美国领先企业联合成立了一个联盟，应对人工智能对技术岗位劳动力的影响由思科（Cisco）牵头，埃森哲（Accenture）、谷歌（Google）、国际商业机器公司（IBM）和微软（Microsoft）等主要行业参与者参与的人工智能 ICT 劳动力联盟（AI-Enabled ICT Workforce Consortium）AI-Enabled Information and Communication Technology (ICT) Workforce Consortium 旨在评估和减轻人工智能对技术工作的影响。该联盟旨在确定受人工智能进步影响的岗位所需的关键技能，为再培训和提高技能提供途径。该倡议借鉴了私营部门、顾问和政府的合作见解，为人工智能环境下的劳动力做好准备，强调了全球合作促进包容性技术未来的必要性。
人工智能 ICT 劳动力联盟致力于提供实际可行的洞见，发掘重新培训和提升技能的新机遇
思科牵头成立的AI赋能信息通信技术（ICT）工作力联盟，包括埃森哲、Eightfold、谷歌、IBM、Indeed、英特尔、微软和SAP等行业领导者的加入。该联盟将评估人工智能对科技岗位的影响，并为最可能受到AI影响的职业确定技能发展途径。 联盟的成立得到了美国-欧盟贸易与技术委员会人才成长工作组的推动，思科主席兼CEO Chuck Robbins在该工作组的参与，以及美国商务部的建议，起到了催化剂的作用。 顾问团包括美国劳工联盟-产业组织联合会、CHAIN5、美国通信工人联合会、DIGITALEUROPE、欧洲职业培训协会、可汗学院和SMEUnited等。
比利时鲁汶，2024年4月4日-- 思科（纳斯达克代码：CSCO）和另外八家行业领先公司包括埃森哲、Eightfold、谷歌、IBM、Indeed、英特尔、微软和SAP，以及六位顾问今天宣布，成立了致力于提升和重新培训最可能受到AI影响岗位的AI赋能ICT工作力联盟。该联盟受到美国-欧盟贸易与技术委员会人才成长工作组的启发，旨在探究AI对ICT岗位的影响，帮助工作者发现并参与相关培训计划，同时连接企业和具备相应技能、准备就绪的工作者。
作为私营部门的合作平台，联盟正评估AI如何改变工作岗位及所需技能，让工作者取得成功。首阶段工作成果将总结为一份提供给企业领导者和工作者实际建议的报告。未来几个月将公布更多详情。研究结果旨在为那些寻求为员工重新培训和提升技能的雇主提供实用的洞见和建议。
联盟成员涵盖了在AI前沿创新的企业，他们深知AI对劳动力市场的当前和未来影响。各成员企业已分别记录了AI带来的机遇与挑战。通过合作，这些组织能够汇聚见解，推荐行动计划，并在其广泛的影响领域内实施这些发现。
“人工智能正加速全球劳动力市场的变革，为私营部门提供了一个强大机会，帮助工作者重新培训和提升技能，以迎接未来，”思科执行副总裁兼首席人事、政策与目标官Francine Katsoudas表示。“我们新成立的AI赋能工作力联盟的任务是向组织提供关于AI对劳动力影响的知识，并装备工作者以相关技能。我们期待吸引更多利益相关方——包括政府、非政府组织和学术界——一同迈出确保AI革命惠及每个人的重要一步。”
联盟的工作受到了美国-欧盟贸易与技术委员会人才成长工作组的启发，思科主席兼CEO Chuck Robbins领导其技能培训工作流程的指导，以及美国商务部的建议。美国总统拜登、欧盟委员会主席冯德莱恩和欧洲理事会主席米歇尔于2021年6月成立了TTC，目的是通过合作和民主方法在贸易、技术和安全领域推进美国和欧盟的竞争力和繁荣。
“在美国商务部，我们致力于推动先进技术的发展，并深化与全球伙伴和盟友之间的贸易与投资关系。这项工作正帮助我们建立一个强大且具竞争力的经济体，由能够获得高质量、高薪、可维持家庭生活的未来工作的才华横溢的劳动力所推动。我们明白，经济安全与国家安全紧密相连。这就是我为何感到自豪地看到人才成长工作组的努力以及AI赋能ICT工作力联盟的成立，”美国商务部长Gina Raimondo表示。“我感激联盟成员加入这一努力，共同面对AI快速发展所带来的新型劳动力需求。这项工作将为这些工作的具体技能需求提供前所未有的见解。我希望这个联盟仅是一个开始，并且私营部门将其视为一个行动呼吁，确保我们的劳动力能够享受到AI带来的好处。”
AI赋能ICT工作力联盟的工作解决了对具备AI各方面技能训练的熟练劳动力的紧迫需求。联盟将利用其成员和顾问的力量，推荐和扩大包容性的重新培训和提升技能培训计划，以惠及多方利益相关者——学生、职业转换者、当前的IT工作者、雇主和教育者——大规模提升工作者以适应AI时代。
在其首阶段工作中，联盟将评估AI对56个ICT岗位角色的影响，并为受影响岗位提供培训建议。这些岗位角色根据Indeed Hiring Lab的数据，包括在2023年2月至2024年期间在美国和五个ICT劳动力最多的欧洲国家（法国、德国、意大利、西班牙和荷兰）获得最高岗位发布量的前45个ICT职位的80%。这些国家的ICT部门共计拥有1000万名ICT工作者，占据了行业的重要份额。
联盟成员普遍认识到，随着AI在商业的所有方面的加速融合，及时集结力量，建立一个包容性、能提供维持家庭生活机会的劳动力市场的重要性。联盟成员承诺，在将越来越多地整合人工智能技术的职业领域，开发工作者路径。为此，联盟成员设定了具有远见的目标，并通过技能发展和培训计划，在未来十年内对全球超过9500万人产生积极影响。联盟成员的目标包括：
思科承诺到2032年为2500万人提供网络安全和数字技能培训。
IBM将在2030年前为3000万人提供数字技能培训，包括200万人的AI技能。
英特尔计划到2030年为超过3000万人提供当前和未来工作的AI技能。
微软承诺到2025年为来自弱势社区的1000万人提供需求旺盛的数字技能培训和认证，为他们在数字经济中提供工作和生计机会。
SAP计划到2025年为全球200万人提供提升技能培训。
谷歌最近宣布投入2500万欧元，支持全欧洲人民的AI培训和技能提升。
埃森哲
“帮助组织识别技能差距并进行大规模快速培训是埃森哲的重点任务，这个联盟汇集了一系列致力于在我们社区中发展尖端技术、数据和AI技能的行业合作伙伴。在各个行业中，为与AI协同工作的人员进行重新培训至关重要。那些在技术投资中与学习投资同等重视的组织，不仅创造了职业发展路径，还能在市场中占据领先地位。” - 埃森哲首席领导力与人力资源官Ellyn Shook
Eightfold
“工作的动态和本质正在以前所未有的速度演变。Eightfold通过深入分析最受欢迎的职位，了解重新培训和提升技能的需求。通过其人才智能平台，我们为商业领袖提供了迅速适应不断变化的商业环境的能力。我们为能够为组织预备未来工作做出贡献而感到自豪。” - Eightfold AI首席执行官兼联合创始人Ashutosh Garg
谷歌
“谷歌坚信，技术创造的机遇应真正面向所有人。我们自豪地加入AI赋能工作力联盟，进一步推动我们使AI技能培训普及化的工作。我们致力于跨领域合作，确保不同背景的工作者都能有效利用AI，为面向未来的职位做好准备，获得新机会，在经济中茁壮成长。” - 谷歌成长计划创始人Lisa Gevelber
IBM
“IBM自豪地加入这个及时的企业主导倡议，通过汇集我们的共同专业知识和资源，为AI时代的劳动力做好准备。作为行业领袖，我们共同的责任是发展可信赖的技术，并为所有背景和经验水平的工作者提供学习新技能和提升现有技能的机会，以应对AI采纳改变工作方式并创造新职位的挑战。” - IBM欧洲中东非洲人力资源副总裁Gian Luigi Cattaneo
Indeed
“Indeed的使命是帮助人们找到工作。我们的研究表明，Indeed上今天发布的几乎每个职位，从卡车司机到医生到软件工程师，都将面临不同程度的受到基于GenAI的变革的影响。我们期待为工作力联盟的重要工作做出贡献。那些授权其员工学习新技能并获得与不断发展的AI工具的实践经验的公司，将加深他们的专业团队，提高员工留存率并扩大其合格候选人库。” - Indeed AI创新部门负责人Hannah Calhoon
英特尔
“作为全球AI创新的领导者，英特尔自豪地加入ICT工作力联盟，继续我们的努力，为所有人塑造一个包容和公平的技术未来。作为联盟的一员，我们将与行业领袖合作，分享最佳实践，创造可访问的学习机会，并与各方利益相关者协作，确保工作者掌握了迎接明天的技术技能。” - 微软人力资源法律副总裁兼副总法律顾问Amy Pannoni
SAP
“SAP自豪地加入这一努力，帮助为未来的工作准备我们的劳动力，并确保AI在企业和职位中的应用是相关的、可靠的、负责任的。面对我们不断变化的世界的复杂性，AI有潜力重塑行业、革新解决问题的方式，并释放前所未有的人类潜能，使我们能够构建一个更智能、更高效和更包容的劳动力。多年来，SAP支持了许多技能发展计划，我们期待作为联盟的一部分推动更多的学习机会、创新和积极变化。” - SAP副总裁兼全球开发学习负责人Nicole Helmer
关于思科
思科（纳斯达克代码：CSCO）是全球技术领袖，通过帮助我们的客户重新构想他们的应用、支持混合工作模式、保障企业安全、改造基础设施，并实现可持续发展目标，连接一切，让任何事情成为可能。在新闻室了解更多信息，并在X上关注我们@Cisco。
思科和思科标志是思科及/或其在美国和其他国家的关联公司的商标或注册商标。思科的商标列表可在www.cisco.com/go/trademarks查看。提到的第三方商标属于其各自所有者。使用“合作伙伴”一词并不意味着思科与任何其他公司之间存在合伙关系。
来源：思科公司
LEUVEN, Belgium, April 4, 2024 - Cisco (NASDAQ: CSCO) and a group of eight leading companies including Accenture, Eightfold, Google, IBM, Indeed, Intel, Microsoft and SAP as well as six advisors today announced the launch of the AI-Enabled Information and Communication Technology (ICT) Workforce Consortium focused on upskilling and reskilling roles most likely to be impacted by AI. The Consortium is catalyzed by the work of the U.S.-EU Trade and Technology Council's (TTC) Talent for Growth Task Force, with the goal of exploring AI's impact on ICT job roles, enabling workers to find and access relevant training programs, and connecting businesses to skilled and job-ready workers.
