Displaying: Optimising HR

At a roundtable event in March 2017, Corporate Research Forum members had an opportunity to share experiences of implementing HR analytics. This note summarises the discussions and provides a glimpse into the areas HR professionals most often struggle with when it comes to implementation of HR Analytics. It also provides recommendations for other HR professionals and asks questions around the effectiveness of people analytics. 

This infographic from IBM’s research report “My Data or Your Data?” showcases the concerns individual employees in US have when it comes to storage and use of their personal data collected by organisations. While people’s views on data privacy vary greatly, it is important for organisations to understand these views and employ effective communication strategies about privacy to all employees.  The infographic contains a link to the full report. 

This article from Corporate Research Forum’s fourth edition of Progress e-magazine discusses the future for today's "digital worker". Written by Dr. Carsten Sørensen from the London School of Economics and Political Science, this article touches on the issue of measurement and digitalisation. Download it here. 

Compiled from desk research, a CRF survey and many interviews with HR leaders, experts and academics, this report examines in depth what evidence-based HR (EBHR) is – and is not, and how evidence-based practice can benefit HR departments. The report explores what is meant by evidence, along with how EBHR connects to measurement evaluation and diagnosis in HR.

Full report is accessible to all CRF members here. To enquire about the research please contact Harry Cloke, Senior Business Development Executive at harry@crforum.co.uk.

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Analytics is emerging as the next big trend for the HR function and is seeing a lot of interest.  However, is all this hype justified and can HR analytics propel the function forward and add value to the organisation? Join us in November to learn what analytics can really deliver for HR and to learn more about the current trend.

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    Karen Ward CRF Associate
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    Gillian Pillans Research Director, Corporate Research Forum
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    Dr. Nigel Guenole Senior Lecturer & Consultant, Goldsmiths University

This definitive report examines fully the essential aspects of business partnering, the role of HR Business Partners and their work. Guided by interviews with senior HR leaders and experiences in several organisations, a key finding is that many organisations struggle with the Ulrich model, or to make business partnering work effectively – mainly because of interpretation, understanding, preparation, capability and implementation issues.

Here, you can download and view the report’s executive summary. The full report is accessible for CRF members only. To find out more please contact Harry Cloke, Business Development Executive on harry@crforum.co.uk or on +44(0)34572640

What are the characteristics of consistently successful businesses? Is it the ability to innovate and to launch a regular flow of new products and services? Is it the ability to attract and retain high quality talent? Is it about creating new markets and to increase market share? 

Of course, all these factors are critical. But in the business world, the defining criterion is companies’ ability to achieve superior financial performance and to deliver outstanding shareholder returns especially in the longer term over, say, 5 and 10 year periods.

The report, aimed at HR practitioners, provides practical guidance on commercial acumen and how it should be applied in the business.  

The preview of the report available here, gives users access to the first chapter of the report. The full report is available to CRF members only. To find out more please contact Harry Cloke, Business Development Executive on harry@crforum.co.uk or on +44(0)34572640.

In today’s rapidly changing business environment, it's more important than ever for HR to be commercial, close to the business, and clearly aligned to business strategy. However, the reality for many organisations is that HR is often disconnected from business priorities, and HR's contribution to critical strategic and commercial objectives is not always clear.

CRF’s research report considers the current state of the HR function, and looks at the role HR should play in helping develop and execute strategy, and how HR can become more business-relevant. This executive summary examines the key findings from the research. Full research report is available to CRF members only. To find out more please contact Harry Cloke, Business Development Executive on harry@crforum.co.uk or on +44(0)34572640.

Your first 100 days as the new Chief Human Resource Officer (CHRO) provides a window of opportunity to build a solid foundation for long-term success. It’s a time to gain the confidence of the CEO, the executive team and those in the HR function, and to secure an in-depth understanding of your new environment. This is a unique opportunity…one you will never have the chance to do over. How can you make the most of it? This paper by Mercer looks at the areas you should focus and the aims you should strive to achieve. 

In Mercer’s recent Global Talent Trends Study, only four percent of HR leaders reported that HR is seen as a strategic partner in their organization. Furthermore, over 80 percent indicated that their talent processes need an overhaul. How did the gulf between what HR intends to be — a strategic partner — and how HR is perceived — an undervalued resource — get so big?

There are several talent trends driving the question around HR’s value. The prevailing HR operating model, and how organizations have implemented it, also brings challenges. This paper examines these issues and provides Mercer’s view on what HR can do to redefine its value in today’s evolving talent economy.

In today's rapidly changing business environment, it's more important than ever for HR to be commercial, close to the business, and clearly aligned to business strategy. However, the reality for many organisations is that HR is often disconnected from business priorities, and HR's contribution to critical strategic and commercial objectives is not always clear.

CRF’s new research report considers the current state of the HR function, and looks at the role HR should play in helping develop and execute strategy, and how HR can become more business-relevant. 

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