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Posted: 5th December 2019
Do you believe evidence, and data, will get HR an invitation to the C-suite?
Data and insights clearly matter – but we should also blend this with a compelling narrative if we are going to build greater credibility. We need to think like marketing – and combine some key data that is compelling (a few choice stats rather than lots of spreadsheets) with the story we want to tell – through quotes, anecdotes, etc – to help them to ‘care’ about what we are telling them. Data on its own engages leaders on an intellectual level – but we need to appeal to their imagination and their emotions if we are to have the impact we want.
We also need to think about the types of data we are collecting. Here’s a link to a recent blog that explains this point in more detail https://disruptivehr.com/writing-an-hr-board-report-that-they-actually-enjoy-reading/
Hope this helps!
I’m new to a public sector organisation and I want to totally overhaul our ‘HR Scorecard’ to mirror our new People Strategy which focuses on creating a great employee experience and our culture I’m struggling with deciding on what data to collect, and how to collect it, and how to display it to senior management so that it is really appealing and tells the story of how our organisation is performing in terms of people management.
Currently we report on sickness absence, hours spent on L&D, E&D stats and turnover and that is about it.
I really like the things in the blog but how would you gather the data to reflect on them and display this?
Any examples would be greatly appreciated!
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