Past Issues

In this Month’s Issue:

IHRIM News and Updates

Look Who's Hiring Now

How to Advance The Capabilities of Today’s Workforce

Encouraging your people to take the long view

Field Guide: Performance-Driven Learning: Three Methods to Develop Employee Skills

Strategy: E-Discovery, Mobility and the Cloud

Talent 2020: Surveying the talent paradox from the employee perspective

The Failure to Engage: Understanding the Mechanism that Determines Employee Engagement and Micro-Innovation

Employee Engagement and Its Impact on Brand Value

IHRIM Publications - Don’t miss the next two issues of IHRIM’s Workforce Solutions Review focusing on stories from Practitioners and WSR’s first ‘People’ issue!

Event Calendar

Reminder: All IHRIM Webinars - and webinar recordings - are Complimentary to Members

October 10 Webinar: Behavioral Benchmarking - A New Perspective on Building Better Teams

October 23
IHRIM's 2012 Workforce Analytics Forum, Atlanta, GA

October 24
Advanced Staffing Analytics Course, Atlanta, GA

October 31 Webinar: Stories from the Market: Results of 2012 Towers Watson’s HR Service Delivery Survey  Sponsored by Towers Watson

November 14 Webinar: Highlights from the 15th Annual CedarCrestone HR Systems Survey  Sponsored by Decusoft

December 3-7, 2012: IHRIM's 2012 Global Forum Webinar Series

IHRIM’s HRIP Certification Program - Exam Options to Fit Your Schedule!
 All of our exam options provide you with the flexibility to take the exam at a date and time - and location - that best fits your schedule. Go to HRIP Certification for more information. 

IHRIM News and Updates

October 10, 2012	IHRIM Webinar: Behavioral Benchmarking - A New Perspective on Building Better Teams presented by Richard Berger, SPHR, HRIP, Senior Director, Global HRIS, Citrix, Inc. and Adrian Wood, VP Business Development, ShadowmatchUSA
October 23, 2012	IHRIM's 2012 IHRIM Workforce Analytics Forum, Atlanta, GA.
October 24, 2012	IHRIM Course: Advanced Staffing Analytics, Atlanta GA.
October 31, 2012	IHRIM Webinar: Stories from the Market: Results of 2012 Towers Watson’s HR Service Delivery Survey presented by Bob Kaunert, Data, Surveys and Technology, Sales Leader, Americas, Towers Watson and Derek Beebe, HR Technology, Sales and Marketing Leader, Americas, Towers Watson.                             Sponsored by
November 14, 2012	IHRIM Webinar: Highlights from the 15th Annual CedarCrestone HR Systems Survey presented by Alexia (Lexy) Martin, Vice President, Research & Analytics, CedarCrestone.                                                                               Sponsored by
December 3-7, 2012	IHRIM's Global Forum Webinar Series - This special online Forum will be complimentary to all members

How to Advance The Capabilities of Today’s Workforce

Bolstering Employability Demands An Attitude Change

Many companies still don't recognize the ROI offered by training when compared to the causal effect of not hiring or training new workers to replace retiring workers. A 2012 ManpowerGroup survey on this issue found that 50% of companies globally just don't have formal training or apprenticeships. But companies don't entirely own this burden. Bolstering the employability of today's workforce is a responsibility shared with today's individuals, educators and governments.

Read the full report  

Encouraging your people to take the long view   

Employees and managers should be measured as much on their contribution to an organization’s long-term health as to its performance

Measuring the performance of people, especially managers and senior executives, presents a perennial conundrum. Without quantifiable goals, it’s difficult to measure progress objectively. At the same time, companies that rely too much on financial or other “hard” performance targets risk putting short-term success ahead of long-term health—for example, by tolerating flawed “stars” who drive top performance but intimidate others, ignore staff development, or fail to collaborate with colleagues. The fact is that when people don’t have real targets and incentives to focus on the long term, they don’t; over time, performance declines because not enough people have the attention, or the capabilities, to sustain and renew it.     

Read the article

Field Guide: Performance-Driven Learning: Three Methods to Develop Employee Skills

E-learning is already known to be the most efficient and cost effective way to deliver training to a workforce. However, the best way to truly prepare employees for meeting organizational objectives is to focus the training on three major areas of skill development. Using a learning management solution that is capable of delivering optimal training on each type of skill and checking for comprehension by examining the outcomes from other human capital management processes will drive performance within the company as employees develop their soft, functional and compliance-based skills.

Read the field guide from SumTotal Systems 

Strategy: E-Discovery, Mobility and the Cloud

IT pros charged with data archiving and BC/DR are often called on to help with e-discovery, and for good reason. But two megatrends reshaping enterprise data management—adoption of public cloud services, including social media, and a dramatic increase in use of mobile devices—also impact discovery efforts. Both complicate an organization’s ability to find and preserve legally relevant information by loosening IT’s control over information repositories.

In this report, we’ll outline the legal and technical issues posed by the cloud and ­mobile devices, suggest some IT and HR policy changes to address these challenges, and examine software that can pull data from cloud services and ­mobile devices.

But e-discovery may be just the canary in the coal mine signaling a larger problem that BC/DR managers must address: Cloud and mobility complicate finding information not only under threat of litigation, but all the time. So tools and practices put into use for e-discovery could well improve an organization’s overall data management posture.

Read the article

Talent 2020: Surveying the talent paradox from the employee perspective

The economic turbulence of the past few years has created a talent paradox: amid stubbornly high unemployment, employers still face challenges filling technical and skilled jobs. Deloitte first uncovered this modern contradiction from the employer side in The talent paradox: Critical skills, recession, and the illusion of plenitude.1 In this Talent 2020 report, we turn our focus to the employee perspective on the talent paradox.

Through the lens of the employee, this paradox produces some interesting findings. In Deloitte’s most recent global survey of employees, 80% indicated they plan to stay with their current employers in the next year—a significant 45-point swing compared to our 2011 survey. Yet, at the same time, nearly one-third (31%) of surveyed employees reported they are not satisfied with their jobs.   

Read the full report

The Failure to Engage: Understanding the Mechanism that Determines Employee Engagement and Micro-Innovation

Micro-innovation is the Holy Grail of modern management. Micro-innovation (incremental improvement) that is driven by employees is the secret to transforming the customer experience, accelerating revenue growth, and reducing costs.

Yet, the level of employee engagement required for micro-innovation remains one of the most elusive outcomes in modern organizational life. Research shows in aggregate that employee engagement continues a 25-year decline.

In our real-time economy, the most powerful value proposition is the ability to say “yes” to customer’s unique needs, and to say it now. Only the people who work on the frontline of a business can take meaningful action in real time. Because of that, the full engagement of people is simply a competitive necessity.

Read the full article 

Employee Engagement and Its Impact on Brand Value

Employee engagement—the practice of employees fully and enthusiastically committing to their work in a way that advances their employer’s strategic mission—is an idea that has continued to build momentum and, today, has firmly gained traction with numerous companies worldwide.

Companies that focus on cultivating employee engagement have seen firsthand the positive impact on employee retention, company performance and, ultimately, customer loyalty and satisfaction. Simply stated, they have learned that engaged employees have tremendous influence in positively affecting brand value.

Read the white paper published by the Performance Improvement Council 

IHRIM Publications

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