Merging Performance Management and People Analytics


Posted by Kathi Enderes on October 16, 2018.

Performance management—or the abandonment of it—is a hot topic. We just launched the results of a new High-Impact Performance Management study—the results of surveying over 1,000 organizations globally, across all industries, geographies, and sizes. Many organizations feel old-fashioned and left behind in their approaches to performance management, apologizing if they have not evolved from traditional ratings or performance reviews. Yet organizations still need to make people-related decisions, and individuals need fact-based input to understand current performance and gauge development opportunities. The absence of relevant data often creates a vacuum, leaving individuals confused and organizations open to bias, subjectivity, and misinterpretation. We delved deeper into this topic in our High-Impact Performance Management study.

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Three Problems with Combining People Analytics and Performance Management, and How to Overcome Them


Posted by Kathi Enderes on October 16, 2018.

In the blog “Merging Performance Management and People Analytics,” I wrote about how combining performance management and people analytics can lead to better and more frequent data for making people decisions and evaluating performance, as well as the opportunity to embed both performance management and people analytics into the flow of work itself. Bersin research shows that combining these entities can drive increased business and workforce performance.1 The performance management software vendor Reflektive, for example, effectively integrated its performance management and people analytics efforts.2

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Upskilling HR in People Analytics


Posted by Madhura Chakrabarti on March 20, 2018.

People analytics has rapidly become an essential tool for improving individual performance, enhancing employee experience, and achieving business goals. But while many companies now have people analytics teams in place, HR practitioners are not all conversant with data or analytics yet. In fact, in nearly 60 percent of companies, basic data literacy skills are not yet in place across the HR organization.1

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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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Two truths and a lie

Insights from the 2017 Human Capital Technology and Service Provider Day

Two truths and a lie
Posted by Dave Smith on June 8, 2017.

Each year, Deloitte Consulting LLP brings together our key fellow members in the HR ecosystem—HR technology and service providers—to talk about the future of sustainable HR and the health of the ecosystem we share. Last year’s Provider Day event focused on the theme Understanding and serving the HR buyer and included our first-ever HR buyer guest panel. This year we gained considerable insights from providers on our theme, Sustainable HR: Agile evolution for the future. We were especially interested in perspectives that providers shared with our own Deloitte Consulting human capital leaders during social times and one-to-one meetings, and this article reflects our informal poll of participants about the key themes from the event.

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New Research: Changing business structure, dynamic roles, and new models of leadership top the Global Human Capital Trends for 2016


Posted by Josh Bersin on March 02, 2016

The new digital world of work is shaking the foundation of the world’s organizations: one of the biggest challenges companies now have is the need to fundamentally change the way they are structured.

This month we are launching our largest-ever study of talent challenges in business, the Deloitte Global Human Capital Trends 2016. More than 7,000 companies around the world took the time to answer our survey, and the findings were striking. While nearly every talent challenge from last year became more acute, the No. 1 topic on people’s minds is now “how do I organize my company to effectively meet the digital demands of today?”

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