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The New HR Analytics

Book Description

In his landmark book The ROI of Human Capital, Jac Fitz-enz presented a system of powerful metrics for quantifying the contributions of individual employees to a company’s bottom line. The New HR Analytics is another such quantum leap, revealing how to predict the value of future human capital investments. Using Fitz-enz’s proprietary analytic model, readers learn how to measure and evaluate past and current returns. By combining those results with focused business intelligence and applying the exclusive analytical tools in the book, they will be able to: Evaluate and prioritize the skills needed to sustain performance • Build an agile workforce through flexible Capability Planning • Determine how the organization can stimulate and reward behaviors that matter • Apply a proven succession planning strategy that leverages employee engagement and drives top-line revenue growth • Recognize risks and formulate responses that avoid surprises • Support decision making by predicting the actions that will yield the best returns Brimming with real-world examples and input from thirty top HR practitioners and thought leaders, this groundbreaking book ushers in a new era in human resources and human capital management.

Table of Contents

  1. Cover
  2. Title
  3. Contents
  4. Preface
    1. HR as an Expense
    2. The Introduction of Metrics
    3. The Era of Analytics
    4. The Organization of this Book
    5. Acknowledgments
  5. Contributors
  6. Part One: Introduction to Predictive Analytics
    1. Chapter One: Disruptive Technology: The Power to Predict
      1. What is Analytics?
      2. Introducing HCM:21®
      3. The Value of Insight
      4. The Plan
    2. Chapter Two: Toward Analytics and Prediction
      1. The Language of Metrics and Analytics
      2. Ascending the Value Ladder
      3. The Power of Analytics
      4. The Model for Predictive Management
      5. Why Analytics is Important
      6. Measuring What is Important
      7. Strategic Human Capital Measures: Using Leading HCM to Implement Strategy
      8. From Business Analytics to Rational Action
  7. Part Two: The HCM:21®Model
    1. Chapter Three: Scan the Market, Manage the Risk
      1. The Big Picture
      2. The Value of Statistical Analysis
      3. The Importance of Risk Assessment
      4. The Data Speak for Predictive Management
      5. Ready, Aim, Begin
      6. How to Improve HR Processes
      7. The Intersection of People and Profits: The Employee Value Proposition
      8. More Than Compensation: Attracting, Motivating, and Retaining Employees, Now and in the Future
      9. “Best in Brazil”: Human Capital and Business Management for Sustainability
    2. Chapter Four: The New Face of Workforce Planning
      1. Human Resources Versus Human Capital Planning
      2. Jumping Ahead of the Competition
      3. How to Put Capability Planning into Practice
      4. Scenario Planning: Preparing for Uncertainty
      5. Quality Employee Engagement Measurement: The CEO’s Essential Hucametric to Manage the Future
      6. Truly Paying for Performance
      7. The Slippery Staircase: Recognizing the Telltale Signs of Employee Disengagement and Turnover
    3. Chapter Five: Collapsing the Silos
      1. Any Process: Input, Output, Throughput
      2. Process Analysis for Human Resources
      3. A Broader Future View
      4. The Integration of HR Services
      5. How They are Applying It
      6. Roberta Versus the Inventory Control System: A Case Study in Human Capital Return on Investment
      7. The Treasure Trove You Already Own
      8. Waking the Sleeping Giant in Workforce Intelligence
    4. Chapter Six: Turning Data into Business Intelligence
      1. Just What are Metrics?
      2. Avoiding Common Metrics Mistakes
      3. Second-Generation Metrics: Benchmarking
      4. Third-Generation Metrics: Predictive Analytics that Yield Business Intelligence
      5. Business Intelligence: The Ultimate Goal
      6. At the End of the Day
      7. How to Interpret the Data
      8. Predictive Analytics for Human Capital Management
      9. Using Human Capital Data for Performance Management During Economic Uncertainty
      10. Using HR Metrics to Make a Difference
  8. Part Three: The Model in Practice
    1. Chapter Seven: Impacting Productivity and the Bottom Line: Ingram Content Group Wayne M. Keegan
    2. Chapter Eight: Leveraging Human Capital Analytics for Site Selection: Monster and Enterprise Rent-A-Car
    3. Chapter Nine: Predictive Management at Descon Engineering
    4. Chapter Ten: Working a Mission-Critical Problem in a Federal Agency
    5. Chapter Eleven: UnitedHealth Group Leverages Predictive Analytics for Enhanced Staffing and Retention
  9. Part Four: Looking Forward
    1. Chapter Twelve: Look What’s Coming Tomorrow
      1. What We Know about Tomorrow
      2. What Analytics Can Deliver for Your Organization
      3. Thought Drives Action
      4. Still Evolving
      5. Views of the Future: Human Capital Analytics
      6. Tim Mack, David Ulrich, Charles Grantham, Stephen Wehrenberg, Kevin Wilde, Jesse Harriott, David Scarborough, Nick Bontis, Lee Elliott, David Creelman, Row Henson, Stephen Gates and Pascal Langovin, Kirk Smith, Michael Boyd, Laurie Bassi, Noel Hannon, Rex Gale, Wayne Cascio, Karen Beaman, Michael Kelly, Jay Jamrog and Mary Ann Downey, Patti Phillips, Kevin Martin, Eric Berggren, Alexis Fink, Rugenia Pomi, John Boudreau, John Gibbons, Ed Gubman, Mark Huselid, Libby Sartain
  10. Appendix: The HCM:21®Model: Summary and Samples
  11. Index
  12. About the Author
  13. Copyright