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Calculating Success: How the New Workplace Analytics Will Revitalize Your Organization Hardcover – January 10, 2012
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this is an interesting, if demanding read and I admire the authors for their insistence that there is more measurable value inside an organisation then meets the eyeif it is sought out and quantified.” - Business Traveler (businesstraveller.com)
ADVANCE PRAISE for Calculating Success:
Hiring and managing people based on science is the new way to be successful. This is the clearest and most comprehensive book on workforce analytics. Read it, act on it, and optimize your most important resource.”
Thomas H. Davenport, President's Distinguished Professor, Babson College; coauthor of Competing on Analytics and Analytics at Work
The insights and practical approach espoused in this book make it a great tool for those wishing to revitalize organizations.”
Richard Taylor, Director and Vice President, HR, Intel Corporation
The authors insightfully remind us that workplace analytics must begin with thoughtful analysis. Their six-step workforce analytics process requires clear definition of business problems and development of a conceptual model to guide the analysis, and they do a masterful job demonstrating its impact on multiple workforce problems. Anyone interested in workforce analysis will find this work insightful and helpful.”
Professor, Ross School of Business, University of Michigan; bestselling author of The Why of Work
What do we need to know about our workforce to run the company more effectively, and how do we turn that knowledge into action? Following the six-step framework in Calculating Success will enable general managers everywhere to address those critical questions.”
Wayne Cascio, Robert H. Reynolds Chair in Global Leadership, The Business School, University of Colorado, Denver
Calculating Success takes the important topic of business analytics to the next level by demonstrating how to link critical information about your organization and its workforce to successful business outcomes. Full of real-world examples, this new approach to workforce analytics will help business leaders achieve competitive advantage.”
Mirian Graddick-Weir, Executive Vice President, Human Resources, Merck & Co., Inc
Great performance is achieved by connecting talent strategy to business strategy. The authors of Calculating Success look systemically at the interconnections of a company’s organizational structure, talent supply chain, and workforce engagement, which will help managers truly drive strategic execution and accelerate business results.”
Mara Swan, Executive Vice President, Global Strategy and Talent, ManpowerGroup
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* Identifying the work that needs to be done and the processes, structures and roles needed to accomplish the organization's strategy
* Determining how effectively the human capital supply chain is filling those roles with people capable of doing the work at the quantity, quality and cost required of the business model
* Discovering how engaged and motivated the workforce is to meet or exceed performance standards
* Detecting the need for change, testing innovations, and disseminating them throughout the organization.
The authors go on to describe their six-step approach to addressing workforce challenges, involving first understanding what has to be done and then turning that knowledge into action.
In some ways, workforce analytics appears to be a reincarnation of Frederick Taylor's "scientific management". One of the key examples is Qantas Airways, which used scorecard analytics to drive workforce productivity increases, echoing the way Taylor used time-and-motion studies to squeeze more work out of labourers. On the other hand, workforce analytics is more about identifying problems with processes than it is about forcing employees to work harder. In one of the other examples, workforce analytics helped demonstrate that high employee turnover was attributable to poorly organized management incentives.Read more ›
If you come to HR with a degree in English, Journalism, or Social Work and know literally nothing about how HR decisions should be made using data rather than gut feelings, this book won't lead you too far astray. Otherwise, look elsewhere.
It is difficult (if not impossible) to manage what cannot be measured but, obviously, so much depends on selecting the correct metrics for the given situation. Hoffmann, Lesser, and Ringo focus on analytics that, they assert, are more appropriate to what they characterize as "the new workplace." I am greatly indebted to Tom Davenport for what I have learned about analytics and consider it strange that there are no references to him and his pioneering research in Hoffmann, Lesser, and Ringo's book.
Competing on Analytics (2007), for example, and more recently, Analytics at Work (2010), in which Davenport and his co-authors develop in greater depth a five-stage model for analytical maturity ("God has decreed that all maturity models have five stages") but supplement it with an abundance of "pragmatic suggestions" with regard to the design and implementation process.Read more ›