8 Things Really Efficient People Do

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8 Things Really Efficient People Do BY 

Everyone wants more time. Efficiency is one way of adding minutes or hours to your day. Here are eight tips effectively used by the most efficient.

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Most everyone would like to be more efficient. Just think, you would spend less time doing the things that you don’t enjoy and more on the things that bring satisfaction, happiness and profit. Some people are actually very adept at efficiency.  They manage every manageable moment so they have more time for themselves to do the things they love. Here are eight techniques efficient people use to gain that freedom.

1. Stop Multitasking

Many people fool themselves into thinking they are good at multitasking. But actually very few can solidly focus on more than 1 or two tasks, particularly if they require focus and depth.  They fool themselves into believing they are getting more done when in reality they are accomplishing less and the quality of the work is poor. Really efficient people know that concentrated effort with few distractions leads to better work product in faster times. Otherwise the work may not be up to par, which means wasting even more time and energy going back to fix the mistakes.

2. Delegate

So much productivity is lost when people take on more than they can accomplish. Don’t be inspired by CEOs and leaders who overload their schedules and burn the midnight oil. Really efficient people are extremely good at delegating tasks to others who will perform them better. When you know how to break down a task and empower others to contribute effort, you can choose the tasks most suited for you and crank through them in record time without distraction.

3. Use Appropriate Communication

Poor communication is a huge time-waster. A fast email transmitting bad instructions or an offensive attitude can end up adding many unnecessary hours to a project. The masters of efficiency take a little extra time to think through their communication in the beginning. They consider their objectives when deciding to get on the phone. They craft their emails with purpose using the exact language necessary to get the desired effect.  It takes a little more time at the beginning but can actually shave days from a project.

4. Apply Structure to the Schedule

With all the available scheduling and productivity tools you would think more people would feel they have a handle on their schedule. And yet often people feel their schedule drives them instead of the other way around. Efficiency fanatics create standard routines in their schedule so they can achieve a disciplined approach and be ready for the important events. The more you control the calendar, the easier it is to make room for the unexpected.

5. Give Everything a Proper Place

A lot of time is wasted chasing down lost items. Keys, pens and clothing hunts can cause distraction and frustration, especially when you have something important to do or somewhere important to be. People get really efficient from being organized. Establish a home for all the items you have.  Factories that practice LEAN create common homes for necessary tools of the trade. You can do the same. Organize clothes, papers and electronics in a way that you can easily find what you are looking for.  It may take you a few extra minutes to put things away but you’ll save a ton of time and irritation from having to search for what’s important.

6. Time Activities

Do you really know how much time you spend productively versus how much time you waste? I often know that I am talking on the phone with someone who takes efficiency seriously because they tell me when the call is almost over. Efficient people set a time for each of their tasks and work to keep the schedule. Try logging your time on conversations and activities for a week.  Then spend the next week setting specific times for similar activities and work to reduce the times with similar output.  You’ll be pleasantly surprised at the gains.

7. Commit to Downtime

Tired and overworked people don’t perform well. People pleasers will sacrifice their own downtime thinking they are benefitting others, but in truth they detract from productivity. Really efficient people make sure they get rest and recuperation so they can perform at their peak. Since one amazing employee can do the work of three average employees, best to let the team rest up and be top performers.

8. Plan Projects

Effort is often wasted when people don’t have a clear path to success. Impatience is the direct enemy of efficiency. Really efficient people know they must take the time to research and break down a project into basic steps in order to achieve success consistently. Yes, planning takes a little time. But considering the challenges, process and responsibilities in advance will make for clear direction with the team. With good communication everyone can move confidently and efficiently to achieve all the objectives in record time.

