Tag Archives: HR Data

Do You Know What Your Candidates Are Thinking? (And I don’t mean Bernie and Donald!)

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It’s here! The 2015 Talent Board North American Candidate Experience Research Report was published a couple of weeks ago. And if you have any interest at all in the relationship between the experience your employment candidates in the application process and your ability to actually hire the right talent, this report is a gold mine! Written by Madeline Laureno and Kevin W. Grossman, it’s a great read and full of useful data points.

As far as research reports go, it’s well laid out, the graphics are strong, and the data are Cand Exp 2015 3incredibly useful. The table of contents breaks out the data into 3 overarching categories:

  • Attract
  • Recruit
  • Hire

And then within each of those three categories, each has the following sections:

  • What Candidates Want
  • What Employers Are Doing
  • A Candidate Experience Case Study
  • Key Recommendations: What CandE Awards Winners Do Better

This is a very useful structure that makes the research actionable. Case studies from CandE Awards winners include Capital One, AT&T, Cumming, Hydro Québec, Comcast, and Sonos. Each of them is full of detail about what they actually do. These are among the most useful case studies I’ve seen in a long time.

The top 10 key takeaways from the 2015 North American CandE Research Report are:

  1. Most employers are not making a first impression with candidates.

  2. Candidates are becoming more sophisticated.

  3. Job boards are not dead.

  4. Mobile apply is still lagging.

  5. Communication with candidates is very weak.

  6. Employers do not offer enough opportunities for candidates to showcase skills, knowledge and experience.

  7. Employers are letting more candidates through the funnel.

  8. Employers are making interviewing more efficient.

  9. Employers are automating the onboarding stages.

  10. Onboarding is still a missed opportunity for the candidate experience.

Here’s a great example of the ease of getting to the useful data from the Attract/What Employers Are Doing section. It opens with this observation, “Employers often have little insight into what the candidates want and what they find valuable.” And follow it up with this chart:

Cand Exp 2015 2

This is pretty interesting and helpful information for organizations who are ready to step up to the challenge of being better and more effective talent attractors. There are a number of these kinds of aha! data points in the report that will not only get you thinking. They’ll get you acting.

The Talent Board is the brain child of Elaine Orler, Ed Newman and, of course, Gerry Crispin. With these three big brains behind the action, it’s no wonder this is such valuable information. I encourage you to download the report here. I’m guessing you’ll make more than one change to your talent acquisition processes as a result.

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Filed under Big Data and HR, CandE Awards, Candidate Experience, China Gorman, Data Point Tuesday, Ed Newman, Elaine Orler, Employee Referrals, Gerry Crispin, HR Analytics, HR Data, Human Resources, The Talent Board, Uncategorized

HR Challenges vs. Organizational People Priorities

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At Data Point Tuesday we love great graphics. Great graphics can really make a point. They can help people digest complex data points and make sense out of the numbers. Quantum Workplace’s new report, the State of Employee Feedback, does all of these things.

The things I found most interesting about the data, however, were not about the state of employee feedback, but rather about HR’s priorities and their view of organizational people challenges. This report isn’t really about those things, but they’re pretty interesting. Quantum Workplace polled HR professionals in nearly 300 organizations that cover the size spectrum. (No information on industry sectors or geographic location, sadly, but maybe those are being saved for another report.)

The high level, easily consumed findings (and terrific graphics) focus on 5 areas:

  • What are HR teams’ biggest challenges?
  • What will be prioritized in the coming year?
  • What employee feedback strategies and tools have become more or less important?
  • What tactics and strategies are organizations using to measure and improve their employees’ experience?
  • What are the most engaged organizations doing differently?

As a vendor white paper, the report is most focused on discussing findings on issues 3 – 5. While they are all interesting and probably useful as a backdrop, the first two were most interesting to me. They show in great specificity the challenge that is being an HR professional today. This survey’s respondents listed these as their top organizational HR challenges:

Quantum Workplace 1

Interesting that proving the ROI of HR initiatives is in the #3 spot, not the #1 spot. As HR becomes more and more a strategic business function, and less and less an administrative “overhead” function, I would assume that proving the ROI of everything HR does would move to the top of the priority list. That’s how business functions operate

But wait. There’s more. I’m comparing and contrasting that list – of HR challenges – with HR’s self-report of top organizational people strategies:

Quantum Workplace 2

This is as good a list of or organizational people strategies as I’ve seen. No one is probably surprised that Attracting Top Talent is the first organizational priority. And even though there is no common definition of Employee Engagement, no common way to measure it, and no indication that it’s improving anywhere in the world, it’s not surprising that HR folks would put this category in second place for its organization. Talent acquisition and employee engagement are the tip of the spear in all popular business and HR content outlets.

