Q & A with David Green | The HR Tech Weekly®

People Analytics Is Core to the Future of the HR Function: Q&A with David Green

People Analytics Is Core to the Future of the HR Function

Today our guest is David Green, a true globally respected and award winning writer, speaker, conference chair and executive consultant on people analytics, data-driven HR and the future of work.

David is the Global Director, People Analytics Solutions at IBM Watson Talent. He is also the longstanding Chair, of the Tucana People Analytics conference series, the next edition of which – the People Analytics Forum, takes place in London on 29-30 November.

David has spoken at conferences and/or worked with people analytics leaders in over 20 cities in the past year including San Francisco, Sydney, London, Paris, Singapore, New York, Amsterdam, Moscow and Berlin. This affords David with a unique perspective and insight into what’s working, what’s not, and what’s forthcoming in the field of people analytics.

The interview is hosted by Alexey Mitkin, Founder, Publisher and Editor-in-Chief, The HR Tech Weekly® Online Media Co.

1. Hi David, and first of all thank you very much for this interview with The HR Tech Weekly®. The year of 2017 is approaching its end. What made a difference this year in the field of people management and HR technologies?

Thanks Alexey, it is a pleasure to speak with you. For me, 2017 has been a pivotal year in the field as the realisation that people analytics is core to the future of the HR function has become far more widespread. In one of his recent articles (see here), Josh Bersin described people analytics “as the lynchpin of success for HR in the next few years”, and I have to say I completely agree – although that probably doesn’t surprise you!

We still have some way to go in terms of widespread adoption and just as importantly in embedding analytics and data-driven decision making within organisational culture, but the acceptance that this is core rather than peripheral is a welcome momentum shift.

Elsewhere, the move from many companies to develop programs and technologies that personalise the candidate/employee experience in areas such as talent acquisition, onboarding, learning and mobility is also positive. It’s about time that we have rich and personalised experiences at work similar to those we already enjoy as consumers. Data and analytics plays a foundational role in this.

2. People analytics is an area of profound interest to business leaders. What do you see as the main trends in the people analytics space?

You are right to highlight the heightened interest levels in people analytics Alexey. I’d summarise the main trends as follows:

  • More and more organisations getting started with people analytics – 2017 seems to have been the year that the talking about when to start analytics stopped and the actual hard work in creating capability began for many organisations. So, the number of organisations in the early stages of their people analytics journeys is on the increase and many will face similar challenges in terms of data quality, skills and capabilities, stakeholder management/education and project prioritisation. Our recent IBM Smarter Workforce Institute research on HR Analytics Readiness in Europe demonstrated though that most organisations still have a long way to go.
  • Developing an analytical culture: this is key for organisations that want to develop sustainable capability in people analytics. This means exciting, equipping and enabling HR Business Partners, and clearly demonstrating and communicating the impact of people analytics initiatives within the organisation. This is the focus of many companies that have built initial capability and success in people analytics.
  • Ethics and privacy concerns: this continues to be the most important and challenging aspect for practitioners. Research from Insight222 reveals that 81% of people analytics projects are jeopardised by ethical and privacy concerns. With the EU GDPR legislation coming into effect in May 2018 and the emergence of new employee data sources, focus on this area will continue to be high.
  • The consumerisation of HR – as per my earlier point, many organisations that have developed people analytics capability are looking at ways to understand and improve the employee experience. In addition to the personalised machine-learning based technologies referenced earlier, this includes efforts to understand and analyse employee sentiment. You can’t do either of these things without analytics so those organisations that have already developed people analytics capability are in pole position to take advantage here.
  • Organisational network analysis (ONA) – interest in ONA has exploded in 2017 as organisations seek to better understand team effectiveness and productivity. Practitioners interested in this burgeoning area of people analytics should check out the work of Rob Cross, recent articles by Josh Bersin and vendors like TrustSphere, Humanyze and Worklytics. Expect interest in this area to continue to soar in 2018.

3. On the eve of People Analytics Forum 2017 could you slightly open the curtain on what makes an ideal agenda in modern HR analytics, workforce planning and employees insights then?

I always enjoy chairing the Tucana People Analytics World and People Analytics Forum events as the agenda is always cognisant of the fact that the diversity of delegates in terms of where they are with analytics varies widely. As such, the three tracks: Start (for those getting started), Grow (for those building capability and looking for deeper insight) and Advance (for advanced practitioners and those exploring new data sources) means there is something for everyone. This is hugely important as in my experience the people analytics community is highly collaborative and there is a mutual desire amongst practitioners for shared learning. The Tucana events provide this in spades.

4. It was heard that some attendees of conferences recently formed a viewpoint that the slow adoption of analytics has been because of a lack of practical cases delivered by speakers. Your point of view on the problem will be of great influence.

