Podcast

Listen, learn, and explore with leaders, practitioners, academics, and vendors in the People Analytics & Future of Work Podcast

Thought leader, speaker, advisor, and Chair of the People Analytics & Future of Work Conference. Join Al Adamsen as he interviews executives, practitioners, academics, entrepreneurs, technologists, futurists, and others innovating candidate and employee experiences and their relationships with technology, data, outsource providers, contractors, and other realities of 21st-century life.

 

Talent Strategy

Does your organization have a people strategy?  If so, how is it measured, managed, and improved upon over time?  Who’s involved?  Are key stakeholders – representatives from Operations, Finance, HR, Facilities, Legal, etc. – contributing to such decisions?  Is there a formal governance body or is talent strategy put together inconsistently year-to-year by a select group of HR leaders?  If there is formal governance body determiningpriorities, ensuring strategies are carried out, and facilitating ongoing communication?

As organizations gain an ever-increasing appreciation for the critical importance of coherent, systematic talent strategies, the means in which such strategies are formulated, measured, and managed need to be better understood.  In other words, effective talent strategies can’t be put together by HR alone, or by HR facilitating a series of interviews with business leaders.  There needs to be a more formal, systematic way of identifying opportunities, setting priorities, and measuring and managing the implementation of talent-related initiatives.  This is where Talent Governance comes in: Talent Governance helps ensure talent strategies include key stakeholders, consider diverse perspectives, reduce business risk, and achieve desired outcomes.

TSI helps form and facilitates Talent Governance bodies (e.g., Talent Committees).  We offer proven processes and tools, along with thought leadership and talent process consultation.  In the end, we help organizations ensure its talent, and the management of related processes, serve as true sources of sustainable competitive advantage.

Learn how to make this happen in your organization by engaging TSI in an in-house workshop or direct consultation. Click below to learn more. 

 

Workforce Planning

What work needs to be done in the future to execute the business strategy? What attributes do people need to have in order to do the work? Do you have the required talent already? Is it being developed? Will you have to recruit from the outside? Will you have to engage a vendor or contractor? What’s the optimal way to organize the talent? These are other questions are considered and answered in an effective workforce planning process.

Learn how to accurately forecast talent demand, talent supply, and intelligently fill gaps by engaging TSI in an in-house workshop or direct consultation.  Contact us to learn more.

 

Workforce Analytics

Big data. Predictive Analytics. Forecasting. Employee surveys. What is all this stuff? Does any of it matter to me and our organization? Maybe a better question to ask: Do leaders “think” they know what’s happening or do they truly “know”? 

If data-based workforce insight was consistently delivered to leaders and other business partners, would talent and workforce related decisions improve? How would understanding the impact of employee behaviors and workforce dynamics affect talent strategy and business strategy? How would understanding the drivers of employee behaviors and workforce dynamics affect the allocation of scarce financial and human resources? Workforce Analytics helps answer these questions so leaders and business partners can affect change intentionally and with an unprecedented level of confidence.

Learn how to create a learning agenda, apply the appropriate analytic techniques, and build a sustainable workforce analytics capability by engaging TSI in an in-house workshop or direct consultation. Contact us to learn more.

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HR Metrics & Reporting

A lot of time and energy is being spent on HR metrics and reporting, yet many organizations remain frustrated.  They’re not receiving value commensurate with the associated investment.  Why?  First, there needs to be clear processes around data-entry, management, and governance.  Measures and metrics need to be clearly defined and staff need to be entering them consistently.  Second, data sources and reporting needs to be accessed and used consistently.  Without such rigor metrics can be calculated differently or their presentation can be confusing if not misleading.  The good news is that there are systematic ways of getting dashboards, scorecards, and reports to a point where they’re consistent, insightful, and build confidence among those viewing them.   

Once there’s confidence in measures and metrics, these can be placed in a Quarterly or Annual Workforce Review.  This is the deliverable that measures progress towards stated targets (headcount, retention, diversity, etc.) and communicates the plan moving forward.  This is proving an indispensible means in which to report to executive committees and boards.  

Note the paragraphs above did not mention technology once.  This is because technology evaluations, improvements, or selection come after these considerations have been thought through, if not implemented.  TSI does, however, help with Business Intelligence (BI) and reporting as well.

Learn how to improve the effectiveness of your organization's HR Metrics & Reporting initiatives by engaging TSI in an in-house workshop or direct consultation. Click here to learn more.

 

Leader Assessment & Development

How should leaders be assessed and developed? What are the most important attributes to perpetuate or enhance the culture and productivity of the workforce? What does great leadership look like? Is there one model or is there a framework that allows for diverse ways of being? How should key attributes be assessed: employee surveys, 360 surveys, structured behavioral interviews, etc.? Are existing “competency models” of value or are they distracting or even counter-productive? What is the track record of lead assessment, and development, thus far?

