Strategy Talk: How Long Should A Long-Term Strategy Be?

Dear Ken, When I work with business leaders on their strategies, they often ask me about time frame. Most of them think that strategy is about the long term, but they wonder how long that should be. My intuition says it depends on the business. For example, it can take decades to discover and commercialize a new drug or oil well, whereas it only takes a year — if not less — for trends to change in the clothing and toy businesses. But I really don’t like having to say “it depends.” What’s your view? — Tense about Time Frame

Dear Tense, This question often comes up in my work, too. Business leaders typically associate strategy with looking into the future, and then wonder how far out they should look. They tend to pick a time frame that feels natural — three or five years, or whenever a calendar milestone is just ahead. For example, in the mid-1990s, “Strategy 2000” was a common choice; a few years ago, “2020 Strategy” was a favorite. Or leaders may choose a time frame based on a milestone that’s specific to their company. I know of one 80-year-old company whose board has asked management to develop a 20-year strategy in anticipation of its 100th year of operation.

If that feels too far “out there,” consider the example of Ingvar Kamprad, the late founder of IKEA, the world’s largest furniture retailer. He once reportedly said to a group of managers that it was important to “think about where should we be in 200 years.” As the story goes, the managers asked Kamprad if that wasn’t too much time. “Yes, of course,” he responded, “but then you make the short-term plan: That means the next 100 years.”

But I find that giving strategy an a priori time frame is the wrong way around. Instead, the time frame should depend on the strategy. To be clear, “What time frame should we have for our strategy?” is the wrong question. The better question is, “What changes does our strategy need, and how much time do we need to implement them?” In other words, leaders have a five-year strategy if the changes they want to make to their strategy will take five years to implement. IKEA could someday devise a new strategy that would take 200 years to implement, but that seems a stretch. The better way to interpret Kamprad’s guidance is that he wanted his leaders to be thinking far into the future as they considered the changes IKEA’s strategy might need today.

This means your intuition that “it depends” is half right. The ideal time frame depends more on what changes leaders want to make to their strategy than on the business they are in. For example, Microsoft’s CEO, Satya Nadella, is in the midst of replacing the foundation upon which the company’s strategy has stood for 40 years. In 2014, he started the process of shifting Microsoft from selling software products to offering software services by putting cloud computing (Azure) at the heart of its business and making its Office product suite available as a subscription. That called for a gigantic change in the company’s value proposition and of the capabilities it needs to prioritize and nurture (not to mention the cultural change it likely demands, too). Whether that’s a three-year, 10-year, or even longer-term strategy depends more on how long it takes to realize the transition than on the business Microsoft is in.

Coming back to IKEA: Its leaders are currently considering two significant changes to the company’s strategy. One is to enhance its value proposition by offering customers the option of leasing their furniture rather than buying it. Perhaps they landed on this idea by looking 200 years into the future and envisioning a world of prematurely discarded furniture clogging up our oceans and landfills. But rolling out a leasing strategy across all of its stores around the world — if that’s what the company decides to do — would be a multiyear effort, not a multi-century one. So it might be a five-year strategy informed by a 200-year perspective, but it’s definitely not a two-century strategy. And whatever the time frame is, it’s not all that dependent on IKEA being in the furniture retail business. Businesses in many industries could choose to pivot toward a leasing or subscription model.

IKEA’s leaders are also considering whether to enter a new business by building an e-commerce platform that would be available to both IKEA and rival furniture retailers. Again, they may have peered ahead 200 years and concluded that the world would only have room for one online furniture retailing platform, and it might as well be them. But that doesn’t make this potential change a 200-year strategy. Nor is the time frame for this strategy determined much by the industry IKEA operates in.

To be clear, I have no objection to leaders considering the long-term future (even 200 years out). But I do fear equating such considerations to the time frame their strategies should have. This is a recipe for strategies that are merely a set of sweeping generalizations. Because the further out you look, the fuzzier things get.

Great strategies are, among other things, highly specific about a company’s target customer, value proposition, and leading capabilities. It’s impossible to know with much specificity what these should be a decade from now. Imagine how much water will pass under the bridge between now and then, let alone over the next century. Yet it’s also impossible to change overnight the essential elements of a strategy in any meaningful way. Choosing a time frame that’s too short will force leaders into a mode of incremental strategy, and that is a recipe for failing to keep pace with a changing world.

