Tag: HR Strategy

HR Metrics and Analytics: So Many Numbers, So Little Time…

HR Metrics and Analytics: So Many Numbers, So Little Time…

In this article, we will share two structured ways to look at organizing your thinking and your data analysis that will make more effective use of your time and lead to more timely and informed decisions. First, we will overview the HR Metrics Cycle which leads in clear steps from defining the opportunity or problem, to decisions and a relevant action plan. Secondly, we will dig more deeply into the Define step of the cycle. Starting any project with clearly defined goals and agreed terminologies and metrics is critical to a project’s relevance and success.

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Leading Human Resources in Transformative Times

Leading Human Resources in Transformative Times

The field of human resources has experienced incredible change and transformation over the last five years. These include the impacts of the COVID-19 pandemic and changing expectations about work, to significant labour market challenges and new views of organizations’ responsibilities related to issues of equity. There has been much to navigate within this context. How do we define ourselves within this context of increased complexity? What are our priorities and critical “must have” skills to support us within this environment? Who are we as human resource leaders and what roadmap should we be using to gain insight into our leadership journey?

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Bringing HR Strategy to Life - The Importance of Delegated Authorities and How to Make Them Work

Bringing HR Strategy to Life: The Importance of Delegated Authorities and How to Make Them Work

How do employers translate HR strategies and well intended policies into effective and responsive HR practices and results? A key driver of this success is the clarity and practical application of one’s HR “delegated authorities”. Knowing what HR decision making authorities to delegate, to whom, and how they need to be supported and applied have become mission critical HR management realities for most organizations regardless of sector. Delegated HR authorities are key to “how” HR strategy is delivered, how desired workplace cultures and employee productivity aspirations are realized. They are also key to how meaningful line management accountabilities for employee engagement, wellness, and performance are achieved.

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3 Reasons HR Analytics Projects Can Lead to Frustration and Failure

A Cautionary Tale: 3 Reasons HR Analytics Projects Can Lead to Frustration and Failure

Nothing frustrates me more than to see the expertise, experience and time of HR professionals wasted. And in today’s working environment, I see frustration and failure all too frequently in Analytics projects. We have pored through oceans of data and done hours of spread sheeting and analysis, and in the end the leaders we have presented our analysis to have put it to one side or seemed confused or unimpressed by our efforts. Somehow we have missed the mark.

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The Making of the Super CHRO

The Making of the Super CHRO

Today CHRO’s are judged on what they deliver and how they get things done. Aligning talent, fostering engagement, enabling common shared vision and values are critical elements in their toolkit. The CHRO has a vital role in shaping the direction of the organization and ensuring business success for all its shareholders. A tall order for sure but one that I believe we are fully equipped to deliver. This article gives more detail on strategic business planning and HR alignment.

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5 Questions to Help You Sell the Value of HR

5 Questions to Help You “Sell” the Value of HR

We have created a checklist of 5 Questions that you need to answer as you work to be heard and have impact. They are essential questions to test yourself against at the start of every project. As you read through this for the first time, we suggest that you identify a critical HR initiative that you are responsible for getting your senior management team (or your boss) to support.

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Performance Management – Many Possibilities...and Implications

Performance Management – Many Possibilities…and Implications

Performance Management (PM) has become a core organizational strategy and management priority for many organizations. PM can effectively be used to drive accountability, quality, productivity, competence, and rewards and recognition. Going beyond simply a tool to drive “appraisals” and incentive rewards, it can drive a sophisticated quality and performance-based culture.

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Participation or Pseudo-Participation? Change Agent Challenges in Implementing Organizational Change

Participation or Pseudo-Participation? Change Agent Challenges in Implementing Organizational Change

Creating energy, engagement, and commitment to change initiatives is one of many challenges we face as change agents. Increasingly, organizations, managers, and change practitioners espouse a belief that involving people in the change initiative is important. Many of us would agree in principle with this philosophy: Participation is essential to successful change implementation. However, the practical dimension of how to actually accomplish employee participation in change initiatives poses a challenge to change implementers.

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A Case Study About the ‘Made in Cogeco’ Change Model

The Importance of Communication for Effective Change Management: A Case Study About the ‘Made in Cogeco’ Change Model

Working in the telecommunications industry, people assume that we are ahead of the curve in terms of change initiatives and communication practises.  But similar to other companies, we are challenged to come up with our own change management processes within our organization.  Our industry is changing rapidly, and that means we need to change too. In this article, I will share how Cogeco developed a new change model quite quickly to respond rapidly and succinctly to the transformational trends in our industry. 

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Three Categories of Resistance

A Closer Look at Resistance to Change

Dealing with resistance is tough work, but avoiding this work only makes change more difficult. When facing major change, management tends to view the new direction as an opportunity, while employees face the change with feelings of uncertainty, fear and disruption. Furthermore, most change leaders underestimate the amount of resistance they will face. However, as this case shows, external conditions, trust in the organization, and skillful handling of resistance can all contribute to lessening resistance and increasing support for a change initiative.

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