Workforce & HR Intelligence
Information
This group is for those interested in workforce, people, talent and/or HR research, analytics, and decision science practices being performed in organizational settings.
Members: 36
Latest Activity: Dec. 9, 2009
Workforce & HR Intelligence in a Nut Shell
In the context of HR, the war for talent coupled with the HR profession’s battle for strategic legitimacy has given rise to a plethora of methods and activities being performed in organizational settings such as:
• Talent pool and site/location identification research
• HR metrics and indicators (including scorecards)
• Employee and organizational surveys
• 360 degree or multi-rater feedback systems
• HR benchmarking
• Selection research (including personality assessments)
• Training and HR program evaluation
• Return-on-investment (ROI) studies
• Qualitative research methods (including case studies, focus groups)
• Literature review (e.g., review and synthesis of existing or secondary data sources such articles and research reports)
• Outsourced research activties including membership-based research consortia
• Advanced organizational behavior research and modeling
Although these methods have significantly advanced HR practice, they’re treated as very specific and narrow methodological specialties generally managed as independent programs and projects, and largely exist within functional HR silos. More disturbingly, they often lose sight of their original intent and become highly institutionalized and symbolic practices. Despite the fact that companies spend millions on people research and analytics related practices each year, no systematic process is available to make sense of and transform these disparate data collection activities into meaningful intelligence results.
Current Trends & Perspectives
Dr. Salvatore Falletta, President & CEO of Leadersphere, recently introduced the concept of HR intelligence and specifically how organizations can drive a proactive HR research agenda and make sense of their disparate data collection activities as part of an on-going HR intelligence cycle (Falletta, 2008 forthcoming):
1. Determining stakeholder requirements
2. Defining the HR research agenda
3. Identifying data and information sources
4. Gathering data and information
5. Transforming data and information
6. Communicating and using intelligence results
7. Enabling strategy creation, decision-making, execution, and learning.
Dr. Jac Fitz-enz, Founder and CEO of the Workforce Intelligence Institute and a highly respected authority on strategic HR measurement asserts that “we desperately need to advance traditional people research and analytics practices and develop a more scientific and evidence-based approach to predict business and organizational outcomes" (Falletta, 2008).
Boudreau and Ramstad (2005; 2007) further call for a HR decision science approach whereby organizations strategically analyze their data and information and make better decisions with respect to their workforce and key talent.
Moreover, Pfeffer and Sutton (2006) have introduced the concept of evidence-based management. Specifically, they contend that hunches, trends and fads, and the popular press tend to influences our decisions around what strategies and practices are best. Instead they advocate an evidence-based approach whereby science and empirical evidence drive business decisions and strategies.
Lastly, Davenport and Harris (2007) argue that the landscape for using data and information has shifted dramatically, and that leading companies are building strategic capabilities and competitive advantage through data-driven intelligence and insight vis-à-vis advanced analytics.
• Talent pool and site/location identification research
• HR metrics and indicators (including scorecards)
• Employee and organizational surveys
• 360 degree or multi-rater feedback systems
• HR benchmarking
• Selection research (including personality assessments)
• Training and HR program evaluation
• Return-on-investment (ROI) studies
• Qualitative research methods (including case studies, focus groups)
• Literature review (e.g., review and synthesis of existing or secondary data sources such articles and research reports)
• Outsourced research activties including membership-based research consortia
• Advanced organizational behavior research and modeling
Although these methods have significantly advanced HR practice, they’re treated as very specific and narrow methodological specialties generally managed as independent programs and projects, and largely exist within functional HR silos. More disturbingly, they often lose sight of their original intent and become highly institutionalized and symbolic practices. Despite the fact that companies spend millions on people research and analytics related practices each year, no systematic process is available to make sense of and transform these disparate data collection activities into meaningful intelligence results.
Current Trends & Perspectives
Dr. Salvatore Falletta, President & CEO of Leadersphere, recently introduced the concept of HR intelligence and specifically how organizations can drive a proactive HR research agenda and make sense of their disparate data collection activities as part of an on-going HR intelligence cycle (Falletta, 2008 forthcoming):
1. Determining stakeholder requirements
2. Defining the HR research agenda
3. Identifying data and information sources
4. Gathering data and information
5. Transforming data and information
6. Communicating and using intelligence results
7. Enabling strategy creation, decision-making, execution, and learning.
Dr. Jac Fitz-enz, Founder and CEO of the Workforce Intelligence Institute and a highly respected authority on strategic HR measurement asserts that “we desperately need to advance traditional people research and analytics practices and develop a more scientific and evidence-based approach to predict business and organizational outcomes" (Falletta, 2008).
