It scares me sometimes when I think about the big decisions I’ve made on gut feel and will probably continue to make relying on my instincts.
Making sense of people data is a struggle for many HR professionals. People analytics is only effective when data collection is focused on achieving a particular management objective - such as improving talent management processes, such as recruitment or retention, or to demonstrate HR's contribution to the value/ROI of these processes. Despite this core concept of people analytics, many companies simply analyse the data nearest to hand – with the results being anything but insightful.
Software is eating the world. Startups become unicorns overnight. Tech giants move into any industry. Autonomous cars make diesel irrelevant. Alternative sources of energy. Smart everything. Data abundance. We are in the middle of a technology revolution. One new concept, however, is corporations starting to imitate best practices of startups and tech giants. Corporate innovation is no longer done by an R&D unit that is separated from the main business.
A lot is being read, written or heard about GDPR – it’s relevance, implications to institutions that collect personal data, and ramifications of non-compliance. Therefore, this will not deal with any of these in detail. Keeping it simple we will try exploring 4 specific impact points within financial institutions because of this regulation, and therefore what changes this may ask to be brought about in systems, while meeting its terms under the 99 articles that GDPR comprises of.
During a recent conversation with a family member about the data-age, she shared with me that she never thought there would be so much data at her fingertips -- anything and everything you could ever think of. We both agreed that no matter what “data” was available through online resources, friends, for example, nothing would take the place of experiencing first-hand what you just Googled.
Digital is all the buzz today. You need to have a mobile app, be agile, invest in startups, move to Office360 & Yammer, do sprints, have scrum masters, use AI, build IoT, add BlockChain, ... BUT the dirty little secret of the innovators is that you will not be one. You might actually be putting lipstick on a pig!
Data and culture have a significant part to play in the successful transformation of businesses. Tim looks at how data can be used to affect change and drive value within a business, whilst being cognizant of the culture of the business.
Tim discusses the importance of a roadmap and planning during transformation, emphasising the role of communication. He considers the most important part of communication to obtain buy-in for a transformation.
Our technology and devices are becoming increasingly interconnected, creating the Internet of Things (IoT), but our interaction is no longer device bound it involves a substantial amount of voice interaction, which has created what Google refers to as the 'ambient internet'.
Our partners IQPC and TEX have conducted an interview around the ambient internet and the future of technology with Google's Director of Strategy and Operations, Craig Fenton.
Our Top Tips and Takeaways from this interview:
In an era where HR is frantically struggling for a seat on the bandwagon of data-savvy, data-driven business functions. An era where HR is yet to come to terms with the data value chain; where data culture is practically non-existent; data visualization remains a dark art; and BI stands for Brain Injury ... Is HR ready for Big Data?!
WHERE DO WE BEGIN?