Working as a private sector collaborative, the Consortium is evaluating how AI is changing the jobs and skills workers need to be successful. The first phase of work will culminate in a report with actionable insights for business leaders and workers. Further details will be shared in the coming months. Findings will be intended to offer practical insights and recommendations to employers that seek ways to reskill and upskill their workers in preparation for AI-enabled environments.
Consortium members represent a cross section of companies innovating on the cutting edge of AI that also understand the current and impending impact of AI on the workforce. Individually, Consortium members have documented opportunities and challenges presented by AI. The collaborative effort enables their organizations to coalesce insights, recommend action plans, and activate findings within their respective broad spheres of influence.
"AI is accelerating the pace of change for the global workforce, presenting a powerful opportunity for the private sector to help upskill and reskill workers for the future," said Francine Katsoudas, Executive Vice President and Chief People, Policy & Purpose Officer, Cisco. "The mission of our newly unveiled AI-Enabled Workforce Consortium is to provide organizations with knowledge about the impact of AI on the workforce and equip workers with relevant skills. We look forward to engaging other stakeholders—including governments, NGOs, and the academic community—as we take this important first step toward ensuring that the AI revolution leaves no one behind."
The Consortium's work is inspired by the TTC's Talent for Growth Task Force and Cisco Chair and CEO Chuck Robbins' leadership of its skills training workstream, and input from the U.S. Department of Commerce. The TTC was established in June 2021 by U.S. President Biden, European Commission President von der Leyen, and European Council President Michel to promote U.S. and EU competitiveness and prosperity through cooperation and democratic approaches to trade, technology, and security.
"At the U.S. Department of Commerce, we're focused on fueling advanced technology and deepening trade and investment relationships with partners and allies around the world. This work is helping us build a strong and competitive economy, propelled by a talented workforce that's enabling workers to get into the good quality, high-paying, family-sustaining jobs of the future. We recognize that economic security and national security are inextricably linked. That's why I'm proud to see the efforts of the Talent for Growth Task Force continue with the creation of the AI-Enabled ICT Workforce Consortium," said U.S. Secretary of Commerce Gina Raimondo. "I am grateful to the consortium members for joining in this effort to confront the new workforce needs that are arising in the wake of AI's rapid development. This work will help provide unprecedented insight on the specific skill needs for these jobs. I hope that this Consortium is just the beginning, and that the private sector sees this as a call to action to ensure our workforces can reap the benefits of AI."
The AI-Enabled ICT Workforce Consortium's efforts address a business critical and growing need for a proficient workforce that is trained in various aspects of AI, including the skills to implement AI applications across business processes. The Consortium will leverage its members and advisors to recommend and amplify reskilling and upskilling training programs that are inclusive and can benefit multiple stakeholders – students, career changers, current IT workers, employers, and educators – in order to skill workers at scale to engage in the AI era.
In its first phase of work, the Consortium will evaluate the impact of AI on 56 ICT job roles and provide training recommendations for impacted jobs. These job roles include 80% of the top 45 ICT job titles garnering the highest volume of job postings for the period February 2023-2024 in the United States and five of the largest European countries by ICT workforce numbers (France, Germany, Italy, Spain, and the Netherlands) according to Indeed Hiring Lab. Collectively, these countries account for a significant segment of the ICT sector, with a combined total of 10 million ICT workers.
Consortium members universally recognize the urgency and importance of their combined efforts with the acceleration of AI in all facets of business and the need to build an inclusive workforce with family-sustaining opportunities. Consortium members commit to developing worker pathways particularly in job sectors that will increasingly integrate artificial intelligence technology. To that end, Consortium members have established forward thinking goals with skills development and training programs to positively impact over 95 million individuals around the world over the next 10 years. Consortium member goals include:
Cisco to train 25 million people with cybersecurity and digital skills by 2032.
IBM to skill 30 million individuals by 2030 in digital skills, including 2 million in AI.
Intel to empower more than 30 million people with AI skills for current and future jobs by 2030.
Microsoft to train and certify 10 million people from underserved communities with in-demand digital skills for jobs and livelihood opportunities in the digital economy by 2025.
SAP to upskill two million people worldwide by 2025.
Google has recently announced EUR 25 million in funding to support AI training and skills for people across Europe.
Accenture
"Helping organizations identify skills gaps and train people at speed and scale is a major priority for Accenture, and this consortium brings together an impressive ecosystem of industry partners committed to growing leading-edge technology, data and AI skills within our communities. Reskilling people to work with AI is paramount in every industry. Organizations that invest as much in learning as they do in the technology not only create career pathways, they are well positioned to lead in the market." - Ellyn Shook, chief leadership & human resources officer, Accenture
Eightfold
"The dynamics of work and the very essence of work are evolving at an unprecedented pace. Eightfold examines the most sought-after job roles, delving into the needs for reskilling and upskilling. Through its Talent Intelligence Platform, it empowers business leaders to adapt swiftly to the changing business environment. We take pride in contributing to the creation of a knowledgeable and responsible resource that assists organizations in preparing for the future of work." - Ashutosh Garg, CEO and Co-Founder, Eightfold AI
Google
"Google believes the opportunities created by technology should truly be available to everyone. We're proud to join the AI-Enabled Workforce Consortium, which will advance our work to make AI skills training universally accessible. We're committed to collaborating across sectors to ensure workers of all backgrounds can use AI effectively and develop the skills needed to prepare for future-focused jobs, qualify for new opportunities, and thrive in the economy." - Lisa Gevelber, Founder, Grow with Google
IBM
"IBM is proud to join this timely business-led initiative, which brings together our shared expertise and resources to prepare the workforce for the AI era. Our collective responsibility as industry leaders is to develop trustworthy technologies and help provide workers—from all backgrounds and experience levels—access to opportunities to reskill and upskill as AI adoption changes ways of working and creates new jobs." - Gian Luigi Cattaneo, Vice President, Human Resources, IBM EMEA
Indeed
"Indeed's mission is to help people get jobs. Our research shows that virtually every job posted on Indeed today, from truck driver to physician to software engineer, will face some level of exposure to GenAI-driven change. We look forward to contributing to the Workforce Consortium's important work. The companies who empower their employees to learn new skills and gain on-the-job experience with evolving AI tools will deepen their bench of experts, boost retention and expand their pool of qualified candidates." - Hannah Calhoon, Head of AI Innovation at Indeed
Intel
"At Intel, our purpose is to create world-changing technology that improves the lives of every person on the planet, and we believe bringing AI everywhere is key for businesses and society to flourish. To do so, we must provide access to AI skills for everyone. Intel is committed to expanding digital readiness by collaborating with 30 countries, empowering 30,000 institutions, and training 30 million people for current and future jobs by 2030. Working alongside industry leaders as part of this AI-enabled ICT workforce consortium will help upskill and reskill the workforce for the digital economy ahead." – Christy Pambianchi, Executive Vice President and Chief People Officer at Intel Corporation
Microsoft
"As a global leader in AI innovation, Microsoft is proud to join the ICT Workforce Consortium and continue our efforts to shape an inclusive and equitable technology future for all. As a member of the consortium, we will work with industry leaders to share best practices, create accessible learning opportunities, and collaborate with stakeholders to ensure that workers are equipped with the technology skills of tomorrow," - Amy Pannoni, Vice President and Deputy General Counsel, HR Legal at Microsoft
SAP
"SAP is proud to join this effort to help prepare our workforce for the jobs of the future and ensure AI is relevant, reliable, and responsible across businesses and roles. As we navigate the complexities of our ever-evolving world, AI has the potential to reshape industries, revolutionize problem-solving, and unlock unprecedented levels of human potential, enabling us to create a more intelligent, efficient, and inclusive workforce. Over the years, SAP has supported many skills building programs, and we look forward to driving additional learning opportunities, innovation, and positive change as part of the consortium." - Nicole Helmer, Vice President & Global Head of Development Learning at SAP
About Cisco
Cisco (NASDAQ: CSCO) is the worldwide technology leader that securely connects everything to make anything possible. Our purpose is to power an inclusive future for all by helping our customers reimagine their applications, power hybrid work, secure their enterprise, transform their infrastructure, and meet their sustainability goals. Discover more on The Newsroom and follow us on X at @Cisco.
Cisco and the Cisco logo are trademarks or registered trademarks of Cisco and/or its affiliates in the U.S. and other countries. A listing of Cisco's trademarks can be found at www.cisco.com/go/trademarks. Third-party trademarks mentioned are the property of their respective owners. The use of the word partner does not imply a partnership relationship between Cisco and any other company.
SOURCE Cisco Systems, Inc.
观点
2024年04月05日
观点
Will Chatbots Take Over HR Tech? Paradox Sets The Pace.在快速发展的人力资源技术领域，Paradox.ai 已成为领跑者，其先进的对话式人工智能平台彻底改变了招聘流程。通过利用自然语言处理和人工智能，Paradox.ai 提供了一个全面的解决方案，涵盖了从最初的职位申请到入职的整个招聘过程。该平台不仅简化了筛选和面试安排等繁琐流程，还提升了应聘者的整体体验，显著改善了招聘时间和招聘质量指标。
Paradox.ai 由亚伦-马托斯（Aaron Matos）于 2016 年创立，目前为联合利华、CVS Health 和通用汽车等大客户提供服务，实现了 90% 以上的招聘流程自动化。
Paradox.ai 凭借其强大的集成能力和大幅缩短招聘时间、降低招聘成本的能力，在人力资源技术领域充分体现了对话式人工智能的变革力量。
Chatbots used to be tinker-toys. You type, try to get help, but usually result in “please call support.” Well all this has changed.
Thanks to advanced NLP (natural language processing) and AI (retrieval-augmented generation) chatbots are entire applications. They can answer complex questions, search databases, and invoke transactions on your behalf.
Pretty soon we’ll be able to ask our phones “please find me a flight to Los Angeles next Tuesday morning” and the system will check your location and calendar, look at flights, and book you a seat.
Where is this going in HR? Well the leader in this space is Paradox.ai, a company that pioneered the application of conversational AI in recruiting. And their system “defines the category.”
Let me explain.
Recruiting Is The Perfect Market For Conversational AI
Recruiting is a goldmine for automation. When you post a job, applicants want to ask many predictable things: “How much does it pay?” “What are the hours?” or “What uniform do I need” or “What are the benefits?”
The recruiter, a person devoted to filling positions, has to answer all these questions and more. They have to screen candidates, schedule interviews, check for qualifications, and look at credentials, experience, and more. It’s time-consuming, error-prone, and filled with wasted time. (That’s why talent acquisition teams have many “scheduler” and admins.)
The average “time to hire” is over 45 days and often the process goes on for months. And throughout the experience the job seeker is left wondering “when will they call back” or “what else do I need to know?”
(CEOs cite hiring as the third most time-wasting process in companies, following emails and meetings, estimated at “40% wasted time.”)
Paradox uses Conversational AI to solve this problem. And because this is a “narrow but deep” space, the system does many things we can learn from in all our AI efforts.