I haven’t really heard this viewpoint from many. I would argue the contrary in fact that most of the conferences I attend feature numerous and diverse case studies from practitioners. I think you need a balance of speakers from the practitioner, consultant, vendor and analyst communities as each provides a slightly different perspective – indeed much of the innovation in the space is coming from the vendor community. As such, at the conferences I chair, speak and attaned there is normally much to inspire delegates whatever their maturity level when it comes to people analytics. Of course, there is a distinction between being inspired and immitation as each organisation faces different business challenges and has unique cultures. If I could offer one piece of advice to practitioners, whatever their maturity level, it is to channel their efforts on the key business challenges that have the biggest impact within their organisations.

5. What new data-driven HR solutions are on your watchlist and why?

As I mentioned before much of the innovation in the people analytics space is coming from the vendor community and I always recommend to practitioners to keep abreast of the latest developments here. Data-driven companies to look at include: TrustSphere, Alderbrooke Group, Aspirant, Glint, Visier, Crunchr, Workometry, Peakon, OrgVue, Headstart, Worklytics, Humanyze, Qlearsite, One Model, hiQ Labs, Cultivate and StarLinks; and those are just the ones I can remember off the top of my head!

If you’ll forvive the self-promotion, I would like to add that IBM is also doing some groundbreaking work in this space through bringing Watson to HR, particularly in the talent acquisition and the employee experience areas – see more here.

6. What advice would you give to HR professionals looking to boost their careers within the people analytics space?

Well, firstly you should get yourself along to the People Analytics Forum and read my articles on LinkedIn!

Seriously, analytics is a core capability for the future HR practitioner and it won’t be long before the likes of CIPD and SHRM build this into their educational programs. Until then, find some courses (like the Wharton School course on Coursera), attend some conferences, read some books (like The Power of People and the Basic Principles of People Analytics), and seek to learn from analytics professionals both in and outside of HR.

For me, HR is one of the most exciting places in business to work in at the moment and the increased use of analytics and data-driven decision making is one of the reasons why I believe this to be the case.

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HR Buzzwords or Actual Recruiting Strategies?

Buzzwords or a real thing?

HR and Talent Acquisition (TA) industries have been going through some major changes in the past few years. Following the new trends, people have come up with new terms, HR technology, expressions, as well as new TA strategies.

Some experts believe that these new terms are just buzzwords, while others believe that they have become inevitable strategies of every successful recruiting and hiring strategy.

Here is my list of some of the newly introduced HR expressions.

1. Recruitment Marketing

Recruitment Marketing is an expression used to describe methods used for communicating organization’s Employer Brand and Employee Value Proposition to attract high-quality job candidates to apply for their open positions.

Recruitment Marketing strategies are described as methods with the main goal of improving Candidate Experience and encouraging Candidate Engagement.

Many companies that follow latest trends in the world of HR technology, use features offered by Recruitment Marketing tools to better communicate their Employer Brand and Employee Value Proposition.

2. Inbound Recruiting

Inbound Recruiting is a method of creating targeted and branded content with the purpose of increasing your firm’s popularity and strengthening your Employer Brand.

Inbound Recruiting follows the famous Inbound Marketing strategy; technique for drawing customers to products and services via recruiting content marketing, social media marketing and search engine optimization.

The number one goal of every Inbound Recruiting strategy is to engage qualified candidates and convert them into job applicants to expand talent pools.

3. Candidate Relationship Management

Candidate relationship management (CRM) is a method for managing and improving relationships with current and potential future job candidates. Many companies use CRM technology to automate and ease communication process with the job seekers, encourage their engagement and improve candidate experience.

For example, some Recruitment Marketing tools offer solutions for creating engaging email campaigns to provide highly relevant, educative and interesting content in order to build stronger relationships and expand their talent pools with highly-qualified job candidates.

4. Employer Branding

Employer Branding involves all the activities and tactics used to communicate Employer Brand and Employee Value Proposition to passive and active job seekers.

In today’s “War for Talent” Employer Branding strategies are considered very important when it comes to solving one of the biggest recruiting challenges – attracting high-quality applicants.

LinkedIn’s research has shown that more than 75% of job seekers research about firm’s reputation before they apply for an open position. Companies that have weak employer brands not only have problems in attracting candidates, but also in retaining employees.

employer-branding-retaining-employees

5. Data-Driven Recruiting and HR Analytics

Data-Driven Recruiting or HR Analytics are two expressions used to demonstrate new recruiting methods in which HR Professionals make hiring decisions based on data gathered through HR technology such as Applicants Tracking Systems and Recruitment Marketing Platforms.

Data-driven recruiting has proven to improve some of the most important hiring metrics such as time to hire, cost to hire and quality of hire.

hr metrics

Question:

If you had data available that proves that referred candidates take shortest to hire, fastest to on-board, require least money and stay longest with your company, would you still waste your money on job boards and job promotions or would you improve your Employee Referral Program?

If you are wondering which HR metrics should you be tracking, here is our checklist of most important HR metrics with tips for improvement.

So are these just buzzwords or actual recruiting trends?