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IMAGE: JAMES BOX/FLICKR
LAST UPDATED: NOV 1, 2013
 

An Inc. 500 entrepreneur with a more than $1 billion sales and marketing track record,KEVIN DAUM is the best-selling author of Video Marketing for Dummies.
@awesomeroar

 

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How to Use Psychometric Testing in Hiring

Originally posted on HBR Blog Network - Harvard Business Review:

Roughly 18% of companies currently use personality tests in the hiring process, according to a survey conducted by the Society for Human Resource Management. This number is growing at a rate of 10-15% a year according to many industrial and organizational psychologists, as well as the Association for Test Publishers.

When used correctly, cognitive and personality tests can increase the chances that new employees will succeed. Since the cost of a bad hire is widely estimated to be at least one year’s pay, there are huge incentives for organizations to get hiring right. Unfortunately, too many organizations use the wrong psychometric assessments in the wrong way. Here’s what organizations need to know in order to minimize potential risks and maximize the predictive accuracy of these tests.

Know the law. Organizations, hiring managers, and HR need to keep legal compliance in mind when they add psychometric tests to their pre-employment screening…

View original 951 more words

6 New Rules for the Modern Job Search

From TheSavvyIntern

6 New Rules for the Modern Job Search

New RulesLast week, a recent college graduate sent me her resume to get my input. As a journalism student who majored in advertising, she’s looking for jobs where creativity is key.

Overall, her resume nailed it: unique and a bit edgy. To the traditional resume reader, this resume would drive them nuts! However, because it breaks a few rules of resumes, it stands out from all the rest.

One thing she did, which is considered a “no-no” by resume experts: she used “I”.

Given the layout and creativity that went into this resume, the fact that she used “I” did not detract from her marketing document… to me, anyway. Yet we know that some resume reviewer at some old-school company might put her resume in the “no” pile for that one issue. What a shame.

Upon reflecting on this, it occurred to me that there are a lot of “rules” about resumes, letters, networking and job search in general that really should be thrown out in today’s digitally-driven job market. So here are my “new rules for the job search”:

Content Is King (or Queen)

The new rule dictates that you must give high priority to the content and relevance of a resume – and not have a hissy fit if someone gets creative or breaks a silly rule, like using “I.”

I will admit: I am one of those people who has pitched such fits in the past. I am a picky editor and believe in following style guides and conventions. However, let’s allow creativity into the realm of resumes, including (gasp) pictures and images, as long as we have a common understanding: the most important aspect of a resume is that it demonstrates the individual has the knowledge, skills, abilities, attributes and background that are relevant to the company or specific role within the organization.

It’s OK to Talk About Salary

There’s a current “rule” that spanks job seekers for bringing up salary. It’s forbidden to ask about salary too early on in the process. The new rule ponders why job seekers would even have to ask in the first place. The new rule dictates that employers must post a salary range in all job postings. And until that happens, the new rule says it’s acceptable to ask an employer the salary range before you apply.

“When hiring teams and candidates avoid dialogue about pay expectations during the hiring process, they miss an easy opportunity to confirm that the organization’s appetite to pay matches the job seeker’s financial needs,” says Chris Fleek, director of HR services at Octane Recruiting. “If there is no common ground then any time spent discussing that particular role is wasted.” Bringing up the topic of salary does not mean that you are only concerned about money. It means that you do not want to waste your time and theirs for a “vice president” job that pays $40,000 a year. Adds Chris, “Shouldn’t all involved want to make that determination as early as possible?”

Redefining the “Informational Interview”

I love informational interviews and highly recommend that every college junior and senior set upat least three informational interviews before they graduate. As a student, it’s the perfect time. Working professionals will absolutely give you the time of day, and as a student, you truly are seeking information and can benefit immensely from it. The problem is the “walking on eggshells” aspect of the info interview with rules such as “don’t give him your resume” or “don’t ask about jobs at his company.”

The new rule dictates that we will replace the term “informational interview” with “exploratory meeting.” First of all, let’s take the word “interview” right out of it, and by saying “exploratory,” it opens up the option to discuss job openings.

