Search results

Human capital analytics (HCA) is integral to all other human capital processes. With a mature analytics practice, leaders can make better decisions more quickly and with greater confidences. This paper aims to describe results of research that shows how organizations in Middle East countries are investing in HCA. Specifically, it describes as follows: the extent to which they are investing; types of projects in which they are investing; and factors critical to making analytics work.

While research may include respondents from organizations in developing countries, only recently have efforts been made to monitor progress specifically in these countries. This paper attempts to describe the most recent findings of such research, paying specific attention to the use of HCA in the Middle East.

Organizations in the Middle East embrace HCA. While still in its infancy, analytics is poised to be a strategic driver that will lead to improved organizational performance.

Whether investing in leadership development, talent acquisition, employee engagement or talent development, analytics plays a central role in informing decisions about people investments. To make HCA work, Middle East organizations plan to continue building capability through training; embracing technology and striving to link data across programs and platforms; and integrating systems, processes and people with other functions, particularly finance. In the end, organizations will seamlessly integrate HCA into all processes to drive organization performance.

In the field of leadership development, a dilemma exists with many executives, who often support and fund leadership development programs. Executives know that great leaders are needed to drive results, and for the most part, they must develop those leaders internally. At the same time, the leadership development providers are content with showing executives that they have changed leader behavior. The same providers are reluctant to connect behavior change to meaningful and important business measures. Yet, when used properly, leader behavior will drive all types of important impact measures in an organization. That is what executives want to see. This purpose of this article is to show how leadership development providers can connect their programs to important business measures and deliver value at the Impact and ROI Levels using the ROI Methodology.

Executives prefer to have leader behavior connected to impact, which is their No. 1 measure and return on investment (ROI), their No. 2 measure. Impact and ROI is the world they live in. Executives know that new leader behavior is necessary for impact and often have input into the behaviors they would like to see. When it comes to measuring success, they want to see how the program connects to the organization and the value the new behavior delivers. To avoid the possibility of disappointing results, implement the ROI Methodology framework to design the leadership development program to deliver the desired results and make sure that everyone involved is helping to deliver the needed success.

Leadership development providers must address the challenge of showing the value of leadership development. It is not that difficult to show the impact and ROI of major programs. Literally, hundreds of organizations are doing this now. The authors have published four books with different publishers on the value of leadership development, with case studies, and more will be published.

This level of evaluation can set the leadership development program apart from the others.

In uncertain times, courageous leaders must be in place, stepping forward to take action to drive results. Because there is really no such thing as a natural-born leader, the organization must constantly develop current and new leaders. Leadership skills and leader behavior are shaped and molded over time, but also can be dramatically changed and improved with a variety of effective leadership development programs. The perplexing issue about leaders and leadership development is the negative press it often receives. The root cause of this problem is not necessarily the content of leadership development programs or even the way that they are delivered, it is the definition of leadership success and the success of leadership development.

The purpose of this paper is to illustrate the success of a courageous leader does not occur until impact is achieved in the organization.

The courageous leader is one who can deliver on all levels of outcomes in the face of many difficulties, challenges and uncertainties in ambiguous environments.

Great leaders deliver great results, including the impact they have on their organizations or spheres of influence. Without impact, leaders are ineffective. To achieve success in these turbulent times requires leaders to be effective in delivering on five levels of outcomes, including impact and ROI. The courageous leader is one who can deliver on all levels of outcomes in the face of many difficulties, challenges and uncertainties in ambiguous environments.

This paper aims to explore the executive request for program results. With major programs in place and other programs planned, executives want to know if they are working. The executive’s perspective focuses on whether these programs impact the organization and do they deliver a positive return on investment (ROI).

The paper describes how an executive’s request for ROI will lead human resources professionals to plan an evaluation, collect data, analyze data and present the results to the program sponsors and funders. The success of the results presentation will influence program support and future allocation of funding to HR programs.

To be credible, the presentation must include five moments of truth. These five moments of truth require credible data, collected from credible sources, presented in five categories, and a conservative analysis that executives can believe, including proof the program has made a difference. Executives must believe the results are true, or the presentation becomes a waste of time.

