Stela Lupushor

In Humanizing Human Capital, renowned business thought leaders Solange Charas, PhD, and Stela Lupushor reframe traditional HR practices into a future-forward strategy to optimize human capital. Charas and Lupushor shift decision-making about people from a gut sense to an evidence-based approach—a critical and much-needed departure from the cross-your-fingers-and-hope-for-the-best approach of most traditional HR programs today.

Learn how to quantify and manage human capital in order to… Show more

In Humanizing Human Capital, renowned business thought leaders Solange Charas, PhD, and Stela Lupushor reframe traditional HR practices into a future-forward strategy to optimize human capital. Charas and Lupushor shift decision-making about people from a gut sense to an evidence-based approach—a critical and much-needed departure from the cross-your-fingers-and-hope-for-the-best approach of most traditional HR programs today.

Learn how to quantify and manage human capital in order to future-proof your financial returns. Humanizing Human Capital reveals a step-by-step method to apply analytics approaches to human capital while anticipating inevitable changes in the workforce landscape. This will enable human capital professionals to generate positive outcomes for all stakeholders and allow management to make decisions that work for the entire enterprise.

Through the authors’ dozens of case studies, real-world situations, and twenty invaluable business principles, you will learn to:

- Adopt a best-evidence versus best-practice approach to decision-making
- Shift your thinking so that you view human capital as a crucial investment rather than as a sunk cost
- Balance human capital analytics with the more human-centric elements of people management
- Increase value for all key stakeholders, including investors, management, workers, customers, partners, and the community at large
- Utilize methods to measure and optimize human capital efficiency, increasing your ROI

The road ahead may seem unpredictable and even treacherous, but Humanizing Human Capital provides leaders of any organization with a new framework to create resilient, responsive, and innovative organizations with tangible and sustainable business results. Show less

Organizations across the world are increasingly interested in using artificial intelligence (AI) to manage talent. Executive search and leadership consulting firms, as well as in-house talent acquisition teams, are interested in harnessing the data and automation to create a more effective, fair, and efficient hiring process. However, the use of artificial intelligence in human resources continues to raise problems ranging from data privacy and bias to legal and operational risks.

The impact of information asymmetry is alive and well in 2022 and has found a new application: human capital. Information asymmetry occurs when one party has more information than another, generating inefficiencies in decision making to the detriment of the party with less information, and in the aggregate, results in economic inefficiencies.

The traditional roles primarily played by HR within corporate boundaries will have to shift to adapt to this new order and to the complexity of the relationships between work, the workplace, workers, and worth elements. Such complexities will at first include organizational ability to manage the contractual aspects of employment, as well as to manage the considerable challenge of cross-cultural integration . Organizations will also have to rethink their approach to employee experience and… Show more

The traditional roles primarily played by HR within corporate boundaries will have to shift to adapt to this new order and to the complexity of the relationships between work, the workplace, workers, and worth elements. Such complexities will at first include organizational ability to manage the contractual aspects of employment, as well as to manage the considerable challenge of cross-cultural integration . Organizations will also have to rethink their approach to employee experience and evolving systems of workplace motivators , to align with changes due to role enrichment and worker independence. Furthermore, organizations will be required to reassess their approach to leadership and skills development, to the management of workplace diversity, and rethink performance management and recognition in this context. Over time, these complexities will be addressed by using a variety of applications, platforms, and service providers. Show less

We do live in interesting times. We are living through many crises at once: never-ending stream of news about COVID-19 infection spikes, decimated labor markets, deep economic recession, reversion of globalization, global movement for social justice just to name a few. We are now at an interesting moment in history where there is a widening gap between workers’ expectations and what workplaces provide. We’ve witnessed the demise of the notion of a lifetime career. The benefits, perks, and… Show more

We do live in interesting times. We are living through many crises at once: never-ending stream of news about COVID-19 infection spikes, decimated labor markets, deep economic recession, reversion of globalization, global movement for social justice just to name a few. We are now at an interesting moment in history where there is a widening gap between workers’ expectations and what workplaces provide. We’ve witnessed the demise of the notion of a lifetime career. The benefits, perks, and anything else that traditional employment used to provide are things of the past. We feel “replaceable.” The exciting thing is that we are witnessing the beginning of a new reality of work that, at the core, is fueled by the information revolution. Show less

Times of high stress, such as the COVID-19 pandemic, create a sense of urgency to make decisions and increase the risk of acting without fully considering the consequences.

Crisis is like a lens - it magnifies everything. It quickly reveals the weaknesses in the systems, but it also brings out the best in the human character. It unleashes the ingenuity and the ability to mobilize resources in previously implausible ways. From an HR perspective, the pandemic creates an unprecedented opportunity to simplify the work environment, to focus on the workforce wellbeing, and (finally) embrace the digital transformation. It also creates a tremendous amount of uncertainty.