Whether your business is pharmaceuticals, oil, toys, clothing, furniture retail, or any other industry, I recommend setting the time frame for strategy based on how long its implementation will take. Anything else is just arbitrary.

About the Auther :- Ken Favaro is a contributing editor of strategy+business and the lead principal of act2, which provides independent counsel to executive leaders, teams, and boards.

Thanks to Ken Favaro / Strategy-Business
https://www.strategy-business.com/blog/Strategy-talk-How-long-should-a-long-term-strategy-be?__s=sopz4qr4xzjoaybanyxc

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How Reattaching To Work Can Boost Productivity

Companies Should Encourage Employees To Reconnect To Their Tasks Each Day.

We’ve all heard about the personal and professional benefits of detaching from work. Attending a mid-day meditation session to clear your mind, taking in fresh air at lunch or powering down devices once you leave the office are all methods for managing stress and staying focused in today’s always-on work environments. However, can “reattaching” to work be just as important for performance as detaching?

That’s the finding of a new study from Portland State University, published in the Journal of Management and based on a survey of employees from a range of industries, including the finance, health and energy sectors. According to Charlotte Fritz, associate professor of industrial-organizational psychology at PSU, reattachment involves employees mentally connecting to their workload at the beginning of the day or the start of their shift, which she says can “activate work-related goals, which then further creates positive experiences which allow people to be more engaged at work.”

Reattachment activities vary but could include making a list of tasks during breakfast, mentally rehearsing a conversation with a supervisor during a commute or reviewing goals for the day while waiting in line for coffee, she says.

“We know that detachment from work during non-work hours is important … [and] now we need to think about helping people mentally reconnect to work at the beginning of their work shift or day so they can create positive outcomes during their work day and be immersed in their work,” Fritz says. “It’s not enough to just show up.”

Reattachment is strongly related to engagement, she adds—and engaged employees lead to better business outcomes and higher retention rates.

The researchers suggest organizations actively promote the concept of reattachment—have daily planning meetings at the start of each day, create model to-do checklists for employees to use or allow workers extra time at the start of each day to plan and prepare.

“Organizations need employees who are highly engaged, and reattachment is key,” Fritz says.

About The Author :- Jen Colletta is managing editor at HRE. She earned bachelor's and master's degrees in writing from La Salle University in Philadelphia and spent 10 years as a newspaper reporter and editor before joining HRE.

Thanks to Jen Colletta / HRExecutive
http://hrexecutive.com/how-reattaching-to-work-can-boost-productivity/

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The Most Common Type Of Incompetent Leader

A young friend recently remarked that the worst boss he ever had would provide him with feedback that always consisted of “You’re doing a great job.” But they both knew it wasn’t true — the organization was in disarray, turnover was excessive, and customers were not happy. My friend was giving it his all, but he needed more support and better feedback than he received. He wanted a leader who would be around when he needed them, and who would give him substantive advice, not platitudes. As a measure of his frustration, he said, “I would rather have had a boss who yelled at me or made unrealistic demands than this one, who provided empty praise.”

Researchers have studied managerial derailment — or the dark side of leadership — for many years. The key derailment characteristics of bad managers are well documented and fall into three broad behavioral categories: (1) “moving away behaviors,” which create distance from others through hyper-emotionality, diminished communication, and skepticism that erodes trust; (2) “moving against behaviors,” which overpower and manipulate people while aggrandizing the self; and (3) “moving toward behaviors,” which include being ingratiating, overly conforming, and reluctant to take chances or stand up for one’s team. The popular media is full of examples of bad leaders in government, academia, and business with these characteristics. However, my friend was describing something arguably worse than an incompetent boss. His manager was not overtly misbehaving, nor was he a ranting, narcissistic sociopath. Rather, his boss was a leader in title only — his role was leadership, but he provided none. My friend was experiencing absentee leadership, and unfortunately, he is not alone. Absentee leadership rarely comes up in today’s leadership or business literature, but research shows that it is the most common form of incompetent leadership.

Absentee leaders are people in leadership roles who are psychologically absent from them. They were promoted into management, and enjoy the privileges and rewards of a leadership role, but avoid meaningful involvement with their teams. Absentee leadership resembles the concept of rent-seeking in economics — taking value out of an organization without putting value in. As such, they represent a special case of laissez-faire leadership, but one that is distinguished by its destructiveness.

