Businesses today expect finance to play an extended role across departments, including IT, human resources, compliance, operations, sales, marketing, and most importantly, corporate strategy.To successfully deliver on this role, the finance function needs to play a bigger and visible role in real-time decision making and continuous planning. This report explores how, using cloud and analytics, finance leaders can leapfrog a few generations of technology and offer mature analytical feature/functionality and skills to the entire organization.
We will go over a brief introduction of what workforce analytics is, and take a look at why it is sometimes so difficult to get the information we need out of our HR or Business Intelligence systems. We will also dive into the important metrics we should consider as HR professionals and what metrics will ultimately drive your business forward.
Published By: Genesys
Published Date: Jun 19, 2019
Successfully managing a contact center requires a collaborative, multidisciplinary approach to handle a broad range of operational and tactical tasks. Planning, day-to-day operations and quality management must be seamlessly orchestrated, along with human resources functions like recruitment, learning and development, and employee scheduling.
Read this executive brief to learn how to transition to an AI strategy that can take your team – and business results – to the next level. See how you can:
Create an AI strategy with a single data model that includes routing, interaction analytics, forecasting/scheduling and predictive engagement
Harness the power of your data to align customers with the best resource
Drive employee effectiveness by ensuring you hire the right people and manage their performance to drive their success over the long term
Published By: TalentWise
Published Date: Jan 17, 2014
Start off the New Year by reviewing key HR trends for 2014. Our brief whitepaper offers insights into what's hot for HR this year including mobile-friendly solutions, video, talent analytics, and social tools.
In a “talent-constrained” economy, attracting and engaging highly talented people, developing globalleaders, improving and sharing new skills, and keeping people aligned and working together are major challenges.
In this report, we discuss how new approaches and a new science of human resources have emerged to develop a “smarter workforce,” resetting the bar on talent, learning, and leadership strategies.
Workforce analytics is a very significant development in human
resources. It promises the potential for deeper understanding
of the ways workers contribute to organizational performance.
However, workforce analytics is not just about analyzing data
to reveal exciting insights; it also requires the active
involvement of a firm’s workers if the potential of analytics is
to be fully realized. Without active employee participation,
workforce analytics efforts face at best, restricted data sources
and data sets that are incomplete and at worst, the risk of
damaging employee relations and, ultimately, productivity.
This white paper summarizes recommendations that will
encourage enthusiasm for workforce analytics and active
employee participation, using the FORT (Feedback, Opt-in,
Reciprocal, Transparent) framework. The FORT criteria could
prove particularly useful in European countries. This is
because the 1995 European Union Data Protection Directive,
along with certain local legislative pr
The modern recruiter has it far from easy. While the soft skills of recruiting are still relevant — good communication skills, outgoing personality, and keen intuition — the tech-driven world of work requires talent acquisition specialists to navigate a variety of tools, data analytics, and social media platforms. Recruiters can no longer just be great “people people”—they need to be great tech people, too.
The reality of business today means that organizations will have to grow the talent they need when they can’t find it. Developing talent internally over the long term will be most of the solution. You’ll want some recommendations in your back pocket when your CEO turns to you for answers. Learning managers will be seen as the go-to resources when it comes to compensating for major skill gaps in talent. By socializing learning, mobilizing the technology, creating strategic stretch assignments, partnering with institutions, and speaking to the bottom line, HR can make learning an integral solution to filling skill gaps in the organization.