Why HR Must Take Ownership Of Data To Survive

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The jobs market remains buoyant, emphasising the need to increase efficiency in hiring processes and improve retention levels but without taking responsibility for its data, achieving these goals will remain elusive and threaten HR’s survival.

The Recruitment and Employment Confederation’s (REC) Report on Jobs last month revealed that permanent placements rose at their highest rate in over two years in July while the availability of temporary and permanent candidates dropped again. An increase was also reported in salaries for all new hires.  

This news comes as the CIPD reports that analytics and AI were named as two of the top three most disruptive issues facing HR during a panel debate at the University of Bath. The contingent workforce was the third. ‘Ownership of data’ was highlighted as a specific issue as the nature of the jobs market and the working environment are both relentlessly disrupted by technology. CIPD Chief Executive Peter Cheese also observed a ‘complacency’ surrounding technology.

Taking ownership of data

Without taking ownership of data it is impossible to understand what is happening in your hiring process or improve falling retention levels among new hires. This is a particular problem in the UK as nearly half of all employers are failing to address the impact automation and AI will have on their business.

In order to avoid a complacent attitude towards recruitment data, adopt the following three steps:

Align your recruitment planning with business objectives: Talent acquisition strategies should be aligned with the overall objectives of the business but nearly a third of hiring teams don’t have a strategic workforce plan according to a Korn Ferry report. Collaboration is essential to implement effective talent planning and must be supported by technology.

Use applicant tracking software: The first step towards effective use of data is the implementation of a modern recruitment management system yet nearly half of employers don’t use applicant tracking software in their recruitment strategy. Without it, gaining an accurate understanding of what is preventing your business from hiring talent is impossible. Vital recruitment metrics enable HR to evaluate and improve hiring success yet too many hiring teams lack this vital knowledge.  Evidence based decision making is critical to creating a talent acquisition strategy that works.

Acknowledge the mobile job search: Only just over a quarter (28%) of companies use mobile technology in recruitment yet the rise of mobile job search is one of the most prominent tech trends affecting talent acquisition. By integrating a mobile responsive hiring process your ability to hold on to the qualified candidates in your recruitment funnel will improve – it is a straightforward step available through your recruitment software.

Improving the effectiveness of HR

Additional issues complicate HR’s ability to take ownership of its data.  The effectiveness – or otherwise – of HR functions also affect this area. 

A new survey from ViewsHub found that HR departments in technology companies were rated as the least effective and notably below the industry average. Professional service companies and retail also recorded low rankings which were based on three key criteria, namely, the ability to get things done, their technical ability in their jobs and their responsiveness to other teams. HR functions in the travel and food sectors ranked highest in the survey. 

Again, a move towards data driven recruitment can improve the perception of HR across an organisation:

Become more agile: An article in the Harvard Business Review, suggests that a lack of agility is holding back HR’s ability to adapt to disruptions. It proposes that HR should operate in ways that respond to ongoing changes in culture and working style – which includes developing a tech-centric culture. This is evident in tired recruitment processes that bear no resemblance to the job search habits of today’s candidates and are based on assumptions that the labour market still favours employers. An agile HR function increases efficiency in hiring and ultimately productivity. Relinquishing your reliance on manual recruitment processes will enable that and improve the ‘effectiveness ranking’ of HR departments which are struggling to respond to the needs of their business. 

Use data to understand the jobs that make a difference: McKinsey suggests that 5% of jobs create 95% of the impact within an organisation. Those exact jobs are different for every company. HR analytics will help your business to identify your roles which fall into the 5% category and focus on sourcing the talent for those positions  – and improve the effectiveness of HR. Taking ownership of data and avoiding complacency around technology is key to this. 

Take ownership of your data. Invest in world class recruitment software used by some of the world’s leading organisations to manage their entire talent recruitment systems. Contact Advorto today.

This article first appeared on Advorto's blog.

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Moving Towards People Analytics Is Now Critical For HR | Featured Image

Moving Towards People Analytics Is Now Critical For HR

Moving Towards People Analytics Is Now Critical For HR | Main Image

HR as a whole has resisted a move towards people analytics for some time but the need is becoming critical.

Recent developments have provided employers with urgent reminders of just why:

  • One third of working life (or 80 working days per year) is spent on completing ‘administrative or repetitive tasks’ according to a new report, costing the UK service industry alone over £400 bn. For HR, not only is it unproductive time but it also diverts attention away from focusing on sourcing talent and employee engagement.
  • That’s not all. The Open University’s (OU) Business Barometer found that the skills gap is now costing the UK an estimated £2.2 billion per year. Delays and skills shortages are driving up recruitment costs as business are forced to pay more to attract the talent they need or turn to temporary workers and recruitment agencies.
  • The problem is compounded by the rise in failed hiring decisions identified by the Recruitment and Employment Confederation.

Moving towards people analytics is vital to help HR to address those issues and adopt a much needed a long-term approach to talent acquisition and retention. Deloitte’s 2017 Human Capital Trends Survey notes that people analytics is undergoing a ‘seismic shift’ and is now going mainstream but employers risk being left behind.