Having a boss who lets you do as you please may sound ideal, especially if you are being bullied and micromanaged by your current boss. However, a 2015 survey of 1,000 working adults showed that eight of the top nine complaints about leaders concerned behaviors that were absent; employees were most concerned about what their bosses didn’t do. Clearly, from the employee’s perspective, absentee leadership is a significant problem, and it is even more troublesome than other, more overt forms of bad leadership.

Research shows that being ignored by one’s boss is more alienating than being treated poorly. The impact of absentee leadership on job satisfaction outlasts the impact of both constructive and overtly destructive forms of leadership. Constructive leadership immediately improves job satisfaction, but the effects dwindle quickly. Destructive leadership immediately degrades job satisfaction, but the effects dissipate after about six months. In contrast, the impact of absentee leadership takes longer to appear, but it degrades subordinates’ job satisfaction for at least two years. It also is related to a number of other negative outcomes for employees, like role ambiguity, health complaints, and increased bullying from team members. Absentee leadership creates employee stress, which can lead to poor employee health outcomes and talent drain, which then impact an organization’s bottom line.

If absentee leadership is so destructive, why don’t we read more about it in the business literature? Consider a story I recently heard about the dean of a well-known law school: Two senior, well-regarded faculty members called the provost to complain about their dean because, they said, he wouldn’t do anything. The provost responded by saying that he had a dean who was a drunk, a dean who was accused of sexual harassment, and a dean who was accused of misusing funds, but the law school dean never caused him any problems. So, the provost said, the faculty members would just have to deal with their dean.

Like the provost in this example, many organizations don’t confront absentee leaders because they have other managers whose behavior is more overtly destructive. Because absentee leaders don’t actively make trouble, their negative impact on organizations can be difficult to detect, and when it is detected, it often is considered a low-priority problem. Thus, absentee leaders are often silent organization killers. Left unchecked, absentee leaders clog an organization’s succession arteries, blocking potentially more effective people from moving into important roles while adding little to productivity. Absentee leaders rarely engage in unforgivable bouts of bad behavior, and are rarely the subject of ethics investigations resulting from employee hotline calls. As a result, their negative effect on organizations accumulates over time, largely unchecked.

If your organization is one of the relatively few with effective selection and promotion methods in place, then it may be able to identify effective and destructive leaders. Even if your organization isn’t great at talent identification, both types of leaders are easy to spot once they are on the job. They also produce predictable organizational outcomes: Constructive leadership creates high engagement and productivity, while destructive leadership kills engagement and productivity. The chances are good, however, that your organization is unaware of its absentee leaders, because they specialize in flying under the radar by not doing anything that attracts attention. Nonetheless, the adhesiveness of their negative impact may be slowly harming the company.

The war for leadership talent is real, and organizations with the best leaders will win. Reviewing your organization’s management positions for absentee leaders and doing something about them can improve your talent management arsenal. It’s likely that your competitors are overlooking this issue or choosing not to do anything about it, like the university provost. Doing nothing about absentee leaders is easy. Just ask any absentee leader.

About The Auther :- Scott Gregory is CEO of Hogan Assessment Systems. He is an expert on executive selection, development, and coaching and a frequent speaker on personality in the workplace.

Thanks to Scott Gregory / HBR / Harvard Business Review
https://hbr.org/2018/03/the-most-common-type-of-incompetent-leader?__s=sopz4qr4xzjoaybanyxc

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7 Ways To (Effectively) Address Mental Health In The Workplace

The American Heart Association Says It All Comes Down To Shifting Your Organizational Culture.

We are in the midst of a global mental-health crisis.

In just the last decade, anxiety diagnoses have ballooned by 20 percent and depression by 15 percent, while a recent Harris Poll found more than three-quarters of U.S. employees surveyed have struggled with a mental-health issue. With employees typically spending more time working than on any other activity, mental health is squarely in the wheelhouse of employers—but effectively tackling mental health in the workplace means digging much deeper than basic policies and programs.

