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Strategic Workforce Performance |
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| Volume XI, Issue 3 |
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June/July 2006 US$10.00 |
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A Publication of the International Association for Human Resource Information Management • www.ihrim.org |
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| Departments |
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| Up.link |
| Zeev Gur, SAP America |
| Guest Editor |
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| In My Opinion |
| On Social Networking |
| By Jean Ritala, Mystic Lake Casino Hotel |
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| Private Eye |
| Patriot Act Renewal Highlights Both Points of View |
| By Ian Turnbull, Canadian Privacy Institute |
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| 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 |
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| 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. |
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| Inner Circle |
| Earning the Right to Sit at the Board Table |
| By Jim Pettit, Talent Management Systems, Inc. |
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| Next Gen Workplace |
| Policy Meets Technology |
| By Tim Cranny, Senforce Technologies |
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| Mixed Bag: Aligning & Managing HR Service Delivery |
| Measuring Success – It’s Not Just the Numbers |
| By Rich Berger, Convergys |
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Talking With |
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Karen V. Beaman, VP & HCM Strategist |
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Workday, Inc. |
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Tech Notes |
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Building Your Human Capital Metrics System |
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By David Moore, Alticor, Inc. |
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The Back Page |
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Hay Rides and Hay Points |
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By Elliott Witkin, Ultimate Software |
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| FEATURES |
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| 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. |
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| 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. |
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| 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. |
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| 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. |
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| Mid-Year Source Guide |
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| *Publishing Information |
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