Effective people analytics enables HR access to ‘real-time analytics at the point of need in the business process’ according to Deloitte. In its most basic form, it enables HR to access live data through recruitment software to begin to build a picture of what exactly is shaping the success or otherwise of your hiring process.

The principles behind effective people analytics

For HR, it is essential that decisions related to talent acquisition and employee development are based on data. Hiring teams which are able to understand the benefits of this analysis and the way in which it ultimately impacts business performance and influence future hiring needs will be more successful in attracting talent. This is achievable with people analytics.

Understanding where to begin

Ask questions : Moving towards people analytics begins with the questions asked of your hiring process. For example, less than a quarter of UK business are confident in measuring their quality of hire. Asking questions about the retention levels of recent hires is the first step towards understanding that.

Know your key metrics : Knowing and understanding your metrics drives successful recruitment. Time to hire, the source of your most successful hires and the ratio of accepted versus rejected job offers are all examples of information provided by your recruitment software. Companies relying on manual recruitment or outdated HR technology will be hindered in measuring these metrics accurately.

Analyse the data : Understanding the underlying issues indicated by recruitment data enables HR to adjust hiring processes. For example high levels of candidate drop off rates may indicate a prolonged or repetitive application process. It may also indicate a lack of engagement with the talent in your pipeline. Time to hire is another crucial metric. The OU’s report found filling open jobs is problematic for three quarters of all employers – on average, it is taking one month and 24 days longer than expected. These are issues which can be identified and streamlined with effective HR technology.

The step towards evidence based HR

Simply put, evidence based HR means that hiring decisions are made with reference to supporting data, yet for too many organisations this is not the case. One in five hiring managers make snap decisions on candidates within one minute, according to research from TotalJobs.  Only one third wait until after the interview has ended. Data from your recruitment software should reinforce or challenge your final decision. The potential for human error and bias are also minimised through the use of data driven recruitment.

Once the obstacles to successful hiring are identified, HR can begin to address them and adopt a long-term approach to planning. People analytics can then help to predict the most likely source of your next new hire based on your data. Without this knowledge, it is impossible to improve your hiring process.

Getting started

Recruitment software is the most straightforward way for your business to move towards people analytics. It immediately reduces the time spent on time consuming ‘administrative or repetitive tasks’, streamlines the hiring process to minimise delays and reduces the potential for failed hiring decisions. Making that move is now critical for HR.

Advorto’s recruitment software provides workflow and structure across the entire hiring process, offering a dynamic database of candidates and analytics. Used by some of the world’s leading organisations, it provides a straightforward first step into people analytics and big data. Contact us today to take that first step.


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What Is People Science Really All About? | Featured Image

What Is People Science Really All About?

Written by Adam Hale, EVP of Sage People.

What Is People Science Really All About? | Main Image

You’ve heard the phrase ‘People Science’ and have maybe even seen job postings for a ‘Head of People’ or ‘Chief People Officer’. But what does People Science really mean and why does it matter?

People Science is an approach organizations use to relate to their employees instead of seeing them as just human resources. Our Becoming a People Company report found that 87% of HR leaders think more should be done to put people at the heart of their business and that’s what People Science is all about. It looks at every part of an employee’s experience and goes beyond traditional HR in reach and influence, becoming a business-critical strategy that integrates with every part of the organization.

If you’re just starting to wrap your head around People Science, below are 6 ways to understand the power of the approach and the impact it can have on your workplace.

1. 3D not 2D

When you’re looking to engage with people, rather than manage people as resources or capital, you need to know about an employee’s skills, pay scale and reporting lines, and then look more deeply at the individuals themselves. When using People Science, every employee is treated as a multi-dimensional personality, not just a flat outline. The best HR and people leaders understand cultural fit, working styles, strengths, values and the goals each person brings to an organization.

2. Home cooking, not takeaway meals

When you cook at home, you need to collect the right ingredients and add them at just the right time and in the right proportions to get the perfect result. You know how each ingredient reacts, what brings out its best and how to avoid burning or undercooking it. You can learn from your results and refine your recipes, knowing which elements work well together.

People Science is like home-cooking your organization’s culture and values, balancing the people in teams and ‘shopping’ for top-quality hires who have the potential to add depth and flavor to your projects. It’s got a strategic long-term side, as well as a skillful day-to-day process. And while it takes a little more time and effort than grabbing a takeaway snack for instant relief, it’s a more sustainable way to nurture your organization’s long-term health.

3. Sherlock Holmes with DNA fingerprinting

Sherlock Holmes is a genius who can use deduction and logic to unravel murder mysteries with his mind. But imagine if he had a DNA forensics lab and Big Data at his disposal. Intuitive talent plus hard data? He’d be unstoppable.

In today’s business climate, it’s now unthinkable to not use data to analyze customer behaviors, but many companies don’t apply this same logic to understanding their own people. Why are so many overlooking this? If companies want to attract and retain the best people, the use of people data to improve the employee experience is no longer optional.