Paradox was founded by Aaron Matos in 2016. Aaron’s vision was to transform the candidate experience, revolutionizing the way candidates apply to jobs. Today Paradox has become a complete Conversational AI Recruitment Platform (chat to apply, scheduling, candidate support, ATS, assessments, onboarding, career site, and more), serving clients like Unilever, CVS Health, Pfizer, L’Oreal, Nestle, McDonald’s FedEx, Compass Group, Disney, and General Motors.
The platform automates tasks such as screening for requirements, interview scheduling, reminders, offers, and new hire onboarding. And because it’s so easy to use, it helps companies radically improves time-to-hire and quality of hire. Based on my conversations with clients, Paradox can automate more than 90% of the end-to-end hiring process, saving hiring managers hours every week and increasing candidate conversion by more than 10 times.
But this innovation did not happen overnight. As you know, going to a candidate website and looking for a job is a frustrating process. There are often hundreds of jobs listed, a complex scrolling website and very hard to even determine what job to apply for.
You might argue that the website paradigm for job applications was never really a good idea in the first place. People don’t want to browse for jobs: they want to apply for a job that’s best for them. So the first thing Paradox did was create an easy to use assistant (Olivia) so candidates could ask questions and schedule interviews. And this meant that Paradox had to build integrations with every ATS and personal email and calendar tools out there.
Then, as companies started to use Paradox for scheduling, the company added more. Today Olivia, the chatbot, can integrate with background check vendors, schedule interviews, deliver assessments (Paradox acquired a conversational assessment Traitify designed for this), and function as an ATS … all from a mobile phone. In many ways Paradox can be “the integration platform” for candidates and recruiters, stitching together the messy systems behind the scenes.
This turned into a massive opportunity. Just as the Google Assistant or Siri hopes to be our single contact with the internet, Paradox partners with systems of record like Workday, SAP, and Oracle to bring conversational AI to any company. The company’s revenues have grown 11 times in the last four years, and are now nearly doubling each year.
For customers Paradox has been amazing. As the candidate pipeline speeds up (by an order of magnitude), clients get higher quality candidates with dramatically reduced staff. (Staffing administrators can almost go away.)
Consider high-volume hiring companies. These businesses (McDonald’s, Compass Group, Neighborly, FedEx, Disney) hire service-related workers on a regular basis. Their revenue is dependent on having enough people. With Paradox they can set up a “continuous recruitment process,” one that even hires people the same day they apply.
Paradox has become essential to these companies growth, often paying for itself in less than a year (through reduced hiring staff, reduced spend on job ads, and reduced turnover.)
Today, as Paradox built out its ATS, customers can rely on the platform to integrate front end tool (job portals and candidate support) to back end tools scheduling, ATS, onboarding) most of which are legacy. One of our clients has 27 recruiting tools and they anticipate replacing more than half of them with a platform like Paradox.
What about higher level white collar roles? Paradox works here too. General Motors uses Paradox along with Workday (ATS), (branded Evie) to redesign the process.
Interview Scheduling: Evie automates scheduling of phone screens and interviews between recruiters, candidates, and internal teams. This has reduced the time taken for interview scheduling from an average of five days to 29 minutes.
Candidate Experience: Evie interacts with candidates from the moment they land on GM’s career site until the completion of their interview. Candidates appreciate the immediate communication from Evie after they apply or complete an interview, and enjoy the autonomy to select and change interview times.
Efficiency and Cost Savings: The automation of interview scheduling has led to a major reduction in the cost of external contractors for coordination.
Career Site Interaction: Evie sits on GM’s career site, answering questions from potential candidates about jobs, benefits, and company culture. This interaction enhances the candidate’s experience and provides them with immediate responses to their queries.
Where Is Paradox Going
The company is perfectly positioned to continue its growth as companies look for AI solutions to improve the productivity and effectiveness of recruiting. And demand is high: the 2024 PwC CEO survey found that recruiting was considered the #3 “most bureaucratic process” by CEOs (following email and meetings).
The impact on recruiters? All positive. Clients tell us they can redeploy hiring staff to help recruiters focus on the most important part of their job: talking with candidates.
But there’s a much bigger story. When a job candidate is handled efficiently and effectively the process becomes a brand-builder for the candidate, improving quality of hire. Ambitious job seekers will not put up with (or wait for) a messy, confusing hiring process. So not only is the process faster and more efficient, the quality of hire goes up.
Companies are desperately looking for AI solutions that work. As Paradox has proven, when you focus deeply on the problem, conversational AI can be transformational.
Listen to my conversation with Adam Godson (CEO) and you’ll hear the details. This is where the HR Tech market is going.
观点
2024年04月04日
观点
Josh Bersin :劳动力市场已完全改变：您真的准备好了吗？Josh Bersin 最新撰文谈到，随着以婴儿潮一代为主的劳动力队伍的衰落和具有独特期望和职业模式的新一代的崛起，劳动力市场发生了巨大的变化。这一新劳动力的特点是偏好组合职业和副业，他们要求尊重、灵活性和精心设计工作的机会。企业在适应这些变化时面临着挑战，职位普遍空缺，人员流动增加。文章强调，企业需要采用一种动态的组织模式，优先考虑授权、内部流动性和员工积极性，以便在这个新的劳动力市场中茁壮成长。这种适应的关键在于了解劳动力现在寻求的是成长、灵活性以及他们的价值观与工作之间有意义的结合。
英文原文如下，推荐了解
The labor market has changed before our eyes. Employers and HR teams better watch out.
Over the last five decades baby boomers defined the workforce. Today things could not be more different, and this change impacts all of us.
I was born in the 1950s, growing up in a world where the middle class experienced steadily increasing standards of living. My father was a scientist, my mother sold art, and my brother and I had a nice middle-class life.
This included a three stage career: education | work | retirement. I went to college, studied hard, and got a good job as an engineer. My career went on a predictable path. I worked for Exxon and then IBM – each company giving me training, development, and potential for long-term career. I met many great people, learned about work, got married and had a family.
My cohort, the baby boomers, was huge. Companies built entire talent systems for us – onboarding, training, predictable career growth, developmental assignments, leadership development, and retirement programs. We strapped ourselves in and enjoyed the journey.
Fast forward to now: things are very different.
Today’s working population bulge (median age 33, born in the early 1990s,) entered the workforce in a disrupted world. They joined companies during a boom, experienced the pandemic in their 20’s, and live in a world where everything is on the internet. While my generation revered our employers, these workers see every corporate mistake in real-time. They expect their bosses to earn their respect, otherwise they’ll “quietly quit” or start moonlighting on the side.
While my generation expected to work for only a few employers during a career, today people build what Lynda Gratton calls “a portfolio career.” More than 2/3 of workers have side-hustles and their resume is filled with projects, businesses, activities, and professional interests. If you look at the LinkedIn profiles of most high performers they look like personal journeys, far different from the linear career paths we had in the past.
While most of these changes came slowly, the end result is profound: the expectations, needs, and demands of workers are different. And businesses have struggled to keep up. Companies have vast amounts of unfilled positions, we suffer high turnover in almost every role, and labor unions are growing in number.
What do companies do? We have to accept and understand that the labor market has totally changed.
We live in a world where employees will live into their 100s. Young workers are postponing getting married and having children and they see their career as a long series of experiences. The norms of a long-term linear career have ended: people try new things, change industries, and live in what I call a “pixelated” job market.
And rather than blindly trust employers, people bring high expectations to work. Young workers don’t expect to “become the job,” they want the job to “become them.” (Often called “job crafting.”) And given the shortage of workers in every role, this trend is just getting bigger.
While economists believe the job market will soften and employers will have more power over time, I think those days are over. Life just isn’t going back to the way it was. Despite the growth of AI, companies are more dependent on their workforce than ever. And with 70% of the jobs now service-related (healthcare, retail, hospitality), employees really are our product.
I look at it this way. Companies and employers live in a pool of labor: it’s the needs and expectations of people who decide what we can and should do. People are upset about inflation. They’re worried about climate change. They want CEOs to behave ethically. And they want flexible work that lets them live a joyful life.
And every year the workforce becomes more educated and connected. (The percentage of US workers with degrees has gone up to 54%, up from 38% fifteen years ago.) People know about the company’s financial results or other issues far before an announcement even comes out.
While many of these trends are obvious, many companies aren’t ready. Last year I talked to the CHRO of Boeing and he told me the problems were highlighted by employees years ago. They simply were not listening, and now they’re a company in crisis. And that leads to the topic of “employee activation.”
In the old days senior leaders made decisions, workers carried out the orders. Ideas and strategies were “top-down.”
Today much of the intelligence we need to grow our companies is sitting with front-line workers. We need to “activate employees” and listen to them directly. The worker in the store, plant, or front office who feels frustrated by some system or process is the person who should advise us what to do. The old idea of “management by walking around” must come back. (Our Org Design Superclass explains this in detail.)
I don’t mean chaos, holacracy, or lack of controls. Successful companies have a clear mission, a series of strategic initiatives, and budgets to hold people accountable. But they empower everyone to be a leader, unleashing power from the bottom up. (Come to Irresistible and learn about how Marriott and Delta airlines exemplify this model.)
The key is building what we call a “Dynamic Organization” – one which is flat, team-centric, connected, and accountable. Our research shows that only 7% of companies operate this way: most are still very hierarchical and slow to adapt. But change is coming, as companies like Delta, Marriott, Telstra, Unilever, Novartis, Seagate, and Bayer have found out.
(This week the CEO of Bayer announced a radical transformation to a team-centric management model, dramatically reducing the number of “bosses.”)
A dynamic organization does two things well. First, it adapts to change, sees new markets, and mobilizes quickly for change. But even more importantly, it empowers people, encourages internal mobility, and focuses on meritocracy, skills, and collaboration to thrive. (Read about Talent Density to learn more.)
While these ideas are not new, urgency is critical. Employees demand growth, flexibility, and agency – and we can’t deliver it unless our reward and development systems change. Today more than 70% of US jobs are in the service sector: health care, retail, entertainment, and transportation. If we don’t empower people in these roles our products and services will suffer.
Let me conclude with this: we just woke up in a totally new labor market. If you don’t focus on empowerment, growth, and employee activation, talent will just go elsewhere.
观点
2024年03月31日
观点
推荐：The best HR & People Analytics articles of March 2024024年3月，David Green带领我们深入了解了人力资源和人力分析的最新趋势。在欧洲和美国的几场关键活动中，他强调了人力分析在提升员工体验、AI在工作场所的角色、以及四天工作周趋势的增长中的转型作用。此外，Culture Amp对Orgnostic的收购和在Culture First Leaders Forum上的见解，突出了培养适宜的组织文化对于未来工作的战略重要性。Green的观点强调了HR需要采用数据驱动策略，以实现有效的劳动力规划、技能发展和组织增长。
2024 HR TRENDS AND PREDICTIONS
KATE BRAVERY, JOANA SILVA, AND JENS PETERSON - Workforce 2.0: Unlocking human potential in a machine-augmented world – Mercer Global Talent Trends 2024
The world of work is in full metamorphosis, forever changed by the seismic shifts of the past few years and accelerated by the imminent human-machine teaming revolution. Just as organizations were settling into a new normal — with a focus on hybrid working, comprehensive health and well-being, digitalization, and upskilling — Generative AI (Gen AI) burst onto the scene.
