People Analytics: How Social Sensing Technology Will Transform Business and What It Tells Us about the Future of Work
by Steven Director, Bashker D. Biswas, Ben Waber, James C. Sesil, John Boudreau, Wa
The Definitive Guide to HR Management Tools (Collection)
- About This eBook
- Title Page
- Copyright Page
- Contents
- The Definitive Guide to HR Communication: Engaging Employees in Benefits, Pay, and Performance
- Copyright Page
- Praise for The Definitive Guide to HR Communication
- Dedication Page
- Acknowledgments
- About the Authors
- Introduction
- Part I. Taking a New Approach
- 1. Know Your Employees
- 2. Treat Your Employees Like Customers
- 3. Plan and Manage Communication
- Start Each Communication Project by Asking Great Questions
- Use the Answers to These Questions to Establish a Goal and Objectives
- What’s the Difference Between a Goal and an Objective?
- Questioning Helps Identify Personal Agendas, Too
- Is It an E-mail or a Video? Or Is It Another Solution Desperately Seeking a Problem to Solve?
- Manage HR Communication Projects Effectively
- Create Award-Winning Communications and Communication Plans
- Describe Your Communication Project Succinctly
- Establish an Appropriate Budget
- The Truth About Killing Trees
- And When There Is No Money . . . Sigh
- Checklist to Manage Your Communication Project Effectively
- 4. Frame Your Message
- 5. Write Simply and Clearly
- 6. Leverage Visuals
- 7. Use the Right Tool for the Job
- A Thought About Tools
- Review the Tools in Your Tool Kit
- Deciding on the Best Tool
- Celebrating Your New and Improved Dental Plan
- Using Each Tool Effectively
- To the Point
- Another Thought About Tools
- Still Another Thought About Tools
- What’s the Fastest-Growing Advertising Venue?
- Location, Location, Location
- Everybody into the Pool!
- A Final Thought About Tools
- Summing Up: Put Every Tool to Work
- Checklist for Choosing the Right Tool for the Job
- 8. Make Meetings Meaningful—and Support Managers
- 9. Measure Effectiveness
- Part II. Communicating in Key Situations
- 10. Recruiting
- 11. Orientation
- Welcome Aboard!
- Before You Begin
- “My First Week”
- Set Up Managers for Success
- “What Should We Be Doing?”
- Translate the Manager’s Role into Action
- That Special Day: The Orientation Program
- A New Format for Your Orientation Program
- Fun Facts
- Example: ZS Associates Invests in New Employees
- Positive Feedback for NEO
- Checklist for Giving New Employees What They Need to Be Successful
- 12. Policies
- Here’s What I Expect from You and What You Can Expect from Me
- Policies: The Short Form
- Here’s Your Friendly Handbook. Don’t Be Frightened. It Won’t Bite
- Our Happy Handbook
- Do Your Homework Before Producing Your Handbook
- Financial Services Firm
- Desperately Seeking Information
- Keep the Language Conversational—Please, No Legalese
- About ID Cards
- Encourage Employees to Use the Handbook as a Resource
- Put a Title on Your Work
- Measure Results
- Bring Policies to Life
- Communicate Life Events When Policies, Programs, and Benefits Intersect
- Checklist for Making the Most of All That Your Company Offers
- 13. Benefits
- 14. Compensation
- 15. Performance Management
- It’s Report Card Time!
- What Is Performance Management?
- What Do Employees Want?
- Begin with Company Goals
- How We Articulate Our Goals
- Connecting the Dots if Your Company Is Large
- Does Everyone Understand Your Performance Management System?
- Lorraine’s Performance Management Plan
- What if Your System Is Complicated?
- The Big Picture
- Teaching Managers to Fish
- Help Managers Know What Really Improves Performance
- Checklist for Communicating Performance Management
- 16. Saving for Retirement
- Hey, Can We Get Some Help Over Here?
- Not Algebra, But . . .