Nevertheless, that discussion still need to happen in a subtle way when the time is right, but let’s stop being coy with the whole informational interview process and stop pretending that the job seeker is really just on a quest for information.

“Overqualified” is Not a Bad Thing

As someone who’s over 40 (OK, you got me… I can hardly remember my 40th birthday), I’ve lost out on job offers to candidates in their early 30s. Why is experience a bad thing? Does the hiring manager, who might be younger, lack confidence? Does he or she think I’ll come in and try to take over? Do I want more money? There’s only one way to find out… pick up the phone.

The new rule dictates that HR and hiring managers must not make assumptions about candidates who are fully qualified to do the job. They must clear up any misconceptions and misgivings by making a ten-minute phone call.

Unemployed Does Not Equal Damaged Goods

As someone who’s alternated between management positions and unemployment a couple of times since 9/11, I sense a bias against unemployed people. Most of the time, it’s not overt, but I’ve observed that the communication dynamic changes from being on equal footing when employed to second-class citizen when out of work.

Other career and recruitment experts have picked up on this trend as well, citing companies that prefer to hire people who already have jobs. Kelly Blokdijk of TalentTalks brilliantly skewers the absurdity of it all in this piece in Fast Company. The new rule dictates that you must judge people holistically, using common sense and relevant factors. As with the “overqualified” new rule above, don’t make assumptions.

As someone who’s done his fair share of job seeking and a career advisor, these are the new rules I want to see my HR and recruiting colleagues follow. I look forward to your comments.

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The 7 Characteristics That Set Great Leaders Apart…. from TLNT

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The 7 Characteristics That Set Great Leaders Apart

by   on Sep 11, 2013, 8:08 AM  |  3 Comments
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No one is perfect, and that goes for our leaders too — even though we may wish differently for them.

We want them to be near perfect in their ability to inspire us to do great work, accomplish important things for the organization, and lead us with humanity and unquestionable character.

Great leaders spend a lot of time thinking about how to improve their organizations and the people within them. Deb Cheslow, author of Remarkable Courage, has spent a lot of time thinking about what makes a great leader, and the characteristics below are adapted from her writings.

  1. Do the right things, even when no one is watching. Have integrity and character to complement your ability to get things done. It’s easy to do the right thing when you have an audience, but it takes courage and strength of character to do the right thing when you’re alone. Stay true to your values even when everyone around you is floundering, or when popular opinion goes against what you know in your heart to be right.
  2. Take personal responsibility. Follow rules, report facts accurately, treat people fairly, and don’t lie, cheat, or steal to advance your agenda. Hold yourself accountable for your actions and decisions and for the actions of the people under your authority. Don’t make excuses; take the blame when things go wrong and make sure those who do the work get the credit when things go right. Attack root causes of problems and never blame others.
  3. Do whatever it takes, but minimize collateral damage. Achieve outcomes without leaving your followers exhausted, damaged, or demoralized. Achieve your goals within moral and ethical boundaries. Don’t be a leader who falls prey to poor decision making or compromises their character and integrity for what might feel good in the moment.
  4. Develop followers. Build the skills and talents of others and make employees partners in the process of accomplishing goals. Empower your staff to continually improve, share your knowledge and experience generously, and press your team to achieve more, realizing that everyone will be better off the more frequently employees do great work and achieve great success.
  5. Never go it alone. Absorb the input and counsel of numerous advisors, both from similar and opposing perspectives, then devise solutions based upon a well-rounded view of the problem. Understand that it is naïve to believe you’ve considered every possible angle of an issue without seeking outside counsel from a varied and extended network.
  6. Leave people and things better than you found them. Always make a positive difference that benefits everyone. Even when you inherit a situation that’s less than ideal, provide inspiration for rebuilding bigger and better than before.
  7. Be courageous. Defy logic and conventional wisdom and blaze new trails. Don’t dwell on why something can’t be done, but only consider how it might be accomplished. Make a decision, announce it, and then you and your team should set about making it a reality.

