Join us on May 29, 2014, at 12:00 noon EDT for a webinar on “A Smarter Annual Report — how companies are integrating financial and human capital reporting.”
To register for the webinar, simply click here.
We hope to see you there!
As we’ve mentioned before in this space, people are one of the few remaining sources of long-run competitive advantage; in the short run, however, they are a cost.
To grow and profit, companies must manage this unavoidable tension with awareness and insight. Increasingly it is the ability to do so (superior “human capital management”) that is sorting out the economic winners from the losers.
This reality is, in turn, elevating the role of the HR function. Those HR professionals who can provide the intelligent analysis on which superior human capital management depends will be the winners within their field.
We’ve spoken to lots of HR professionals who want to get there but aren’t sure where to begin. With that in mind, we’ve added a new section to our website, containing quick (and free!) interactive self assessments you or your colleagues can use to get a snapshot of the state of your company’s current employee survey, its current analytics capacity, and more. We’ll be continuing to expand the number of assessments in this section in the months ahead.
Deploying HR Analytics with actionable employee surveys greatly increases the possibility of achieving what we at McBassi refer to as “all-win” solutions. Analytics helps companies operate in the “sweet spot” – the intersection of sustainably profitable and enlightened management of people. We work to help HR professionals build exceptionally successful organizations worthy of the best efforts of their people.
That is why we are so passionate about this field.
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There are a variety of reasons why this is so. HR folks are often not “numbers people.” Analytic skills are in short supply in most HR departments. Good data to evaluate HR programs and initiatives can be hard to come be, and the impacts are often ubiquitous and hard to pin down.
But perhaps the most fundamental problem is that all too often HR folks are doing measurement and evaluation for the wrong reason – they are doing it to “prove their worth” and/or to justify budgets. This motivation immediately undermines the credibility of the findings and implications – even before they are produced.
The right reason to undertake HR measurement/evaluation is to provide actionable insight for continuously improving organizational performance. I’ve spoken to many HR professionals who are moving in this direction.
It is impossible to overstate the significance of this shift in mindset. When they make it, HR professionals find that their world changes (for the better).