Those are the opening words from the Mercer Global Talent Trends 2024 report, which has recently been published. As ever, the study, which is based on a survey of more than 12,000 executives, HR leaders, employees, and investors, and is authored by Kate Bravery Joana Silva and Jens Peterson is an absolute must-read. The study highlights a disconnect between what HR is prioritising for the 2024 people agenda and the initiatives that executives believe will have the most impact on business growth (see FIG 1). The study highlights four priorities that firms that outpace their competitors are focusing on: (1) Driving human-centric productivity. (2) Anchoring to trust and equity. (3) Boosting the corporate immune system. (4) Cultivating a digital-first culture. My tip to enjoy the study: find a couple of hours, make yourself a cup of tea and have a pen and paper to hand.
FIG 1: HR priorities for the 2024 people agenda (Source: Mercer Global Talent Trends 2024)
FIG 2: Drivers and drainers of employee productivity(Source: Mercer Global Talent Trends 2024)
HYBRID, GENERATIVE AI AND THE FUTURE OF WORK
BRIAN ELLIOTT - Return-to-Office Mandates: How to Lose Your Best Performers
There is mounting evidence that mandates don’t improve financial performance. Instead, they damage employee engagement and increase attrition, especially among high-performing employees and particularly those with caregiving responsibilities.
That’s according to Brian Elliott in his latest column in MIT Sloan Management Review, which highlights that the workers most likely to be turned off by return-to-office mandates are the company’s highest performers. Elliott highlights the link between factors such as pressure from investors and the CEO echo chamber with RTO pronouncements, as well as how only one in three executives believe that RTO has had even a slight impact on productivity. He recommends instead focusing on productivity rather than physical presence (see FIG 3) and how this can inspire a boom loop in engagement as opposed to a doom loop in trust. Finally, Elliott presents findings from the Future Forum and i4CP, highlighting the negative impact of RTO mandates, before offering guidance on how to build an outcomes-driven organisation: “The bottom line is that when trust is balanced with accountability, people and organizations will thrive.”
FIG 3: Focus on Productivity, Not Physical Presence (Sources: Future Forum, Centre for Transformative Work Design, and Slack)
AARON DE SMET, SANDRA DURTH, BRYAN HANCOCK, MARINO MUGAYAR-BALDOCCHI, AND ANGELIKA REICH - The human side of generative AI: Creating a path to productivity
As teams start using gen AI to help free up their capacity, the middle manager’s job will evolve to managing both people and the use of this technology to enhance their output.
A fascinating new study from McKinsey, which provides analysis on workers who are at the forefront of gen AI usage (which as FIG 4 shows is dominated by those in non-technical roles) and dives into the job factors and skills these workers say they need. The authors emphasise how firms can enhance productivity by crafting jobs that put people before tech – rather than the other way around. They conclude that companies that set a people-centric talent strategy will give themselves a competitive edge as more workers and jobs are affected by the changes gen AI brings. The article is rich with data and powerful visualisations – kudos to the authors: Aaron De Smet Sandra Durth Bryan Hancock Marino Mugayar-Baldocchi and Angelika Reich ).
FIG 4: Workers who use generative AI as part of their jobs comprise a much larger group than those who hold traditionally technical roles (Source: McKinsey)
PETER CAPPELLI, PRASANNA (SONNY) TAMBE, AND VALERY YAKUBOVICH - Will Large Language Models Really Change How Work Is Done?
LLMs are much more complicated to use effectively in an organizational context than is typically acknowledged, and they have yet to demonstrate that they can satisfactorily perform all of the tasks that knowledge workers execute in any given job.
In their article, Peter Cappelli Prasanna Tambe and Valery Yakubovich look at the use and challenges of integrating Large Language Models (LLMs) in organisations, and present practical recommendations on how to work with LLMs successfully. The five challenges outlined in the article are: (1) The Knowledge Capture Problem. (2) The Output Verification Problem. (3) The Output Adjudication Problem. (4) The Cost-Benefit Problem. (5) The Job Transformation Problem – How will LLMs work with workers? Guidance includes developing and circulating standards for the use of LLMs in organisations, establishing a central office to produce important LLM output, and providing training to users.
NICK BLOOM – Why WFH is a win-win-win | WFH research update (March 2024)
Nick Bloom’s recent post on LinkedIn highlighting his research on why remote working is a win for firms (due to increased productivity of $20,000 a year for each remote day a week), employees, and society is extremely compelling. I also recommend reading Nick’s latest monthly data for March, which includes numerous insights such as that workers in their 50s and 60s are fully onsite more often than younger workers. For more from Nick, please tune in to his discussion with me on the Digital HR Leaders podcast: Unmasking Common Myths Around Remote Work.
FIG 5: Workers in their 50s and 60s are fully onsite more often than younger workers (Source: WFH Research)
PEOPLE ANALYTICS
PIETRO MAZZOLENI - Transforming HR: How IBM measures the success of its people data platform investments
For those of you who haven’t already subscribed to Pietro Mazzoleni’s People Data Platform newsletter, where he unpacks insights from transforming IBM's internal data platform for people analytics, I highly recommend you do. In this edition, Pietro walks through the three tiers of Key Performance Indicators (KPIs) IBM uses to evaluate investments in Workforce 360, its people data platform (see FIG 6). Watch out for an upcoming episode of the Digital HR Leaders podcast, where I discuss with CHRO Nickle LaMoreaux how IBM is augmenting HR programs with AI. The episode will air from April 9.
FIG 6: Three tiers of KPIs to evaluate investments in a people data platform (Source: Pietro Mazzoleni)
NAOMI VERGHESE - Influencing C-Suite and Board Decisions with People Analytics Insights
Naomi Verghese shares key learnings from the recent Peer Meeting for member companies of the Insight222 People Analytics Program, hosted by HSBC in their global headquarters in London. The Peer Meeting, which was attended by over 60 people analytics leaders and practitioners from more than 40 companies focused on two of the key findings from the Insight222 People Analytics Trends study for 2023: influencing senior stakeholders and measuring value. In her article, Naomi covers four topics: (1) how to implement a people analytics operating model that drives business outcomes (based on insights shared at the Peer Meeting by Rob Etheridge and Bec Aoude). (2) how to use AI to democratise insights from people data, using an example of work Andrew Elston has led at HSBC. (3) how Microsoft’s employee listening ecosystem (see FIG 7) helped the firm identify the moments that matter for in-person collaboration (insights from a session led by Dawn Klinghoffer), and (4) how to influence the board of directors, with insights from Justine Thompson. If you would like to learn more about our People Analytics Program, contact us today.
FIG 7: Microsoft’s employee listening ecosystem (Source: Dawn Klinghoffer, Microsoft)
BRENT DYKES - The Future Of Data Storytelling Is Augmented, Not Automated
Brent Dykes continues his rich vein of writing with an article exploring whether AI tools should be used to automate data storytelling. He provides reasons why data storytelling can’t or shouldn’t be automated including for reasons of oversimplification, transparency and trust, and the fact that storytelling is essentially a human skill. Instead, Brent advocates that the path forward should be augmented data storytelling, and lays out a powerful illustration of how this would work (see FIG 8)
The most powerful person in the world is the storyteller. The storyteller sets the vision, values, and agenda of an entire generation that is to come.
FIG 8: Data storytelling comparisons: Humans vs. AI (Source: Brent Dykes)
HALLIE BREGMAN – Where should People Analytics sit in an Organisation? Part 1 & Part 2 | WILLIS JENSEN – Can Data Cleaning be Automated? | COLE NAPPER - Universal Models & People Analytics | ALEXANDER LOCHER - How to harness the value of people data and operational HR insights | ANGELA LE MATHON, STACIA GARR, AND DANI JOHNSON - Generating Value from People Data
In recent editions of the Data Driven HR Monthly, I’ve been featuring a collection of articles by current and recent people analytics leaders. These act as a spur and inspiration to the field. Five are highlighted here. (1) If you don’t already follow Hallie Bregman, PhD on LinkedIn, you really should. Hallie regularly publishes thoughtful and insightful posts on topics important to the field. The two I’ve included here look at the pros and cons of situating people analytics in or outside HR. (2) Willis Jensen analyses whether AI will reduce the amount of data cleaning undertaken by people analysts given that much of this work involves judgement without hard, fast or consistent rules. (3) Cole Napper, who I’m looking forward to co-chairing People Analytics World with in London in April – also with Michael M. Moon, PhD – explains how many of the models we use in people analytics are borrowed from other disciplines. (4) Alexander S. Locher highlights some of the current trends in people analytics (see FIG 9) and offers guidance on how to harness value from your people data. (5) Angela LE MATHON, VP People Data and Analytics, shares how GSK generates value with their people data, how they’re using AI to gather information, and how skills verification ties in with Stacia Sherman Garr and Dani Johnson of RedThread Research.
FIG 9: Current trends in people analytics (Source: Alexander Locher, EY)
THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE
JO IWASAKI, KAREN EDELMAN, AND YASMINE CHAHED - Time to rethink talent in the boardroom
Just over a third of board and c-level executives believe their workforce related discussions are adequate to meet their organisation’s needs. That’s the standout finding from a new global survey by Jo Iwasaki Karen Edelman and Dr Yasmine Chahed for Deloitte of 500 board members and C-suite executives in more than 50 countries on corporate governance and talent. The three top insights from the study were: (1) Many boards could be focusing more on talent-related issues. (2) Most organisations are just starting to think about their AI strategies. (3) Amplifying the talent experience will require boards to adopt a broader perspective.
FIG 10: Workplace related topics that are top board priorities (Source: Deloitte)
DAVE ULRICH - Pre-flections on GenAI and HR: Where to Go and How to Get There
GenAI will help shape HR’s future by offering both information symmetry to synthesize and optimize the past and present and information asymmetry to create and guide the future.
Dave Ulrich offers some initial reflections on what the journey could look like for applying GenAI to HR work, as well as some possible actions to drive progress (see example in FIG 11 for ‘Talent’). Dave also highlights four important considerations to manage the risk and realise the opportunity of GenAI in HR. (1) Who should champion, sponsor, participate in, and be accountable for this journey? (2) What individual skills and organisation capabilities will be required to make GenAI in HR happen? (3) What will be the regulatory and legal policies and risks associated with the effort? (4) What metrics of value-added GenAI for HR will be most useful and tracked?