What are the leadership traits you value most and believe are essential in a great leader?

This was originally published on the OC Tanner blog.

Michelle M. Smith is the Vice President of Business Development at Salt Lake City-based OC Tanner, an international appreciation company that helps more than 6,000 clients worldwide appreciate people who do great work through consulting, training, and creating customized award and recognition programs. Michelle is a renowned speaker, writer, consultant and trusted advisor to Fortune 500 companies and governments, and President Emeritus of the Incentive Marketing Association.

10 Important Questions to Help Identify High Potential Leaders

Rosemary Cardno:

We all want our Talent Management processes to identify High Potential Leaders as early as possible in their careers — here are 10 questions that can help….

Originally posted on Rise Performance Group:

dv1990116By Dario Priolo

According to research from the Corporate Executive Board, 40% of internal job moves made by people identified by their companies as “high potentials” end in failure. Many organizations make the mistake of looking simply at ability when assessing an employee for a management job. Think of the hot-shot sales rep or the genius software engineer. It is incredible how often high producing individuals get promoted into management jobs that require a totally different mindset to be successful.

The reason these people fail often comes down to three critical factors: leadership behaviors, aspiration and engagement. Aspiration entails whether the candidate really wants the position and is willing to make the sacrifices it may require. Engagement involves the employee’s commitment to the company and its mission. In focusing on whether an employee potentially can do a job, many organizations neglect the question, “Does he want to…

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Self Confidence — How Does Body Language Affect it??

Interesting article, describing how Body Language can make you feel more self-confident, and also make you appear more self-confident to others.
 

Self Confidence – The Management Pocketblog

The Management Pocketbooks Pocket Correspondence Course

This is the first part of an extended correspondence course in management.  You can dip into it as you go, or you can follow the course, right from the start.  If you do that, you may want a course notebook, for the exercises and any notes you want to make.


Self confidence is the starting place for any manager.  Your promotion to managerial role has probably been triggered more by your expertise in doing your previous job, your reliability, and your character, than by any specific evidence of your managerial capability.  And that’s fine, because it is the way most of your colleagues were promoted too.

But it can leave you feeling a little nervous about your suitability to manage and, when your boss tells you to ‘get on with it – I have every trust in you’ you can feel a little isolated.  Your boss leaves you to it, your new management peers don’t yet trust you, and your team are wary of how you will treat them, now you have become a manager.

Here are three exercises to help boost your self-confidence.

Exercise 1: A Reassuring Word

In your notebook, complete the following sentences:

  • ‘I earned my managerial role because…
  • ‘My three most valuable managerial assets are…
  • ‘The managers I learned most from are…
  • ‘I will know I am doing a good job as manager when…
  • ‘Things will go wrong; that’s life.  If they do, the people I can go to are…

Exercise 2: Seeing Success

Imagine it is Monday morning and you are in work, ready to start the day.  In a minute, close your eyes and picture yourself there.  Picture your first few conversations and meetings going well.  Notice yourself handling the situations effectively, feeling well-prepared.  As you go through your morning, picture everything you do going as planned. At each stage, notice how good that makes you feel.  At the end of your morning, imagine how positive and confident you will feel.

Now, close your eyes and play that movie in your head for several minutes.

When you have done this, make a note in your notebook about how you felt at the end of each part of your morning.  Write down what you did to achieve your successes.

This is an exercise to repeat several times over the coming days.  Each time you do it, choose another day and either the morning or afternoon.  Every time you do it, you will increase your base level of confidence.

Exercise 3: Power Poses

One of the reasons some people feel more confident than others is simply levels of hormones in their bodies.  For example, increased testosterone levels increase confidence, whilst increased cortisol levels decrease confidence.  Perhaps it is surprising, but your gross posture affects levels of both of these hormones and, whether you are a man or a woman, you can increase testosterone levels and decrease cortisol, by adopting power poses.