- Stock Options 101
- How to Get Smarter and Richer
- How to Give Advice When You Can’t Give Advice
- “Tell Me How You Got to Be So Rich”
- More Stories
- When You’re Announcing a New Plan, Write Your Own Story
- The Beauty and Art of Illustrations
- Personalize to Make a Point
- Checklist for Helping Employees Achieve Their Financial Goals
- 17. Leaving the Company
- Endnotes
- Index
- FT Press
- Investing in People: Financial Impact of Human Resource Initiatives, Second Edition
- Copyright Page
- Dedication Page
- Acknowledgments
- About the Authors
- Preface
- 1. Making HR Measurement Strategic
- 2. Analytical Foundations of HR Measurement
- 3. The Hidden Costs of Absenteeism
- 4. The High Cost of Employee Separations
- The Logic of Employee Turnover: Separations, Acquisitions, Cost, and Inventory
- Pivotal Talent Pools with High Rates of Voluntary Turnover
- Voluntary Turnover, Involuntary Turnover, For-Cause Dismissals, and Layoffs
- How to Compute Turnover Rates
- Example: Separation Costs for Wee Care Children’s Hospital
- Training Costs
- Performance Differences Between Leavers and Their Replacements
- The Costs of Lost Productivity and Lost Business
- Process
- Exercise
- References
- 5. Employee Health, Wellness, and Welfare
- Health, Wellness, and Worksite Health Promotion
- Skyrocketing Health-Care Costs Brought Attention to Employee Health
- Two Broad Strategies to Control Health-Care Costs
- Logic: How Changes in Employee Health Affect Financial Outcomes
- The Typical Logic of Workplace Health Programs
- Legal Considerations and Incentives to Modify Lifestyles
- Analytics for Decisions about WHP Programs
- Measures: Cost Effectiveness, Cost-Benefit, and Return-on-Investment Analysis
- Solving the Analysis and Measurement Dilemmas to Improve Decisions about WHP Programs
- Improving Employee Welfare at Work: Employee Assistance Programs (EAPs)
- Future of Lifestyle Modification, WHP, and EAPs
- Exercises
- References
- 6. Employee Attitudes and Engagement
- Attitudes Include Satisfaction, Commitment, and Engagement
- Satisfaction, Commitment, and Engagement as Job Outcomes
- The Logic Connecting Employee Attitudes, Behaviors, and Financial Outcomes
- Employee Engagement and Competitive Advantage
- Employee Engagement and Service Climate
- Measures of Employee Attitudes
- Analytical Principles: Time Lags, Levels of Analysis, and Causal Ordering
- Estimating the Financial Impact of Employee Attitudes: The Behavior-Costing Approach
- A Final Word
- Exercises
- References
- 7. Financial Effects of Work-Life Programs
- 8. Staffing Utility: The Concept and Its Measurement
- 9. The Economic Value of Job Performance
- 10. The Payoff from Enhanced Selection
- The Logic of Investment Value Calculated Using Utility Analysis
- Measuring the Utility Components
- Analytics: Results of the Utility Calculation
- Process: Making Utility Analysis Estimates More Comparable to Financial Estimates
- How Talent Creates “Compound Interest:” Effects of Employee Flows on Utility Estimates
- Analytics: Calculating How Employee Flows Affect Specific Situations
- Logic: The Effects of a Probationary Period
- Logic: Effects of Job Offer Rejections
- Logic: The Effect of Multiple Selection Devices
- Process: It Matters How Staffing Processes Are Used
- Cumulative Effects of Adjustments
- Dealing with Risk and Uncertainty in Utility Analysis
- Process: Communicating the Impact of Utility Analyses to Decision Makers
- Employee Selection and the Talent Supply Chain
- Exercises
- References
- 11. Costs and Benefits of HR Development Programs
- The Relationship Between Training Expenditures and Stock Prices
- Utility Analysis Approach to Decisions about HRD Programs
- Break-Even Analysis Applied to Proposed HRD Programs
- Costs: Off-Site Versus Web-Based Meetings
- Process: Enhancing Acceptance of Training Cost and Benefit Analyses
- Conclusion
- Exercises
- References
- 12. Talent Investment Analysis: Catalyst for Change
- Appendix A. The Taylor-Russell Tables
- Appendix B. The Naylor-Shine Table for Determining the Increase in Mean Criterion Score Obtained by Using a Selection Device
- FT Press
- Index
- Financial Analysis for HR Managers: Tools for Linking HR Strategy to Business Strategy
- Copyright Page
- Dedication Page
- Acknowledgments
- About the Author
- 1. Business Strategy, Financial Strategy, and HR Strategy
- 2. The Income Statement: Do We Care About More Than the Bottom Line?
- 3. The Balance Sheet: If Your People Are Your Most Important Asset, Where Do They Show Up on the Balance Sheet?
- 4. Cash Flows: Timing Is Everything
- 5. Financial Statements as a Window into Business Strategy
- 6. Stocks, Bonds, and the Weighted Average Cost of Capital
- 7. Capital Budgeting and Discounted Cash Flow Analysis
- 8. Financial Analysis of Human Resource Initiatives
- Decisions Involving Cash Flow That Occur at Different Points in Time
- Allocating Budgets When There Are a Larger Number of Alternatives
- Calculating NPV of Specific HR Initiatives
- Determining Program Impacts Using Pre-Post Changes
- Determining Program Impacts Using Comparison Groups
- What Is Your Firm’s HR Budget?
- Is Your HR Budget Allocation Optimal?
- Maximizing the ROI on Your Analysis Efforts
- 9. Financial Analysis of a Corporation’s Strategic Initiatives
- 10. Equity-Based Compensation: Stock and Stock Options
- How Do Stock Options Work?
- What Is the Intrinsic Value of an Option? What’s the Time Value of an Option?
- Are Options High-Risk Investments?
