I’ve always said that one of the worst things that organizations can do is ask employees for their opinions and then do nothing with it. The same philosophy applies. It doesn’t make any sense to collect a bunch of data and then do nothing with it.
Even when we know the truth, it may not change our behavior. This is largely due to prioritization. We weigh, often unconsciously, the trade-off of changing behavior or staying the same based on what is in it for us. Combine an irrational sense of our own strengths and infallibility, and we often do not change when we should.
Despite its maturity, workforce planning analytics can be a frustrating topic to address. No matter how good our analytics tools, we are still making predictions about an uncertain future based on managers' estimates about what the business will need. Also, managers may be unclear about what specifically they want from workforce planning analytics, leaving analytics pros with an unmanageably large task. Here are four steps that will guide your approach to workforce planning.
This post by Sharlyn Lauby, the HR Bartender and a member of the Workforce Institute board of advisors, is one of the most popular we've ever published. Sharlyn writes about how the scientific method of investigation can be applied to solving problems in a business environment. This topic is near and dear to my heart as I … Continue reading The Scientific Method for HR
Tweetchat with Workforce Institute board members and other HR experts regarding 2018 workplace trends.