You can do these poses for two or three minutes before going into a stressful situation and you can maintain confidence-boosting hormone levels by maintaining upright, open postures during your day.

Power Poses

Stand upright, legs apart – slightly wider than shoulder width – and put your hands on your hips.  If there is a table, counter or a solid back of a stable chair available, place your hands firmly on it, about 70-80cm apart (wider than your shoulders) and lean forward.  Adopt these poses for two minutes or so.

If you have a chair to sit on, try sitting upright, legs apart, with feeet firmly on the floor.  Plant your hands firmly on your upper thighs, with elbows outwards.  Lean your body back a little, with head a little forward.  Or try putting your feet up on a table, leaning back in your chair, with your hands clasped behing your head, elbows splayed out.  Adopt one of these for two minutes.

If these poses remind you of a typical ‘old-school alpha-male boss’, they should.  The difference is that you will adopt these poses privately for a few minutes at most, to boost your confidence for the next meeting; rather than maintain it in the meeting to intimidate your colleagues.

Upright Postures

For all-of-the-time posture, keep to standing with feet at hip or maybe shoulder width, head upright, as if pulled by a puppet string, and arms by your sides.  This open body, coupled with upright posture, will not only make you feel more assertive, but will enhance your breathing, your vocal tone and projection and present your image as confident and authoritative.

Further Reading

This entry was posted on Tuesday, January 8th, 2013 at 6:00 am and is filed under Body LanguageCorrespondence CourseEnergy & Well-being,Impact & PresencePositive Mental Attitude. You can follow any responses to this entry through the RSS 2.0 feed. You can leave a response, or trackback from your own site.

How Can HR Help Their Organizations Succeed in 2013?

HR INSIGHTSHR MANAGEMENT -TLNT

HR’s Big Challenge for 2013: How Do We Help Our Organizations Succeed?

by   on Jan 7, 2013, 7:00 AM  |  0 Comments
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What did you learn today?

Morning Joe,” which is a show that I watch on MSNBC, always asks the most profound questions at the end of every show. Each guest talks about their learning moment for the show.

During the hiatus from work last week, I heard the question asked and thought about it in the context of what I do as a consultant, blogger, and social media enthusiast.

Given that it was the end of one year and the beginning of a new one, I looked back and thought about 2012 and what I learned.

What did you learn?

HR has been headed into an unrelenting storm. Transforming HR has been the focus for the past few years. It makes you wonder: where are we headed and when will we get there? Then again, maybe you are already there. I do know that there is no one size that fits all. Best practices, while good to be aware of, are not the silver bullet.

HR is in an enviable position at this point. Our work is being discussed in the board room; our work is being discussed by the CEO (CEO Insomnia Index).

As David Ulrich said in his book, HR Transformation: Building Human Resources From the Outside In,“Simply stated, we propose that the biggest challenge for HR professionals today is to help their respective organizations succeed.”

That, to me, is our overriding mission and that is my learning point for 2012. How do we help our organization succeed? That is the big question in all of our lives — or it should be.

We have better buckle up because the runway is clear. There are no planes ahead of us. We are positioned to take off. We have to become students of our own profession.

The organizational environment has become far more complex than ever before, both the internal complexity as well as external forces of Hurricane Sandy magnitude. This complexity has been driven by huge technological changes, layoffs, industry disruptions, economic turmoil, and more. In every walk of our professional lives, change is at the forefront.

These changes have in turn been an equal opportunity affecter. Whether in your industry, your organization or individually, change has permeated our environment. The world in which we all operate has become extremely complicated.

Do you understand the position you are in?

What are the main issues facing your organization? That should be at the top of your 2013 to-do list. HR must know what it takes to get your organization back on track, or to stay on track for that matter.

How can HR make sure that alignment between the organization, its employees, and other stakeholder groups stays aligned? As Dave Ulrich said, “How can we help your organizations succeed?”