What I’d like to see are the same questions posed to CEOs and CFOs in those same organizations. I’d love to see if those other senior leaders identify the same HR challenges and people priorities in the same order. Call me crazy, but I’ll bet there would be significant differences in both categories and rank order. And that’s my point today. HR talking to itself about HR and people processes is not bad. Better, though, would be HR talking to other business leaders about HR and people processes. I hear anecdotally that this is starting to happen. But the simple fact that Finding an Executive Sponsor is on the list of HR’s top challenges for 2016 tells me it isn’t happening enough.

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Filed under China Gorman, Data Point Tuesday, Employee Engagement, HR Data, Human Capital ROI, Human Resources, Quantum Workplace, Uncategorized

What Do You Know About the Hourly Workforce?

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Here’s an eye opener:

“As of 2014, hourly workers make up 56.7 percent of the United States workforce. Think about that for a moment. More than half of all people working the U.S. make an hourly wage. That’s 77.2 million workers aged 16 and up. Yet there is little data to be found about the hourly worker. The U.S. Census publishes a total number of hourly workers and breaks that number down by very broad age characteristics, full-time vs. private sector and race. But that’s all. The segment is so ignored that even the monthly unemployment report doesn’t categorize the workforce by salary vs hourly. The U.S. Department of Labor recognizes them only in an annual report on minimum wage workers. To understand the majority of laborers in the United States, we are left to guess.”

redeapp is changing this through the commission of a series surveys and reports from Edison Research. The first, Profile of The Hourly Worker: Demographics, Devices and Disconnection, crossed my desk right before the end of 2015. And it’s pretty interesting.

Redeapp provides private and secure communications platforms that connect companies with their hourly, front-line employees and those without company email access. So they have a vested interest in having a deep understanding of this segment of the workforce. What they’ve found, in some cases, seems counter-intuitive. Like this, for example:

Profile of Hourly Worker 1.png

If the data are to be believed, more than 30% of the U.S.’s hourly workforce has 1-3 years of college or more – with fully 24% having some graduate credits or an advanced degree! I would not have expected that 49% of our hourly worker population would have a 4-year college degree – or a high school degree and some college credits.

Another surprise: email is used by this segment of the workforce multiple times each day in their general work responsibilities. But here’s the rub: only 50% of this segment have an email address provided by their employer. And 42% report that they use their personal email account for work communication either sometimes or often. How many liabilities and risks can we count here?

Given that scenario, this chart becomes very interesting:

Profile of Hourly Worker 2

The risk and control issues that exist in an un-secured corporate communication environment are quite large. Clearly, understanding hourly workers and how to communicate with them is a priority for organizations that employ this segment of the workforce. And perhaps, this segment of the workforce isn’t quite what you pictured.

Take a look at this survey report. It’ll make you think about your communication strategies. In a good way.

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Filed under Big Data and HR, Bureau of Labor Statistics, China Gorman, Corporate Risk Management, Data Point Tuesday, Employee Demographics, Employee Loyalty, Hourly Workers, HR Analytics, HR Data, redeapp, Strategic Workforce Planning, Uncategorized, Workforce Management

Work and Workers Are Changing

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I’m a big fan of the SHRM Foundation. The resources they put in the hands of HR professionals all over the world are impressive. They do this by funding academic research in areas of interest to HR and business leaders, they provide scholarships for HR professionals to further their professional development and credentials, and they partner with organizations like The Economist Intelligence Unit to provide deep dives into the most pressing people issues of the day. I like that. A lot.

While attending the SHRM Foundation’s most recent Thought Leader Retreat in the fall, I picked up this nifty piece of thought leadership from 2014: What’s Next: Future global Trends Affecting Your Organization; Evolution of Work and the Worker. Published in partnership with The Economist Intelligence Unit, this report discusses the outcomes of “a rigorous process of surveys, expert-panel discussions and analysis” to identify key themes that look at What’s Next in the evolution of work and the worker.