FIG 11: Examples of GenAI/HR initiatives in the Talent domain (Source: Dave Ulrich)
HEIN KNAPPEN - How HR Adds to Enterprise Value
Hein J.M. Knaapen, a former chief people officer himself, shares his perspectives on the crucial role HR plays in driving business value, and offers practical advice to CHROs on how to make this a reality. Hein highlights the four people priorities that connect to value: (1) Performance management, (2) Succession management, (3) Leadership development, and (4) Capability building, providing guidance on each.
Value creation should be the focus. Nothing else. And only four people priorities connect to value: performance management, succession management, leadership development and capability building.
WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS
STEFAN HIERL - Identifying the AI Potential in Your Organization: A Strategic Approach
Leveraging Generative AI to assess the AI Potential in a workforce helps businesses go beyond just talking about how AI might change jobs.
As Stefan Hierl astutely observes in his excellent article, in the rush to jump on the AI bandwagon, many companies fall into the trap of overlooking a critical preliminary step: conducting a systematic evaluation of where AI can deliver transformative value. In his article, Stefan outlines a five-step approach to quantify the potential of AI to support organisations identify opportunities for automating and augmenting work activities. The five steps (see FIG 12), which Stefan outlines in detail are: (1) Decomposing roles by breaking down each role into its main activities and respective time shares. (2) AI potential assessment – estimating the potential of AI at the activity level. (3) Expert validation – cross-verifying the generative AI findings with domain experts. (4) Identify high-value areas – creating an overview where AI can significantly enhance workforce productivity (see example in FIG 13). (5) Use case development – exploring specific AI applications to capitalise on identified potential.
FIG 12: Five steps to perform an activity based AI potential assessment (Source: Stefan Hierl)
FIG 13: AI potential by role – example (Source: Stefan Hierl)
MATT SIGELMAN, JOSEPH FULLER, AND ALEX MARTIN - Skills-Based Hiring: The Long Road from Pronouncements to Practice
For all its fanfare, the increased opportunity promised by Skills- Based Hiring was borne out in not even 1 in 700 hires last year (2023).
This is one of the standout findings from a new study by Matt Sigelman and Alex Martin of The Burning Glass Institute and Joseph Fuller from Harvard Business School. Their analysis reveals three categories of firms, who have publicly stated they have removed degree requirements in hiring, based on their actual hiring outcomes: (1) Skills-based hiring leaders (e.g. Cigna) – who have increased their share of non-degree hires in the roles analysed by nearly 20%. (2) In name only (e.g. Bank of America) – 45% of firms studied have made the shift in name only with no meaningful difference in actual skills-based hiring. (3) Backsliders e.g. Uber) – 20% of the firms analysed had made short-term gains by dropping degree requirements, but the change doesn’t stick. The report also highlights the roles best positioned for skills-based hiring (see FIG 14).
FIG 14: The roles best positioned for skills-based hiring (Source: Sigelman et al)
JORDAN PETTMAN - How to Accelerate the Impact of Strategic Workforce Planning (SWP) through the Organisation Strategy Ecosystem
Jordan Pettman, one of my colleagues at Insight222, knows a thing or two about workforce planning. In his recent article for myHRfuture, Jordan explores how strategic design can be brought to life through an integrated ecosystem (see FIG 15) encompassing four components: (1) Organisation strategy, (2) Operating model, (3) Organisation design and strategic workforce planning, and (4) Organisation effectiveness.
FIG 15: The Organisation Strategy Ecosystem (Source: Jordan Pettman, Insight222)
EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING
JACQUELINE BRASSEY, LARS HARTENSTEIN, BARBARA JEFFERY, AND PATRICK SIMON – Working nine to thrive
One of the few positives to emerge through and since the pandemic has been a stronger focus on employee health and wellbeing. According to new research by Jacqui Brassey, PhD, MA, MAfN (née Schouten) Lars Hartenstein Barbara Jeffery and Dr. Patrick Simon, on behalf of the McKinsey Health Institute, improving employee health and wellbeing doesn’t just benefit workers and organisations, it could generate between $3.7 to $11.7 trillion in global economic value (see FIG 16). Their article focuses on six drivers of health that employers can influence - social interaction, mindsets and beliefs, productive activity, stress, economic security, and sleep – and provides guidance on how organisations can move the dial on each.
FIG 16: Improving global employee health and wellbeing could create up to $11.7 trillion in economic value (Source: McKinsey Health Institute)
LEADERSHIP, CULTURE AND LEARNING
LINKEDIN LEARNING – Workplace Learning Report 2024: L&D powers the AI future
As AI reshapes how people learn, work, and chart their careers, L&D sits at the center of organizational agility, delivering business innovation and critical skills.
Aligning learning programs to business goals emerges as the top L&D focus area for 2024 in LinkedIn Learning’s annual report on the L&D field, which is based on analysis of LinkedIn behavioural data and focus interviews with L&D professionals around the globe. The report is structured into three chapters: (1) The State of L&D (the study finds that a strong learning culture derives retention, mobility, and promotion. – see FIG 17), (2) Skills agility (the study finds that only 33% of organisations have internal mobility programs), and (3) How L&D succeeds) with priorities #1 and #2 being to lean into analytics and build the right metrics – see FIG 18). The report features contributions from the likes of: Amanda Nolen (who asks: “What if Chief Learning Officers become Chief Skills Officers”), Chris Louie Geraldine Murphy Terri Horton, EdD, MBA, MA, SHRM-CP, PHR Alexandra Halem Ekpedeme "Pamay" M. Bassey Shruti Bharadwaj and Dani Johnson.
FIG 17: Business outcomes and learning culture (Source: LinkedIn Learning)
FIG 18: How L&D tracks business impact (Source: LinkedIn Learning)
AYSE KARAEVLI AND SERDEN ÖZCAN - Make Better Allies of Your Workforce
When the board takes the recommendations of employee advisory groups seriously and incorporates them into decisions, employees become more empowered, and their perspectives become embedded into their company’s long-term objectives.
In their article for MIT Sloan Management Review, Ayse Karaevli and Serden Ozcan present findings from their interviews with board directors, CEOs, CFOs, and employee representatives to understand how to manage conflict and engage workers. From their analysis, Ayse and Serden identified three strategies effective leaders use to include employees (see FIG 19): (1) Identify mutual goals and interests, (2) Foster inclusive decision processes, and (3) Give employees strategic responsibilities. The article then describes each of these in detail with examples from the likes of ThyssenKrupp, Allianz, Siemens, and Bayer before highlighting the importance of employee advisory groups, engagement with board members and the role of committees and task forces to imbue governance and participation.
FIG 19: Three Strategies to Avert Workforce Controversies (Source: Ayse Karaevli and Serden Özcan)
DIVERSITY, EQUITY, INCLUSION, AND BELONGING
SUNDIATU DIXON-FYLE, MASSIMO GIORDANO, TANIA HOLT, TUNDE OLANREWAJU, DARA OLUFON, AND SANDRA SANCIER-SULTAN - Ethnocultural minorities in Europe: A potential triple win
Greater inclusion of ethnocultural minorities could fill talent gaps and spur company growth, increase economic empowerment of these groups, and generate benefits for the economy and broader society.
Despite the anti-immigration policies of many current European governments (that includes you, Rishi Sunak), stagnant economies, tight labour markets, and shrinking working populations mean that immigration is key to unlocking economic growth. In their superb analysis for McKinsey, Sundiatu Dixon-Fyle Massimo Giordano Tania Zulu Holt Tunde Olanrewaju Dara Olufon and Sandra Sancier-Sultan provide data insights on what they classify as ethnocultural minorities in Europe, and their (mostly challenging) experiences. The authors also provide guidance for companies on ethnocultural minority employee inclusion across five dimensions (see FIG 20).
FIG 20: Companies can consider ethnocultural minority employee inclusion across five dimensions (Source: McKinsey)
HR TECH VOICES
Much of the innovation in the field continues to be driven by the vendor community, and I’ve picked out a few resources from March that I recommend readers delve into:
ANDREA DERLER, PETER BAMBERGER, MANDA WINLAW, AND CUTHBERT CHOW - When New Hires Get Paid More, Top Performers Resign First - To attract talent to the organisation, employers often pay new hires more than they pay equivalent workers in the same role. Analysis by the Visier Inc. team of Andrea Derler, Ph.D. Peter Bamberger Manda Winlaw and Cuthbert Chow shows that in these times of increasing pay transparency, this strategy risks your high-performers resigning.
ANDREW PITTS AND CHAD MITCHELL - Exploring a few largely untapped sources of data for passive Organizational Network Analysis – This article by Andrew Pitts and Chad Mitchell of Polinode looks at a number of data sources that are typically overlooked for ONA including: 360 reviews, peer to peer recognition tools, opportunity marketplaces, and talent intelligence data.
FRANCISCO MARIN - Key Considerations for Defining the Scope of an ONA Pilot – Francisco Marin of Cognitive Talent Solutions provides a helpful guide to defining the scope of an ONA pilot including tips on clarifying the objective, data privacy and securing executive sponsorship.
HAKKI OZDENOREN AND JOHN BOUDREAU – Is the Future of Work Lost in Translation – John Boudreau joins forces with Hakki Ozdenoren of Revelio Labs to conduct analysis on resumes and jobs mentioning the ‘future of work’, with HR featuring prominently (see FIG 21).
FIG 21: A diverse set of roles contribute to the Future of Work (Source: Revelio Labs)
PODCASTS OF THE MONTH
In another month of high-quality podcasts, I’ve selected five gems for your aural pleasure: (you can also check out the latest episodes of the Digital HR Leaders Podcast – see ‘From My Desk’ below):
JAMIL ZAKI, BRYAN HANCOCK, BROOKE WEDDLE, AND LUCIA RAHILLY - It’s cool to be kind: The value of empathy at work – In this episode of McKinsey Talks Talent, Jamil Zaki (author of The War for Kindness) joins Bryan Hancock Brooke Weddle and Lucia Rahilly to make the case for investing in empathic behaviour—for reasons including higher productivity, a stronger workplace culture, and better organisational health—as well as to discuss how to go about cultivating kindness at work.
CAL NEWPORT AND ADAM GRANT – How to be productive without burning out – Cal Newport discusses insights from his new book, Slow Productivity: The Lost Art of Accomplishment Without Burnout, with Adam Grant on WorkLife. They dig into the data on productivity, debate the benefits and drawbacks of doing fewer things (and spending less time on email and social media), and discuss individual habits and organisational practices for preventing burnout and promoting worthwhile work.
JOSH BERSIN - Why “Talent Density” Is So Critical In Business Today – Fresh from discussing his Dynamic Organizations research at Gloat Live, Josh Bersin discusses why ‘Talent Density’ is becoming one of the key strategies for growth.