The critical challenge for the HR team is to involve executives in each of the five truths. In the findings, the most successful programs have high executive involvement, beginning with investment alignment and business alignment, and moving through to solution implementation and capability development, and motivation attainment.

The population across the industrialized world is aging to the extent never experienced before in history, living 10 years longer on average than the previous generation and nearly two decades longer than two generations ago.

To date, this rapidly growing segment of the population is not always addressed in inclusion and diversity plans and has often been overlooked as a source of competitive advantage, rather seen as a cost and a burden in some organizations.

Leaders in industrial nations agree that to continue strong economic growth, it is vital to support people to live healthier lives and stay in the workforce for longer. By doing so, we can not only improve well-being and enable people to remain active and economically productive but also reduce dependency, bringing down the burdens on health, pensions and social systems.

When this challenge is addressed, important motivational and productivity benefits will result from the seasoned talent segment staying a little longer with the organization. They will stay longer because they want to, not because they cannot afford to retire.

The purpose of this study is to illustrate how a combination of three motivational forces can deliver superior team performance in an unlikely setting. Because motivation is the key to the success of talent, exploring ways to motivate employees and teams has been at the forefront of behavioral research.

This paper focuses on the combination of three approaches: the use of an improved engagement system, enhanced team development and cohesiveness and the use of monetary incentives for recognition and achievement.

This combination of concepts delivered superior team performance in an unlikely setting.

This paper presents a program uniquely designed to motivate a team of employees using multiple approaches. The program delivered outcomes benefiting the organization’s bottom line while also rewarding employees and enhancing the team’s engagement.

Changes in the format of library materials, increased amounts of information, and the speed at which information is being produced have created an unrelenting need for training for library staff members. Additionally, library employees are retiring in greater numbers and their accompanying expertise is being lost. The purpose of this study was to document evaluation practices currently used in library training and continuing education programs for library employees, including metrics used in calculating return-on-investment (ROI). This research project asked 272 library training professionals to identify how they evaluate training, what kind of training evaluation practices are in place, how they select programs to evaluate for ROI, and what criteria are important in determining an effective method for calculating ROI.

Measuring the Return on Investment (ROI) in training and development has consistently earned a place among the critical issues in the human resource development (HRD) field. Leadership educators may soon find that program sponsors and administrators asking for ROI information as well. This paper reports the ROI of the Southern Extension Leadership Development (SELD) program as implemented at The University of Georgia. To calculate the return on investment, the ROI model proposed by Phillips (2002) was used. New extension agents hired between 1995 and 2001 who completed the probationary period with the Cooperative Extension Service formed the population for this analysis. Analysis of the data indicated that the employee turnover rate for the participant group was significantly lower than for the non-participant group. Based on the ROI model calculations, every one-dollar spent in the SELD program returned $3.86 in benefits and $2.86 (286%) in net benefits were returned on Investment.

This paper aims to explain how the human resource (HR) function can take a lead in all of these areas by being a critical part of human capital strategy and driving that strategy with the support and input from executives. Organizations want a sense of purpose beyond just being productive and efficient. Four important purpose areas represent opportunities for HR leaders to add value: create an innovative organization; create a technology leader; support the environment; and confront globalization.

The paper represents the typical HR strategy and then provides an update to address 12 forces that are significantly influencing the success of organizations. Next, the paper focuses on four areas for human capital strategy that represents non-traditional areas.

Expanding the typical human capital strategy to non-traditional areas provides a great opportunity to add value to the organization.

The purpose of this paper is to help readers categorize the vast variety of tasks, processes and procedures involved in analytics projects.

It is designed to help the reader explore the five different but related categories of analytic projects.

The findings show the categories of projects to be: converting data to money, showing relationships and causation, applying models, conducting impact and return on investment (ROI) analysis and forecasting ROI.

The originality and practicality of this paper is displayed with thorough explanations of each of the five types of analytic projects and a number of examples of their applications.