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Part Four: Looking Forward
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Part Four: Looking Forward
by Jac FITZ-ENZ
The New HR Analytics
Cover
Title
Contents
Preface
HR as an Expense
The Introduction of Metrics
The Era of Analytics
The Organization of this Book
Acknowledgments
Contributors
Part One: Introduction to Predictive Analytics
Chapter One: Disruptive Technology: The Power to Predict
What is Analytics?
Introducing HCM:21®
The Value of Insight
The Plan
Chapter Two: Toward Analytics and Prediction
The Language of Metrics and Analytics
Ascending the Value Ladder
The Power of Analytics
The Model for Predictive Management
Why Analytics is Important
Measuring What is Important
Strategic Human Capital Measures: Using Leading HCM to Implement Strategy
From Business Analytics to Rational Action
Part Two: The HCM:21®Model
Chapter Three: Scan the Market, Manage the Risk
The Big Picture
The Value of Statistical Analysis
The Importance of Risk Assessment
The Data Speak for Predictive Management
Ready, Aim, Begin
How to Improve HR Processes
The Intersection of People and Profits: The Employee Value Proposition
More Than Compensation: Attracting, Motivating, and Retaining Employees, Now and in the Future
“Best in Brazil”: Human Capital and Business Management for Sustainability
Chapter Four: The New Face of Workforce Planning
Human Resources Versus Human Capital Planning
Jumping Ahead of the Competition
How to Put Capability Planning into Practice
Scenario Planning: Preparing for Uncertainty
Quality Employee Engagement Measurement: The CEO’s Essential Hucametric to Manage the Future
Truly Paying for Performance
The Slippery Staircase: Recognizing the Telltale Signs of Employee Disengagement and Turnover
Chapter Five: Collapsing the Silos
Any Process: Input, Output, Throughput
Process Analysis for Human Resources
A Broader Future View
The Integration of HR Services
How They are Applying It
Roberta Versus the Inventory Control System: A Case Study in Human Capital Return on Investment
The Treasure Trove You Already Own
Waking the Sleeping Giant in Workforce Intelligence
Chapter Six: Turning Data into Business Intelligence
Just What are Metrics?
Avoiding Common Metrics Mistakes
Second-Generation Metrics: Benchmarking
Third-Generation Metrics: Predictive Analytics that Yield Business Intelligence
Business Intelligence: The Ultimate Goal
At the End of the Day
How to Interpret the Data
Predictive Analytics for Human Capital Management
Using Human Capital Data for Performance Management During Economic Uncertainty
Using HR Metrics to Make a Difference
Part Three: The Model in Practice
Chapter Seven: Impacting Productivity and the Bottom Line: Ingram Content Group Wayne M. Keegan
Chapter Eight: Leveraging Human Capital Analytics for Site Selection: Monster and Enterprise Rent-A-Car
Chapter Nine: Predictive Management at Descon Engineering
Chapter Ten: Working a Mission-Critical Problem in a Federal Agency
Chapter Eleven: UnitedHealth Group Leverages Predictive Analytics for Enhanced Staffing and Retention
Part Four: Looking Forward
Chapter Twelve: Look What’s Coming Tomorrow
What We Know about Tomorrow
What Analytics Can Deliver for Your Organization
Thought Drives Action
Still Evolving
Views of the Future: Human Capital Analytics
Tim Mack, David Ulrich, Charles Grantham, Stephen Wehrenberg, Kevin Wilde, Jesse Harriott, David Scarborough, Nick Bontis, Lee Elliott, David Creelman, Row Henson, Stephen Gates and Pascal Langovin, K
Appendix: The HCM:21®Model: Summary and Samples
Index
About the Author
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Chapter Eleven: UnitedHealth Group Leverages Predictive Analytics for Enhanced Staffing and Retention
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Chapter Twelve: Look What’s Coming Tomorrow
PART 4
Looking Forward
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