Putting big data to work

Organizational Network Analysis helps reveal insights “hiding in plain sight” in untapped email data


Posted by Greg Szwartz and Nikola Andric on November 13, 2018.

We recently had the opportunity to work with a leading global Life Sciences company to leverage some of its “dark” email-based metadata. This is data that companies generally don’t tap into, let alone turn into valuable information. What we found yielded surprising insights into how the organization and its people work and interact. This knowledge can now be applied to fuel an insights-driven High-Impact HR operating model—with a more systematic and quantified perspective on ways to boost new employee success, reduce turnover, and lift the overall productivity of the entire organization. Here’s how it happened.

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Transforming HR service delivery: Next steps on the journey

Once you’ve made the leap to the cloud, leveraging existing technology can further propel you toward true High-Impact HR.


Posted by Derek Polzien and Shira Bortniker on September 20, 2018.

Transitioning HR’s system of record from legacy, on-premises technology to a cloud solution is a giant leap forward in transforming HR to better serve the business and employees. But why stop there if you can keep the momentum going and unlock more value? Let’s look at some ways to increase HR effectiveness and build on previous transformation efforts—without undoing or redoing what’s been accomplished so far.

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The Manager … Key Player in a High-Impact HR Operating Model

Posted by Arthur Mazor, Gary Johnsen, Justin Clark, and Bryanna Ransom on April 16, 2018.

Often overlooked in the design of an organization’s HR operating model is the role of the manager, particularly the extent to which managers should be involved in delivering people-related services and how to equip them with the right tools and resources to do so. With research suggesting that managers account for over 70 percent of the variance in employee engagement,1 defining the people leadership expectations of managers-and helping them deliver on those expectations-is a key factor in any organization’s success, and can lead to higher ROI in terms of workforce performance, innovation, and company loyalty.

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Using people analytics to get to High-Impact HR

Posted by  David Fineman on August 3, 2017.

High-Impact HR refers to an HR function that helps the business excel in key areas—adapting to market changes, introducing new products and services faster, being more responsive to customer needs, operating efficiently and cost-effectively, and beating the competition. People analytics, which is really a subset of business analytics, is a key enabler of High-Impact HR. Deloitte’s 2017 Global Human Capital Trends report tells us that 71 percent of surveyed executives see people analytics as a high priority, and are applying it to talent challenges, as you might expect, particularly in recruiting and also in performance measurement, compensation, workforce planning, and retention.1 But it’s not just about HR—people analytics addresses business issues, too.

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Capabilities and containers

Both should be developed for Business HR impact

Posted by Arthur Mazor, Gary Johnsen, and Joanne Stephane on June 29, 2017.

Innovative companies realize the importance of driving performance and productivity through their workforce. Because of this reality, many business leaders have increasingly turned to HR to design programs that attract, develop, engage, and retain the very best talent and deploy solutions that support a culture of innovation. Historically, Business HR resources, commonly known as HR business partners, are expected to provide strategic consulting and coaching needed to guide the business in managing their workforce. Organizations have had, at best, mixed results. Rather than dialing up the strategic repertoire, many HR business partners continue to be mired in delivering administrative services, with little change since the 1990s.1 Why is this? How do we get out of this predicament?

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Pivoting Toward High-Impact Business HR

The business of HR should be the business.

Posted by Arthur Mazor and Joanne Stephane on May 16, 2017.

The HR function has been on an evolutionary journey to create and sustain more business value, but the journey is not over. It is time to take Business HR to the next level and transform it into a high-impact organization.

In our last post on Business HR, we looked at the three roles that characterize high-impact Business HR. Today we focus on making it happen—how Business HR can evolve to operate with high impact.

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3 ways next-generation performance management is evolving for high impact

3 ways next-generation performance management is evolving for high impact

Posted by Terry Patterson on March 28, 2017.

High-impact HR has caused a radical shift in the way performance is being measured and managed in order for companies to be able to attract, engage, and develop their top performers. Organizations are overhauling their performance management programs and focusing on developing the right mix of total rewards and development opportunities to help keep high-performing talent engaged. According to Deloitte’s 2017 Global Human Capital Trends research, 79 percent of surveyed executives consider redesigning performance management a high priority, and organizational capabilities to implement performance management have greatly improved. This “next-generation” performance management addresses today’s workforce issues through three shifts in approach to more strategic performance management.

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Lessons from our research: Ways to build a diverse, inclusive organization

Lessons from our research: Ways to build a diverse, inclusive organization

Posted by Josh Bersin on December 17, 2015.

With all the press we read about diversity, inclusion, women in leadership, and the need to be open-minded about religious and cultural differences, one might ask “Is 2016 going to be the year of diversity in business?” Yes, I believe so: this topic has been raised in the public eye, and a broad range of research1 indicates that inclusive and diverse businesses outperform their peers by a significant margin. If you aren’t taking this topic seriously, you should be.
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Localizing HR doesn’t mean abandoning global standardization

Global standardization

Posted by Michael Stephan on June 19, 2014

For years we’ve worked with global organizations to help them standardize their HR practices around the world with the aim to lower costs while improving HR’s ability to efficiently serve the business and employees. This work often involves complex and sweeping transformation efforts, significant investments in ERP/SaaS platforms and shared service centers, and other changes in HR’s structure, technology, and processes. Now one of the Global Human Capital Trends 2014 looks at the ways a new model of “high-impact” HR is reshaping the global and local HR function. The idea is to retain globalized practices and infrastructure, but with localized flexibility to address the realities of specific countries or markets. It’s standardization with a twist — and that twist is what enables HR services to be more business-driven and ultimately more effective.

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