We conducted a half-year long study into Workplace Experience (EX) practices across many organizations. Our study shows that a growing number of organizations are undertaking transformational efforts to provide consumer-grade experiences to their employees. Curating the EX is becoming the next-generation source of organizational vitality as it taps into previously overlooked drivers of employee engagement and performance.

Never forget those numbers are human beings.

When it comes to workforce analytics, it requires a bit of a different thinking about the technology choices, how one implements them and the types of data one can use.

C-suite leaders have not adapted their workforce planning practices to match the pace at which they must execute their business strategy. Although they constantly adjust the markets where they compete, the products they offer, and the customers they serve, decisions about hiring and developing the talent needed to carry out these plans frequently are unconnected. Most companies still approach workforce planning as an annual exercise in which personnel spending is managed as a cost without… Show more

C-suite leaders have not adapted their workforce planning practices to match the pace at which they must execute their business strategy. Although they constantly adjust the markets where they compete, the products they offer, and the customers they serve, decisions about hiring and developing the talent needed to carry out these plans frequently are unconnected. Most companies still approach workforce planning as an annual exercise in which personnel spending is managed as a cost without considering the skills or talent needed to meet business objectives. HR and business units have little insight into whether the number of employees they have, or their capabilities, are sufficient to achieve revenue and other goals. And they’re aware of the consequences. A recent survey by Harvard Business Review Analytic Services found that for an overwhelming majority of respondents, inadequate workforce planning has prevented them from meeting business goals. Show less

- Adopt a data-driven approach: learn how HR can make the connection between statistics and business decision making
- Understand how to move to actual analytics while still producing reports and why you shouldn't wait until you have 100% accuracy
- Get key takeaways to improve your HR function, launch a new analytics program, or shift to a more data driven workforce

With exclusive contributions from:
Michael Cook, Vice President - Workforce Analytics at Credit Suisse
Brian… Show more

- Adopt a data-driven approach: learn how HR can make the connection between statistics and business decision making
- Understand how to move to actual analytics while still producing reports and why you shouldn't wait until you have 100% accuracy
- Get key takeaways to improve your HR function, launch a new analytics program, or shift to a more data driven workforce

With exclusive contributions from:
Michael Cook, Vice President - Workforce Analytics at Credit Suisse
Brian Fruchey, Analytics Manager - Talent Acquisition at eBay, Inc.
Brian Kelly, Founder and Principal at AnalyticsFirst
Stela Lupushor, Director - Workforce Analytics at a large financial firm Show less

The rise of social media in the enterprise has enabled new ways for employees to speak up and communicate openly with colleagues. This rich textual data can potentially be mined to better understand the opinions and sentiment of employees for the benefit of the organization. In this paper, we introduce Enterprise Social Pulse (ESP) -- a tool designed to support analysts whose job involves understanding employee chatter. ESP aggregates and analyzes data from internal and external social media… Show more

The rise of social media in the enterprise has enabled new ways for employees to speak up and communicate openly with colleagues. This rich textual data can potentially be mined to better understand the opinions and sentiment of employees for the benefit of the organization. In this paper, we introduce Enterprise Social Pulse (ESP) -- a tool designed to support analysts whose job involves understanding employee chatter. ESP aggregates and analyzes data from internal and external social media sources while respecting employee privacy. It surfaces the data through a user interface that supports organic results and keyword search, data segmentation and filtering, and several analytics and visualization features. An evaluation of ESP was conducted with 19 Human Resources professionals. Results from a survey and interviews with participants revealed the value and willingness to use ESP, but also surfaced challenges around deploying an employee social media listening solution in an organization. Show less

This paper examines the relationship between motivational design and its longitudinal effects on crowdsourcing systems. In the context of a company internal web site that crowdsources the identification of Twitter accounts owned by company employees, we designed and investigated the effects of various motivational features including individual / social achievements and gamification. Our 6-month experiment with 437 users allowed us to compare the features in terms of both quantity and quality of… Show more

This paper examines the relationship between motivational design and its longitudinal effects on crowdsourcing systems. In the context of a company internal web site that crowdsources the identification of Twitter accounts owned by company employees, we designed and investigated the effects of various motivational features including individual / social achievements and gamification. Our 6-month experiment with 437 users allowed us to compare the features in terms of both quantity and quality of the work produced by participants over time. While we found that gamification can increase workers’ motivation overall, the combination of motivational features also matters. Specifically, gamified social achievement is the best performing design over a longer period of time. Mixing individual and social achievements turns out to be less effective and can even encourage users to game the system. Show less