According to Insight222’s People Analytics Trends report, employee engagement is one of the top two areas where people analytics adds the most value only to be followed by diversity and inclusion. And with no surprise. Businesses with high employee engagement see less absenteeism, experience less turnover, have higher retention and more productive employees – all contributing to the competitive edge of an organisation in the tight marketplace of today’s environment.
Read MoreA positive learning culture has been shown to increase employee retention, keep organisations up-to-date with world changes, generate business growth and drive innovation. With all of these benefits, organisations not only want to be developing a learning culture, but also creating the right environment for their people to learn and grow in. In this blog we explore how organisations can foster a culture of continuous learning to ensure they’re creating a data driven culture across their HR function.
Read MorePsychological safety is becoming widely known as a large benefit to companies. But the question comes as to whether your company has psychological safety - If it does, what level of psychological safety exists within the organisation and how effectively is it working for the company? To discover the answers to those questions, it is important to understand the means of measuring psychological safety This way, if you were looking to continue building or improving the level of psychological safety within your company you’ll know where to invest your time and effort. In this blog we explore how organisations can begin measuring psychological safety within their organisation and the steps they can take to build more psychologically safe environments that drive greater innovation and productivity.
Read MorePeople Analytics needs a solid foundation. This is routed in having strong governance with clear purpose, standards, privacy, ethics and security. Governance is the underpinning element of all analytics. It ensures the right people provide direction for work, that the structure and stewardship for managing data are appropriate and applicable to your organisation and that you are managing the risks associated with people analytics in a clear and proper manner.
Read MoreAs the role of the HR Business partner continues to evolve the need to build a develop new skills to support your organisation win in the marketplace is imperative. Being able to use analytics in HR to have data driven conversations with the business that drive actionable outcomes has never been more important. In this blog we explore three ways HRBP’s can drive greater business impact.
Read MoreCritical skills are essential to the success of any company, after all your people are your biggest asset. Skills are the talents and abilities of employees, managers, and leaders to accomplish company goals and support your organisation to win in the marketplace. But it is not always easy for organisations to know and identify what skills their employees need to strive in the business and drive growth. HR leaders are in a unique position to assist decision makers with identifying the critical skills organisations need to succeed and what individuals and teams may need those skills.
Read MoreWhile diversity and inclusion initiatives have made great strides in terms of gender, race, sexuality, creed, nationality, and more, there is one population that is still conspicuously absent from most D&I strategies: neurodivergent workers. And yet, 15-20% of the population is neurodivergent. Which means you are likely managing and/or working with neurodivergent colleagues, whether you realise it or not. Despite the prevalence of neurodiversity, most companies don’t include it in their broader D&I agendas. In this blog Sonia Allinson-Penny shares ideas to help you build a workforce strategy that accommodates neurodiversity.
Read MoreMost people are remarkably tolerant of time wasted at work due to bad data: Sales people spend a couple of hours a day correcting bad leads from marketing; Finance people spend even more time tracking down discrepancies; and managers delay making important decisions because they can’t trust the reports they need to make those decisions. It as if dealing with bad data is simply part of the job. In this article Tom Redman explores three ways that you can embrace the data generation improving how you use data in your day to day role to drive greater impact.
Read MoreOrganisational culture is more important than ever. Continuous digitisation, scarcity in talent and skills are a fact that organisations are increasingly dealing with, so for a People Analytics team and/or other relevant practitioners’ organisational culture should be addressed as a matter of importance. Organisations often are well equipped to report on ‘hard’ organisational outcomes such as safety or risk indicators. However, gaining a grasp on ‘soft’ culture indicators and their relationship to these outcomes is more difficult. In this article five steps are shared to enable people analytics teams, organisational researchers and other relevant practitioners to start with quantifying this big concept and provide organisations with tools for working on organisational culture.
Read MoreYou can understand what the key business challenges in the organisation are. You can prioritise your work effectively, ensuring you’re working on the most pressing business challenge. You can do great analysis and generate fantastic insights. You can even come up with some great recommendations for action to be taken that will deliver business value… but if you can’t communicate the insights and recommendations effectively to your audience, all of this great work will be wasted, and you won’t get the action that you need. In this blog we explore why data storytelling is an important skill for all HR business partners to master.
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