Optimising HR

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. 

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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? Listen to CRF's webinar 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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    Dr. Nigel Guenole Senior Lecturer & Consultant, Goldsmiths University
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    Sathi Banerjee Leadership Assessment Lead , Shell
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    Georg Lange Global HR Consultant, Syngenta
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    Gillian Pillans Research Director, Corporate Research Forum

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. 

CRF has been researching the field of HRM, and turning this into actionable recommendations implemented by HR functions, for over 20 years. We have built an understanding of how the function has evolved, how its reputation has varied and the fads that have come and gone. We have gained insight into what works, what doesn’t, and under what circumstances. Our work contrasts with many self-appointed experts and gurus offering their view of the world based on unsubstantiated opinions. We prefer an approach rooted in the principles of social science based on evidence. 

Our intention in this manifesto is to give our views on the business context, the necessary organisation response and how and in what way the HR function can make an enhanced contribution to the business. 

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