evaluating and communicating critical HR initiatives

evaluating and communicating critical HR initiatives

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evaluating and communicating critical HR initiatives

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Assignment 2: Case Study Using Data to Build a Stronger Workforce Due: Week Sunday, midnight of Week 5 (Weight: 25%) Overview C-Suite leaders rely on data to drive decisions. However, many HR professionals come from “non-quant” backgrounds that leave them feeling less than confident when it comes to understanding the numbers and using data to evaluate and communicate critical HR initiatives. Like it or not, having a seat at the table requires that you can speak with data. The good news is that you don’t need to be a financial or data analytics expert. You do, however, need to be able to ask the right questions when the numbers are put in front of you and you need to be able to identify the trends and patterns to successfully manage talent. If you can’t do this, there is a strong possibility you will not be a part of “real” business conversations. This assignment presents you with an opportunity to explore how data can be used to make more effective talent-management decisions. By developing these skills, you will be better equipped to challenge assumptions, create hiring and compensation models, and defend the value that HR brings to the organization. Since we can never have complete data, our decision-making process must acknowledge what we know and what we don’t know. Even with incomplete data, however, our actions must be reasonable, given the time frame and resources we have. Additionally, any actions we recommend must include a clear understanding of how success will be measured (ROI).

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Assignment 2: Case Study Using Data to Build a Stronger Workforce Due: Week Sunday, midnight of Week 5 (Weight: 25%) Overview C-Suite leaders rely on data to drive decisions. However, many HR professionals come from “non-quant” backgrounds that leave them feeling less than confident when it comes to understanding the numbers and using data to evaluate and communicate critical HR initiatives. Like it or not, having a seat at the table requires that you can speak with data. The good news is that you don’t need to be a financial or data analytics expert. You do, however, need to be able to ask the right questions when the numbers are put in front of you and you need to be able to identify the trends and patterns to successfully manage talent. If you can’t do this, there is a strong possibility you will not be a part of “real” business conversations. This assignment presents you with an opportunity to explore how data can be used to make more effective talent-management decisions. By developing these skills, you will be better equipped to challenge assumptions, create hiring and compensation models, and defend the value that HR brings to the organization. Since we can never have complete data, our decision-making process must acknowledge what we know and what we don’t know. Even with incomplete data, however, our actions must be reasonable, given the time frame and resources we have. Additionally, any actions we recommend must include a clear understanding of how success will be measured (ROI).

evaluating and communicating critical HR initiatives

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