3种方法可以使员工数据对您的CEO产生更大的影响应该在没有争议的情况下分享简单的员工记录，但是当人力资源主管在与首席执行官和首席财务官的月度损益表会议期间提交人数报告时，它可能成为议程中最具争议的项目。
通过我过去与大型企业就人才和人力资源战略进行咨询的经验，我听到了无数关于CFO和CHRO产生人数不匹配的故事。通常会进行20分钟的讨论，了解哪个数字是正确的以及为什么。这是一场低价值的讨论，它将两个应该建立战略联盟的合作伙伴之间的语气设置错误。
你能猜出谁负担解释他们的数字？这不是首席财务官。
在大多数情况下，这在技术上不是HR的错。事实上，人力资源和财务部门可以报告不同的数字，并且两者都是算术正确的。在这篇较老的（但仍然相关的博客文章）学者Donald M. Atwater和Brad Jorgensen 解释了这种差异是如何发生的，特别是当每个部门对谁是工人使用不同的定义时。
Atwater和Jorgensen用这种方式准确地总结了人数难题：“客观观察者可以说这些计数在技术上都是正确的。一位沮丧的高管会说应该只有一个答案。“
是的，建立一个真像的来源，但是.......
虽然员工人数和解仍然是许多人力资源领导者面临的棘手问题，但一些先进组织已成功解决了这个问题的核心问题。
最积极主动的团队从更好的协作开始，确保人力资源和财务方面的人员和预算影响数据定义保持一致。他们还有纪律，不会创建影子系统，并避免使用一个部门或另一个部门中携带的“对帐”电子表格作为不根据原因修复流程的借口。
在技术层面，当从一个虚拟平台访问所有相关数据时，它消除了人力资源部门为财务部门建立影子系统的需要。然后，人力资源领导者可以消除他们的团队花费时间来获得与财务所呈现的数字相匹配的时间。
就避免人数纠纷而言，这绝对是明智之举，但事情就是这样：当戏剧清除时，另一个问题仍然存在。
传统的人数报告很无聊
对于大多数人力资源领导者来说，最大的问题是员工人数报告是因为缺乏更好的无聊期限。
无聊的人数报告无法帮助人力资源明确表达满足业务目标或需求所需的内容。他们未能揭示人员短缺将如何影响收入目标或净推动者得分。他们未能揭示投资（或缺乏投资）将如何影响未决人才短缺等趋势。因此，传统的人数报告无法帮助人力资源获得与财务相同的战略基础。
通过将重点从孤立的人数指标转移到对业务至关重要的动态趋势，战略性人力资源领导者正在引起关注并获得高管人员的信任。来自社交媒体软件公司的一个人力资源团队在执行会议期间询问“假设”问题，以检查他们在招聘目标方面的表现，从他们的人员数据中获取答案，以确定他们是否需要根据新的发展情况改变方向。
RBL集团的研究发现，有效的人力资源专业人员“既是理解商业背景的战略定位者......又是通过信任关系影响的可靠活动家。”为人数建立一个真理来源很重要，但它并不否定讲故事的必要性。基于更全面，动态的人员数据视图。
如果您是人力资源领导者，希望在与CEO会面期间提升您的战略角色，请考虑进行以下三项升级：
升级＃1：避免将人员作为库存
您的投资顾问不会报告您拥有的股票数量。她告诉你他们相对于市场的表现以及他们的目标。换句话说，她为您提供资产估值。
同样，您需要向首席执行官提供人员资产的估值。但在大多数人数报告中，人才绩效与业务成果之间的联系并未实现，人们被列为项目清单。
例如，在给定的时间段内查看人数的净变化是很常见的。但是，这使组织几乎无法了解有多少人对其角色不熟悉，这可能会产生错误的安全感（提示 - 尝试使用瀑布图来显示人员变化）。然后，组织将此指标用作围绕组织应雇用，转移，促进或解雇的人数的决策的基础。
而不是仅仅关注整体净变化，而是关注组织内部以及内部和外部的人员流动。通过将人数放在正确的背景下，您可以回答手头的真正问题：您是否有准备好工作的人的短缺或盈余。
升级＃2：关注未来，而不是过去
销售人员不仅会报告预订数量，还会报告销售渠道。正如人力资源专家John Sullivan博士在这篇关于影响首席执行官的帖子中所说，“高管们希望了解当有时间对此做些什么时会发生什么'明年'。”
吸引首席执行官注意力的趋势将反映出以未来为重点的销售额。在错过生产里程碑或客户因服务质量差而停止重复访问之前很久就找出关键角色是否短缺的最佳时机。
然而，大多数人数报告都是历史性的和反应性的。当人力资源部门能够提供与未来对收入，客户满意度或生产率等领域影响相关联的人数预测时，相关利益相关方可以采取行动。
升级＃3：将员工人数转换为费用
CEO希望看到变化的底线影响。但这很难确定并与员工人数沟通。“头数”确实需要转化为组织在人们身上花费的多少。
提供总劳动力成本（TCOW） - 为组织贡献工作的人员的全部成本，包括所有劳动力成本和劳动力管理成本 - 将帮助您了解和沟通潜在决策将来如何影响您的组织。
在展示TCOW时，请确保显示总数。这意味着将临时工和任何其他劳动力纳入人员增加。通过以临时工或临时工的形式聘用“非征用”人数来避免传统的审批程序是很常见的。务必对劳动力成本进行全面描述。
一家大型跨国制造商利用我们的人才战略平台按地点分析其员工队伍 - 与创收，成本和风险的关系 - 回答战略问题，例如：“我们是否在劳动力的成本和生产率方面处于正确的区域？ ”
那些能够阐明人才潜在成本影响的人力资源领导者往往会在组织内部产生更多影响，并可以就高优先级的业务问题提供明智的观点。
超越人数报告
当财务和人力资源部门使用相同的数据语言时，员工人数就变成了应有的程度：能够以无可争议的方式快速解决问题。
然而，谈话也必须转向人才如何影响业务成果和未来计划。通过这种方式，人力资源领导者可以从成为令人沮丧的辩论的焦点转变为成为商业关键信息的引人入胜和可靠的来源。
作者：Paul Rubenstein
As Chief People Officer for Visier, Paul is responsible for ensuring the company has the right culture and talent to fuel growth and innovation. With more than 25 years of experience consulting and working in HR, Paul has extensive expertise in leading the transformation of Talent Strategies and HR Functions, with work spanning M&A integration, corporate strategy, total rewards, outsourcing, and service delivery design. Prior to Visier, Paul was a partner at Aon Hewitt, where he advised large enterprise HR leaders on talent and HR function strategy.
