• 31 Oct 2017

    A question of value: why the investor perspective matters.

    Investors might not seem like the natural stakeholders for HR departments, but with more and more interest coming from pockets of the investment community there are now very real opportunities for HR leaders in listed organisations to influence the stakeholders who fund our organisations. As people analytics and data driven insights become feature more as a part of management decision making, the HR team could potentially...
    • 4 May 2017

    Evidence-based practice and HR analytics - what needs to be done...

    The space of HR analytics is dominated by vendors pushing products that are often touted as being "solution-oriented" or "outcomes focused". Products which from their specs are apparently able to fix the many data woes of the multifaceted HR function. The keen HR expert is told that by applying these products we will discover the truth about our workforce, how they feel, and if they're performing...
    • 5 Apr 2017

    Human Capital Reporting recognised by UK government

    The Department for Business, Energy and Industrial Strategy Select Committee has today published its report on Corporate Governance , in which it makes key recommendations to improve the way organisations talk about their human capital. This is a great win for HR, as it shows that at top levels in government the importance of people data is being recognised. The full recommendation from government in their report is as...
    • 3 Apr 2017

    Investing in people: What comes first - the chicken or the egg?

    If leaders truly believe that people, and more precisely their knowledge and skills, are the most important asset available to our organisations, we need to develop a clear way to articulate the value of knowledge and skills to help investors, employees, owner-managers and regulators understand critical people concepts in our organisations. This type of data is becoming more important to external stakeholders than ever...
    • 13 Dec 2016

    Well-being self-narratives: enhancing employee voice in internal and external reports.

    The way organisations measure and manage their people has been on the agenda of many HR professionals for some time, but arguably never before have we seen transparency so high on the list of concerns HR professionals have about their people. The proliferation of services which use and offer data about work and the workforce means that there is a lot more opportunity for employees to access and understand data. This data...
    • 4 Nov 2016

    HR analytics: step one…

    For many HR professionals it can feel like they are being left behind in the HR analytics race. From where they stand their competitors, and colleagues across the profession are talking about predictive and prescriptive analytics, and are doing very sophisticated experiments with their people data. The truth is however that the majority are at square one, or have only recently started to invest in analytics. The value...
    • 28 Oct 2016

    Measuring the impact of mental well-being training in banks

    For a long time mental health issues were hidden from view. Suffers felt stigmatised and as a result many people with health issues were prevented from seeking help. Businesses in all sectors face the mental health challenge, but the banking sector in particular has been highlighted as one in which more could be done to assist employees, many of which have highly stressful and challenging roles. The sector has of course...
    • 15 Aug 2016

    Flying-blind: navigating the EU referendum fog

    I’ve started to think that 2016 will probably be remembered as the year of uncertainty: when environmental, social and political forces demonstrated just how complex and hard to predict they really are. It is also likely to be viewed as the year we were realised just how poor we are at living with uncertainty, as individuals, organisations and governments we don’t prepare well enough. We work within severely...
    • 3 Aug 2016

    People analytics - warts and all

    As a researcher in the HR/People analytics field you become accustomed to a number of set-phrases. My favourite, which I can guarantee is said at the start of 75% of interviews is “we’re at the start of the journey”. Almost said in an apologetic way, a sort-of “don’t judge me” statement, it points to what the professional perceives to be their failing. For the interviewee they think...
    • 20 Jul 2016

    Corporate culture: the view from the regulator

    Today the Financial Reporting Council have released the results of almost a year-long exercise to understand and explore how boards can work more effectively in their roles to establish and manage positive and healthy corporate cultures. The report Corporate Culture and the role of boards is a report of observations that the CIPD were pleased to help develop, contributing our own evidence on this important topic. Our...
    • 12 Jul 2016

    Duty to care? Why boards must consider organisational culture more actively

    The first decades of the 21st century may well be known as the period in history when business scandal and corporate governance disasters made their way, sometimes explosively, to the forefront of our collective mind. Organisations globally have been landing on the front pages of our news outlets, in our inboxes, and across social media for a multitude of corporate sins: slight missteps, poor judgement and ineffective...
    • 1 Jun 2016

    The HR Files: the truth is out there

    In recent months I’ve been fortunate to have been invited to attend a number of round-tables exploring how investors view people data. Whilst at first that might not seem the most invigorating of topics, if you delve a little deeper you can appreciate the risk and opportunity that currently exists at the boundary between a large organisation and one of its most important stakeholders: its investors. What strikes...
    • 24 May 2016

    How can organisations become more transparent with their people data?

    One of the most important parts of the HR analytics maturity journey is the development of clear reports which tell the story of exactly what’s going on through people metrics. We have all seen powerful data illustrations, which when used well are perfect at describing an idea, concept or example through information. HR functions that create visualisations of this type know that the users of people data are far...
    • 5 May 2016

    Putting the “human” in human capital

    There are few terms in the business vocabulary that are likely to provoke not just debate but outright argument amongst HR professionals than “human capital”. As a researcher I get to meet a lot of interesting HR professionals, and I often find there are wildly different opinions on the phrase: some are wedded to the term and use it often and positively to describe value, while others loathe the terminology...
    • 25 Apr 2016

    Where is evidence in the future HR profession?

    How we make decisions and which information we deem to be of value when informing our view of the world are perhaps some of the most intriguing questions that management science has investigated in the recent past. Why is it that even when faced with mountains of data and information we fall prey to various conscious and unconscious biases, and often entirely contradict what information is telling us we should do. Judgement...
    • 21 Mar 2016

    We need to talk about HR analytics

    In February we published our most recent report in the HR Outlook series which among other things explored HR analytics and how businesses and HR professionals use data in their work. As part of the survey we asked HR professionals to consider where in “maturity terms” they are, on a rough scale between starting out and investing in ad-hoc activity, through to being heavily invested and capable with predictive...