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Read my whitepaper covering this topic extensively here. ). When the CEO and CHRO are in sync and using data collected by HR, the impact of the workforce on business results becomes clearer and leadership is able to make better informed strategic decisions. Their results range from a 22.1% average of 10.8% This is your chance.
Great candidate management at any kind of scale requires active management and visible candidate experience metrics. Those programs get implemented via people, processes and technologies and each should have candidate experience metrics involved to be able track whether the programs make any kind of meaningful impact.
In this regard I suggest the i4cp whitepaper Four Steps to Enable HR to Support an Agile Business , not because I chair the company’s Chief HR Officer Board; rather, I believe this resource provides a simple and practical guide that is easy to communicate and convey to your stakeholders. Starting with a simple framework is beneficial.
Any leader–whether a CHRO, an IT director or a leader in reporting and analytics–that’s thinking of buying or deploying people analytics has seen that data-driven organizations outperform. Reference the survey and the CM whitepaper) Data preparedness practices matter. Yet, while they may be contributing to cost savings (i.e.
Our latest whitepaper, The Future of Employee Engagement: Informal Chats with Today’s Leading CHROs and Executive HR Leaders , reveals the answers to these questions. Michael Argir, Chief Executive Officer & President of Medxcel, says: Employ data to enrich business metrics. Below are some highlights. Visit: [link].
Connect business outcomes to HR metrics. Take each of these goals and break them down into processes and secondary objectives until you reach a HR-related area, where you’ll find your correlative metric. As the CHRO, I’ll be looking at what drives customer satisfaction. Shaswat Kumar, partner, Aon Hewitt via Business Standard.
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