Data and Analytics

An HCI Topic

Leading companies use talent analytics to support a data-driven decision-making culture. You can compare multiple dimensions of talent data and organizational data to see the impact that changes have on the rest of the company. Understand how to collect meaningful information, drill down into critical data, and summarize findings to support your next talent decisions.

Sign Up For A Community HCI Membership

HCI is one of the fastest growing executive associations today with members that share a conviction that human capital is the only sustainable competitive advantage in the modern economy. You need to transform the talent in your company. We have the insights you need to do it.

Sign Up Free

Featured in Data and Analytics:

hr strategy

Do You Have a Sell-by-Date?

Blog | Author: Karie Willyerd | Source: HCI | Published: August 9, 2016

Whether software or hardware robots, computerization is going to affect jobs dramatically in the next decade—perhaps more than any decade in history. Increasingly, it’s on you to manage your own career to be prepared for tomorrow.

technology skills changing markets

Recruit Emerging Skills in Changing Markets

Webcast | Presented By: Dion Love | Webcast Airs: August 3, 2016

Learn how to change from traditional recruiting methods to a data-driven, strategic approach. Additionally, learn how leading companies are using external labor market and competitive data to assess the talent landscape and inform workforce and recruiting strategies for critical roles.

White Paper

Workforce Analytics in the Cloud

White Paper | Source: SAP | Published: July 22, 2016

Many HR organizations lack the data and analytics tools they need to improve decision making and drive business growth. Find out how the SAP SuccessFactors Workforce Analytics solution can benefit your company, from lowering costs to reducing ...

Read more
survey action planning

Rethinking Survey Action Planning – from Magical Solutions to Continuous Action

Blog | Author: Jeffrey Jolton | Source: HCI | Published: June 24, 2016
4

The traditional model of survey-based action planning is simple enough. Managers get their survey results. Discuss those results with their teams. Identify two or three areas to take action on (and don’t forget to maintain those strengths!). Come up with an action plan for each. Implement. And then repeat in the next survey cycle. Yet for such a simple concept, it creates a lot of headache and discomfort for managers. It takes too much time. They don’t know what to do. It doesn’t seem relevant to their work.

Unlock all of our complimentary content when you sign up for a free membership

Sign Up Free