CHRO in Services (non-Government), 1,001 - 5,000 employees
I think we could do a better job at this. I think we're really a little bit nascent in it. We have a lot of information both in our finance system, which tracks our attorney performance and productivity, and also in our HR system which tracks our professional staff performance reviews and where we're recruiting from. That will be something we need to evolve in the future. We need to leverage all the information we have to make better strategic decisions. I think we’re a little bit reactive rather than proactive when it comes to using data to leverage our people strategy, so it's on the strategic road map for sure.CHRO in Consumer Goods, 501 - 1,000 employees
We are currently still in our data infancy. I'm still at that basic scorecarding, which has helped us in an hourly planned environment. We are just now getting after reporting turnover, and understanding the ‘why’ has helped us start to put things in place to stem it. Now our turnover numbers are going down. The same thing goes for tracking time to fill. Getting this more visible has gotten us into a place of being more direct and streamlined in terms of how we onboard people. We are now starting to mine data from a diversity standpoint. So the vision is much bigger as we're starting to put tools in place and analytics in place to get after that.CHRO in Consumer Goods, 501 - 1,000 employees
We do a few things. I did more at my last company as i had a data scientist on my team. The biggest way we use data is to tie compensation to 9 box --using nine box data to ensure we are differentiating pay for performance and for highest potential folks. We do all the normal comp stuff - so we also keep people in right range/handle etc., but this is another lens. In my last job we also used real time pulse data to navigate changes in the organization; as well as built out profiles of people - like personas to help us ensure satisfaction across groups with different preferences -i.e., we had people who used work to fulfill relationship needs; others who were about challenge of the work, and then others who wanted benefits/work life balance. we used data to ensure our HR solutions addressed the different profiles; also use data in terms of engagement of new hires--etc.Director of HR in Manufacturing, 1,001 - 5,000 employees
As someone who doesn’t have the traditional HR background, I am pretty data-driven. What I've found in the last 15 years or so is that data is sometimes a dirty word in HR, but I love it. Our HRIS implementation 4-5 years ago was pretty poorly done and our data is not clean, so it's difficult to extract data right now. We’re in the process of hiring a new HRIS analyst or manager and our preferred candidate has deep expertise and a lot of experience with data and analytics, so my hope is that we can start to leverage that kind of information better in the future.HR in Telecommunication, Self-employed
We look at statistics to get a good understanding in this area. We use data to drive our strategy and guide our approach., Self-employed
We recently moved away from surveys to continuous listening with a feedback loop. So, concretely this means that we changed our service strategy over a 24 months period. We went from the annual survey, to something that we do every quarter, which is shorter and that evolves depending on what comes up as an issue in the prior quarter. In the comments, we also became really flexible in terms of what we will measure in the next quarter. We recently have worked very hard on getting our data hub integrated so we are all working from the same data source. We use data in every decision and design that we make.Content you might like
We require set days in office (core days)27%
We require set weeks in office (core weeks)9%
Employees can use the office when they'd like55%
We are fully remote9%
We are fully in-person0%
11 PARTICIPANTS
CTO in Software, 201 - 500 employees
Without a doubt - Technical Debt! It's a ball and chain that creates an ever increasing drag on any organization, stifles innovation, and prevents transformation.Yes, and they are paid100%
Yes, but they are not paid0%
No0%
5 PARTICIPANTS
HR Manager in Government, Self-employed
I use Promotions / Average Headcount. We do not have clearly defined policies for determining when someone is eligible for a promotion, making the second metric difficult/impossible to calculate.