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
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