Boudreau and Ramstad (2005; 2007) further call for a HR decision science approach whereby organizations strategically analyze their data and information and make better decisions with respect to their workforce and key talent.
Moreover, Pfeffer and Sutton (2006) have introduced the concept of evidence-based management. Specifically, they contend that hunches, trends and fads, and the popular press tend to influences our decisions around what strategies and practices are best. Instead they advocate an evidence-based approach whereby science and empirical evidence drive business decisions and strategies.
Lastly, Davenport and Harris (2007) argue that the landscape for using data and information has shifted dramatically, and that leading companies are building strategic capabilities and competitive advantage through data-driven intelligence and insight vis-à-vis advanced analytics.
Discussion Forum
Measurement of Human Capital in Public Services 2 Replies
Started by Graeme Martin. Last reply by Graeme Martin Jun. 6, 2008.
Comment Wall
Comment
-
Comment by Cam Caldwell on September 17, 2008 at 8:59am -
I like Stephen R. Covey's conceptualization of four types of intelligence: PQ, or physical intelligence associated with task performance; IQ, or mental intelligence associated with problem solving and decision-making; EQ, or emotional intelligence encompassing self-awareness and self-monitoring and sensitivity to others; and SQ, or spiritual/moral intelligence in evaluating duties owed and dictates of the conscience.
In HR we need to apply all four of these intelligences to ascertain how we can contribute to goal achievement, to add value to organizational systems, and to generate greater commitment by creating high trust cultures. Unfortunately, as HR professionals we focus incrementally on pieces of the organization and on custodial tasks far too often. While management control systems are necessary, we need to recognize that HR's biggest contribution is in creating alignment between goals and the culture and systems of the organization. . . or so I think.
HR Intelligence is a refined quality that integrates all four of Covey's intelligences in an applied way. Unintegrated, we fail to send a clear message to employees about the direction of our organizations.
Cam Caldwell
McNeese State University
-
Comment by Jon Ingham on June 24, 2008 at 5:55am
- Great, I hope I'll get a chance to see your paper. Jon.
-
Comment by Dr. Salvatore Falletta on June 24, 2008 at 1:04am
-
Hi Jon,
Excellent observations. In fact, in my forthcoming article I emphasize that HR must drive a proactive research agenda that goes beyond mere stakeholder requirements (i.e., covert and overt research projects) which may or may not be popular nor supported.... To your second point -- I agree. I also make mention in my forthcoming paper that decision science and metrics alone cannot characterize the full breadth of HR intelligence. HR intelligence involves virtually any type (i.e., data source) data and information in the context of HR and OB research -- both qualitative and quantitative in nature.
-
-
Salvatore,
This looks a good and useful approach.
I'd just make two suggestions. I don't think the first step should just be gathering stakeholder requirements. HR's never going to gain strategic legitimacy if it remains just a support function delivering to customer specifications. In my view, HR needs to develop an agenda for competitive success through people (obviously aligned with the organisation's vision, business strategy etc), and socialise this with the business. This then becomes the agenda for, and of course is also influenced by, HR research.
Secondly, if you're talking about 'intelligence', I'd suggest this needs to include a lot more than decision science. HR research is going to provide both quantitative and qualitative information. And the best insight comes from a mix of information plus intuition. I think a broader approach that takes account of these other bases for decision making will provide an even more intelligent perspective.
HRM, the Journal, Special Issues
Innovation and Creativity
Deadline: June 30, 2010
Innovation and Creativity FINAL.pdf
Women Managers in Asia-Pacific
Deadline: July 1, 2010
Women and Asia Pacific FINAL.pdf
Sustainability: Systems, Strategies, & Practices
Deadline: Dec. 1, 2010
Sustainability FINAL.pdf
Using Social Network Research
Deadline: Dec. 15, 2010
Social Networks Call for Papers FINAL.pdf
Research Methods in HRM
Ongoing Call
Research Methods Final.pdf
For more information, email Leslie Southwick at lwilhelm@umich.edu
Deadline: June 30, 2010
Innovation and Creativity FINAL.pdf
Women Managers in Asia-Pacific
Deadline: July 1, 2010
Women and Asia Pacific FINAL.pdf
Sustainability: Systems, Strategies, & Practices
Deadline: Dec. 1, 2010
Sustainability FINAL.pdf
Using Social Network Research
Deadline: Dec. 15, 2010
Social Networks Call for Papers FINAL.pdf
Research Methods in HRM
Ongoing Call
Research Methods Final.pdf
For more information, email Leslie Southwick at lwilhelm@umich.edu
HRM Latest Issue
© 2010 Created by Theresa M. Welbourne, Ph.D.
You need to be a member of Workforce & HR Intelligence to add comments!