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Peopleanalytics is at the center of human resources (HR) strategy and planning. Companies rely heavily on data and analytics to find and retain talent, drive engagement, improve productivity and more across enterprise talent management.
Interested in exploring the various avenues of digital employee engagement by leveraging data and analytics? Dhritiman Chakrabarti, Advisor – PeopleAnalytics, BRIDGEi2i. At BRIDGEi2i, he’s involved in guiding the global Go-to-Market strategy on talent analytics and expanding into the Asia Pacific(APJ) region.
To give a brief introduction, he has over two decades of experience in Analytics, Big data and AI delivery across banking and financial services, commercial finance, insurance, e-commerce, retail, and supply chain. Today we have with us Muthu Kumar, Senior VP and Region Head, APAC & ME at BRIDGEi2i. Hi, Muthu.
JJ: Well, it has, and to explain its relevance first, we need to understand that strategy and finance teams of various companies are working through scenario planning with other business functions to really ascertain how the situation will evolve and further impact revenue and then thereby impact operational expenses. If yes, why?
IBM Watson Talent Frameworks empowers peopleanalytics and cognitive HR with a data-rich foundation by helping organizations identify talent gaps, interview for, and coach the skills required for critical roles across functions like HR, audit and compliance, sales, finance, marketing, and many others.
Given the lack of historical precedents to an event like this, most businesses have established war rooms—very, very agile war rooms to cope with issues right now in the supply chain, in workforce management, in cash and finances.
Let them know what’s going on in the mind of the customer and say, what could you do to help, you know, finance? Is there a way that we could do some pro bono consulting to help people install these things or implement what we sold them? Number two it’s to come back and tell that story to the rest of the company.
And there, and by the way, the finance person’s doing their job, they’re saying, ‘Hey, I will start writing checks out when I start seeing checks coming back in’. And right now their CFO of the companies become the CF now. And so it’s two messages.
And there, and by the way, the finance person’s doing their job, they’re saying, ‘Hey, I will start writing checks out when I start seeing checks coming back in’. And right now their CFO of the companies become the CF now. And so it’s two messages.
This isolation stems from historical operations, where sales compensation is designed and managed within Sales, with periodic budget oversight from Finance, while HR focuses on base pay, benefits and equity. A unified total rewards strategy can drive better business outcomes, necessitating collaboration across HR, Sales and Finance.
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