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Flight Risk Models have gained in popularity as organizations continue to struggle with turnover. These models boast the ability to predict which employees will stay and which will leave. The caveat is that not every Flight Risk Model is created equally.
We’re at it again – testing out our soothsaying abilities about the future of human resources (HR). We’re on a roll, as we’re at a 100 percent prediction-to-truth rate for the past two years. What will 2019 hold? Our best guesses follow.
SMD conducted their fourth annual study to understand how the employee experience impacts organizational outcomes, taking the research to the next level this year. This year’s study also investigated the multiple items underneath each employee experience label (e.g., Job Fit, Management, Senior Leadership).
Employees Take Surveys to See Results, Not Because they Love Surveys. Study Dives into Employees' Expectations of Surveys
The annual employee survey is under fire because leaders think it doesn’t work well and leaders don’t see much value in it. There is a big push for more surveying or “continuous listening”—meaning that organizations should be surveying their people all the time—or at least very often. Does research support this? SMD conducted a study to find out.
New hire and onboarding surveys can provide unique insights regarding turnover. Oftentimes the misalignment between an employee’s expectations and reality once on the job can be a root cause of turnover and these surveys are the ideal way to uncover the disconnect.
Many organizations have begun measuring the entire employee lifecycle – from pre-hire to exit. But due to the typical one-off approach of these assessments, there is an opportunity to build a cohesive measurement strategy to assess the different phases of the lifecycle.
While Training and Development leaders are highly effective at executing learning and development processes (e.g. 360’s, training courses, leadership development), the opportunities to link these processes to business outcomes and integrate all of the business drivers into one dashboard for the CEO, still remain.
The focus of physician surveys in healthcare organizations has consistently been on answering the question, “Are our physicians engaged?”— and, unfortunately, there isn’t a clear answer to this question, nor is there a real business case to answer this question. Learn what elements are more important to assess.
We provided a peek into our 2017 crystal ball last year to alert you to the future of HR analytics, and watched as many of our predictions came true. We’re playing Nostradamus again this year with the four new predictions for 2018.
When it comes to an employee survey, often times the action planning process can feel punitive and a hassle to managers with very full plates. SMD understands this and helps leaders easily create action plans from an employee survey.
In this white paper, SMD expands on this original research published in 2016 to again examine key drivers of business outcomes, as well as highlight which types of outcomes are most influenced by employee experiences.
A very common (and legitimate) complaint about employee surveys from the perspective of employees is the lack of action taken once the survey is over. Fortunately, SMD used data and analytics from the survey action-planning process of numerous respected organizations to uncover how to get the greatest positive impact on the work environment and business outcomes.
SMD expanded on 2016's initial study to include additional client data collected over the past year focusing on the key factors impacting two important healthcare metrics – employee turnover and patient satisfaction (HCAHPS).
HR leaders can impact an organization’s bottom line by reducing the voluntary turnover rate of high performing employees (i.e., reducing the number of good employees who choose to leave the organization). To most effectively impact the turnover rate, leaders need to understand why employees are leaving in the first place.
2017’s Buzzwords, A Primer: Big Data, HR Analytics, Predictive Analytics, Artificial Intelligence & Machine Learning
Big data, HR analytics, and predictive analytics have been recent concepts floating around the HR world. With technology changing at a mind-blowing speed, two new approaches are creeping into the HR profession – artificial intelligence (AI) and machine learning.
It is a typical practice in many functions to be curious about, and focus on, benchmarks to get an idea of “where you stand” on a particular metric. While this is a good piece of information, it is time to take a step back and reveal some hard truths about this practice.
HR leaders have an opportunity to maximize their value to the organization by shaping employee opinion surveys, and how it can ultimately impact the bottom line.
Five drivers were found to directly impact outcomes critical to hospital performance and reimbursements.
Focus leaders and employees on the skills, behaviors, and attitudes that will have the biggest impact on bottom line performance.
