Do you often find it difficult to build a solid business case for investment in HR? How are you meeting this challenge?
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HR: Make Your Case!!!!
New Community Radio Opportunities to Increase Provision of Local Services and Information
About 800 of the non-commercial community stations are already operating and providing music, health, education, and local information, news, and sports. The stations are run by community organizations, churches, and other civic groups, typically staffed by volunteers, and dependent upon donations from organizations and listeners.
Community radio operations tend to provide information about community and civic organizations that are overlooked by commercial broadcasting, focus on social issues in communities, and provide services to minority, ethic and immigrant groups. Programming on community radio is distinctively different from commercial radio and tends to be more local than, and providing alternative content to, that of public radio stations.
The stations operate on low power, making them useful for servicing small towns, counties, metropolitan suburbs and neighborhoods.
The expansion of spectrum devoted to community radio had been sought for several decades and the Local Community Radio Act signed by the president directs the Federal Communications Commission to make provision for the additional services. Some disputes with commercial channels over spectrum are expected in large metropolitan areas during that process.
IBM Makes Social Media The Responsibility Of Every Employee
by Jeff Ernst
New Hires - Where Do Yours Rank?
Success Stories and Predictive Analytics
Predictive analytics encompasses a variety of techniques from statistics, data mining and game theory that analyze current and historical facts to make predictions about future events.
In business, predictive models exploit patterns found in historical and transactional data to identify risks and opportunities. Models capture relationships among many factors to allow assessment of risk or potential associated with a particular set of conditions, guiding decision making for candidate transactions.
How Current Are You - Interior & Exterior Redesign
A person I know has been out of work for over a year and a half and has not had any luck in landing a position. Yes, this is another human resources professional at the senior level looking for work. I have talked to her in the past and asked what is her approach, her story, and how she attacks the interviews. To sum it up in less than five(5) words, "I do not fit"!!! WHAT, you do not fit ,what does that mean. Her comment to me was "age discrimination". In addition she said, I think they are not considering me because I was at my prior company for 28 years. Have you heard that before, I bet you have, probably coming from your mouth to a hiring manager behind closed doors and telling the candidate he/she is overqualified or something like that - right!!
Here is my observation of this person and what she needs to do going forward. I told her this by the way in very clear and concise terms and descriptive words:
- you dress like you are 10 years older than you are
- people think I am too old
- you present a negative image in your discussions with people around you
- you feel you are a victim
- your hairdo is 10 years behind the times
- you do not think up to date
- you do not show any confidence
- you do not sell yourself on your resume
- you do not have a plan when going into the interview
- dress your age, but in a modern way, check out the fashion magazines to see where you can make changes
- be positive in your open discussions with people so they get a sense you can contribute rather than criticize
- think and have a survivor mentality
- use your age as a degree in business experience and how that can help a company
- go to the beauty salon and tell them to style your hair for the times and to the shape of your face and height
- think current and relate that to business and engagement conversations
- exude confidence in every discussion
- use your 28 years as stepping stones to your last job- that means never in the same position or responsibilities for XXX months/year(s)
- have a plan when you go into an interview - be smart and do your homework. etc, etc
HR Measures, Metrics and Analytics Summit-Recap
The American Strategic Management Institute hosted the HR Measures, Metrics and Analytics Summit this week in Arlington, VA. This conference is my third HR metrics in the last six months. I ALWAYS learn something new. Below is a list of just a few observations from this week:
- HR must take the lead on metrics, before someone else does.
- It’s not good enough anymore for HR to align with organizational strategy, HR needs to actually BUILD organizational strategy. (Jeremy Shapiro, Stanley Morgan)
- Metrics and Analytics will be used, paid attention to, and acted upon if you can relate them to organizational outcomes.
- Many organizations are at the infancy stage of HR metrics, just starting to track HR effectiveness and efficiency but….
- Organizational leadership is more demanding for evidenced based decision-making
- The future of HR Metrics is predictive analytics….the future is now! (Darren Shearer, SuccessFactors)
- Insight from data can’t happen until you begin to integrate your HR data with other functional data
- HR tracking metrics like those found on scorecards are important, but analytics will prove impact and show insight enabling HR to show how people really make the difference in the organization.
