Media1derland Blog

The largest line items on just about everyone’s P&L are related to people. We all generally have a sense of what we spend on people as a whole but very few organizations actually know what returns their spending generates on those people. Even fewer know how to target spending to improve returns, or use analytics to predict changes related to people. Do you?

While many will go to exhaustive lengths to calculate return on investment in software, hardware, and real estate, surprisingly few companies measure the return they get as a result of their spend on people.

Ingenuity, innovation, inventiveness, improvisation - it seems we’ve been talking about these words for a decade now. In fact, we’ve talked about them so much that I think sometimes the words have lost their meaning. So what is innovation in practice?

After attending the Bersin Impact 2013 conference, these are the most important thoughts that I took from the second day.

After attending the Bersin Impact 2013 conference, these are the most striking things that I took from the first day.

The specter of Big Data looms large in the Return on People arena. It won’t be long before savvy executives seek more robust measures to gauge the ROI of their greatest – and most costly – asset: their people.

How do you think about your people when you measure human capital performance? Do you measure their performance in a way that will allow you to help your business improve?

Based on existing theory about Human Capital Analytics and levels of organizational maturity, and thousands of hours of our own primary research, these are the levels of maturity that we believe every business leader will need to move his or her organization through in the process of transforming the Human Resources organization into an empowered driver of business strategy.

Think about this for a second. Are you measuring HR? What are the measurements you are tracking?

If you aren’t measuring HR, why would you want to start?

Strong leadership is required to guide people through periods of uncertainty and keep disruption to a minimum and production at acceptable levels. Are you up for the task?

Centers of Excellence are a great concept for improving business performance, but some organizations do not define the term well. Here are three common mistakes organizations make when they define their COE's.

In the spirit of the holidays, we have developed the six factors necessary for a high performance holiday season. Follow this advice, and you will surely enter 2013 ready for your best year yet!

Performance improvement plans often require changes in the organization. But how can you implement the changes without disrupting the culture already in place?

Confronting leaders about performance problems can be intimidating. Here's a little advice on how to bring up the subject and motivate leaders to help fix the issues.

How can you be sure that your training investment works to fix the problems it is designed to solve? Read more to find out why being 'lean' isn't good enough.