Finding the Answer to HR’s Need for Data-Driven Business Results

Finding the Answer to HR’s Need for Data-Driven Business ResultsPosted by William Pelster on January 4, 2013

In HR and elsewhere, we’re in thrall to Big Data – sold on the power that information and analytics can give us as we work to understand our surroundings and make critical decisions.

Big, however, is only one of the ways to measure data’s value. Fresh, original and relevant matter too. When you apply the right knowledge to a challenge, the strategies you form as a result are better. The work of designing and implementing change is easier and more effective. When all the elements align from beginning to end, HR can more easily reach its full
potential to drive bottom-line business results.

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HR Times Video Blog: Recorded Live from Workday Rising 2012

At the Workday Rising 2012 event in Las Vegas, John Malikowski, National Practice leader for Deloitte’s Workday Enabled HR Transformation services, Mike Mitchell, Principal for Emerging Solutions and David Hom, the U.S. Workday leader, discuss the practice’s growth and achievements over the past year from new implementations to global reach and capabilities to the acquisition of Aggressor.
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Citizens of the Cloud Converge at Workday Rising 2012

Posted by John Malikowski on November 2, 2012

I look forward to Workday Rising every year because it really personifies what’s exciting about cloud and SaaS (Software-as-a-Service) solutions and what they can mean for HR and Finance—as well as for companies in general. It’s a chance to interact with people whose businesses are all along the continuum of implementing Workday and working in the cloud.

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The Big Picture: Practical Considerations before Implementing Talent Management

Many companies recognize talent data improves workforce planning and analytical decisions in helping them meet strategic business goals. As a result, they’re turning to talent management solutions to plug in that missing layer of data. These solutions can supply a wide range of information from compensation to performance to recruitment. But, before pursuing implementation, companies should take a step back for a bigger picture of the challenges they might face and benefits they could achieve, such as greater visibility into employees. This video blog will help companies gain a wider perspective on the impact talent management solutions can have across their enterprises. Plus, it will offer some leading practices as companies move toward implementation.

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Workforce Analytics as a Sales Tool? Here’s How

Workforce Analytics as a Sales Tool? Here's HowPosted by Ed Basanese and Rob Dicks on May 14, 2012

We’ve discussed here on HR Times the rise of workforce analytics as a tool to give HR leaders insights that can help them support broad organizational goals. In fact, workforce analytics is one of the eight human capital trends discussed in the report Leap Ahead. Another is HR’s growing role in supporting sales force effectiveness, which has HR implications ranging from talent strategies and organization design to learning and development, compensation, governance and change management. Now, we’re seeing these two trends converging—specifically, how a specialized type of analytics that looks at the formal and informal networks within organizations can help lead to more effective sales forces as well as increased organizational effectiveness overall.

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Workforce Analytics is a Journey and a Process

Workforce Analytics is a Journey and a Process Posted by Rishi Agarwal on April 12, 2012

The journey
Many HR organizations have a desired destination in mind, one where they have the analytics capability to make predictions about their workforce for which they can then develop targeted responses. For example, they want to be able to predict the likelihood of turnover for a particular role or individual, so they can devise specific retention strategies. Or they want to predict which high potentials have the best chance of success as a senior leader. In our experience, there are many steps on the workforce analytics journey and organizations sit at different points along the journey based on their information maturity.

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Designing for a Global Enterprise for 50,000 (or 5,000 or 500)

Designing for a Global Enterprise for 50,000 (or 5,000 or 500)Posted by Zahava Kahan on October 26, 2011

Today at Workday Rising 2011, I’m co-presenting with colleagues from Thomson Reuters and Workday about the global/local design for Thomson Reuters’ HR Transformation for 55,000 employees in 100 countries. We’ll cover the importance of thoughtful global design, the value of socialization, pitfalls to avoid and new leading practices. If your company happens to be contemplating or in the midst of a similar effort, I’d be happy to share the details of our presentation with you. But even if your efforts to implement new technologies or new ways of working are smaller in scale, many of the same practices and lessons apply. For example, creating (and living by) business process design principles:

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