- Workforce planning analytics is a great place to start in the analytics journey as having the right people, in the right seat, at the right time will be critical for companies to gain competitive advantage.
- Doing the analysis does not necessarily require a PhD, just a curious mind that understands the business environment.
- Continuous improvement occurs when action is taken on the insights uncovered. Actions will not be taken unless managers and leadership are HELD ACCOUNTABLE.
- Don’t be so proud of your data that you display ALL of it rather than tell a compelling data story.
- Talent Management metrics like quality of hire and how/who is high performing ar e critical analytics as these measures have big financial impact to organizations. (Darren Shearer, SuccessFactors)
Every time I have attended a metrics conference, I leave more optimistic than I came. I meet very savvy HR professionals that are determined to not let HR metrics fall into someone else’s hands!!
Failure as a Necessary Component of Innovation and Breakthroughs
How Clean is Your Human Capital Data?
Leaders Should Know What to Do
Leaders Create Leaders
What Leadership Looks Like in 2034
Bernard M. Bass was one of the foremost leadership scholars, with a career that spanned 7 decades. In 1967, he was asked by the American Management Association to speculate what management/leadership would look like in the year 2000. Remarkably, most of his predictions came true. For example, in 1967, Bernie foresaw that managers would make daily use of computers in analysis and decision making (he did not foresee the invention of personal computers, but assumed leaders would be connected to mainframes). He also predicted that leaders would have to adapt to workers with greater knowledge and skill and desire more challenging work. He also predicted tremendous growth in leadership training and development. All of these predictions came to pass.
In 2001, Bernie made predictions for the year 2034. Here are some of his predictions:
- Leadership development efforts will continue, with ongoing training a requirement for leaders (much of the training will be web-based)
- Second careers will become commonplace, as will 85-year-old employees.
- Women will become the majority of leaders and directors in most organizations (he argued that this is due to their more transformational qualities and greater concern for equity, fairness, and social justice)
- Leaders will make regular use of artificial intelligence to aid in decision making.
- Biotechnology and genetics will play a part in both understanding leadership and in leader selection
- We will "outgrow" bureaucracies, and most organizations will be flexible and mission-driven
- With technological advancements, it will be much more difficult for dishonest leaders to emerge in organizations and greater transparency in organizational operations will be the norm.
- Virtual work (e.g., virtual teams; web-based collaboration) will be the rule rather than the exception.
Bernard M. Bass (2002). Forecasting Organizational Leadership: From Back (1967) to the Future (2034). In Bruce J. Avolio & Francis J. Yammarino (Eds.), "Transformational and Charismatic Leadership: The Road Ahead." Elsevier, Oxford, UK.
Where to Start the HR Metrics Journey?
Don't Forget Training & eLearning in 2011
- make sure there is a solid training strategy that ties to the corporations' goal/objectives
- keep the training budget as much in place as possible
- make sure your managers buy into the training strategy
- managers must emphasize that training is important to them
- offer eLearning options for your employees through companies like Skillsoft
- provide time each week for learning
- show the outcome of skills training so people see the end result
- post notices on your intranet regarding skills training
- make sure that you subsidize if not pay in full the training that people take that is relevant to their current position or one that in next in line for them. There has to be a solid ROI
Your comments are welcome at wgstevens2@gmail.com .
Start The "New Year" Off Right - Reassess
Well, now that 2010 is gone and some assumptions may not be valid today reassess everything. It is also time to reassess your own value to the organization and how you can add additional value and less HR bureaucracy and other HR administrivia. Now I know that as executives in the new world of HR you do not focus on this stuff you should make sure your managers and key subject personnel have a direct line of sight to the business and not to build their own castle.
So, in summary, reassess the following in detail and re-evaluate the net effect on the bottom line:
- HR strategy plan
- HR budget for 2011 and subsequent years if you are on a multi-year planning basis
- HR staff and what the business needs today vs last year
- Staffing plans by group(s), division(s), department(s)
- Training and development - although in your budget, make sure you have departments that are outliers re-added to your budget and reassess each individual plan
- HR technology needs
- HR products that move your company to a self-service, self-reliant organization