Applying Advanced Analytics to HR Management Decisions: Methods for Selection, Developing Incentives, and Improving Collaboration
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
Applying Advanced Analytics to HR Management Decisions
Methods for Selection, Developing Incentives, and Improving Collaboration
James C. Sesil
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