DONNA MORRIS AND LARS SCHMIDT - Inside Walmart’s Bold Strategy to Transform Retail Work – Walmart’s chief people officer, Donna Morris, joins Lars Schmidt on his Redefining Work podcast to discuss how Walmart is not just navigating but leading the revolution in workplace technology—with people firmly at its core. This was an especially insightful listen as only two days before I had seen Marty Autrey speaking at the Wharton People Analytics conference on how Walmart provides data-based nudges to its store managers to help them drive business outcomes and enhance employee experience.
RYAN HAMMOND, COLE NAPPER AND SCOTT HINES - Turnover Prediction, ML Ethics, & The HiQ Story – Ryan Hammond shares the epic story of HiQ Labs with Directionally Correct hosts Cole Napper and Scott Hines, PhD, as well as insights from his practitioner and academic backgrounds including how to ethically use internal and external data to do turnover prediction.
VIDEO OF THE MONTH
TANUJ KAPILASHRAMI, MICHAEL FRACCARO, TAMLA OATES-FARNEY, AND DAVID GREEN – CHRO Panel: Delivering against the transformation imperative
March’s Video of the Month proved to be a highlight for me as it features me moderating the CHRO Panel at the recent Gloat Live event in New York. The panel was comprised of Tanuj Kapilashrami Michael Fraccaro and Tamla Oates-Forney, and featured discussion on the increasingly pivotal role of the CHRO in business transformation, lessons learnt and successes from transitioning to a skills-based organisation, and how technology can enable a culture of inclusivity and opportunity.
BOOKS OF THE MONTH
With a lot of travelling back and forth from the US in March, I found time to dig into two new books, which I recommend to readers of this newsletter:
MARC SOKOL AND BEVERLY TARULLI – Strategic Workforce Planning: Best Practices and Emerging Directions
Strategic workforce planning – the process of looking forward, assessing how to compete and win in your chosen market or business arena, and linking those insights to your existing and potential future workforce – is core to any institution that aspires to sustain itself over time.
Those are the opening words of Marc Sokol and Beverly Tarulli, Ph.D., the editors of an indispensable new volume of SIOP’s Professional Practice Series. It provides an overview of SWP, covering best practices, methodologies and new directions in the field as well as featuring contributions and case studies from a stellar list of contributors. These include: Sheri Feinzig Alexis Fink Adam Gibson Brian Heger Adam McKinnon, PhD. Kanella Salapatas and Dave Ulrich. Grab yourself a copy!
SALVATORE V. FALLETTA – Creepy Analytics: Avoid Crossing the Line and Establish Ethical HR Analytics for Smarter Workforce Decisions
In Creepy Analytics, Dr. Salvatore Falletta provides a thoughtful approach to HR Analytics that is both evidence-based and ethical – ensuring that organisations get the insights they need while respecting employee privacy. The book is built around the author’s seven-step HR Analytics Cycle (see FIG 22) and is well-researched. Thanks to Salvatore too for referencing Excellence in People Analytics several times, particularly in relation to the guidance Jonathan Ferrar and I offer around governance and the development of an ethics charter. As Alec Levenson opines in his endorsement of the book: “Falletta has done a masterful job addressing some of the most important ethical issues for workforce analytics.”
FIG 22: The HR Analytics Cycle (Salvatore V. Falletta)
RESEARCH REPORT OF THE MONTH
MAX BLUMBERG, ALEC LEVENSON, AND DAVE MILLNER - A Strategically Aligned HR Operating Model
In their recently published paper, three eminent and progressive thinkers in our field – Max Blumberg (JA) ?? Alec Levenson and Dave Millner – set out a pivot in how HR is structured and works in order to more closely align the function to the capabilities required for successful strategy execution. They present a new HR structure (see FIG 23) designed around four key pillars, before describing each pillar in detail and providing some diagnostic steps to implement this new operating model.
FIG 23: A new HR structure (Source: Blumberg, Levenson, and Millner)
FROM MY DESK
March saw four episodes from Series 37 of the Digital HR Leaders podcast, sponsored by our friends at Culture Amp - thank you to Ellisa Packer and Jodie Evans, a round-up of series 36 and a guest appearance by yours truly on the Future Work/Life podcast:
DAVID GREEN AND OLLIE HENDERSON - Driving growth in people and businesses using data – In a role reversal, it was my turn in the hotseat as I joined Ollie Henderson on his Future Work/Life podcast to talk people analytics, talent marketplaces, AI, hybrid work models and the future skills required by HR professionals.
DORIE CLARK - How to Embrace Long-Term Thinking in HR Leadership – Dorie Clark and I discuss how to pivot to long-term thinking, how to prioritise effectively, and why embracing failure can drive innovation and creativity.
DIDIER ELZINGA - How to Prove the ROI of a Positive Company Culture – Didier Elzinga joins me to discuss ways of engaging the board on culture topics, the relationship between a healthy culture and business performance, and how to demonstrate the ROI of culture and engagement initiatives.
ROB BRINER - What is Evidence Based HR and Why is it Important? – Rob Briner shares the principles of evidence-based HR, how it differs from people analytics, and offers recommendations to chief people officers on how they can incorporate EBHR into their work.
LOUISE MILLAR AND OLIVIA EDWARDS - Actionable People Analytics Strategies to Influence Senior Leadership – In a powerful example of people analytics in practice at a SME, Louise Millar and Olivia Edwards share insights from the people analytics journey at Chetwood.
DAVID GREEN – How will AI transform the role of HR? – A round-up of series 36 of the Digital HR Leaders podcast, with insights from episodes featuring Dawn Klinghoffer Jeremy Shapiro Thomas Hedegaard Rasmussen Serena H. Huang, Ph.D. Luke Farrugia Kaz Hassan Eric Siegel and Bernard Marr.
THANK YOU
Thomas Kohler for including the February edition of Data Driven HR in his round-up of HR resources.
Reb Rebele for referencing me in his post about the Wharton People Analytics Conference – you were missed, Reb.
Olimpiusz Papiez for providing a great set of takeaways on the Digital HR Leaders podcast episode with Dawn Klinghoffer, Jeremy Shapiro, and Thomas Rasmussen on People Analytics, AI and ML.
Peter Johnson for including me in his list of HR thought leaders.
Mokkup.ai for including my article on How Will AI Impact People Analytics in 2024 and Beyond? in their collection of Top 14 reads for Data Professionals.
Thinkers360 for including me in their list of the Top 50 B2B Thought Leaders, Analysts & Influencers You Should Work With In 2024 (EMEA)
Joveo for including me in their list of Top 9 Twitter Influencers Every Talent Acquisition Specialist Should Follow
To the following people who sharing the February edition of Data Driven HR Monthly. It's much appreciated: Allison Ardianto Eakkasit Toratana Jillian Meade David Balls (FCIPD) Kingsley Taylor Military Veterans of LinkedIn Robin Carlin Amy C. Lewis, PhD Russ Fatum Kouros Behzad Emily Klein Madison Clary Robert Rogowski Phillip M. Randall, PhD, CPG Gord Johnston MA, BHJ, BA, CHRP ANDRES CAMPOVERDE Aravind Warrier Francisca Solano Beneitez Satya Prakash Pandey Malgorzata (GOSIA) LANGLOIS Dr. Zohaib Azhar (PhD-HR) Jane Datta David McLean John Lawson Alice Damonte Martha Curioni Vipul M. Mali ↗️ Jens Keuter Phil Inskip Andrew Smith MBA Ekta Vyas Ph.D Oswaldo Machado Bill Brown Barry Marshall Paola Carranco Murthy Nibhanipudi VS Jaana Saramies ? Robert Houghton Aysegul Tigli Indre Radzeviciute Radha Jeevan Melissa Hopper Fritz Tina Peeters, PhD Morten Hartvig Berg Pedro Pereira Gavin Wiseman
UNLOCK THE POTENTIAL OF YOUR PEOPLE ANALYTICS FUNCTION THROUGH THE INSIGHT222 PEOPLE ANALYTICS PROGRAM
At Insight222, our mission is to make organisations better by putting people analytics at the centre of business and upskilling the HR profession The Insight222 People Analytics Program® is your gateway to a world of knowledge, networking, and growth. Developed exclusively for people analytics leaders and their teams, the program equips you with the frameworks, guidance, learnings, and connections you need to create greater impact.
As the landscape of people analytics becomes increasingly complex, with data, technology, and ethical considerations at the forefront, our program brings together over one hundred organisations to collectively address these shared challenges.
Insight222 Peer Meetings, like this event in London, are a core component of the Insight222 People Analytics Program®. They allow participants to learn, network and co-create solutions together with the purpose of ultimately growing the business value that people analytics can deliver to their organisations. If you would like to learn more, contact us today.
ABOUT THE AUTHOR
David Green ?? is a globally respected author, speaker, conference chair, and executive consultant on people analytics, data-driven HR and the future of work. As Managing Partner and Executive Director at Insight222, he has overall responsibility for the delivery of the Insight222 People Analytics Program, which supports the advancement of people analytics in over 90 global organisations. Prior to co-founding Insight222, David accumulated over 20 years experience in the human resources and people analytics fields, including as Global Director of People Analytics Solutions at IBM. As such, David has extensive experience in helping organisations increase value, impact and focus from the wise and ethical use of people analytics. David also hosts the Digital HR Leaders Podcast and is an instructor for Insight222's myHRfuture Academy. His book, co-authored with Jonathan Ferrar, Excellence in People Analytics: How to use Workforce Data to Create Business Value was published in the summer of 2021.
观点
2024年03月31日
观点
应对心理健康危机：42%的公司计划推出新的员工福利
根据The Conference Board的最新报告，尽管HR领导们对劳动力市场的乐观程度略有上升，但员工保留和参与度的预期与去年相比有所下降，显示出劳动力短缺的持续问题。报告揭示，随着员工心理健康问题的加剧，42%的公司计划今年提供新的福祉福利。企业承认对员工福祉负有责任，并在增加对健康项目的关注和支出方面取得了显著进展。报告强调，全面考虑员工福祉不仅可以提高员工参与度和生产力，还能保留人才。
Tackling the Mental Health Crisis: 42% of Companies Plan to Offer New Employee Well-Being Benefits
NEW YORK, March 22, 2024 -- Corporate America's HR leaders continue to be more optimistic than pessimistic about the state of the workforce.
The Conference Board CHRO Confidence Index ticked up to 54 in Q1, from 53 last quarter. (A reading of more than 50 points reflects more positive than negative responses.) While retention and engagement expectations improved from last quarter, the survey reveals they are down compared to this time last year, signaling ongoing concerns about labor shortages. Hiring expectations remained stable.
The survey also reveals that businesses are stepping up as mental health concerns continue taking a toll on workers throughout the nation: 42% of surveyed companies plan to offer new well-being benefits this year.
