Talent Intelligence

Many HR organizations have a desired destination in mind, one where they have the analytics capability to make predictions about their workforce for which they can then develop targeted responses. For example, they want to be able to predict the likelihood of turnover for a particular role or individual, so they can devise specific retention strategies. Or they want to predict which high potentials have the best chance of success as a senior leader. In our experience, there are many steps on the workforce analytics journey and organizations sit at different points along the journey based on their information maturity.

We all know the financial services industry (FSI) has been under the microscope in the past few years, but a new Deloitte Consulting benchmarking study focuses the attention on a different aspect of FSI operations: HR. What’s revealed may seem like piling on to change-weary FSI organizations. But, as the saying goes, the truth can set you free, or in this case, help you understand where significant improvement opportunities lie and how to take advantage of them.

It’s fitting that 2012 is a leap year, since a number of converging market trends are driving HR organizations to make significant leaps in capabilities and performance. HR faces a critical, dual imperative in 2012 — a focus on enabling both their organization’s overall growth agenda and on driving efficiency in the business of HR. This dual focus demands decisive action as the stakes are greater than ever.
The top eight human capital trends outlined in the report include:

• In 2012 growth is job #1
• Operation globalization
• Fast-track to the top
• People risk is risky business
• Seeing around corners
• #social #mobile @work
• Clouds in the forecast
• Stay in front with an effective sales force

Businesses are calling on HR to leap ahead and help manage change in the face of complex challenges that touch so many parts of the enterprise. Understanding the 2012 Human Capital Trends — what they mean for both leading HR and for leading the business — is a great place to start.

The race for skilled talent is picking up speed and could have long-term implications in the job market. A Human Capital Zeitgeist, is emerging as companies big and small are getting smacked with the realization that talent management is SO critical to competing in a volatile marketplace, they might actually have to throw a bit more respect at the “human” in the human capital equation.

Employers and business groups are trying to stop an Obama administration effort that calls for federal contractors to hire a minimum number of disabled workers and could penalize those who don't by revoking their contracts.

While you're planning your expansion, you're going to find that talent is in short supply, especially in these five areas.

PNC, a large commercial bank headquartered in Pittsburgh, Pa., has pioneered an analytical approach to linking financial performance, compensation and risk management -- demonstrating the value HR can bring to complex business problems by partnering with various stakeholders, according to Transformative HR, a new book by John Boudreau and Ravin Jesuthasan.

Financial services, retail and manufacturing have been large producers and consumers of data for many years. But now, every industry is becoming a data-driven industry, as more operations of a business are tied to a vast array of Web user actions and connected devices. To make use of all the data that now flows into the business, an analyst has to have empathy for real business problems – they has to ask, “what do we want to learn from the data that would be valuable for the business?”

Workforce analytics can seem scary and complicated, which must be two of the many reasons they have not been successfully used inside HR departments for decades. After many previous attempts by software vendors large and small, consultant Mercer may have come up with a winning combination of technology and consulting.

Healthcare organizations around the world are challenged by pressures to reduce costs, improve coordination and outcomes, provide more with less and be more patient centric. Yet, at the same time, evidence is mounting that the industry is increasingly challenged by entrenched inefficiencies and sub-optimal clinical outcomes. In this study we interviewed more than 130 healthcare executives to get answers to some key questions including

• How are healthcare provider and payor organizations applying analytics today, and how might they need to think about its future use?
• How do high performing organizations use it differently than their peers?
• What are the barriers to adoption?
• What forward-looking analytics innovations can healthcare organizations apply to meet their mounting challenges?

Download this paper to get answers to these and other interesting findings.

I’ve never felt better about the evolution of pre-employment assessment. In this coming year we’ll see some real progress toward new levels of assessment adoption that will be based more on results then on hype. But there are some significant challenges to be faced.
As we enter this exciting new year, here are the trends that I feel are going to define the future of pre-employment assessment.

Although data exists to justify the implementation of programs that reward, satisfy, develop, promote, empower, involve, recognize, retain, engage, balance and strengthen workers, every new generation entering the workforce still complains about the same dissatisfactions as the generation before them.