People Science takes the intuitive power of HR and adds data evidence to support ideas, investigate theories and take pre-emptive action. Because it’s data-backed and evidence based, it can provide iron-clad answers to back up your hunches about things. It can also predict outcomes, so you can foresee and prevent issues like flight risk or talent shortages.

4. Google vs. your multi-volume leather-bound encyclopedia

Google is an essential reference tool, much like your trusty set of encyclopedia books. It knows the answers. But while you can use it to look up facts about ancient Egypt, there’s so much more to it than that.

Like Google – and the technology industry in general – People Science is always changing and innovating. Instead of sticking to rigid processes, HR and people leaders who take a People Science approach are reinventing things according to movements in their industry, in technological tools and in People Science itself. It’s nimble enough to respond to the transforming world of modern business.

5. The X-Men vs. your favorite sports team

Your favorite sports team consists of players with finely-honed skills in shooting hoops, blocking passes or scoring goals. But only in (or on) their own field. Pit them against an unexpected challenge like, say, an evil supervillain intent on world destruction, and they’ll probably be out of their depth.

People teams are multi-disciplinary, with an array of superpowers including data analysis, marketing, building relationships, social media and talent scouting (not to mention saving the world on a regular basis). Think of them as your all-star team of people superheroes, ready for anything life throws at your business, even game-changing digital developments that fall outside the traditional HR field.

6. A hotel, not a dorm room

Like a hotel, a business with People Science knowledge understands that its commercial success depends on keeping people comfortable, feeling valued and leaving with a great experience. Hospitality is vital, not just a nice-to-have – unless you want your people, like the students in a basic dorm room, to upgrade to a nicer workplace once they’ve finished learning from you.

See how your company stacks up in the journey to become a People Company with our free People Company profiler.

About the Author:

Adam Hale, EVP of Sage People

Adam Hale, EVP of Sage People, previously acted as Executive Chairman and Non Executive Director having spent over 30 years in the technology industry. He was formerly Head of Software and European Technology at Russell Reynolds Associates, the leading executive search firm and before that ran large system implementation projects at Accenture. Adam is also a committee member of the Technology Leadership Group (TLG) for the Prince’s Trust.


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HR and Business Are Looking for Data Analytics and Insights

Stacey Browning, President of Paycor

Today our guest is Stacey Browning, President of Paycor.

Since 2001, Stacey has played an integral role in every aspect of Paycor’s operations. As president, she fosters collaboration across the business and ensures executional excellence in product development and service delivery.

Paycor is a trusted partner to more than 33,000 small and medium-sized businesses.Known for delivering modern, intuitive recruiting, HR and payroll solutions, Paycor partners with businesses to optimize their people management.

Paycor’s key areas of specialization include Payroll Management, Human Resources Solutions, Benefits Administration, Time & Attendance Solutions, Tax Filing & Compliance, Workers’​ Compensation and Employment Screening Service.

Recently Paycor announced Workforce Insights, a new data visualization solution that extracts rich and actionable insights from people data to bring valuable C-level and operational insights to key business stakeholders.

The interview is hosted by Alexey Mitkin, Founder, Publisher and Editor-in-Chief, The HR Tech Weekly® Online Media Co.

  1. Hi Stacey, and first of all thank you very much for this interview with The HR Tech Weekly®. Straight away, why you have developed Workforce Insights and how it will complement other Paycor products?

Our innovation is driven by uncovering ways to better serve our clients, and Workforce Insights is no exception. Last August we surveyed our clients about the features they wanted to see in future product releases. After reviewing more than 1,000 client responses, we found that the overwhelming majority were looking for data analytics and insights.

In addition to evaluating our client’s feedback, we also looked at industry trends that show HR professionals are striving to prove their strategic value to executives. One way we can help them is by organizing their key people data in a manner that helps with business execution.

For example, through the Workforce Insights overtime dashboard, information from our time platform is correlated to OSHA incidents reported on in our HR platform. Leaders can uncover safety thresholds exceeded by location, department or manager to home in on where a performance issue may be occurring.

  1. What key benefits and advantages does Workforce Insights have when compared with other tools on the market?

Most other tools on the market force standard charts and data visualization. Workforce Insights allows customers to view their data in the way that is most impactful for their unique business needs.

Another key differentiator is the one-click sharing functionality. Users can take their insights and share that information with the appropriate parties without having to import or export data. The custom reporting and one-click sharing allows users to not only have access to the data, but to make it meaningful and actionable.

  1. Why do you think small and medium-sized businesses need their own HR technology solutions?

Employees at small and medium-sized businesses (SMBs) are often forced to wear multiple hats, and sometimes that even means taking on responsibilities like payroll. HR technology solutions help relieve the administrative burden of payroll and benefits while ensuring reliability and security, while also protecting against the risk of compliance infractions.

