Make a splash of talent strategy: immerse yourself in your talent metrics | Talent Management Blog

Think about the best summer of your childhood. Perhaps he spent on a night camp, where he explored the lake, learned to ski in the water and (finally) left his comfort zone and conquered his fear of the trampoline.

All our childhood summers remembered with love have one thing in common: we were constantly learning, discovering, growing. And, unlike the school, we were doing it completely in our own terms . So when do we forget that adults need summer to get out of the box, try something new and cultivate our own development too?

Get out of your comfort zone of human resources and immerse yourself in your talent metrics

We are more than half of the year, so summer is a good time to leave your comfort zone as a professional human Resources. While RR. H H. He still has a persistent reputation for his “soft” skills with people, and for being slow to enter the field of metrics and analysis, those days are ending faster than summer vacations for a 12-year-old child. HR is evolving towards a data-based function where the key to involving C-suite as a strategic business partner is to demonstrate the commercial impact of its talent initiatives.

The end of summer is the perfect time to dive and rethink how you evaluate, analyze and report on the progress and impact of your talent programs. After all, the old adage tells the truth: “What is measured is handled.”

Could talent development technology be key to evolve #HR in a data-based function? #HRanalytics
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With this in mind, here are three tips to help you show the impact of your talent programs so you can build executive acceptance and continued investment in your proposed talent initiatives:

1. Focus on the metrics that matter

First, you want to understand the impact that your learning and development (L&D) and the continuous performance and training initiatives are having on your employees. What you track and analyze depends on the priorities of your company, so the objectives of the employees must be aligned with the objectives of the organization. And by offering the right content and learning activities at the point of need,
Employee experiences are customized to help them overcome their specific challenges and develop in key areas that move the needle in business results.

While it has been repeatedly demonstrated that improved talent management drives better business performance, many executives still see HR as a cost center because it can be difficult to measure the success of talent programs in terms of impact fiscal. But it is getting easier and easier with the help of technology, allowing human resources and talent leaders to finally establish a critical connection between talent programs and business results.

Leveraging a talent development platform with comprehensive human resources analysis can provide organizations with full visibility into their talent management processes and allow for informed and data-based decision making.

Traditional human resources metrics, such as employee satisfaction and commitment, while useful in specific applications, have limited impact because they often do not resonate with superior leadership. These metrics are actually
The results of the employee experience.

On the contrary
focusing on the metrics that matter most to the company, and demonstrating the financial impact of your talent initiatives, you can speak the C-suite language, create a thriving talent development program that will drive the business forward and pave the way for HR it assumes a more strategic role.

2. Connect learning with business performance

Once you have identified the metrics that will advance the business, you must establish the connection between activities and results.
Research conducted by IDC and OpenSesame shows that when high-performance companies connect learning with business performance, they experience:

  • 38 percent improved employee productivity
  • 30 percent more employee retention
  • 21 percent increase in employee engagement

And it makes sense: after all, if learning doesn’t move the performance needle, what’s the point?

By thinking in terms of business results and focusing your L&D programs on specific behaviors, skills or competencies, you can solidify the connection between learning and performance to achieve the results that will make the C-suite take note. And, to do so, you need the right tools to complement the right strategy.

With a talent development platform that connects learning with performance, you can more easily align learning with individual, team and business goals. By creating a hyperconnected talent experience that
linking learning activities with performance results, you can also test the commercial impact of your learning programs to justify continuous and expanded investment.

3. State your business case as if it were the CFO

Involving and aligning key stakeholders around your talent management vision can mean the difference between a winning proposal and a losing one. The use of relevant metrics that align with the key business objectives is essential to obtain a green light for the proposed talent management systems and processes.

Think critically about how your programs can generate better business results.
Bridging the CHRO-CRO gap means that human resources and finance teams must learn which metrics are most important to their colleagues. You may be surprised by what you discover: even initiatives that support soft skills can have a measurable business impact.

For example, improving employee satisfaction generates fewer customer complaints, which tends to generate greater customer satisfaction. This can be measured through NPS scores, additional sales rates and customer retention, all of which can directly affect revenue. Crunch those numbers and
collaborate with your partners in the finance department to understand the whole
To what extent your talent initiatives will affect the business.

Once you have analyzed the data, you can present your findings to the C-Suite, keeping them informed about the progress of your team, explaining with confidence why and how the initiatives support positive business results.

Can successfully
Offer a talent management investment to everyone by learning what matters most to each of these key stakeholders and then adapting your presentation to focus on what matters most to your audience.

Immerse yourself: make technology work for you to demonstrate the commercial impact of RR. H H.

There is nothing worse than standing on the edge of the trampoline, putting on your swimsuit, tight goggles, swimming lessons passed with great success … just dip your toe in the water and call it one day . It didn’t work well in summer camp, and it won’t work for your business now or in the future.

The digital disruption that causes major changes in the business landscape, organizations increasingly turn to human capital as a source of competitive advantage. In fact, an amazing
97 percent of CEOs say that talent is the most critical factor for business growth. And yet, despite the fact that executives
says that his people are the most valuable asset of his organization: when it comes to taking that leap of faith (quantified and qualified) from the trampoline, there are still doubts when it comes to investing in highly talented programs.

It is time to take the step (well calculated). To overcome this doubt and present a clear and compelling business case to invest in talent management systems and processes, HR must feel comfortable using data and analysis to demonstrate the commercial impact of its talent development programs. Using the profound performance and knowledge of the program offered by a hyperconnected talent development platform, human resources and talent leaders can connect people’s development with business success to bridge the gap between human resources and the C-suite.

However, in today’s complex technological landscape of talent management, it can be difficult to evaluate and compare different platforms. That’s why it helps to know what your industry colleagues say about potential suppliers and their solutions, and
why . In
In this Gartner report, find out what other talent leaders are saying about Saba, and why we were named Gartner Peer Insights, the provider chosen by customers for talent management suites. *

* Disclaimers

Gartner Peer Insights & # 39; Customer Voice & # 39 ;: Talent Management Suites, December 2018. The choice of Gartner Peer Insights customers constitutes the subjective opinions of individual end-user reviews, ratings and data applied against a documented methodology; neither represent the views of Gartner nor its affiliates nor do they constitute an endorsement of them.

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