The American Heart Association’s CEO Roundtable recently released Mental Health: Workforce in Crisis, featuring a deep dive into mental-health interventions, case studies from many of the 40 Roundtable members—many of the nation’s largest companies, whose workforces together include more than 10 million members —and a national employee survey. Among the key takeaways of the report are seven actionable strategies employers can take to engender an organizational culture that equates mental health with physical health—a correlation with which more than 95 percent of surveyed employees agreed.

The seven strategies include:

• Leadership—Role model a mental-health-friendly workplace from the upper echelons.
• Organizational/Environmental Support—Implement an accessible mental-health plan
• Communication—Frequently share information about policies, programs, benefits, resources and training.
• Programs and Benefits—Offer comprehensive benefits that center mental health.
• Engagement—Invite employees at all levels to take part in decision-making about mental health in the workplace.
• Community Partnerships—Involve community stakeholders in executing the mental-health plan.
• Reporting Outcomes: Continuously enhance offerings to improve employee wellbeing.

American Health Association CEO Nancy Brown recently spoke with HRE about how employers can use these strategies to build a healthier and more productive workforce.

Can You Discuss The Connection Between Mental And Physical Health? And Why Is This An Area That The AHA Is Committed To Researching?

People spend a lot of time talking with their doctors about physical health but not as much about mental health, even though they’re linked. Issues that can be described as mental-health issues, like anxiety and depression, can be risk factors for heart disease and stroke. Our Roundtable has taken this on as an issue and is very dedicated to helping to change the dialogue and the norms in corporate America. This is a group of leaders from large organizations who are committed to working with the American Heart Association to transform health in our workplace and in our communities, and it is very focused on the broader picture of health and wellbeing. We understand that mental- and physical-health issues go together, so our goal is to create dialogue to allow change in the ways our company and our society think about mental health.

The Workforce In Crisis Report Mentions That Workplace Interventions Have Traditionally Targeted Symptoms Rather Than The Risk Factors For Poor Mental Health. What Is The First Step Organizations Should Be Making To Start That Mindset Shift?

Since mental health and physical health are so linked, companies need to start creating a cultural norm so that employees feel comfortable coming forward if they’re facing issues affecting their mental health. Supervisors and leaders of the organization should be equipped to recommend resources to get employees the help they need. One of the things the report talks about is how important leadership from the top is for change. Leaders of the organization can play a significant role in increasing communication around this issue to support employee mental health.

Today’s Employees Have Heightened Expectations For The Employee Experience. How Can Organizations Build A Positive Culture Around Mental Health As Part Of Their Overall Approach To Employee Experience?

In our organization, where we have several-thousand employees, we’re very focused on the fact that people spend a good majority of their time at work. The environment and culture at work is so important for people to be able to fully bring their best selves every day to work, for an experience that is meaningful and valuable. Having companies visibly represent their commitment to the whole employee can help create a culture where people can bring their best selves to work and feel like they’re getting the support and resources they need. For example, when I first announced to American Health Association staff in December that [mental health] was going to be a major focus of our CEO Roundtable, I had so many of our employees come up to me personally or via email to tell me their stories. So many said how grateful they were to know that we care so much about this issue. Opening the door for people to be able to talk about what’s on their minds is a way to help make sure employees know and understand the resources that are available. Many companies have employee-assistance programs that are underutilized, and these could be promoted more. We need to work to take away the stigma in the workplace so people can be themselves and get the support they need.

How Can Employers Maintain Their Business Objectives While Still Prioritizing The Mental Health Of Their Workers In This Changing Environment, Especially In Our Fast-Paced, “Always-On” Environment? And What Role Does Technology Play In This Area?

That’s the big debate: Is technology an aid or a problem? A lot goes back to the tone at the top. We’re working to encourage employers to address job strain and burnout, make sure they’re offering accommodations and are encouraging people to use vacation time. They should make sure they’re using tech to enable flexible work arrangements; there are ways that technology can promote mental and physical health. Also, many companies—through their insurance and employee-health programs—offer tech-based resources, such as meditation apps and tools that encourage employees to get more exercise and to focus on both physical and mental health. These are great resources that should be promoted, and leaders can live this mission themselves by using them.

Of The Seven Actionable Strategies Prompted By The Workforce In Crisis Report, Is There One Or Two That You Think HR Leaders Can Be Most Effective In Making A Reality?