The executive summary lists nine key findings – some are just what you’d expect in considering how work is changing and how the role of workers is changing. Some, however, might be surprising to you:

  • Demographic shifts post conflicting challenges

  • Young populations neither in education nor employment will elevate concerns of a lost generation and the potential for social and political unrest in the near future

  • Burgeoning workplace diversity requires sophisticated managerial response

  • Disconnect between educational standards and organizational demand

  • Services sector on the rise globally at the expense of agriculture and industry

  • Technology transforms workforce composition and culture

  • Wage expectations conflict with increased focus on shareholder value

  • Inequality on the rise as technology decimates the mid-skilled tier

  • Companies balance pros and cons of investment in new regions of development

The discussions in this 48 page report are fascinating and cover a lot of ground. Each topic has graphs from a multitude of sources – if you just read the graphs you’d start to develop a new awareness of the global challenges we face in providing sustainable people strategies for our organizations. This one tells a pretty interesting story:

EIU SHRM Foundation 1

Another one that takes an interesting look at global competitiveness – and perhaps an outcome of the chart above – is here:

Eiu SHRM Foundation 2

I encourage you to pull down this report. It’s a little more than a year old, but it highlights the global issues with which organizations are grappling. HR professionals need to have meta data like this top of mind. Whether you’re leading HR in a one-location organization, or an HR team member in a large, global organization – work is changing. And workers are really changing. And some of the reasons they are changing have to do with what’s happening in other places in the world. It’s not enough any more to only know what the trend data are for your pocket of the world. We – especially HR professionals – need to understand all the levers that are pushing on our people, our industry and our work. This report could assist in developing a broader understanding of why this is important.

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Filed under China Gorman, Data Point Tuesday, Demographics, Economist Intelligence Unit, Effective Practice Guidelines, Employment Data, Global Human Capital, HR Data, Human Resources, SHRM Foundation, Uncategorized

Should You Care About Worker Happiness?

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Universum has just published another fascinating survey analysis that should be required reading for any leader wondering about the engagement of their employees, humanity in the workplace, or whether or not their workforce is happy. The summary is available here and it introduces the Universum Global Workforce Happiness Index™.

The survey covered 250,000+ professionals in 55 markets in order to set country- and industry-level benchmarks. The Universum Global Workforce Happiness Index is calculated based on:

  1. Employee satisfaction in their current job,

  2. Likelihood of recommending their current employer, and

  3. Their stated sense of job loyalty.

Starting off with a simple four-box model of work happiness, the four quadrants are simple to understand because of their common sense approach:

Universum Happiness 1STRANDED employees feel dissatisfied in their current jobs, but are unmotivated or unwilling to make a change. SEEKERS are dissatisfied at work and looking for a change. RESTLESS employees require immediate attention because even though they are satisfied and likely to recommend their employee, they are open to changing jobs. FULFILLED employees are satisfied, feel positive about their employer as a place to work and aren’t interested in changing jobs. This construct is simple and makes it easy to relate to these four types of workers.

If you are leading a global business, then the Global Workforce Happiness Index By Country chart will give you some interesting data to chew on:

Universum Happiness 2If you have global expansion plans should you prioritize those countries whose workers are Restless? Or countries whose workers are Seekers? Or do you go right for the Fulfilled worker countries? Maybe it isn’t enough to be looking at skills availability – maybe the availability of hearts and minds should also be a factor.

This report summary packs a great deal of insight into just 17 pages and I’ve just skimmed the surface for you. In the final section, every employer would do well to follow this recommendation: separate “attraction drivers” from “retention drivers.” Do the characteristics that attract high quality candidates to your organization retain them for the medium- or long-term? For organizations battling it out in the talent wars around the globe, this is the next tough question to answer.

The implications of workforce happiness around the world – especially with GenY and GenZ becoming the dominant generations at work – are beginning to change how every organization relates to its people. We’re re-thinking lots of fundamental people processes, policies and behaviors. Factoring the happiness of our people is just one of the ways things are changing.

This is a super report. It gives just enough analysis to be useful, while creating the case to get the full report. I liked it a lot.

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Filed under Analytics, China Gorman, Data Point Tuesday, Employee Engagement, Global Workforce Happiness Index, Happiness at Work, HR Data, Universum

Sometimes it IS about the methodology!

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There’s no denying that Linkedin is a 600 pound gorilla in the talent acquisition space. But as I write that, I wonder in what space exactly Linkedin is. Wikipedia says Linkedin is a business-oriented social networking service. Linkedin says it’s the world’s largest professional network with 380 milllion members. Is it the ultimate job board? Is it an employer branding consulting firm? Is it a talent research firm? Is it a recruiting company? Maybe it’s all those things. Maybe it’s none of those things and it’s something else altogether. But whatever it is, I think we’d all agree that it’s big, it seems to be influential, lots of companies in the talent space are afraid of it, and most professionals – all over the world – wouldn’t look for a job without it.

So I read with interest Linkedin’s new report, Global Recruiting Trends 2016. It’s a quick read with some interesting data. The report sections are:

  • Introduction

  • Key takeaways

  • Quality of hire: The magic metric

  • Employee referrals: On the rise

  • Employer brand: A cross-functional priority

  • Retention and internal mobility: Time to align

  • Parting thoughts

  • Methodology

I like simple and straight forward reports like this. They tell you what the headlines are, give you charts and graphs that are easily understood, and then they end with a summary and the description of their methodology.

