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SlideShare utilise les cookies pour améliorer les fonctionnalités et les performances, et également pour vous montrer des publicités pertinentes. Si vous continuez à naviguer sur ce site, vous acceptez l’utilisation de cookies. Consultez notre Politique de confidentialité et nos Conditions d’utilisation pour en savoir plus.
It is not a question of “If we should” but “When we should”
HR and management need to work together within an operating model that promotes evidence-based people management Operating model components to consider include: Information flows – Who sees what, when and where? Insight flows – Who decides what? Decision making – Where, how frequently and under what governance are things decided collaboratively? Responsibilities and critical people management roles – Who is accountable for what between managers, HR and senior leaders? Capabilities – What skills are needed within HR and the business to enable and implement evidence-based decision making?
Our report reveals an upward trajectory in the intent to begin or increase adoption, and the ability of the HR function to add value. However, there are still challenges to overcome. C-Suite executives remain skeptical and perceive that much of what happens in the name of Talent Management, Performance and Reward has suspect validity. 55% of respondents remain sceptical about the potential of evidence based 82% of those skeptic executives acknowledge that they plan to begin or increase the use of the evidence-based HR model Only 49% non-HR executives agree that HR leaders are able to demonstrate tangible correlations between people management initiatives and business outcomes.
The bridge between your
people and delivering