What Paycor offers seems to be what’s desired most by SMBs – a platform or suite of functionality at the right per-employee-per-transaction and per-month price point that doesn’t require a customization. A solution that can be implemented and have value derived in three days to three months, and that can adapt with them as their organization grows.

  1. Paycor has run its operations since 1990. How have your clients needs during this period changed, and what is the secret sauce for long-term success?

Since 1990, the technological needs of our clients have changed dramatically. In 1990 computers were large and expensive, “the cloud” didn’t exist, and phones were connected to a landline or, for a select few, in a bag in your car. Since then, clients have had to react to the demands of their workforce; faster access from any device, and our products have had to evolve accordingly.

Our secret sauce for long-term success may be the only thing that has remained the same since 1990 – putting our clients first. We were founded because our CEO believed there was a better way to serve the needs of our clients, and it’s that passion that still drives us today.

  1. Achievements in big-time sports are based on grassroots sports. What can you recommend to HR Tech startups on how to get into the highest league?

The energy around new HR tech offerings through start-ups informs the entire industry. For some of these startups, success looks like being acquired into a larger company and human capital offering. For those wanting to progress into a higher league more independently, I recommend having an openness to partnerships and distribution options, and feedback to the offering itself. The best emerging technologies in HR are built and market-tested quickly.

  1. Since its founding, Paycor has grown to 1,460 people onboard. What do newbies need to know about the company in order to have a successful career with you?

First, excel at the job you are given, and then look for ways to take on more responsibility. It can be dangerous to be too eager to move to the next level without first nailing the task you are given. At the same time, becoming complacent doesn’t allow you to be a change agent in the organization.

To take on that next challenge and excel to the next level it is critically important that associates know and own their personal brand. Your personal brand is what people say about you when you leave the room. Think about the impression you want to leave, and make it.


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Unlocking Business Growth through HR and People Science

Unlocking Business Growth through HR and People Science

Written by Adam Hale, EVP of Sage People.

Why fast-growth companies are bounding ahead?

For businesses to sustain growth, be more productive, and attract and retain the best talent in today’s increasingly global and competitive climate, they need to use data intelligently. Data analytics has been happening for a long time in marketing, sales and finance, but now we’re seeing HR wake up to the benefits. Traditionally, HR functions capture information about employees passively in order to meet legislative requirements but organizations are now realizing it has far more potential with data analytics which is also leading to the rise of the Chief People Officer role.

While 83% of HR leaders recognize that all people decisions should be based on data and analytics, the reality in the workplace is very different. Recent research Fairsail (now Sage People) conducted amongst 500 global HR leaders for its report ‘The use of people science in fast growth companies’ showed that only 37% of those surveyed claiming to already use a data-centric approach.

Why fast-growth companies are bounding ahead

However, there is one business group making the most of its people science capabilities: the fast-growing ‘gazelle’ organizations – companies which have increased their revenues by at least 20% annually for four years or more. The research shows that these organizations are far more advanced in HR than the average company. They have full HR automation (80% v 53%) so they can report faster and more easily on a range of influential HR metrics. If asked to report on headcount within a single day, 84% can do it; that’s 16 percentage points better than non-gazelles. They can more easily report on high potential employees (58% v 42%) and on personal growth (58% v 41%).

These gazelle organizations can see what’s working and what needs to change and can take action confidently to make sure they’re supporting employees to achieve their potential. While gazelles are the one’s bounding ahead, all is not lost as almost every organization we spoke to did have an awareness of the potential to use people and HR data to improve their business.

Use Chief People Officers to close the gap

Even if they haven’t yet marshalled it effectively or decided exactly how they’ll use it, a staggering 92% said they’d like to use people science to improve their business. And another 65% said that in the next 12 months they need to achieve greater data visibility.

The research also positively showed a movement across all organizations to make a highly visible change that reflects the shift to a people focus: 17% have appointed a Chief People Officer to put people science at the heart of their business. The gap between the gazelle approach and the non-gazelle approach looks set to narrow in the very near future, as all businesses take action on their ever-growing awareness of the importance of people analytics.

Tap into data to unlock rapid growth

So what can we learn today from these market-leading organizations? Seeking and seizing opportunities and using every lever a company can get its hands on to improve performance is the key to rapid growth. Organizations shouldn’t be afraid to explore the latest people thinking, or adopt the tools that gather data and turn it into business intelligence. The challenge is to put systems and tools in place to collect and analyze it for tangible benefit – as 31% revealed, they don’t currently have the right technology in place to interpret the necessary people science. Automation helps companies move away from old-style HR with its laborious administration and manual processes and spreadsheets. With this, people teams should be able to explore the workforce data to understand what employees want and need. They can take action to provide great workforce experiences that makes the most of talent to fuel productivity and business growth.

To read the full ‘The use of people science in fast growth companies’ report, please visit www.fairsail.com.

About the Author:

Adam Hale, CEO at Fairsail

Adam Hale, EVP of Sage People, previously acted as Executive Chairman and Non Executive Director having spent over 30 years in the technology industry. He was formerly Head of Software and European Technology at Russell Reynolds Associates, the leading executive search firm and before that ran large system implementation projects at Accenture. Adam is also a committee member of the Technology Leadership Group (TLG) for the Prince’s Trust.


