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Examples of Human Capital Reporting


"Yesterday’s Advisor featured Consultant David Creelman’s advice on how to report on human capital; today, more of his advice, plus some sample reports."

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Creelman, CEO of Creelman Research, offered his tips at a recent BLR® webinar sponsored by Halogen Software. He was joined by Halogen’s Director of Marketing Communications Connie Costigan.

The Best Way to Start

For those new to human capital reporting, Creelman recommends the following:

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Talent Metrics for the Board and Investors


"Balanced Scorecards took reporting beyond finances; now boards and investors increasingly demand human capital metrics in the reports they receive. Consultant David Creelman discusses the four new standards and offers examples of human capital reporting."

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Creelman, CEO of Creelman Research, offered his tips at a recent BLR® webinar sponsored by Halogen Software.He was joined by Halogen’s Director of Marketing Communications Connie Costigan.

What’s the Goal of the New Reporting?

Creelman posits four characteristics to strive for in reporting:

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Stumped? New Perspective=New Solutions


"Yesterday I happened down a road I drive on occasionally. I typically take the road northbound as a shortcut to a particular destination. But yesterday I found myself driving south on the same road and barely recognized it. In fact, I had to turn to my wife and ask if we were on the right road. The surroundings seemed unfamiliar to me despite the fact that I travel on the road a couple of times each month."

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It dawned on me that if you change the angle from which you look, you might see things you’ve never seen before. Swiss comedian and artist Ursus Wehrli once said, “I like to turn things upside down, to watch pictures and situations from another perspective.” Maybe that is what each one of us needs to do as we struggle with problems and issues in the workplace. Step back and find a new perspective, and maybe you’ll come up with a different solution.

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Key Considerations for World-Class HR Metrics


"In yesterday’s Advisor, consultant Rick Buchman showed how to connect HR metrics to meaningful company goals; today, key considerations for world-class metrics."

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Key Considerations for World-Class HR Metrics

Does the metric align with company performance?

Many HR metrics are process and performance measures (e.g., training hours on specific subjects, attendance, performance appraisals, recruiting cycle time, grievances, turnover). Those are reactive metrics, says Buchman who is President and CEO of Hayward Enterprises Inc. and co-author of the Balanced Scorecard Strategy for Dummies.

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HR Metrics: Forward-Looking Measures to Focus on Now and in the Future


"HR activities, such as training, staffing, orientation, discipline, and benefits, are difficult to directly connect to operational performance metrics such as sales, profitability, costs, delivery, quality, and service. Consultant Rick Buchman shows you how to connect the dots."

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How Attractive Are You to Potential Employees?


"If you want to attract the best employees, you must look as if you are the best company to work for. Appearance is everything. A very basic first step in managing your image is to review how you present your company, says Jasmine Rojas, BLR® legal editor."

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For instance, while you may be the greatest employer, if you do not have a company website, chances are that you will appear “antiquated” and some candidates may not consider you as their top choice.  Therefore, the following are areas that you may want to explore in preparation for recruiting candidates.

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Building Your Employee Talent Pool—Best Practices


"Ironically, the high rate of unemployment does not mean that the skills, education, and experience that your company needs are readily available. Limited salary budgets don’t help."

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Building a recruitment strategy that can meet the ups and downs of everyday business in a volatile economy is a tough challenge. To compound matters, you are not alone in your quest for the best employees.  Even companies that are not currently hiring are actively building their talent communities and their candidate pools in preparation for the possibility of future growth.

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Workers Put All Their Eggs in CEO’s (Market) Basket


"The movie practically writes itself: The bitter family feud. The plucky underdogs. A community pulling together as one to triumph in the name of justice. Hollywood-ready, to be sure—but the unlikely hero in this tale happens not to be a matinee idol but the CEO of a regional chain of grocery stores."

By Jennifer Carsen, JD
Writer, HR Daily Advisor

If you haven’t been following the saga of Tewksbury, MA-based Market Basket over the past few months, here’s a recap:

The Grocery Wars: A Summer of Upheaval

  • In June, Arthur S. Demoulas led a majority group of board members of the family-owned business to oust the company CEO, Arthur T. Demoulas. The men are cousins and are hereinafter referred to as “Artie S.” and “Artie T.”
  • Artie T. was replaced by a geographically distant pair of CEOs.
  • Following the ouster of Artie T., Market Basket workers—none of whom are unionized—walked off the job in droves. In a prepared statement, they demanded Artie T. back “with full authority, non-negotiable … We will not work for anyone but ATD.”
  • Rallies attended by thousands of workers and customers sprang up around the area.
  • Business at the normally booming Market Basket stores dropped off as much as 95 percent due to the lack of fresh groceries being delivered to the stores as a result of the walkouts, as well as voluntary customer boycotts.
  • The new co-CEOs urged the striking workers to return and fired several senior managers. The workers reiterated their demands that Artie T. be reinstated.
  • Impassioned Market Basket protest songs were written and posted to YouTube. A cartoon giraffe, sticking his neck out for his boss, became the visual symbol of the protestors.
  • In late August, Artie T.’s group bought out the 50.5 percent of the company held by Artie S. and his supporters. Artie T. returned as Market Basket CEO. 
  • There was much rejoicing.

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Survey—Background Checks on Social Media? Policy Enforcement?


"In yesterday’s Advisor, we covered 2014 Policy Survey results for policy development and distribution; today, policy enforcement and background checks."

Policy Focus: Background Checks

Multiple states and cities have enacted laws in recent months that govern the use of background checks, so this year’s survey takes a closer look at those policies. We kicked it off by asking how many survey participants have background check policies (74.4%) then moved on to ask how many apply background checks to all newly hired employees and found that 79.4% use them. We learned a few other things about background checks as well, including:

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Policy Survey Results … Who Has Policies on What?


"What’s your policy on social media background checks? How are policies being distributed today? Want to know what your competitors are up to? Here are the results of our 2014 Policies Survey."

The results of BLR’s 2014 Policy Practices Survey are in; here are some highlights:

  • 89.8% of participants have formalized policies.
  • 77.5% have an at-will employment statement.
  • Employee handbooks are the preferred method of distributing policies to employees for 49.9%. An internal website (intranet) is utilized by 29.3%.
  • Social media background checks are conducted by only 14.7% of respondents; top sites are LinkedIn (67%), Facebook (60.8%), and Google (34.5%).

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