In the face of an overabundance of numbers, knowing which metrics are most important can be a real challenge for Human Resource (HR) leaders and hiring managers. Fortunately, new analyses from the IBM Smarter Workforce Institute can provide some guidance.

A retail perspective to raise rehire rates The IBM Smarter Workforce Institute has undertaken analyses of rehire rates as well as the use of hiring metrics to help HR professionals and hiring managers in the retail industry improve their recruitment performance. Read this paper and discover: - Which metrics impact rehire rates - Which hiring effectiveness metrics are being used in retail - How retail could increase rehire rates

To better understand what companies are doing in the area of employee listening and the extent to which employees are willing to participate, we analyzed data from the 2015 IBM Smarter Workforce Institute WorkTrends Survey.

In light of such popularity, many organizations are turning their attention to mobile recruiting. So, how do job seekers use mobile devices in their job searches? Using data from the global IBM WorkTrendsTM survey, the IBM Smarter Workforce Institute (SWI) analyzed why and how potential job seekers use mobile in their job searches and what concerns and expectations they have. The results provide organizations with clear insights into how they can attract talent via mobile technologies.

The rise of social media, coupled with the desire to build more engaged and productive workforces, has brought “active employee listening” to the forefront of management attention. No longer is it enough to encourage employees to speak up about topics that matter to them. Organizations today need to more actively solicit, analyze and engage in ongoing conversations with past, present and even future employees. Having access to the collective “employee voice” can help leaders achieve diverse goals, including identifying innovations, preventing discord and improving productivity, as well as building a better connection to the organization and its mission. So, how can organizations establish and manage mutually beneficial listening programs? To better understand what companies are doing in the area of employee listening and the extent to which employees are willing to participate, we analyzed data from the 2015 IBM Smarter Workforce Institute WorkTrends Survey – a broad-based survey of ov

Five years ago in a Harvard Business Review article on how companies leveraged HR analytics for competitive advantage, my co-authors and I found only a small handful of companies to interview. Today, life is very different. Interest in analytics and storytelling through data in HR is booming. But, HR as a whole is still learning how to set up an effective analytics function. That is why I welcome this report. The first 100 days of any effort is critical to success. Analytics is no different. Lead authors of this report and the people they have interviewed have sat in analytics roles in HR. They’ve learned a lot about what works and what doesn’t. Here’s an opportunity to learn from those who have already undertaken this particular journey. They know that to succeed in analytics one needs to: • Focus on business priorities • Leverage your analytics through storytelling • Use analytics to help inform decision making, not as a substitute • Understand that perfect data isn’t required for a

Workforce analytics is a very significant development in human resources. It promises the potential for deeper understanding of the ways workers contribute to organizational performance. However, workforce analytics is not just about analyzing data to reveal exciting insights; it also requires the active involvement of a firm’s workers if the potential of analytics is to be fully realized. Without active employee participation, workforce analytics efforts face at best, restricted data sources and data sets that are incomplete and at worst, the risk of damaging employee relations and, ultimately, productivity. This white paper summarizes recommendations that will encourage enthusiasm for workforce analytics and active employee participation, using the FORT (Feedback, Opt-in, Reciprocal, Transparent) framework. The FORT criteria could prove particularly useful in European countries. This is because the 1995 European Union Data Protection Directive, along with certain local legislative pr

Read this eBook to explore how using predictive and prescriptive analytics applied to talent can drive better business results.