Leader development is a critically important yet often misaligned discipline. Rarely is there clarity on what effective leadership looks like in real life, day-to-day. It may exist on paper or in a competency model, yet how to assess, develop, and celebrate it in real life remains elusive. Add to this is the fact that most don’t know if leader behavior is actually what’s driving organizational effectiveness. It’s assumed, yet the role of the followers are improving as, if not more important that the role of the leader. Do the followers know how to follow? (see Barbara Kellerman’s research in the End of Leadership)

What is known beyond doubt is that there is one overriding theme that needs to be assessed for among leaders. It’s the number one leadership attribute: The willingness and ability to learn and, in turn, take action on that learning. To do this takes emotional intelligence, emotional literacy, self-awareness, the ability to empathize, facilitate, decide, etc. This then begs the question: Is my organization assessing and developing these attributes and, if so, how are we doing? We can help you answer these questions so your leadership investment truly delivers the value you hope.

 
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Talent Assessment & Development

How should talent be assessed and developed? Does your organization still call this process “performance management?” If so, why? Who within your organization needs their performance managed? Is this process engaging or disengaging? Is it positive or counterproductive? Do supervisors and staff look forward to it or do they dread it? What does an ideal feedback and growth process look like? Has there been an open forum to create such a process?

With the millennial generation taking over an ever-increasing proportion of the workforce, there’s an ever-growing demand to create evaluation processes that are more fair, inspiring, and that set the stage for true success. Such processes are based on accurate personal and supervisor assessments and the subsequent development they identify. It’s forward looking. It’s not punitive. It’s not contrived and awkward. Instead, it’s authentic and relevant. It’s a process supervisor and staff alike want to engage in.

Like with leader assessment and development, the overriding theme that can/should be guiding talent assessment and development is learning. Carol Dweck, the esteemed Stanford University Psychology Professor, draws a distinction between those with a growth mindset and a fixed mindset. Those that are more happy and successful in life, including business, have a growth mindset: an insatiable curiosity and willingness to learn. Thus, no matter the technical skill, behavioral attribute, or accomplishment that’s put forth as the goal, the progression towards that goal is what needs to be measured and celebrated (or not).

Contact us to learn more about how to turn your organization’s “performance management” process into something that’s positive, engaging, and of critical value to driving business performance.

 

Measurement Strategy

To date, most HR organizations, everyone from CHRO’s to analysts, have been customers of data. We’ve had to deal with what’s been in our organization’s systems. In turn, we’ve been challenged with making magic out the data. What’s the story? What are the levers? What are the recommendations? What are the repercussions? What are the risks? While these are all reasonable questions, or ability to answer them with confidence has been hampered by the fact that we, rarely, were involved in formulating a measurement strategy – identifying what data and metrics needed to be produced in the first place.

Very simply: We need to understand the questions business leaders and other internal customers want answered before we start doing selecting and implementing systems, improving processes, and engaging in intensive analyses. When the questions are known beforehand, processes can be improved and leaders can get the information they want. Because processes improve does not mean, automatically, that there’s better data and information. Better information needs to be created consciously, and this means beginning with the end in mind – what stories do we want to tell, and what data do we need to tell that story? With this in mind, all HRIT Roadmaps should have a measurement strategy integrated into it.

Connect with us to learn about both proven and innovative practices in formulating and implementing a measuring strategy. Without one, true workforce insights are going to be hard to come by.

 

Workforce Intelligence COE

OK, we want to do workforce planning and analytics, but where do we start? Where are we going? And how are we going to get there? We know we need people with more advanced skills. We know we need to improve data quality, our processes, as well as our overarching governance. We know we’ll likely need new technologies. Trouble is, we’re not experts already. Writing the job descriptions is tough enough, not to mention how to organize the talent, set priorities, enable them, engage internal customers, etc. TSI can help.

When standing up a sustainable Workforce Planning & Analytics (WP&A) or Workforce Intelligence capability, beginning with the end in mind is key. It will inform what the team will look like, what skills will be appropriate, what technologies will be necessary, etc. Rather than make this up on the fly through trial and error, engage those who’ve been through the building process numerous times in numerous organizations. This will reduce risk, accelerate time to delivery, and increase the quality of the insight.

Learn how to build a world-class Workforce Intelligence COE by engaging TSI in an in-house workshop or direct consultation. Contact us to learn more.

 

Data-Savvy HR Business Partners

HR is transforming, or at least it needs to. Data is now part of our work, and this reality is not going away. In fact, it’s only going to get more intensive. With this in mind, what’s the plan to develop HR processes and the HR community so data-based insight can better support talent-related decisions?

Data-driven HR isn’t going to come into being just because leaders hope for it. It’s going to come into being because they planfully invest in it, much like they did when they matured FP&A and the individuals they serve. Internal customers need to know what they can ask for and how information will be delivered. Similarly, HR business partners need to know how to ask questions, analyze relevant data, package information, and facilitate discussion. Related to this, HR business partners need to work for fluidly with Workforce Intelligence COE’s so they can communicate and/or answer questions about talent-related insight.

Considering this, what’s your organization’s plan to up-skill the HR community? What’s the plan to optimize the value of the Workforce Intelligence COE and the insight they generate? Know TSI can help formulate these answers and implement the plan.