CHRO Competencies People Analytics 
Analytics in HR
MAY 15, 2023
Companies will also look at those with economics, statistics, or analytics backgrounds. Beyond formal education, you can consider increasing your data analysis expertise by enrolling in courses and programs, such as AIHR’s People Analytics Certificate Program , or HR Metrics & Dashboarding Certificate Program.
Analytics in HR
MARCH 16, 2023
The CEO and CHRO should be in agreement on HR’s part in the business strategy and where the focus should be. This then allows HR leaders and executives to make critical decisions on how to close talent gaps, attract the right people, and support the strategic direction of the business.
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Eightfold
AUGUST 12, 2019
Your talent base defines your competitive advantage,” asserts Kathie Patterson , CHRO at Ally Financial. Hiring software is capable of gathering both internal and external data to identify key competencies that are associated with success in each role. global head of innovation and product at people analytics company Perceptyx.
Visier
JUNE 3, 2021
These SEC requirements increase the need to invest in improving your people analytics capabilities – or your company risks fallout from investors and customers. When these new rules went into effect in November 2020, Russell Klosk of Accenture and I wrote at length about the impact of these changes on the CHRO and CFO.
Analytics in HR
JULY 31, 2023
HRM outcomes – HRM activities and processes aim to improve employee engagement, retention, competency levels, and performance, as well as decrease absenteeism. Data-driven HR – Google uses people analytics extensively in its HR practices to make informed decisions. These are the HRM outcomes.
Visier
JUNE 1, 2017
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. Lawler III.
HRExecutive
JULY 20, 2023
Why is it that more than half of companies remain unable (or perhaps unwilling) to develop CHRO-ready successors? Should we be proud of infusing non-HR talent into CHRO roles, or troubled by it? Further, it is common—and many would say likely—that a change in CEO will yield a change in CHRO. Is 50% readiness good enough?
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