HR leaders can really promote a positive view of the whole person, and leaders can further help set an example to reduce stigma in the workplace. HR should be thinking about training that employees and leaders need to recognize signs of mental-health issues, such as depression or anxiety, and to [know how to] offer resources. Work plans [around wellness] need to incorporate both mental and physical health, and can be used to create evidence-based policies that HR leaders can bring to life in the workplace. But the most important thing HR can do is to make sure that all employees understand the resources that are embedded in the company’s offerings, such as through the health-insurance plan or the employee-assistance program. For so may people who don’t normally think about accessing those benefits, they just don’t know where to start. And think about how those features are highlighted; there are ways HR leaders can make sure they’re promoted, and in a way that reduces stigma and encourages participation. Make sure people see the connection between mental and physical health, so that [a mental-health issue] is not seen as something that’s bad.

What’s Next For The CEO Roundtable?

This report is just the beginning—not the end—of our interest in mental health. As a science-based organization, we gather evidence and make sure it’s documented and published. We now intend to work to implement these recommendations in our own companies and help other companies in our networks with resources and support to also implement the recommendations. This is one of the many topics the Roundtable will [explore] that focuses on creating workplaces for people’s optimal health and wellbeing. This is just one step in the longer journey.

About The Auther :- Jen Colletta is managing editor at HRE. She earned bachelor's and master's degrees in writing from La Salle University in Philadelphia and spent 10 years as a newspaper reporter and editor before joining HRE.

Thanks to Jen Colletta / HRExecutive
http://hrexecutive.com/7-ways-to-effectively-address-mental-health-in-the-workplace/

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12 Ways To Get Fired As CHRO

These are challenging times for chief human resource officers. Blizzards of new technology cloud their vision of what’s possible and where to head. Industrial disruption raises the specter of a mismatch between the workforce and the work. Changing social norms create unpredictable moment-to-moment crises. Consumer technology seems to create a demand for a qualitative difference in employee experience.

It’s normal to hear C-suite leaders suggest that strategic vision is impossible under these conditions. That must have been the mantra in the newspaper, recording, photography and retail industries as they were yielding their business to upstart competitors.

“It’s so foggy that I can’t see” is what followers say before they wreck the car. “It’s my job to lead my followers through the thick fog” is what the successful leaders say. Right now, nothing could be easier than hiding behind stacks of reports that document incremental problem solving. But nothing could be more damaging to the organization.

Underneath all the turbulence, HR is undergoing a metamorphosis. Historically, the discipline was artisanal and heuristic. Today, it is becoming a science focused on the unique data and circumstances of the organization. We are navigating the same transition that medicine experienced in the middle of the 19th century—from guru-led folk wisdom to disciplined science.

Today’s CHRO is faced with a crushing set of opportunities to screw up. The path is narrow and mistake-laden. But waiting for someone else to figure it out so that the process is risk-free is exactly how it doesn’t work anymore. More than ever, the HR function requires clear, value-oriented leadership.

(One of the best ways to get a handle on what HR is becoming is to attend the annual HR Technology Conference this October in Las Vegas.)

Here are a dozen ways to do the CHRO job badly enough to get replaced:

1. Use ROI As The Exclusive Hurdle For New Projects. In HR, this limits projects to things that reduce costs and improve efficiency. The problem is how to do the right thing, not how to do the wrong thing faster.
2. Continue To Ignore Data Governance. HR’s data are important organizational assets that must be tended properly. It’s hard and politically challenging.
3. Implement Multiple AI Pilot Programs. This is not an advanced game of “pin the tail on the donkey.” Understand the problem you are solving before implementing technology.
4. Install A “Conversational” Chatbot. The organizational, financial, maintenance and operational consequences of these imperfect tools are not well understood.
5. Pretend People Analytics Is Just A New Way To Talk About Reports. Science is arriving in HR. People analytics works when the HR team is curious and wants to see things more clearly.
6. Keep Saying “Data Science Is Too Expensive.” Yes, data scientists command heartbreaking salaries. No, you can’t live without one.
7. Treat Your Data As If They Weren’t Evidence. Every interaction is documented in the contemporary organization. The pool of HR data is a pot of gold for a plaintiff’s attorneys. Be the first to understand data, not the last.
8. Indiscriminately Use Benchmarks. At best, the way that someone else does it gets you 50 percent to 60 percent of the way there. Benchmarks are like fashion catalogs in that the models always look better than you do.
9. Stay Too Busy To Have An HR-Technology Strategy. Like the projects that will actually help with HR’s transformation, you simply can’t calculate the ROI for having a clear picture of where you are going.
10. Act As If The 50 Percent Failure Rate In Recruiting Is Acceptable, Not A Crisis. Managers say 50 percent of new hires are understood to be mistakes within 18 months. Retention initiatives focus on perpetuating these bad decisions.
11. Insist That There Is No Way To Imagine HR Five Years From Now. The shifting ground makes it easy to value urgency and efficiency over effectiveness and value. Short-term, reactive thinking always obscures long-term perspective. Not having a guiding vision is a symptom of failure.
12. Implement Solutions That Solve The 80 Percent Of Issues That Don’t Matter. It’s common to hear tech vendors claim 80 percent efficiency in their offerings. It’s that other 20 percent that is worrisome.