Business-focused talent scorecard shows HR management practices as a strategic asset and provides a road map to help organization integrate HR systems with organizational strategy.
Develop leaders and measure the impact on bottom line performance.
Show the direct business impact of training and how to communicate these integrated results to C-suite executives through a Business-Focused Training Scorecard.
Use analytics to drive successful cultural integration during a merger or acquisition.
Maximize your career development process by aligning employees’ career aspirations with your organization’s business needs.
Strategically identify strengths and gaps in your talent pipeline and implement organization-wide succession planning processes focused on driving business outcomes.
Use employee data to objectively assess turnover risk.
Outsourcing HR analytics and reporting is the most effective (and cost efficient) course of action rather than having an in-house Data Scientist.
Create competency models that are directly aligned to the business, maximize organization-wide buy-in, and link competency ratings to job performance.
Structured tools and tactics can improve the effectiveness of your hiring process by over 300% and calculate your ROI.
Take your 360 assessment process to the next level by providing feedback focused on the behaviors and skills proven to have the greatest impact on performance.
Harness the full potential of engagement surveys by linking employees’ attitudes to business outcomes.
Bursting the Employee Engagement Bubble: How to Stop Focusing on Fads and Start Using Surveys to Drive Real Business Outcomes
A comprehensive analysis across many organizations that illustrates the employee drivers that matter most for business outcomes.
Labor unions impose significant costs that extend beyond wages, benefits or human resources administration, according to groundbreaking new research.
Data in and of itself is not of great use and leaves several unanswered questions that continue to plague leaders.
Learn what big data and predictive analytics should be in the field of HR.
If your organization is just getting its feet wet when it comes to big data and predictive analytics, a great first step is your employee survey.
Missing the Mark with Your Approach to Organizational Issues? Hit the Bullseye with Targeted Assessments
Organizations benefit from taking a targeted assessment approach to gather relevant information and connecting it to business outcomes.
How to Effectively Use Employee Surveys in Restaurants & Retail Organizations to Drive Your Business Outcomes
Thin profit margins and high employee turnover force leaders to focus on these critical issues.
A major crisis is facing the healthcare industry. The problem is not medical at all– it’s people.
The recent reduction in union election timeframes has put organizations at a critical disadvantage in successfully blocking petitions and winning union elections.
Many survey vendors and so-called “thought leaders” are touting the concept “continuous listening” when it comes to surveys. But, does more equal better? Learn what SMD recommends as a pulse survey strategy.
An overview of HR analytics including what it is (and what it is not), introduce you to the four levels of HR Analytics in organizations, and discuss data and data sources.
The sales leadership at a mid-sized company wanted to invest in the individual development of its specialty sales representatives and identify the critical skills needed to gain market share on its primary competitor.
Is a Narrow Focus on Engagement Making Organizations Miss the Mark? A Comprehensive Examination of the Impact of Engagement on Business Results
In recent years, employee engagement has increasingly captured the interest of both organizational leaders and academic researchers. However, all of this focus on engagement may be unwarranted when you pause and take a look at actual research.
Is a Narrow Focus on Engagement Making Healthcare Organizations Miss the Mark? A Comprehensive Examination of the Impact of Engagement on Patient Satisfaction and Turnover
Academic research has demonstrated mixed results in connecting engagement to patient satisfaction and turnover. Should employee engagement truly warrant such intense industry focus? Scientific research should cause one to wonder.
If you’d heard it once, you’ve heard it a million times. Predictive analytics in HR. Everyone can probably agree that predictive analytics is not going away, so SMD began pondering how this approach will impact you, your organization and the HR field in the future.
Millennials – Why All The Fuss? Determining if Millennials are Different from Other Generations via Analytics
There are articles, blogs, and webinars everywhere you look about millennials in the workplace – with many painting a pretty negative picture of the challenges organizations are facing. While on face value much of the negative press appears valid (often reinforcing some of our own experiences), the real issues and impact must be understood through facts, data, and research.