The essential reference for governmental GAAP application Wiley GAAP for Governments 2017 provides the latest information on GAAP, with coverage designed specifically for government entities. With a focus on the practical rather than the academic, this book provides insightful, up to date implementation information and explanations of the important developments in governmental GAAP that have occurred in the past year. Exclusive coverage includes school districts, public authorities, and individual pension plans financial statements, with a disclosure checklist that helps preparers ensure compliance. Visual aids help facilitate the reader's understanding of the material, providing a comprehensive guide to financial reporting for governments at the state and local level. This reliable guide is an industry favourite for its accessibility, completeness, and relevance, helping readers achieve and maintain compliance with minimal burden. Governmental accounting standards are continuously being released, growing in complexity with each iteration. Wiley GAAP for Governments is updated annually to provide the most up-to-date information available, with thorough explanations and expert implementation advice. Get up to speed on the newest accounting pronouncements Understand how GAAP applies to government bodies and pension plans Refer to disclosure checklists designed specifically for government entities Study flowcharts, diagrams, and charts to gain a deeper understanding This user-friendly guide is organized for easy navigation, and designed to help preparers quickly find, understand, and apply the information they need. Expert guidance through the increasing complexity of preparation and implementation of relevant changes is what makes Wiley GAAP for Governments 2017 the reference financial professionals keep on their desks rather than on their bookshelves.
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Dearborn Jenny. The Data Driven Leader
PRAISE FOR THE DATA DRIVEN LEADER
ACKNOWLEDGMENTS
PREFACE
A CRITICAL TIME – AND OPPORTUNITY – FOR CHANGE
ANALYTICS IN ACTION
WHAT YOU CAN EXPECT FROM THIS BOOK
GETTING STARTED
Chapter 1. PLAYING THE BLAME GAME
ENTERING THE FRAY
NOT ANALYTICS-SAVVY? YOU’RE NOT ALONE
Chapter 2. LEADING WITH BUSINESS OUTCOMES
A NEW WAY OF THINKING
Chapter 3. STARTING WITH ANALYTICS
Chapter 4. EARLY DISCOVERIES
ONE WEEK POST OFF-SITE: FEBRUARY 18
ONE MONTH POST OFF-SITE: MARCH 11
Chapter 5. DIAGNOSING WHAT’S WRONG
LATER THAT DAY
A SHORT TIME LATER
JUST AFTER 5:30 P.M… …
Chapter 6. THE ROAD AHEAD
MARCH 25 (TWO WEEKS LATER.. )
Chapter 7. RESULTS WIN SUPPORT
JUST OVER NINE MONTHS LATER.. JANUARY 15
A FEW DAYS LATER
ESSENTIAL READING
THE FOUR STAGES OF ANALYTICS
HR ANALYTICS REVIEW
A. LEADERSHIP DEVELOPMENT AND SUCCESSION PLANNING
B. LEARNING MANAGEMENT
C. PERFORMANCE MANAGEMENT
D. TALENT ACQUISITION
E. TOTAL REWARDS
REFERENCES
ABOUT THE AUTHORS
WILEY END USER LICENSE AGREEMENT
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We are so thankful and lucky to have assembled a fantastic team of talented professionals to support this book project.
It is urgent that we human resource professionals step up our game in response, and effectively prepare for the future. With 47 percent of jobs currently performed by humans potentially eliminated as early as 20302 (or 50 percent of work activities disposable right now, according to a more dire prediction3), we must change the way we think and work. Our profession has evolved from administrative experts in Personnel or Industrial Relations to today’s top CHROs – key executives driving measurable business performance. We are encouraged by our collective progress, but also know that HR has much further to go.
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Here’s one approach. Partnering with an analytics expert, your finance team and a line of business such as sales, measure the benefits of hiring stronger candidates (for example, faster time to productivity, higher sales, lower attrition) versus the costs of weaker hires. Then, studying the profiles of top performing hires, predict what kind of job candidates will be most successful. Finally, using prescriptive analytics, introduce a program designed to hire people who are X percent more likely to stay, Y percent more likely to reach productivity faster than the average hire, and provide a Z percent higher level of customer satisfaction than the average hire. This approach and these data position your training program for hiring managers as driving business performance, a language every executive speaks.
Throughout this book, we introduce business challenges like the hiring example above, then propose business solutions using sound human resources practices coupled with analytics. While reading The Data Driven Leader, imagine the possibilities for people analytics at your company.