以上由HRTech Ai 翻译，仅供传递观点。
来源：https://www.visier.com/clarity/headcount-data-more-impactful-to-ceo/
CPO
2018年12月02日
CPO
5个小技巧避免上系统的时候反悔！HR Tech: 5 Tips to Avoiding Buyer’s Remorseby Jessica Yuen, Chief People Officer at Couchbase (former Head of People at Gusto)
Technology has transformed numerous industries, and HR tech is experiencing its moment as more and more products are arising to make our jobs as HR leaders better and easier. These tools have the power to take repetitive work off the table and allow HR teams to be more insightful and strategic.
However, HR tech can be a double-edged sword that promises efficiencies while also being a potential minefield of user challenges and process changes. Many tools seem shiny and oh-so-promising: you’ve done your research, worked hard to get budget and internal buy-in, rallied the team around the product, but then…sometimes it fizzles and buyer’s remorse sets in. So, what can you do proactively in anticipation of these challenges?
Ask for customer references. Most teams hit the key research questions when looking for new HR tech (price, features, integrations, time to implement, etc), but the most helpful research often includes customer references. Talking to other customers is especially helpful during the decision-making process, plus can be helpful to provide insights into planning for implementation. Testimonials will provide a preview of highs and lows of implementation and help you suss out if the sales process was too good to be true or pretty spot on. Investing a couple hours to get the real scoop could save many more hours in the long run. Plus, it’s always great to connect with other awesome HR teams!
Try before you buy. De-risk a huge rollout when possible. Many HR tools allow for a trial period, which allows for the intricacies of integrations or ensuring historical data to be sorted out / spotted first. Running a pilot (say for 6–12 weeks) provides enough time to gather data on how engaging the product is as well as how much of the sales pitch was reality versus on the product roadmap. Usually in the first few weeks, engagement metrics spike as folks are eager to try out something new.
For a tool that the entire company uses, like the HRIS or performance management system, you can first provide access to your HR department to make sure that everything looks right, and then release to the “friendliest” departments or folks who will provide helpful feedback. By positioning this as a trial period, it can allow for the tool to get up and running sooner without as big of backlash, plus more importantly, identify any major snafoos before an all encompassing rollout. Oftentimes, you can find a department or subset of employees who can try out the tool and provide feedback.
This will also kickstart two key areas of momentum 1) Training of users, and 2) Identifying change agents who can help with evangelism and adoption. Naomi Davidson, founder of team effectiveness software trybe.ai, encourages customers to “learn about the long term relationship you’ll have with a vendor during the pilot. Good vendors care about supporting a successful roll out. Great vendors are long-term partners, helping to anticipate hiccups and measure success of the tool for your business.”
Secure it. HR tech expert Annie Wickman, who has implemented her fair share of systems at Humu, Gusto, Etsy, and Google reminds us: Triple-check the security. Many of these systems involve transferring a lot of private data, so pull in a security expert from your team to verify everything is secure. Nothing stands in the way of a smooth transition quite like a data breach.
Communicate, communicate, oh and then, communicate. Bring your leadership team and your employees along the journey. Being clear about what you’re trying to solve for (why is this tool needed), what’s different now that this new tool exists, the anticipated timeline, and what is Plan B if things go awry, will help get them comfortable. Then share any definitions for success (adoption rates, ROI, efficiencies like reduced questions to HR, etc) and track them in the coming months to show how effectively the rollout is going. Implementing a new tool takes time, which means the HR team may need more time to answer questions as you set up the resources for FAQs or get familiar with edge cases, so to the extent possible, your team should prepare both formal and informal communications. Ease the transition further and increase adoption by explaining and documenting the most common ways the tools is supposed to be used and including examples of any best practices. As with any tool, it is only as useful as the user who wields it. The more complex the tool, the more important it is that end users understand the purpose and function.
Back it up. For critical systems like your HRIS, run the prior method alongside the new system for a short time (depending on the amount of data this could be a couple weeks or a couple months). While it’ll feel like double the work, the ROI is worth it as it will allow you to easily audit if the new system is doing what it needs to do. Figuring out a couple easy-to-track metrics (e.g., number of entries) will be a good sanity check and might save you a lot of work down the road if you can avoid major glitches. As you monitor these metrics, you can also get a sense for if you need to switch tactics. For example, if you see adoption decreasing for a performance development tool, perhaps you can try a team by team competition on completion of goals in the system. Or leverage role modeling of good behavior by highlighting it in the company newsletter.
At the end of the day, these tips will help make the implementation faster, the organizational rollout smoother, and hopefully help users well, actually use the tools successfully.
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