So the highlights are these:

  • Quality of hire is most important to talent acquisition practitioners, but there isn’t a lot of agreement on how to measure it
  • The use of employee referral programs is continuing to increase
  • Other functions, most notably Marketing, are getting in on the Employer Branding act

That’s about it. Not really surprising. But here is the really interesting part to me: the methodology.

  1. It’s a global survey – 3,894 talent acquisition decision makers in corporate HR departments who have some stake in the recruitment budget took the survey.
  2. Those responders were Linkedin members.
  3. They were from all over the world (see below).

Linkedin 2016 survey footprint

Although the report doesn’t specify that the numbers shown by country represent the number of survey respondents by country, we must assume that is the case. And if it is, I find it fascinating that only 200 U.S. respondents were included. It’s true this is a global survey. And it’s also true that the world of talent does not revolve around the U.S. But when 400 U.K. responses, 300 Australia/New Zealand responses and 231 Brazil responses are included – and only 200 U.S. responses were included – I’m not sure whether this analysis is compelling. The U.S. has ~7 milllion organizations; the U.K. has ~ 4 million; Australia and New Zealad have ~ 2 million; Brazil has ~1 million.

I’m not arguing that there are too many respondents from countries other than the U.S. There are some incredible talent innovations emerging all over the world in countries like India, Brazil and China. I’m positioning, rather, that there are too few respondents utilized from the U.S. I’m pretty sure that if the survey had included 400, or even 500, talent leaders from the U.S. instead of 200, the results would have been different. It’s hard to say how different, but different nonetheless. Having a more representative national sample vis a vis other nations would make the conclusions more compelling.

With a hat tip to Laurie Ruettimann, this raises the issue that we have to be mindful of the results of vendor research analysis. When sample size is too small, or when questions are ambiguous, or when the answer selections are biased (which they almost always are in vendor sponsored research), we really do need to take the results and analysis with a grain of salt.

There are interesting analyses and conclusions here that are worthwhile. But I wouldn’t build my budget from this report if I were a talent leader in the U.S. I appreciate that Linkedin, the world’s largest professional network – or whatever it is, is asking its members questions related to the talent acquisition challenges with which every employer around the world is grappling. And it’s interesting to see the results country by country. I’m just not sure the U.S. data are solid enough on which to build action.

What do you think?

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Filed under China Gorman, Data Point Tuesday, HR Data, Laurie Ruettimann, Linkedin, Quality of Hire, Talent Acquisition

Annual HR Systems Survey Analysis Is Here!

data point tuesday_500One of the highlights of the HR Technology Conference each fall is the publication of the annual HR Systems Survey White Paper by Sierra-Cedar. With the retirement of long-time analyst Lexy Martin, Stacey Harris has stepped up magnificently and published a whopper of an analysis of all things HR tech, the 18th since 1997.

Sierra-Cedar encourages the dissemination of this white paper and I encourage you to download it here because it’s full of interesting survey data analysis. Here are a few high level nuggets from the executive summary:

  • This is the year of the Enterprise HR Systems Strategy: 43% of organizations are undertaking a major HR systems strategy initiative

  • HR organizations achieve higher levels of HR, Talent and Business outcomes by embracing their organization’s culture.

  • We’ve hit the tipping point: over 50% of purchased core HRMSs are SaaS solutions.

  • More than 50% of organizations are using new Talent Acquisition tools outside of their applicant tracking systems.

As organizations invest more time, attention and financial resources in HR management solutions, Sierra-Cedar sees three primary outcome models for these investments: Talent-Driven, Data-Driven and Top Performing. It’s good to see organization principles for how business spend their money and time. And these three buckets make good sense. We could probably all tick off well-known brands in each of those buckets. As a business leader, I find it interesting to see the comparison between talent-driven outcomes vs. data-driven outcomes.

Here’s one of many charts in the report that I found interesting:

Sierra Cedar 2015 2It is interesting to note here that the business outcome measures – especially market share and profitability – trend higher across the board. A great reminder that using data and business intelligence to be smart about talent makes the business more successful.

I love reading this report each year. It provides a frame of reference for what’s new, what’s old and what’s coming. If your organization is currently thinking through the effectiveness of any of your suite of HRMS solutions, this is a must read. If your organization is not currently thinking about the availability of HR related business intelligence, this is a must read. If your current HRMS solutions all live on premise, this is a must read. Come to think of it, if you’re in HR, this is a must read.

You can download it here. And then read it. Really. And then send Stacey Harris a thank you note.

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Filed under China Gorman, Data Point Tuesday, HR Data, HR Technology, Sierra-Cedar