The organisational impact of golf and workplace analytics

Following the Ryder Cups result on Sunday, I was interested to hear Rory McIlroy hail the influence of 'fantastic' captain Paul McGinley, saying that his meticulous attention to detail helped the surging victory. It's easy to think of success at golf as being simply down to the person holding the club, focussing on the golfer alone. But McIlroy's comments prove that success and failure are driven by a much wider group and range of factors and that the performance of each member of a team is impacted by - and has an impact on - those around them.

Likewise, our new study on HR operational excellence, Delivering more for less,doesn’t just look at the role of HR, it looks at the wider business angle and the different range of factors that can impact overall performance. Through the conversations that we had with over 150 organisations around the world, the link between a high-performing HR function and the benefit and implications for everyone in the business was clear. Thinking about the way that HR interacts with and supports the business is something that CEOs, CIOs and CFOs would be wise to take heed of. 

Our research brought to light a number of issues that matter to all businesses, regardless of size or shape:

  • by minimising the time that people spend on operational processes you can increase workforce productivity
  • by having trusted and accessible employee data you can improve regulatory compliance
  • by making sure that you have innovative and intuitive technology you can increase workforce engagement
  • robust workforce planning can enable new market entry and product development, and
  • predictive workforce analytics are critical for anticipating talent risks.

We found three areas that set the top performers apart – all of which will help organisations measure themselves against competing front-runners and identify priority areas for improvement. Firstly, they must provide a compelling user experience bykeeping pace with changing customer demands. Secondly, they must apply value-adding workforce intelligence by strengthening the quality and reliability of systems, data and analytics. And lastly, they must sustain the talent pipeline by securing the people HR needs to succeed.

Have a look at the report and let me know if you’d like to talk about it further.

Anthony Bruce | Partner
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