Metrics, analytics & data | Page 17 (184 items)

Organisations that reward individual managers for team results risk fostering a culture where leaders focus on their numbers at their people's expense, says leadership expert Roma Gaster.

Employees' alignment to a company's values drops before their performance does, so HR professionals who monitor core values adherence are well placed to heed the warning signs and minimise damage, according to The Ethics of Success managing director, Omer Soker.

The most important metrics an organisation can measure are those with definite line of sight to the bottom line, says Intellectual Capital Consulting co-founder and chief performance officer Cathy Missilldine.

Watch this webcast to learn a simple way to measure the vitality of your company's core values and recognise early warning signs of falling performance and engagement levels.

A workforce strategy is critical to making the most effective decisions about managing people, performance and risk, but according to expert Colin Beames, very few organisations actually have one.

Many organisations have bundles of HR policies, and undertake workforce planning and talent management, but they don't have a workforce strategy. Watch this webcast to understand how to take a strategic approach to human capital.

Organisations that broaden their view of rewards and understand the actual value employees place on them can get more bang for their buck in terms of engagement, motivation and retention, says Aon Hewitt partner Richard Kantor.

High-performing employers approach their rewards investment differently to other companies in five key ways, according to a new study.

Knowing which data points to take to your CEO or board will help "start the conversation" about engagement and its value to the organisation, says Aon Hewitt Best Employer program lead, James Rutherford.

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.