Indeed, 36% say businesses are responsible for the well-being of their employees, with another 62% saying they are somewhat responsible. As a result, they are ramping up their focus on employee wellness: In addition to those offering new well-being benefits, a quarter plan to increase spending on well-being initiatives.
"Taking a holistic view of worker well-being can not only improve employee engagement and productivity but also retain your talent—a top focus of both CEOs and CHROs this year," said Diana Scott, Leader of The Conference Board US Human Capital Center.
The Index, conducted quarterly, was launched in Q1 2023 and is comprised of three components—hiring, retention, and engagement—as well as special questions included in each survey. Nearly 150 CHROs participated in the Q1 survey, which included additional questions on employee well-being. Key findings include:
Hiring The CHRO Confidence Index: Hiring component remained the same as both last quarter and YoY, at 55.
CHROs' workforce expansion plans remained stable in Q1, with fewer CHROs expecting to increase or decrease hiring in the next six months:
36% of CHROs expect to increase their hiring over the next six months—down from 44% in Q4.
13% expect to decrease their hiring over the next six months—down from 19% in Q4.
Retention The CHRO Confidence Index: Retention component rose to 53 in Q1 2024 from 51 in Q4 2023. But retention expectations are down YoY from 57 in Q1 2023.
CHRO expectations regarding employee retention ticked up slightly in Q1:
29% of CHROs expect their employee retention levels to improve over the next six months—up slightly from 28% in Q4.
19% of CHROs expect employee retention to decrease over the next six months, down from 22% in Q4.
Engagement The CHRO Confidence Index: Engagement component rose to 54 in Q1 2024 from 52 in Q4 2023. But engagement expectations are down YoY from 58 in Q1 2023.
Fewer CHROs expect declines in employee engagement in Q1:
35% expect engagement levels to increase—down slightly from 37% in Q4.
20% expect engagement levels to decrease—down significantly from 31% in Q4.
Special Questions for Q4: Employee Well-Being For Q1 2024, the Index also surveyed CHROs on employee well-being.
CHROs overwhelmingly agree that organizations share responsibility for their employees' well-being.
62% said organizations are somewhat responsible.
36% said organizations are responsible.
Only 2% said organizations are not responsible for employee well-being.
A quarter of CHROs increased spending on employee well-being in 2024.
26% said their well-being budget increased for FY2024.
69% said it remained the same.
Only 5% decreased spending on well-being.
Nearly half of CHROs plan to offer new well-being benefits, despite most keeping spending the same.
42% plan to offer new benefits this year.
39% do not plan to offer new benefits.
19% are discussing offering new benefits.
Mental and physical health are the top priorities for new well-being initiatives.
Of those offering new benefits:
20% are offering mental health initiatives.
15% are offering physical health and fitness initiatives.
12% are offering financial well-being initiatives.
10% are offering work-life balance initiatives.
About The Conference BoardThe Conference Board is the member-driven think tank that delivers trusted insights for what's ahead. Founded in 1916, we are a non-partisan, not-for-profit entity holding 501 (c) (3) tax-exempt status in the United States. www.conference-board.org
SOURCE The Conference Board
Valoir 报告显示 HR 尚未准备好迎接 AI，你呢？
研究显示，人力资源管理领导者面临的主要问题包括缺少 AI 相关的专业知识以及面临的风险和合规性问题。
弗吉尼亚州阿灵顿--Valoir 发布的一项全球新报告显示，尽管 AI 驱动的自动化似乎无法避免，但人力资源部门似乎并未做好准备。这项涵盖超过150位人力资源执行官的调查揭示了利用 AI 的巨大机会，但同时也显示出在制定政策、实施实践和进行培训方面普遍存在不足，以便安全有效地将 AI 技术应用于人力资源管理。
“虽然许多机构开始采用生成式 AI，但很少有组织建立必要的政策、准则和保障措施。作为员工数据的保护者和公司政策的制定者，人力资源领导者需要在 AI 的政策和培训方面走在前列，不仅为自己的团队，也为广大员工群体做好准备。”
以下内容需要特别注意： “AI 正在快速融入人力资源管理领域，特别是在招聘、人才发展和劳动力管理等方面。然而，引入 AI 也伴随着诸如数据泄露、误解、偏见和不当内容等风险，”Valoir 的首席执行官 Rebecca Wettemann 表示。“面对这些挑战并采取措施减少风险的人力资源部门，可以显著提升其从 AI 中获得的益处。”
人力资源的自动化与战略转型潜力
报告指出，有35%的人力资源部门员工的日常工作非常适合自动化处理。在所有人力资源管理活动中，招聘环节最有潜力应用 AI 技术，并且已成为采纳率最高的领域，近四分之一的组织已经开始利用 AI 支持的招聘流程。人才发展、劳动力管理以及培训和发展同样被视为 AI 自动化的关键领域。
生成式 AI 正在加速人力资源部门的生产力提升及风险增加
尽管到2023年中旬，超过三分之四的人力资源领域工作者已经尝试使用过某种形式的生成式 AI，但仅有16%的组织制定了关于使用生成式 AI 的具体政策。而且，真正关于其伦理使用的政策数量更是寥寥无几。人力资源领导者认为，缺乏 AI 相关技能和专业知识是采纳 AI 的最大障碍，但只有14%的组织制定了有效的 AI 使用培训政策。这些政策对于确保所有员工都能充分利用 AI 带来的好处并最小化风险是至关重要的。
“尽管生成式 AI 正被广泛采纳，但几乎没有哪些组织建立了必要的政策、准则和保护措施。作为员工数据的守护者和公司政策的制定者，人力资源领导者必须在 AI 政策和培训方面先行一步，这不仅是为了他们自己的团队，也是为了整个员工群体的利益，”Wettemann 表示。
报告的关键知识点：
Integration Challenges: HR faces challenges in managing AI use due to lack of policies, practices, and training.
Early Adoption vs. Preparedness: While HR has been an early adopter of AI, most organizations still lack the proper frameworks for safe and effective AI adoption.
Rapid Product Release: Post-Chat GPT announcement, HR software vendors have rapidly released generative AI products with varying capabilities.
AI’s Double-Edged Sword: AI offers great benefits but also poses risks of "accidents" due to immature technology, inadequate policies, and lack of training.
AI Experimentation and Automation Opportunity: Over three-quarters of HR workers have experimented with generative AI. 35% of HR tasks could potentially be automated by AI.
Current AI Utilization: The main opportunities for HR benefits from AI are in recruiting, learning and development, and talent management, with recruiting leading in AI adoption.
Adoption Barriers: Main hurdles include lack of AI expertise (28%), fear of compliance and risk (23%), and lack of resources (21%).
Policy and Training Deficiencies: Only 16% of organizations have policies on generative AI use, and less than 16% have training policies for AI usage.
Risk Areas in AI: Data compromises, AI hallucinations, bias and toxicity, and recommendation bias are identified as primary risks.
Future Plans for AI: Over 50% of organizations plan to apply AI in recruiting, talent management, and training within the next 24 months.
Least Likely AI Adoption: Benefits management has the lowest likelihood of current or future AI adoption due to data sensitivity concerns.
AI Skills and Expertise: The significant gap in AI skills and expertise impacts the adoption and effective use of AI in HR.
HR’s Role in AI Adoption: HR needs to develop policies, provide training, and ensure ethical AI use aligning with organizational principles.
Recommendations for HR: Suggestions include experimenting with generative AI, developing ethical AI usage policies, creating role-specific AI training, and identifying employee groups at risk from AI automation.
观点
2024年03月12日
观点
SHRM:Most American Workers Experience Incivility in the Workplace; Divisive Dialogue Undermines Inclusion and Employee Wellbeing
2024年SHRM文明研究指出，工作场所不文明行为日益普遍，近三分之二的员工在过去一个月内经历或目睹了此类行为。研究强调维护文明的重要性，将不文明的工作环境与员工不满和更高的离职率联系起来。不文明行为阻碍了员工真实自我表达和福祉，导致员工过滤他们的话语并犹豫不决地分享诚实的想法。研究确定了工作场所观察到的五大不文明行为，并鼓励组织通过参与文明对话来促进文明。
SHRM Launches "1 Million Civil Conversations" Initiative to Propel Workplace Civility
ALEXANDRIA, Va.SHRM, the trusted authority on all things work, today announced its "1 Million Civil Conversations" initiative, aimed at fostering inclusive and respectful workplace cultures that allow people and business to thrive. A reported two-thirds of U.S. workers experienced or witnessed incivility in their workplace over the past month, underscoring the critical need to foster spaces of respect and understanding. SHRM believes everyone can play a role in transforming workplaces to be more civil, one conversation at a time.
With two major elections on the horizon in 2024 (United States and India), the world will likely see heightened tensions and polarizing viewpoints. In addition to challenging people worldwide to engage in 1 million civil conversations this year, SHRM is equipping employers with the necessary research, resources, and guidance to empower their workforce with the skills and tools to foster civil dialogue in their workplaces.
SHRM 2024 research shows the disturbing trend of incivility in today's workplaces, ultimately impacting workplace wellbeing and employee retention:
Two-thirds of U.S. workers (66%) experienced or witnessed incivility in the workplace over the past month.
Workers who rate their workplace as uncivil are three times more likely to express job dissatisfaction (28%); and more than twice as likely to consider leaving their job in the next year (38%).
Thirty three percent of U.S. workers expect workplace conflict to increase over the next 12 months.
Johnny C. Taylor, Jr., SHRM-SCP, SHRM President and CEO, emphasizes the significance of individual contributions to building a truly inclusive workplace culture. "If we want to build a world of work that works for all, we need more than corporate objectives. Civility is inclusion in action and must be carried out by the people in their daily interactions," he affirms. “Looking forward, the future of work hinges on collaboration, ideation, and innovation, with civility serving as the indispensable catalyst for bridging discord and empowering workforce synergy. SHRM is encouraging organizations and individuals to be catalysts for civility by starting 1 million civil conversations.”
Throughout 2024, SHRM will be engaging people across the country through experiential pop-up events and will be measuring civility by the upcoming Civility Index, a periodic pulse survey designed to gauge the prevailing levels of civility in the workplace and society.
Learn more about how SHRM is creating more civil workplaces and how you can join the conversation at https://www.shrm.org/topics-tools/topics/civility
SHRM is a member-driven catalyst for creating better workplaces where people and businesses thrive together. As the trusted authority on all things work, SHRM is the foremost expert, researcher, advocate, and thought leader on issues and innovations impacting today’s evolving workplaces. With nearly 340,000 members in 180 countries, SHRM touches the lives of more than 362 million workers and their families globally. Discover more at SHRM.org.
