CIPD

By Andrew Marritt, a member of the CIPD’s HR Analytics Advisory Group and Founder of OrganizationView - a Swiss-based People Analytics practice.

There’s a belief, that I hear frequently in the HR analytics community, that HR Analytics means a move away from intuition. This isn’t true.

Analytics using your own data is just one tool needed to conduct empirical decision making. Doing analysis - however…

By Sam Hill, a member of the CIPD's HR Analytics Advisory Group and Founder and Managing Consultant at Workforce Dimensions 
Connect with him on Twitter or via LinkedIn 

...Or how the People Analyst can learn much about Predictive Analytics from the discipline of a professional gambler.

I struck my first bet in April 1987 – Maori Venture to win the Grand National; I overheard someone mention it favoured heavy ground…

By Mark T Lawrence, Founding Member of the CIPD's HR Analytics Group and Principal and Co-Founder of Growth Business Portal. Connect with him @MTLawrence or via LinkedIn.

The exit of the UK from the European Union is a topical subject. Far from a position of doom and gloom, amidst the uncertainty are presented hitherto inconceivable opportunities; such that HR, as a profession, cannot afford to ignore. This article is…

By Max Blumberg, Founder, Blumberg Partnership

Leading on from People Analytics – Avoiding Project Failure: Part One, here I describe techniques for avoiding people analytics project failure due to poor correlations.

The People Metrics Definition Workshop for Operational Managers: Avoiding the Talent Management Lottery
One of the most common reasons for poor correlations in the Four-Block People Analytics model is…

By Max Blumberg, Founder, Blumberg Partnership

People analytics is only effective when data collection is focused on achieving a particular management objective – yet despite this core concept of people analytics, many companies simply analyse the data nearest to hand – with the results being anything but insightful.

People analytics project failure usually boils down to just one thing: it simply means that…

By Sam Hill, Managing Consultant and Founder of Workforce Dimensions.

With an appropriate people analytics strategy in place, organisations can transform their decision-making process. By connecting your people data to the organisation’s objectives and developing techniques to deliver clear, actionable insights, you can genuinely help move your business forward.

HR Analytics is an obsession of mine that has stretched…

By Ben Willmott, Head of Public Policy, CIPD

The term Human Capital Management (HCM) arouses strong feelings, amongst HR professionals at least! In one corner it represents an attempt to categorise people as mere widgets in a machine in order to understand how to minimise their costs. In the other corner (and I have to hold my hand up here) HCM is a means of trying to understand the value of the contribution that people…

By Ann Francke, Chief Executive, Chartered Management Institute

Many CEOs will tell you that their people are their organisation’s biggest asset. It’s true. But what’s less often acknowledged is that they’re the asset that creates all the others. If a business has cutting-edge technology, valuable intellectual property, or an efficient factory, it is only as a result of astute decisions on human capital. …

Retaining and nurturing talented individuals is a growing concern for many organisations, and the first step of highlighting the issue can be tricky.  But once cleared, an organisation can soon take strides towards truly valuing their talent.

This week Oxford Economics and Unum reported findings from recent research that highlight the true cost of staff turnover to an organisation. Their report shows that the average…

By Edward Houghton, Research Adviser - Human Capital and Metrics, CIPD @EHoughtoncipd

By Edward Houghton, Research Adviser - Human Capital and Metrics, CIPD @EHoughtoncipd

Being a manger in any organisation today requires what many refer to as a sixth sense of leadership and management; an ability to recognise and capitalise on the abilities and skills of those whom they manage and seek out and maximise opportunities to their full potential.  This is reflected in recent CIPD research investigating lea…

By Dr Anthony Hesketh, Senior Lecturer, Lancaster University Management School

One of the first conversations I have with any executive I first meet turns on the direction of travel of their people. By this I do not mean the extent to which they might be coming or going – although I will be coming back to this in a moment. I mean the direction of travel of the value of their talent.

It’s actually a more difficult…