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Human Resources and the growing use of Metrics and Analytics

Abstract HR professionals have increasingly become involved in organizational strategy (Dessler & Chhinzer, 2016), relying on human resource information systems (HRIS) to provide metrics and analytics in order to make strategic decisions (Hussain, Wallace, & Cornelius, 2007).  Using metrics and analytics in HR presents a unique and sometimes controversial scenario, due to the complex type of asset being measured and quantified: human beings.  This article aims to show that the use of human resource information systems for strategic decision making remains highly flawed, lacking sufficient evidence to justify its enthusiasm in mainstream business.  It argues this point by contrasting articles which claim favourable, unfavourable, and neutral assessments of strategic HRIS solutions, drawing a conclusion based on the most credible evidence.    Introduction Since the 1990s, human resource information systems have grown to dominate many facets of the HR profession.  A s

Freelance and Careers

In The National Post article “ If the 'gig economy' is booming, why is 'freelance' still considered a dirty word associated with failure?” Sabrina Maddeaux discusses the growing number of freelancers, opposed to traditional employees, in the U.S. and Canada, especially among younger workers aged 18-34.  She postulates that inadequate benefits, job security, and room for advancement are the driving factors behind this trend, not merely financial compensation.  She also notes that our current society does not yet value freelancing as a suitable career option, often associating it with being unemployable or otherwise lacking work ethic. She concludes that, while freelancing has its own unique set of problems, it is becoming a viable alternative that does not deserve its current negative stigma.     Regardless of stereotypes, it is important to be aware of the growing sector of freelancers, contractors, or other contingent workers, as their high numbers reshaping our