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3 Ways HR Will Evolve in the Future

3 Ways HR Will Evolve in the Future

Believe it or not, automation is changing our entire lives, the way we live, think and work. As quoted by Mr. Abhijit Bhaduri, author of Digital Tsunami, “Humans resist change, machines don’t.” We are at a age where we no longer can nor should resist change. That said, technology is also massively impacting the HR functions. Most of the traditional support functions of HR, such as payroll, attendance etc. are being automated. Adding to the progression, chatbots are further driving more engagement with its personalized attributes, and is further adding up to redefining the HR role.

Ripples in the Water

One might wonder, will the rapid pace of digitization re-define HR? Of course yes, with millennials making up more than half of the current workforce — and predicted to make up 75 percent by 2020 — HR has to embrace technologies to keep at par with employee and business demands.

The Effect of Big Data

A lot of work in HR used to be related to adherence to compliances and therefore, huge amount of work related to paperworks was involved. But, now things have changed. Online portals and platforms provide HR with all the information that they need. Today’s technology gives HR professionals access to the power of Big Data and changes the way businesses understand their customers, build their own brands and communicate to prospective employees.

One of the boons of Big Data is Predictive Analytics. In big corporations, it is very difficult to keep a track of each employee. Predictive analytics enables HR to understand which employee needs an additional training.

High Up in the Clouds

Another technology which is impacting HR in a big way. Gathering and storing of information has always been a major function of the HR department, and the stack of files not only waste office space but are very difficult to trace as well. Can you even imagine, a millennial, who is always glued to his smartphone will have the patience to go through all the piles of paper?

High Up in the Clouds

Thanks to cloud technology, all of this information can instead be stored in the cloud. No longer does an employee need to tick the boxes while filling up a feedback form which again runs the risk of getting lost. All the employee information like tax documents, payroll, feedback etc can be stored online securely.

Cloud-based systems and Big Data go hand in hand. With Machine Learning emerging steadily, all these data will make a lot of sense few years down the line, it all depends how well can one derive relevant information out of it.

Chat with the Bots

There are some information which are very subjective in nature, like how to fill the Form 19 or file for the income tax returns. It makes no sense if the employee walks up to the HR managers for day-to-day queries or any concerns they might have regarding their pay, leaves, performance etc. To narrow down the gap of communication between the employees and the HR, PeopleStrong recently launched India’s first HR chatbot ‘Jinie’. From a transactional interface with employees to a conversational interface, Jinie the India’s first HR Chatbot will be able to provide the next level of experience to its employees.

In the era of smartphones, this will be a great boost in employee engagement.

These are few of the many ways in which the HR domain will change and adapt itself to digitization. With the burden of a lot of paperwork gone from the shoulders and with new data in hand, HR department will be fully equipped to make the employees life much easier and will add more value in business.


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Watch Macro

What Does the Future Hold for Global Payroll?

Written by Jan Van Mol, Head of Global Alliances at SD Worx.

Clock Closeup

Businesses are always looking for new ways to improve and innovate, and the payroll industry is no different. Payroll is arguably the purest form of HR data, providing employers with real-time information that can inform a more intelligence-led approach to business decision-making. Payroll systems that deliver insight as well as a good service for both employers and employees will undoubtedly gain long-term business intuition. Because of this, forward thinking organisations need to embrace a payroll system that can provide an optimum payroll service for employees across all departments and local market. Investing in a global payroll system that encompasses the individual needs of an organisation is the answer, but how can global payroll providers ensure that multinational businesses comply with all in-country legislations?

Retaining talent and providing the best service for employees is paramount for business leaders – something that has been fueled largely by the advent of new HR technologies. Studies show that if employees are not being paid correctly and on time, the knock-on effect on retention is significant. Employers that do not harness the benefits of global payroll will consequently fall behind in the competitive race, with business penalties spanning the short and long term.

With an increasing number of business leaders starting to understand the benefits that can be reaped from investing in global payroll, how can we expect global payroll to progress in the future? Below are three industry predictions:

1. Improved Employee Engagement

With Generation Z about to enter the workforce, businesses need to look ahead and think seriously about how to cater to the needs and requirements of these digital natives – and that includes playing to their payroll preferences. Generation Z grew up with technology, is comfortable using it, and has come to expect it in the workplace. If businesses can’t cater to these needs, they will struggle to retain the best talent within this workforce bracket.

SD Worx expects to see an increasing number of built-in employee engagement functions within global payroll systems over the coming year, which will include functionalities that improve and enhance the employee experience. These functionalities will be tailored to their users – self-service and user-friendly tools for Generation Zs and Millennials, for example. There will also be an increase in measurement and reporting tools that enable close monitoring of workforce experiences in a way that can then be acted upon to boost employee engagement.

2. Deeper HR Integration

Forward thinking organisations will begin to integrate payroll with wider reward and recognition benefits to create a single, comprehensive system. With the line between work and home life becoming increasingly blurred amidst the ‘always-on’ culture, businesses need to ensure that they have the right technologies and systems in place to help combat this and deliver positive workforce experiences. Payroll systems that incorporate add-on rewards and wellbeing benefits will therefore become increasingly commonplace in coming years.

3. More Data-Driven Predictions

As mentioned above, modern payroll systems now provide much more than a monthly back office function – with the right solution, they can deliver on-going business critical insight into an organisation. The desire for global business insight is increasing year-on-year, and if managed in an optimal, systemised way, accurate payroll data will increasingly begin to provide the source of this much sought after visibility. When combined with other data sets such as employee performance and talent management, the collective insight this delivers can enable business leaders to act upon information in a reactive way, but also in a predictive context to support future planning. Key examples include being able to better identify employee attrition and absence patterns in order to correctly forecast recruiting needs and save costs.

Global payroll providers not only ensure that employers are complying with global legislations, they also guarantee that local requirements are met too. Local legislation frequently changes – like Australia adopting Single Touch Payroll this year, for example – and many large organisations have already been the target of fines due to breaking compliance with local payroll requirements. Every country had different regulations, and it is the job of a global payroll provider to tailor their offering with the needs of each organisation.

The future is often uncertain at times, but global payroll with local capabilities can improve forecasting and planning, giving the business a strong and more insight-led direction. It is clear that the growing trend for global payroll with local capabilities will remain a key business requirement as businesses expand internationally and the world becomes ever more globalised.


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Paycor Workforce Insights

Paycor Workforce Insights

Paycor

Paycor Announces Workforce Insights to Provide HR Leaders with Deep Insights and Real-Time Analysis of Employee Data

New Data Visualization Solution Extracts Rich and Actionable Insights from People Data to Bring Valuable, C-Level Insights to Key Business Stakeholders

CINCINNATI – April 11, 2017 – Human Capital Management company Paycor today announced Workforce Insights, a new data visualization solution that extracts rich and actionable insights from people data to bring valuable C-level and operational insights to key business stakeholders. This new tool provides highly interactive dashboards that allow users to explore workforce issues and discover trends, so they can identify and solve business problems more quickly and effectively.

According to Bersin by Deloitte Research, there was a 120 percent growth in companies correlating people data to business performance in 2016. Merely mining HR data is no longer enough. It has become an operational business imperative for today’s organizations to extract actionable insights informed by data. Paycor’s Workforce Insights is a new, modern way for small to mid-sized businesses to meet this need.

Workforce Insights is a highly graphical and aggregated interactive data visualization solution that helps track and successfully manage business issues. This new solution instantly identifies key insights without having to import or export data, and provides actionable, results-driven charts detailing information compiled across HR, time, payroll, benefits, talent acquisition and onboarding data, so users can spend less time searching and more time focused on solving important business issues. Customers can easily tailor dashboards to fit their unique needs for a full view of their business. Users can take actions directly from the dashboards.

Paycor Workforce Insights

Key benefits of Workforce Insights include:

  • Identify actionable insights – Data from HR, time, payroll, benefits, talent acquisition and onboarding allows companies to identify issues, uncover correlating patterns and solve people problems such as performance issues by department or location.

Paycor is headquartered in Cincinnati, OH, but has sales representatives and offices across the country. To learn more about Workforce Insights and how Paycor can help your business, please visit https://resources.paycor.com/workforce-insights.

Availability

Workforce Insights will be generally available in May 2017. For pricing information, contact your Paycor sales representative or visit https://go.paycor.com/Contact-Sales.html.

Supporting Quotes

“We built Workforce Insights based on feedback from CEOs, CFOs and HR directors of small to mid-sized businesses across all industries,” said Zhen Tao, Chief Technology Officer of Paycor. “Workforce Insights provides HR and operational leaders with a holistic view of their people data and delivers valuable, actionable insights to key business stakeholders, further demonstrating the true value HR technology brings to the organization. This solution is a data revolution for companies looking to improve the way they understand their people data and use such insights to drive operational improvements.”

Supporting Resources

About Paycor

Paycor is a trusted partner to more than 31,000 small and medium-sized businesses. Known for delivering modern, intuitive recruiting, HR and payroll solutions, Paycor partners with businesses to optimize the management of their most valuable asset – their people. Paycor’s personalized support and user-friendly technology ensure that key business processes, including recruiting, onboarding, reporting, timekeeping, compliance and payroll, run smoothly. Paycor’s people operations solutions are recommended by today’s most innovative brokers, bankers, and CPAs. Learn how Paycor can transform your business by starting a conversation at http://www.paycor.com.

FOR MORE INFORMATION

Katy Bunn
kbunn@paycor.com
513.307.6392

MEDIA CONTACT

Tanaya Lukaszewski
paycor@kulesafaul.com
916.712.3791