Successfully navigating the next three to five years of HR’s evolution requires a proactive stance focused on creating value for the company while eliminating the practices that destroy it. Expect a lot of churn at the top.

About the Author :- Emerging Intelligence columnist John Sumser is the principal analyst at HRExaminer. He researches the impact of data, analytics, AI and associated ethical issues on the workplace. John works with vendors and HR departments to identify problems, define solutions and clarify the narrative.

Thanks to John Sumser / HRExecutive
http://hrexecutive.com/12-ways-to-get-fired-as-chro/

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Graduate-Level HR-Analytics Programs On The Rise

Organizations Are Increasingly Seeing The Need For Hr Professionals To Use Data To Tell Stories.

Anna Tavis Has Seen Lots Of Changes During Her Long Hr Career, Which Has Included Stints As Global Head Of Talent Management At Brown Brothers Harriman And Head Of Executive Talent At American International Group.

But The Change She’s Most Excited About Is The Rise Of Hr Analytics.

“Hr Is Finally Coming To The Table With Actual Evidence For A Lot Of The Things We’ve Been Talking About For The Entirety Of Our Existence,” She Says. “Thanks To Analytics, Now We Have Proof.”

Tavis, Who Left The Corporate World For Academia Several Years Ago, Oversees A New Graduate-Level Human Resource Program In Hr Analytics At New York University’s School Of Professional Studies. The 30-Credit Program Will Begin This Fall.

Master’s-Level Hr Programs In Analytics Are Becoming Increasingly Common. Rutgers University Has Introduced An Hr-Analytics Course Track As Part Of Its Master Of Human Resource Management Program. Cornell University Has Begun Offering An Hr-Analytics Certificate, Consisting Of Four Courses. American University Recently Created An Ms Degree In Hr Analytics And Management, A 30-Credit Program That Can Be Completed In 20 Months. Most Of The Programs Have Significant Online Components, Which Are Intended To Ease The Burden For Students With Full-Time Jobs.

“These Programs Are Filling A Void In The Market,” Says Shekar Nv (Nalle Pilli Venkateswara), Willis Towers Watson’s Senior Director Of Talent Management And Organizational Alignment.

Nv Himself Teaches An Hr-Analytics Course At The University Of Virginia. The Demand For Hr-Analytics Professionals Far Exceeds The Available Supply, He Says.

“I’ve Personally Headed The Workforce-Analytics Function At Some Major Companies And Can Assure You That It’s Very Hard To Find People With The Right Skills,” He Says.

Many Of Nv’s Clients Are Grappling With Problems That Would Benefit From Hr Analytics. Recruiting, For Example, Still Takes Too Long And Is Often Wasteful, Causing Companies To Lose Precious Time In A Climate Of Near-Zero Unemployment.

“Recruiting Is Prime For Analytics,” He Says. “It Can Help You Determine The Most Efficient Way To Find The Right People At The Right Time.”

One Of The Most Important Benefits Of Master’s-Level Hr-Analytics Programs Is That They Can Teach Graduates How To Use Data To Tell Stories And Highlight Critical Issues, Says Nv.

“Effective Storytelling This Way Is Really Hard Because, In Addition To The Data And Analysis Skills, You Also Need A Good Understanding Of The Business,” He Says.

At Villanova University, Robert Stokes Helped The Institution Launch Its First Online Graduate Program In Human Resources. After He Retired From Villanova In 2016, He Was Recruited To Join American University, Where He Now Oversees Its New Online Master’s Program In Hr Analytics.

