01

People analytics for non-analysts

To be seen as a strategic HR partner, you must speak the language of data and analytics.

While HR collects all kinds of information, it is not always used to answer the critical questions that will drive the business forward. Yet, there is an increasing need to manage, visualize, and interact with data to develop insights, pose questions, and offer solutions. 

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You don't need a background in analytics to have robust, confident discussions about diversity and inclusion, talent pipelines, performance management, retention, and selection. We can help you make the data come alive.

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Learning objectives:

• Jumpstarting your understanding of people analytics

• Interpreting actual dashboards – What story does the data tell?

• Using dashboards to enhance HR agenda i.e. Diversity and Inclusion (Case Study)

• How to use technology (visualization tools and dashboards) to augment good decision making. 

02

Succession planning: Not just for the C-suite

The last few years have highlighted many business challenges. 

Organizations learned the hard way that succession planning has to go much deeper than the C-suite. The pandemic revealed key talent gaps as managers got sick and backups were needed across all levels of the company. The health scare might be over, but the challenge remains the same.

HR must ensure a talent pipeline for all parts of the organization, and not exclusively senior executives.

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HR needs to lead the way and ensure that there are processes and technology in place to quickly identify:

• Mission critical roles 

• 'Ready Now' backfills

• List of technical professionals

• List of high potentials

Learning objectives:

• Creating a rapid response system to find & identify talent

• Avoiding the three biggest mistakes managers make when evaluating employees for succession

• Uncovering the latest research revealing the 4 Indicators of  ‘High Potential.’

• Finding a common vocabulary to ‘talk talent’

• Measuring the right things; Replacing opinions with data

03

Leading from the Middle

When we think about leaders, we usually think about C-suite decision makers. But there is another group of employees who are critical drivers of economic value and wealth creation.

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They link the top of the organization with those on the front-line and are the ‘silo busters’ who coordinate processes and systems across departments.  They are accountable for executing strategic plans, ensuring operational excellence, and sustaining  employee engagement. 

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This group is often overlooked and under-appreciated. Of course, we are referring to your cadre of mid-level managers.

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You can leverage this resource by providing education, training, and support.

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Learning objectives:

• Understanding the 3 roles of the mid-level manager:  Head, Heart, and Hands

• Identifying the critical competencies of effective middle managers.

• Helping with the transition from a manager of individuals to a manager of managers

• Demonstrating tools and skills to increase employee engagement

• Illustrating lessons learned from interviews with global leaders.