Metrics, analytics & data | Page 17 (175 items)

Strategic HR plans should have best- and worst-case scenarios for three types of organisational growth built into them, a conference in Sydney has heard.

Return-on-investment should be a long-term, not short-term, goal in delivering staff health programs, according to Bupa wellness services manager Mark Hesse.

Senior executives are overlooking and underrating a key ingredient for business success, according to a new report that investigates the value of imagination in a corporate setting, including its impact on revenue.

Providing certain "perks" - like parental leave, L&D opportunities and flexible work - is unlikely to improve an organisation's engagement levels because employees now expect them as the norm, according to a new report.

One of the biggest differences between top-performing HR departments and "laggards" is the ability to demonstrate the impact talent management has on the business, according to a recent report on human capital management trends.

Organisations that attempt to introduce workforce planning across their entire organisation inevitably fail, according to business strategy specialist Sean Collins.

One of the most valuable things HR professionals can do for their CEOs this year is provide intelligent data about the organisation's talent, says SHL managing director Stephanie Christopher.

For as long as HR primarily reports on lag indicators, it won't have a meaningful place at the table, says Hilton Australasia's regional HR director, Richard Todd.

Engagement metrics and media have moved "in leaps and bounds" in recent years, but HR is yet to realise their full potential, say the authors of the latest AHRI whitepaper.

HR managers keen to prove their value should report on metrics that are results-based, not transaction-based, according to advice from PricewaterhouseCoopers.