American University’s Program Was Spurred By The University’s Hr Advisory Board, Which Initially Wanted To Create A Broader Online Hr Program For The University.

As The Board Members Deliberated, It Became Increasingly Clear That A Focus On Hr Analytics Was Needed, Says Stokes.

“There’s More Attention On Data-Driven Decisions, Not Just Automating Processes,” He Says. “There’s A New Emphasis By Hr Professionals On Utilizing Data To Evaluate Their Success In, Say, Attracting Qualified Job Candidates.”

The Program Includes An “Immersion Event,” Held Three Times Per Year In The Washington Area, In Which Students Visit The Headquarters Of Organizations Such As Hilton To Learn How They’re Deploying Hr Analytics. “It’s Kind Of A High-Touch Experience For The Students, Faculty And Staff,” Says Stokes.

While The Hr Advisory Board Helps Ensure That The Program’s Course Offerings Remain Up To Date, He Says, Some Of The Most Vital Input Comes From The Students Themselves.

“Our Students Share With Us The Various Tech Platforms Their Companies Are Using,” Along With How And Why They May Be Looking To Upgrade, Says Stokes. They Also Share Some Of The Other Challenges Their Firms Are Wrestling With, He Says.

“I Had A Student Who Said She Was Having Turnover Problems With A Certain Type Of Position At Her Organization,” Says Stokes. He Worked With The Student To Use Analytics To Determine The Potential Underlying Causes And Evaluate Hypothetical Solutions.

The Majority Of Students In Au’s Program Are Early In Their Hr Careers, Says Stokes. He Encourages Graduates To Focus On How They Can Use Data To Improve The Employee Experience At Their Organizations.

“We’re Not Trying To Turn Them Into Data Scientists, But More Like Hr Professionals Who Understand That, With Hr Evolving, They Can Be A Really Important Partner To The Business,” He Says.

At Nyu, Students Enrolling In The New Hr-Analytics Program—Formally Called The Ms In Human Capital Analytics And Technology—Will Complete A Seven-Course Core Curriculum That Focuses On Data Analysis And Automation, Along With The Foundations Of Behavioral And Organization Sciences And Applied Research. Students Will Complete Two Short Residencies In New York At The Beginning And End Of The Program, With The Rest Of The Material Completed Online. They’ll Have The Option Of Completing Their Studies Within One Year As Full-Time Students Or Three-And-A-Half Years As Part-Timers, Says Tavis.

Tavis Had An Outside Partner In Creating The Program: Ibm, Which Lent Her Four Data Scientists Who Specialize In Creating Ai-Based Tools.

“Diane Gherson [Ibm’s Chro] And I Have Had Multiple Conversations On This Topic,” She Says. “She’s Been An Inspiration To Me.”

Students In The Analytics Program Will Obtain Knowledge They Can’t Get From Other Programs, Including Hr-Focused Mba Offerings At Nyu, Says Tavis.

“Hr-Education Programs Are Still Mostly Focused On Functional Areas,” She Says. “This Will Be What I Call Hr 3.0—Evidenced-Based Hr Management.”

The Program Will Include An “Experiential Learning Capstone” In Which Students Will Intern At New York-Area Companies To Apply What They’ve Learned.

Tavis Says The Program Is Open To Students Of All Career Levels, Including Senior Hr Leaders, As Well As Those Just Starting Out. Students Without An Analytics Background Will Be Able To Enroll In A “Boot Camp” This Summer To Learn The Basics, She Says.

Having Analytical Skills Alone Is Not Enough, Says Tavis.

“We Need To Understand What Questions To Ask And Be Able To Interpret What The Data Is Telling Us,” She Says. “That’s What We’re Building Here.”

About The Auther :- Andrew R. McIlvaine is senior editor for talent acquisition at Human Resource Executive®. He oversees coverage of talent acquisition and recruiting and also edits the weekly Recruiting Trends Bulletin e-newsletter and its associated website, RecruitingTrends.com. A Penn State graduate, Andy also spent two years in the U.S. Army prior to attending college and attained the rank of sergeant while serving in the Army Reserves.

Thanks to Andrew R. Mcllvaine / HRExecutive
http://hrexecutive.com/graduate-level-hr-analytics-programs-on-the-rise/

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