at the lowest possible cost. This data is all critical to calculating the price tag associated with each person in the company. appeared first on Visier Inc. Think Again.
Consider the female CHROs profiled in the January/February issue of Workforce Magazine: The CHRO of a leading strategy firm changed the company’s perception of turnover based on a holistic assessment of the market situation. Another from an insurance company focused on changing the gender status quo to improve diversity.
Consider the female CHROs profiled in the January/February issue of Workforce Magazine: The CHRO of a leading strategy firm changed the company’s perception of turnover based on a holistic assessment of the market situation. Another from an insurance company focused on changing the gender status quo to improve diversity.
Consider the female CHROs profiled in the January/February issue of Workforce Magazine: The CHRO of a leading strategy firm changed the company’s perception of turnover based on a holistic assessment of the market situation. Another from an insurance company focused on changing the gender status quo to improve diversity.
It’s coming at the perfect time to inspire HR leaders with innovative thinking and new innovations (over 400 companies will be exhibiting, including 40 new startups!). Moderated by Josh Bersin and Visier’s Dave Weisbeck, this panel is packed with best practices and war stories from HR leaders at Kaiser Permanente, CGB Enterprises, and TIAA.
Organizational performance was measured using this question (rated on a scale of: 1= “much below average” to 5= “much above average”): “How would you gauge your company’s performance, relative to its competitors on …. Overall company performance”. Societal and environmental sustainability performance. HR function performance.
Earlier this month we were fortunate to host an interactive HR Leadership workshop for Visier customers, led by father of modern HR and leading business consultant Dave Ulrich. Yet, if this is the case, then what is holding HR back in some companies from playing a driving strategic leadership role in the business?
More than 10 years ago, Fast Company published the article, Why We Hate HR , setting off a firestorm of discussion and debate. In order to best plan for talent, studies show that companies need data on what talent is required to meet business objectives and on what is happening with talent acquisition and attrition.
Many CHROs say that they’ve been busier than ever and that they want technology to deliver like never before. According to Mercer’s most recent Voice of the CHRO survey, more than three in four respondents expect technology and automation to become more prevalent in the coming year. 24-27 at Mandalay Bay in Las Vegas.
This role will continue to be critical to the success of the entire business as it will be the fundamental means by which companies outcompete each other. The CHRO will look to you to provide a plan that will cause as little disruption as possible to the team, workforce, and business. New Media Literacy.
We’re finishing up the series today in part four with the data from the 90-day study where we racked up 450+ hours watching demos, asking questions, and working to understand the business model and technical approach of 110 companies. The breakdown of participants looks like: CHRO and Vice President of HR: 30%. Recruiting: 17%.
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. Source: Harvard Business Review Analytics Services and Visier, 2015. See Figure 2.). Figure 2: Investments in HR Analytics.
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. Source: Harvard Business Review Analytics Services and Visier, 2015. See Figure 2.). Figure 2: Investments in HR Analytics.
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. Source: Harvard Business Review Analytics Services and Visier, 2015. See Figure 2.). Figure 2: Investments in HR Analytics.
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. Source: Harvard Business Review Analytics Services and Visier, 2015. See Figure 2.). Figure 2: Investments in HR Analytics.
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. Source: Harvard Business Review Analytics Services and Visier, 2015. See Figure 2.). Figure 2: Investments in HR Analytics.
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. Source: Harvard Business Review Analytics Services and Visier, 2015. See Figure 2.). Figure 2: Investments in HR Analytics.
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. Source: Harvard Business Review Analytics Services and Visier, 2015. See Figure 2.). Figure 2: Investments in HR Analytics.
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. Source: Harvard Business Review Analytics Services and Visier, 2015. See Figure 2.). Figure 2: Investments in HR Analytics.
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. Source: Harvard Business Review Analytics Services and Visier, 2015. See Figure 2.). Figure 2: Investments in HR Analytics.
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. Source: Harvard Business Review Analytics Services and Visier, 2015. See Figure 2.). Figure 2: Investments in HR Analytics.
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. Source: Harvard Business Review Analytics Services and Visier, 2015. See Figure 2.). Figure 2: Investments in HR Analytics.
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