On May 12, 2014, Cielo launched their new brand identity. Coinciding with this event, the strategic talent solutions provider launched the inaugural Cielo Talent Activation Index, which authenticates the importance of developing a sustained people advantage. Recently, HRO Today delved into this complimentary report, highlighted key findings and spoke with Cielo CEO, Sue Marks, for additional insight.
Specifically, the article—Eye on 8—touches on eight talent strategies “where the difference in approaches between the highest-performing organizations (leaders) and the poorest-performing organizations (laggards) are most extreme.”
Excerpts from the article:
1. Embracing workforce work-life balance. While work-life strategies may not be what the survey’s leaders do most, they do show the largest difference between the efficacy of high-performers’ approaches and everyone else’s. Call it enlightened self-interest: If an organization takes good care of top talent, then the top talent takes good care of the organization’s interests. Globally, 65% of leaders rate themselves as “excellent” for their support of programs such as remote work arrangements, job sharing, flexible scheduling and convenience services. That compares with 17% of mainstreamers and only 4% of laggards, producing an overall study average of only 24%.
“Employees want to be empowered to make their own decisions regarding when, where and how they work,” says [CEO Sue Marks]. “Leaders need to be comfortable managing their teams based on their outcomes and accomplishments instead of hours spent at a desk.”
2. Using data and analytics to create workforce strategies. Aside from having a strong employee value proposition, leaders rated their use of data and analytics to inform workforce strategies that drive the achievement of business objectives as most effective in the study. It appears that rigorous data analysis is key to creating workforce strategies that help organizations achieve their top business priorities.
“Leading HR practitioners are driving their organizations to do more than collect data—to truly use that data to inform decision-making at every level in the organization,” notes Marks. “Our survey results confirmed that rigorous data analysis is key to creating workforce strategies that help organizations achieve their top business priorities.”
With 72% of leaders rating their use of data and analytics to drive workforce strategy as very effective, these top performers were 12 times more likely to choose that top rating than laggards (6%), and 3.6 times more likely than mainstreamers (20%).
This appears to be a natural progression: The more value an organization places on assessing the quality of its in-house talent and the impact of its workforce on the business, the more likely it is to invest in the methodologies and expertise it needs to collect data and undertake a sophisticated analysis of its talent pool.
For full access to the eight talent strategies highlighted by HRO Today, visit: