Strategic Workforce Performance
Mid-Year Source Guide
Volume XI, Issue 3  
June/July 2006 US$10.00
A Publication of the International Association for Human Resource Information Management •
Zeev Gur, SAP America
Guest Editor

In My Opinion
On Social Networking
By Jean Ritala, Mystic Lake Casino Hotel

Private Eye
Patriot Act Renewal Highlights Both Points of View
By Ian Turnbull, Canadian Privacy Institute

Function Focus
Selecting Key Performance Indicators to Enhance Human
Capital Decision-Making
By Bernd E. Irmer, Ph.D., Infohrm Group and Shade Sanford, CLC Metrics

Solutions for 10K or Less
Who Do You Let Into Your Home? Minimum Process Elements for Rapid Evaluation of the “High Trust” Employee
By Eric M. Smith, Esq., Stanley Steemer International, Inc.

Inner Circle
Earning the Right to Sit at the Board Table
By Jim Pettit, Talent Management Systems, Inc.

Next Gen Workplace
Policy Meets Technology
By Tim Cranny, Senforce Technologies

Mixed Bag: Aligning & Managing HR Service Delivery
Measuring Success – It’s Not Just the Numbers
By Rich Berger, Convergys
  Talking With  
  Karen V. Beaman, VP & HCM Strategist  
  Workday, Inc.  
  Tech Notes  
  Building Your Human Capital Metrics System  
  By David Moore, Alticor, Inc.  
  The Back Page  
  Hay Rides and Hay Points  
  By Elliott Witkin, Ultimate Software  
Key Metrics Drive Talent Management Success
By Yves Lermusiaux, Taleo Research
Today, leading automated talent management solutions can provide scorecards that provide graphical interfaces of key metrics and trends. When well designed, scorecards focus only on actionable metrics that can be quickly reviewed to support quick responses for optimization.

Finding Hidden Gold: Using Business Intelligence to Mine Workforce Data
By Joanne Bintliff-Ritchie, DoubleStar, Inc.
In pursuit of overall improved financial results, early adoption of integrated workforce analytics will enable organizations to better leverage their knowledge resources, focus on high performer retention, drive accountability for workforce responsibilities, and focus workforce investments on high impact practices.

Predictive Modeling – The Yellow Brick Road to Strategic HR
By Kristie W. Evans, HR Logistics LLC
Harnessing the power of predictive modeling can be daunting. By utilizing predictive modeling, opportunities exist to quantify the impact of Human Resources and connect its efforts to the financial status and management of the firm. Human resource professionals need to begin to see themselves as risk managers who are strategically placed to manage the risk of employees.

If You Don’t Know Where You’re Going – Any Road Will Take You There
By Peter Howes and Brad Jorgensen, Infohrm
Demographic and social change in the external labor market and the effects of globalization demand that organizations prepare for a reconfiguration of their workforce profile. Current skills shortages will continue and are forecast to become worse, due to two major trends: workforce aging, and the labor supply gap. Companies must critically evaluate where they have their greatest human capital risk exposure and commence planning and executing on response strategies.

Mid-Year Source Guide
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