Tag: "David Creelman"

Conflict Resolution for a Politically Polarized Workforce

We’ve seen sharp polarization of political beliefs in universities and the public at large to the point where groups simply shout at each other with no ability to listen. This becomes a problem when it bleeds into the organization.

Perspective: A Tip for Being More Strategic

Everyone tells us we should be strategic thinkers, but what does that actually involve? Here’s a little exercise you can do right now that will make you more strategic.

Learning & Development: The Advantages of Being a Slow Learner

Do you feel like a slow learner? Is it a good or bad thing? Is there a deep lesson in this topic that can affect how we approach leadership development?

Can You Teach Business Savvy?

The universal complaint about HR is that it is not sufficiently business savvy. Is this something we can fix through training and development or are we stuck? If we teach people to read financial statements will that help?

How to Derive Insights from HR Data

In a previous article I discussed how to get clean data for HR reporting. Now let’s move on to the next problem: deriving clear insights from the data.

How to Get Clean Data for Your HR Reporting

All the talk about people analytics has led to a resurgence of interest in better HR reporting. Unfortunately, most of the advice on how to do reporting reads like this: “Metrics should be based on accurate data, they should deliver clear insights, and you should tell a story around those insights that will drive action.” The problem is not that these points are wrong, it’s that those are the very issues that are standing in your way.

Escape from Big Data

You probably feel under some pressure to do something with “Big Data”. What you should actually do is probably far less clear. Let me help.

An HR Transformation to be Proud of

If you studied science or engineering, you probably still find the standard practice of HR a bit odd. As a profession we are quick to adopt faddish practices because they are new, or sound good, or because someone else is doing them. This is a far cry from the disciplined approach to gathering evidence that you learned in university. The question for you is, can you create a change to bring more rigour into your own HR department? Can you drive a quiet transformation you’d be proud of?