Today, organizations are more complex than they were 10 or 20 years ago. The factors that I see that are:

  • The economic environment (which includes the organization’s financial situation as well as the competitive and general economic environment).
  • The technological environment has disrupted our entire society. How do we play in the new environment?
  • The social/cultural environment.
  • The sustainability environment (what is your organizations strategy and how does that align with your people?).
  • The regulatory and legislative environment. New taxes, new health care laws will be felt for years to come.

This is the whirlwind that has engulfed your environment. The unrelenting pressure shows no sign of letting up. But then this is not be a pity party for HR because Marketing and IT and other departments are all both trying to navigate this within their organizations.

So as we analyze what we have learned and use those as anchor points to move forward, we must remember what I think are the four most important words in our lexicon: Read, discuss, analyze, and formulate.

Happy New Year and welcome to the new normal.

John Hollon is Vice President for Editorial of TLNT.com, and the former Editor of Workforce Management magazine and workforce.com. An award-winning journalist, he has written extensively about HR, talent management, and smart business and people practices. Contact him at john@tlnt.com, and follow him on Twitter at http://twitter.com/johnhollon

The Workforce Institute Predicts Top Trends in Workforce Management for 2013

The Workforce Institute is the latest group to make predictions about the Workforce in 2013.  These predictions go beyond Social Media to include topics such as Obamacare.

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The Workforce Institute at Kronos Predicts Top Trends in Workforce Management for 2013

 

BY BUSINESS WIRE
JANUARY 3, 2013 09:04 AM EST
At its recent annual board of advisors meeting, board members of The Workforce Institute™ at KronoIncorporated discussed their predictions about the top trends and issues that will impact the field of workforce management in 2013. Predictions were also captured on video and via a visual map.

Top Trends for 2013

  1. Big Data & Analytics – Availability of an ever-increasing amount of data presents a challenge for organizations. How can they distinguish between what is interesting versus what is important? New technologies and services will help organizations find value in Big Data via function- and industry-specific analytics tools. Board members believe these tools will continue to gain attention throughout 2013 as more organizations adopt data-driven workforce management practices.
  2. Mobile – Mobile technologies will continue to transform the way organizations operate and interact with their employees, customers, prospects, and the world at large. Tablet devices have taken mobile to a new level and board members predict that new technologies in this space – coupled with increased adoption – will continue to revolutionize the way organizations manage their workforces this year.
  3. Patient Protection and Affordable Care Act (PPACA) Compliance – More commonly referred to as “Obamacare”, PPACA compliance will be a major focus for many U.S. organizations in 2013. Leadership will need to determine what the Act means for their organization, understand associated costs, and make informed decisions about labor scheduling and utilization.
  4. Managing an intergenerational workforce – A tight economy and changing notions about the concept of retirement mean that more workers over the age of 60 are remaining in the workforce for longer. The usual challenges of attracting and retaining the right workforce are exacerbated by the increasing age difference in the workforce.
  5. Closing the skills gap – Unemployment is still relatively high, but many organizations are hiring. Depending on the business, the current applicant pool may not have the skills that employers seek. How can this problem best be addressed? Much attention will be paid to this issue this year with public/private partnerships emerging to help close the gap.
  6. War for Talent – The Great Recession put the war for talent on ice, but board members think 2013 may be the year that it heats up again. As organizations pull out of the economic doldrums and begin to perform better, employees who have been sitting tight will start looking for new opportunities. As a result, organizations will need to be ready to fight for the best and brightest talent.

