CEO和COO在HR Reporting方面的10个主要期望因为作者长期专注于帮助HR利用他们的人力资源数据提供更好的业务成果，阐述了作者认为CEO和COO在人力资源数据报告方面的10个关键期望。
首席执行官和首席运营官对人力资源报告的10个期望值
了解脉搏--对公司组织和员工健康状况的顶线指标（人员不足、人员过剩、参与度、周转率等）要有信心和可信度。
了解你的东西--虽然HR的运营指标（关于：薪资、招聘、薪酬与福利等）必须作为HR日常工作的一部分进行量化、跟踪和优化--但不要指望其他人总是感兴趣，除非他们在特定时间受到影响。HR只需要在做好这些基本工作的同时，做到可信、可信赖。
要公正--从不偏不倚的事实开始，发掘优势和机会两个领域。然后转入了解重要话题的背景或潜在条件。
有证据--专注于阐明或揭穿CEO所面临的业务问题（包括战略和运营）中的人的方面，如人才管道、生产力、人员流动、薪酬等。
实事求是--确定切实可行的、可负担的、以投资回报率为导向的方案，以打造优秀的团队，提高生产力，执行业务计划。
保护公司风险--利用人力资源数据了解并降低基于人的风险（如未达到招聘目标的影响、准确预测招聘需求等）。
真正的合作伙伴--不要只是发现问题，要先发制人，合作制定解决方案，并衡量影响和进展。
在相关的地方要有洞察力--不要对那些与战略或运营无关的事情提供洞察力--要深入研究并提供可信的、以数据为驱动的故事情节，在任何特定的时间点上都是重要的。
优化员工终身价值--利用您的数据做出更明智的招聘决策，并留住关键绩效人员。了解您的最佳招聘来源在哪里，如何以最佳方式让他们达到预期的生产力，谁创造了差异化的价值，以及如何以最佳方式长期保留他们。
识别创造价值的机会--使用人力资源数据来降低风险，削减成本，并加速和直接促进公司的P&L。
Know The Pulse - be confident and credible with the topline company metrics on organizational and employee health (understaffed, overstaffed, engaged, turning over, etc).
Know Your Stuff - while HR operational metrics (re: payroll, recruitment, comp & bens, etc.) must be quantified, tracked and optimized as part of HR’s day-to-day - don’t expect others to be always interested unless they are impacted at a given time. HR just needs to be credible and trusted in getting these basics right.
Be Impartial - start with unbiased facts and uncover both areas of strength and opportunity. Then move into understanding context or underlying conditions in topics that matter.
Have Proof - focus on articulating or debunking the people side of business issues (both strategic and operational) that the CEO is facing such as talent pipeline, productivity, turnover, compensation, etc.
Be Practical - identify practical, affordable and ROI-driven programs to build great teams, drive productivity and execute the business plan.
Protect Company Risk - use HR data to understand and mitigate people-based risk (like the impact of not hitting hiring targets, accurately forecasting hiring needs, etc.).
Truly Partner - don’t just identify problems, be preemptive, collaborate on working on solutions and measure impact and progress.
Be Insightful Where Relevant - don’t provide insight into things which aren’t of strategic or operational relevance - drill down and deliver credible, data-driven storylines in the things which matter at any given point in time.
Optimize Employee Lifetime Value - use your data to make smarter hiring decisions and retain key performers. Understand where your best sources of hires are, how to best onboard them to expected productivity, who creates differentiated value and how to best retain them for the long-run.
Identify Value Creating Opportunities - use HR data to reduce risk, trim costs, and to accelerate & directly contribute to company P&L.
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