1) HR Must Make People Analytics More User-Friendly by John Boudreau
Managing HR-related data is critical to any organization’s success, yet progress in HR analytics has been glacially slow.
The article discusses factors that can effectively “push” HR measures and analysis to audiences in a more impactful way, as well as factors that can effectively lead others to “pull” that data for analysis throughout the organization.
On the “push” side, HR leaders can do a better job of presenting human capital metrics to the rest of the organization using the LAMP framework:
On the pull side, we can consider the necessary conditions for HR metrics and analytics information to get through to the pivotal audience of decision-makers and influencers, who must:
- receive the analytics at the right time and in the right context
- attend to and believe that the analytics have value and that they are capable of using them
- believe the analytics results are credible and likely to represent their “real world
- perceive that the impact of the analytics will be large and compelling enough to justify their time and attention
- understand that the analytics have specific implications for improving their own decisions and actions
2) Why You Need This One Trait to Build a Successful Company Culture by Sydney Lucken
How would you describe a superpower in the workplace? Words such as “inspirational,” “influential” and “powerful” may come to mind, but you would rarely think of “empathetic.” Indeed, empathy is a skill which is often overlooked in the workplace. Find out the difference between empathy and sympathy.
So how can you develop empathy in the workplace? You just have to be willing to listen and remember the company’s vision. Lastly, find out why empathy matters in the workplace by reading the article.
Read more here: https://www.entrepreneur.com/article/294967
3) To ‘Friend’ or Not to ‘Friend’? by Aliah D. Wright
For HR professionals, “friending” employees on Facebook or connecting on other social media sites is far from a simple decision.
Some said it was OK to accept friend requests from employees but to “tread lightly.” Others said it’s better to invite those employees to connect on LinkedIn instead because that platform is more professional. Concerns about connecting on Facebook – and retaining those connections after a promotion – ranged from finding out too much information about employees to being accused of favouritism or impropriety.
I personally felt it was really interesting to read the different insights from various people. It shows just how different we all think about society. I think I would actually “Friend” an employee. What about you?
Read more here: https://blog.shrm.org/blog/to-friend-or-not-to-friend
4) Investing in Workers Keeps Them Invested in Your Firm by Paul Wolfe
What motivates workers to seek a new job and what makes them want to stay? The answer is deceptively simple. Workers want companies to provide them with fair compensation and benefits, workplace perks and development opportunities that help advance their careers. In other words, invest in your employees and they will be invested in your firm in return.
Here are some tips for employers looking to hire and keep new workers:
1) Offer competitive salaries and benefits
2) Develop programs focused on skill-building
3) Cultivate a supportive corporate culture
4) Recognize achievement with regular promotions and salary increases
5) Emerging Challenges in Global Talent Mobility by Spencer Manners
Many fast-growing industries face a challenge in maintaining a large enough pipeline of talent. When companies need to fill a position, their goal is to hire the best trained and highest qualified candidate. A significant amount of that talent – especially in STEM (science, technology, engineering and mathematics) positions – comes from foreign nationals.
What should companies keep in mind when they are going through the process of hiring a foreign national? One important recommendation for companies is to maintain a written sponsorship policy on the recruitment and retention of foreign nationals. However, employees have to consider the significant upfront costs for a newly on-boarded employee and the risk of losing the employee after significant expense, as the employee will have the ability to move to another employer sooner.