Are you new to HR and looking for advice? Or are you an experienced HR-manager who's always on the look-out for new trends? In this FAQ you'll find answers to all your questions.
As is the case with other remote processes, remote onboarding cannot imitate normal onboarding. A different approach is therefore necessary, with extra attention for the human element in the online context.
Since the organisational chart maps out the structure of an organisation, it also usually forms the basis for a company's HR processes. In that context, it is first and foremost a guideline for employees. Thanks to that structure, they can better assess who they should contact when there are difficulties. Getting to the right person quickly helps to solve problems quickly. Moreover, the organisational chart makes teams aware of their rights, obligations and expectations.
Both have a different purpose and therefore require a different approach. Therefore, keep them well separated.
OKR stands for Objectives & Key Results. Andy Grove devised this framework to link achievable objectives to measurable results.
The method wants to get the whole company moving in the same direction. In other words, it wants to help teams align. How? By accurately applying those objectives and results to all levels of the organisation. Individual goals are thus linked to team goals which, in turn, are in line with what the company is striving for.
If you combine information about the 'human capital' - the human resources - with other relevant figures, and look for connections between them using statistical methods, then you are talking about HR analytics. You can look for insights into salary evolution, diversity, absenteeism and so on. Analysing these relationships will help you to improve your HR policy, so that your employees perform better, function better and stay in your company for a longer period time.
The Bradford Factor is calculated using the following formula: B = S² x D
B = the Bradford score
S = the number of different sickness periods for a particular employee in the past year
D = the total number of days of illness for a particular employee in the past year
Generally speaking, the higher the Bradford Factor, the more damaging it is to your organisation. Frequent short periods of absence are more difficult to cope with than long periods of absence.
But it is best to take this with a grain of salt. The assumptions implied by the score are not always correct and can be influenced by all sorts of factors. Interpret the Bradford Factor therefore carefully, critically and humanly. Investigate underlying concerns when a high score occurs and enter into a dialogue with the employee in question. Good leadership starts with well-founded and open communication.