Who in your organization is charged with spotting the stresses that, like leaks in a roof, will lead to bigger problems if not addressed? Increasingly it's Human Resources. In the 20th century version of itself, HR commonly dealt with employee morale, personnel disputes, disciplinary issues, and workforce negotiations.
Often those tasks provided an 'ear to the ground, ' picking up symptoms of larger problems that were relayed to linemanagers and executives for follow-up. But that reporting was too often informal, and follow-up was not guaranteed, especially if the stresses could be blamed on the managers receiving the reports.
Often those tasks provided an 'ear to the ground, ' picking up symptoms of larger problems that were relayed to linemanagers and executives for follow-up. But that reporting was too often informal, and follow-up was not guaranteed, especially if the stresses could be blamed on the managers receiving the reports.
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In 1998, when we began providing CHROs with operational metrics, benchmarks, best practices data and trends analysis, corporate staffing was a more unified profession. The tools of the staffing trade were few and well understood; job markets were opaque and tilted in favor of employers; and in most companies, staffing was viewed as a mid-level, largely operational and administrative function.
We locate, screen and catalogue the best HCM research available. Most of it relates to North America, but globalization is making quality data from other markets increasingly available. From time to time we summarize research published over several years in topical reports that cover trends, metrics, and best practices.
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