- Do Employees Prefer Options or Stock?
- Understanding the Inputs to the Black-Scholes Model
- Firms Must Disclose the Methods and the Assumptions They Use to Cost Stock Options
- Using Monte Carlo Simulation to Determine the Value of Employee Stock Options
- Dilution, Overhang, and Run Rates
- Equity Compensation Is One Tool for Aligning Executive and Shareholder Interests
- 11. Financial Aspects of Pension and Retirement Programs
- 12. Creating Value and Rewarding Value Creation
- Bibliography
- Endnotes
- Index
- FT Press
- Applying Advanced Analytics to HR Management Decisions: Methods for Selection, Developing Incentives, and Improving Collaboration
- Copyright Page
- Dedication Page
- Acknowledgments
- About the Author
- Preface
- Introduction
- 1. Challenges and Opportunities with Optimal Decision Making and How Advanced Analytics Can Help
- 2. Collaboration, Cooperation, and Reciprocity
- 3. Value Creation and Advanced Analytics
- 4. Human Science and Selection Decisions
- 5. Human Science and Incentives
- Conclusion
- A. Definitions
- Endnotes
- Index
- Compensation and Benefit Design: Applying Finance and Accounting Principles to Global Human Resource Management Systems
- Copyright Page
- Dedication Page
- Foreword
- Acknowledgments
- About the Author
- Preface
- Part I
- 1. Introduction: Setting the Stage
- 2. Business, Financial, and Human Resource Planning
- 3. Projecting Base Compensation Costs
- 4. Incentive Compensation
- An Introduction to Incentive Compensation Programs
- Accounting for Annual Cash Incentive Plans
- Key Incentive Compensation Metrics
- Free Cash Flow as an Incentive Plan Metric
- Economic Value Added as an Incentive Plan Metric
- Residual Income as an Incentive Compensation Plan Metric
- The Balanced Scorecard and Incentive Compensation
- Balanced Scorecard and Compensation
- Key Concepts in This Chapter
- 5. Share-Based Compensation Plans
- Stock Award Plans
- Stock Option Plans
- Stock Option Expensing
- The Accounting for Stock Options
- Tax Implications of Stock Plans
- International Tax Implications of Share-Based Employee Compensation Plans
- Employee Share Purchase Plans
- Stock Appreciation Rights
- Key Concepts in This Chapter
- Appendix: Stock Options and Earnings per Share
- 6. International and Expatriate Compensation
- 7. Sales Compensation Accounting
- 8. Employee Benefit Accounting
- The Standards Framework
- Defined Contribution Versus Defined Benefit Plans
- Section 965 Explained
- Calculating Plan Benefit Obligations
- Claims Incurred but Not Reported (IBNR)
- Other Benefit Obligations
- Additional Obligations for Postretirement Health Plans
- Self-Funding of Health Benefits
- International Financial Reporting Standards and Employee Health and Welfare Plans
- The Financial Reporting of Employee Benefit Plans
- Key Concepts in This Chapter
- 9. Healthcare Benefits Cost Management
- 10. The Accounting and Financing of Retirement Plans
- Part II
- Conclusion
- References
- Index
- People Analytics: How Social Sensing Technology Will Transform Business and What It Tells Us about the Future of Work
- Copyright Page
- Praise for People Analytics
- Dedication Page
- Contents at a Glance
- Acknowledgments
- About the Author
- Preface
- 1. Sensible Organizations: Sensors, Big Data, and Quantifying the Unquantifiable
- 2. Evolution, History, and Social Behavior: Our Wandering Road to the Modern Corporation
- Back to the Future
- In the Shadow of Man
- You Say “Groups,” I Say “Organizations”
- Individual < Tribe < City-State
- Do as the Romans Do
- Talkin’ ‘Bout a Revolution
- New Information, New Communication
- The Organization of Today
- (In)formal Processes
- Informally Important
- The Social Network
- Organizing the Path Ahead
- 3. The Water Cooler Effect: Why a Friendly Chat Is the Most Important Part of the Work Day
- 4. The Death of Distance?: Measuring the Power of Proximity
- 5. I’m the Expert: Why Connections Are More Important Than Test Scores
- 6. You Look Like the Creative Type: Da Vinci versus the Hackathon
- 7. Tough It Out versus Stay at Home: Modeling Disease Spread Through Face-to-Face Conversations
- 8. Why We Waste $1,200,000,000,000 a Year: Mergers and Acquisitions, Corporate Culture, and Communication
- 9. Attach Bolt “A” to Plank “Q”: Matching Formal Dependencies with Informal Networks
- 10. The Future of Organizations: How People Analytics Will Transform Work
- 11. Where We Go from Here: Of Face-to-Face Interaction, New Collaboration Tools, and Going Back to the Future
- Endnotes
- Index
- FT Press
People Analytics
How Social Sensing Technology Will Transform Business and What It Tells Us about the Future of Work
Ben Waber
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