The Workforce Institute at Kronos Board Members

  • Board Members of The Workforce Institute at Kronos are: David Almeda, chief people officer, Kronos Incorporated; Ruth Bramson, CEO, Girl Scouts of Eastern Massachusetts; Andy Brantley, president and CEO of the College and University Professional Association for Human Resources; Bob Clements, senior principal, Axsium Group; David Creelman, CEO, Creelman Research; John Hollon; vice president for editorial, ERE Media; Sharlyn Lauby, The HR Bartender and president of ITM Group Inc.; Joyce Maroney, director of The Workforce Institute at Kronos; Susan Meisinger, SPHR, JD, columnist, speaker, consultant on executive management issues and former president and CEO of the Society for Human Resource Management (SHRM); John-Anthony Meza, vice president, Workforce Readiness, Corporate Voices for Working Families; Dr. Tim Porter-O’Grady, senior partner, Tim Porter O’Grady Associates, Inc.; and William Tincup, SPHR, CEO of HR consultancy Tincup & Co.

Supporting Resources

  • Join us for a Tweet Chat about our 2013 predictions on 1/9/13 at 12pm EST Hashtag: #KronosChat
  • Visual map
  • Connect with Kronos via FacebookTwitterGoogle+LinkedIn, andYouTube.
  • Subscribe to our workforce management blogs.
  • Take a look at the lighter side of workforce management in our Time Well Spent cartoons.

About The Workforce Institute

The Workforce Institute was founded by Kronos Incorporated in 2006 as a think tank to provide research and education on critical workplace issues facing organizations around the globe. By bringing together thought leaders, The Workforce Institute is uniquely positioned to empower organizations with the knowledge and information they need to manage their workforce effectively and provide a voice for employees on important workplace issues. A hallmark of The Workforce Institute’s research is balancing the needs and desires of diverse employee populations with the needs of organizations. For additional information, visit www.workforceinstitute.org.

About Kronos Incorporated

Kronos is the global leader in delivering workforce management solutions in the cloud. Tens of thousands of organizations in more than 100 countries — including more than half of the Fortune 1000® — use Kronos to control labor costs, minimize compliance risk, and improve workforce productivity. Learn more about Kronos industry-specific time and attendance, scheduling, absence management, HR and payroll, hiring, and labor analytics applications at www.kronos.com. Kronos: Workforce Innovation That Works™.

© 2013 Kronos Incorporated. All rights reserved. Kronos is a registered trademark and The Workforce Institute is a trademark of Kronos Incorporated or a related company. All other trademarks are property of their respective owners.

How to tell the difference between good and great HR analytics – part 1 « All about Human Capital by Morten Kamp Andersen

All about Human Capital by Morten Kamp Andersen

How to tell the difference between good and great HR analytics – part 1

14/12/2012 at 15:42 9 comments

Great HR Analytics

Question: What is the difference between good and bad analytics?

The answer is probably best illustrated like this;

This is bad analytics:
You have received the latest performance management data from all five divisions. You know from experience that the data is questionable – in two of the divisions many of the inputs are the default settings. You also hear that the managers have a somewhat relaxed attitude towards the accuracy of the data (to say the least). Your report show that absenteeism is flat at a reasonable level. You report this with satisfaction.

This is ok analytics:
You get the latest voluntary employee turnover data and see that the figures are trending upwards. The level is above the 6 month moving average. You dig deeper into the data and see that it is in particular in three division the employee turnover has been higher than expected. These division have three things in common; a new leader has been employed, workload has increased and they are client facing. You contact the relevant HR partner and suggest that they implement the usual retention initiatives.

This is great analytics:
You get the latest voluntary employee turnover data and see that the figures are trending upwards. The level is above the 6 month moving average and 2 %-point higher than sector-adjusted benchmark. You dig deeper into the data and see that it is in particular in three division the employee turnover has been higher than expected. These division have three things in common; a new leader has been employed, workload has increased and they are client facing. You then decide to interview relevant people in those divisions including leaders and employees as well as the HR partners. You read relevant academic research and case studies on effective measures against voluntary turnover in your particular sector and discuss this with experienced managers and HR partners within your company. You suggest three actions; coaching for the leaders, competency profiling to match job demands and team building. Your data suggest that these three initiatives will reduce the voluntary employee turnover from the current rate to 1 %-point below the benchmark at a ROI of 55%

 So what is the difference? Great analytics