[caption id="attachment_1678" align="alignnone" width="1056"] "1 Million Civil Conversations"[/caption]
观点
2024年03月08日
观点
根据美世 2024 年全球人才趋势研究，高管认为人工智能是提高生产力的关键，但大多数员工尚未做好转型的准备Mercer's 2024 Global Talent Trends Study unveils critical insights from over 12,000 global leaders and employees, highlighting the increasing importance of AI in productivity, discrepancies between executive and HR perceptions, the necessity of human-centric work design, and the growing challenges in trust, diversity, and resilience within the workforce. The study emphasizes the urgency of adapting talent strategies to foster greater agility and employee well-being amidst technological advances and shifting workforce dynamics.
美世今天发布了2024年全球人才趋势研究。该研究借鉴了全球 12,000 多名高管、人力资源主管、员工和投资者的见解，揭示了雇主为在这个新时代蓬勃发展而采取的行动。
“今年的调查结果突显了工作中的惊人转变，”美世总裁帕特·汤姆林森 (Pat Tomlinson) 表示。“他们指出，高管层和人力资源部门对于 2024 年业务发展的看法存在显着分歧，而且员工对于技术影响的看法也存在滞后。随着我们迎来人机团队的时代，组织需要将人置于转型的核心。”
生成式人工智能 (AI) 被视为提高生产力的关键
生成式人工智能能力的快速增长引发了人们对劳动力生产力提升的希望，40% 的高管预测人工智能将带来超过 30% 的收益。然而，五分之三 (58%) 的人认为科技进步的速度超过了公司对员工进行再培训的速度，不到一半 (47%) 的人认为他们可以通过当前的人才模式满足今年的需求。
“通过人工智能提高生产力是高管们最关心的问题，但答案不仅仅在于技术。提高员工生产力需要有意识的、以人为本的工作设计。”美世全球人才咨询主管兼该研究的作者 Kate Bravery 说道。“领先的公司认识到人工智能只是其中的一部分。他们正在从整体的角度来解决生产力下降的问题，并通过新的人机协作模式提供更大的敏捷性。”
寻找通向未来工作的可持续道路面临着挑战。四分之三 (74%) 的高管担心他们的人才的转变能力，不到三分之一 (28%) 的人力资源领导者非常有信心他们能够使人机团队取得成功。提高敏捷性的关键是采用技能驱动的人才模型，这是高增长公司已经掌握的。
员工信任度全面下降
2023 年，对雇主的信任度从 2022 年的历史最高水平下降，这是一个危险信号，因为研究表明信任对员工的精力、蓬勃发展感和留下来的意愿产生重大影响。那些相信雇主会为他们和社会做正确事情的人，表示自己正在蓬勃发展、具有强烈的使命感、归属感和被重视感的可能性是其他人的两倍。
近一半的员工表示，他们希望为一个令他们感到自豪的组织工作，一些公司的回应是优先考虑可持续发展工作和“良好工作”原则。鉴于公平薪酬（34%）和发展机会（28%）是员工今年留下来的主要驱动力，雇主有动力在未来一年在薪酬公平、透明度和公平获得职业机会方面取得更快进展。
在全球范围内，员工都清楚，归属感有助于他们成长，但只有 39% 的人力资源领导者表示，女性和少数族裔在其组织的领导团队中拥有良好的代表，只有 18% 的人表示，最近的多元化、公平性和包容性努力提高了员工保留率关键多元化群体。四分之三的员工 (76%) 目睹过年龄歧视。由于这些挑战加上持续的技能短缺，更多地关注包容性和满足员工的需求将有助于所有员工蓬勃发展。
未来几年，韧性将至关重要
最近在风险缓解方面的投资已获得回报，64% 的高管表示他们的业务能够承受不可预见的挑战，而两年前这一比例为 40%。通货膨胀等近期担忧严重影响高管的三年计划，但网络和气候等长期风险可能没有得到应有的必要关注。
建立个人韧性与企业韧性同样重要，五分之四 (82%) 的员工担心自己今年会精疲力竭。为员工福祉重新设计工作对于缓解这一风险至关重要，51% 的高增长公司（2023 年收入增长 10% 或以上）已经这样做了，而低增长同行中只有 39% 这样做了。
员工体验是重中之重
超过一半的高管 (58%) 担心他们的公司在激励员工采用新技术方面做得不够，三分之二 (67%) 的人力资源领导者也担心他们在没有改变工作方式的情况下实施了新技术解决方案。员工体验是今年HR的首要任务；这是一个值得关注的问题，因为蓬勃发展的员工表示雇主设计的工作体验能够发挥他们的最佳水平的可能性是普通员工的 2.6 倍。
人力资源部门在改善所有人的工作方面发挥着关键作用，但人力资源部门越来越有必要与风险和数字化领导者合作，以按要求的速度引入必要的变革。为了满足组织和员工的期望，96% 的公司计划今年对人力资源职能进行一些重新设计，重点是跨部门交付和领先的数字化工作方式。
投资者重视敬业的员工队伍
今年，美世首次收集资产管理公司关于组织的人才战略如何影响其投资决策的意见。近十分之九 (89%) 的人将员工敬业度视为公司绩效的关键驱动力，84% 的人认为“流失和燃烧”方法会损害商业价值。投资者还表示，营造信任和公平的氛围是未来五年建立真正、可持续价值的最重要因素。
单击此处了解更多信息并下载今年的研究。
关于美世 2024 年全球人才趋势研究
美世全球人才趋势目前已进入第九个年头，汇集了来自 17 个地区和 16 个行业的 12,200 多名高管、人力资源领导者、员工和投资者的见解，该研究重点介绍了当今领先组织为确保人员长期可持续发展所采取的措施。在此过程中走得更远的组织在四个领域取得了长足的进步。(1) 他们认识到，以人为本的生产力需要关注工作的演变以及工作人员的技能和动机。(2) 他们认识到信任是真正的工作对话，通过透明度和公平的工作实践得到加强。(3) 随着风险变得更加关联且难以预测，他们认识到，提高风险意识和缓解水平对于建立一支准备就绪、有复原力的员工队伍至关重要。(4) 他们承认，随着工作变得越来越复杂，简化、吸引和激励员工走向数字化的未来至关重要。
关于美世
美世坚信，可以通过重新定义工作世界、重塑退休和投资成果以及释放真正的健康和福祉来建设更光明的未来。美世在 43 个国家/地区拥有约 25,000 名员工，公司业务遍及 130 多个国家/地区。美世是Marsh McLennan （纽约证券交易所股票代码：MMC）旗下的企业，Marsh McLennan 是风险、战略和人才领域全球领先的专业服务公司，拥有超过 85,000 名同事，年收入达 230 亿美元。通过其市场领先的业务（包括达信、Guy Carpenter和奥纬咨询），达信帮助客户应对日益动态和复杂的环境。
观点
2024年03月07日
观点
The best HR & People Analytics articles of February 2024
I’m writing the introduction to this month’s compendium in New York, ahead of two events this week in the Big Apple.
Firstly, I’m attending Gloat Live (thank you Ruslan Tovbulatov and the Gloat team), where I’ll be hosting a panel of three chief people officers – Michael Fraccaro Tanuj Kapilashrami and Tamla Oates-Forney– as well as sharing Insight222 research on building a data driven culture in HR. Also taking place this week is the Winter Peer Meeting for North American member companies of the Insight222 People Analytics Program, which is being hosted by Sally Masseyand Courtney McMahon at Colgate-Palmolive’s headquarters on Park Avenue.
After a weekend back in the UK for my birthday, I’ll be heading back to the US for the Wharton People AnalyticsConference on March 14 and 15. If you’re going to Gloat Live or Wharton PAC, then please do come and say hello. I was also in Switzerland a few days ago for People Analytics WorldZürich (thanks to Barry Swales Ralf Buechsenschuss), and just a fortnight ago, Rob Etheridgeand his team kindly hosted the European Peer Meeting of the Insight222People Analytics Program at HSBC’s headquarters in London – you can read some of takeaways from London here. It’s certainly a busy period of travel - and lots of vapour trail!
Attendees at the Insight222 Q1 European Peer Meeting for members of the People Analytics Program, hosted by HSBC in London
Some of you have written to me to advise that you weren't able to join the recent Insight222 webinar on Turning Insight into Impact with People Analytics. You can find out more by scolling down to the Video of the Month below or access the recording by clicking on the image below.
Looking for a new role in people analytics or HR tech?
Before we get to this month’s collection of resources, I’d like to highlight once again the wonderful resource created by Richard Rosenowand the One Model team of open roles in people analytics and HR technology, which now numbers close to 500 roles.
Share the love!
Enjoy reading the collection of resources for February and, if you do, please share some data driven HR love with your colleagues and networks. Thanks to the many of you who liked, shared and/or commented on January’s compendium (including those in the Comments below).
If you enjoy a weekly dose of curated learning (and the Digital HR Leaders podcast), the Insight222 newsletter: Digital HR Leaders newsletter is published every Tuesday – subscribe here.
2024 HR TRENDS AND PREDICTIONS
DELOITTE – 2024 Global Human Capital Trends: Thriving beyond boundaries – Human performance in a boundaryless world
The opening words of Deloitte’s 2024 Global Human Capital Trends perfectly capture the opportunity and challenge for HR today: “We’re operating in a world where work is no longer defined by jobs, the workplace is no longer a specific place, many workers are no longer traditional employees, and human resources is no longer a siloed function.” The seven trends covered in the report, each with its own chapter, are: (1) Embracing human sustainability, (2) Moving beyond productivity to measure human performance, (3) Balancing privacy with transparency to build trust, (4) Overcoming the imagination deficit, (5) Creating digital playgrounds to explore, experiment and play, (6) Cultivating workplace microcultures, and (7) Making the shift to a boundaryless HR. The report, which has 122 pages, is packed full of thought-provoking insights, visualisations and data – including FIG 1 and FIG 2 below. Kudos to the authors: Susan Cantrell Corrie Commisso Julie Duda Kraig Eaton Jason Flynn John Forsythe Michael Griffiths John Guziak Lauren Kirby David Mallon Mari Marcotte Shannon Poynton Nicole Scoble-Williams GAICD Yves Van Durme and Matteo Zanza.
We’re operating in a world where work is no longer defined by jobs, the workplace is no longer a specific place, many workers are no longer traditional employees, and human resources is no longer a siloed function.
FIG 1: In the era of human performance, business and human outcomes are mutually reinforcing (Source: Deloitte 2024 Global Human Capital Trends)
FIG 2: Source: Deloitte 2024 Global Human Capital Trends
ERNEST NG - What are the most Important things HR will need to focus on in 2024? | ALLISON BAUM GATES - Six predictions for the future of health, wealth, and work in 2024 | LYNDA GRATTON - Predictions for the Workplace of 2025, Revisited
Continuing with the prediction vibe, here are two more thoughtful reflections on what lies ahead and one reflection, 15 years on, from Lynda Gratton on her previous predictions about the future of work. (1) Ernest Ng, PhD, now at HiredScore– who Workdayhas just announced their intent to acquire, highlights a number of predictions for the year ahead combining a focus on efficiency, incorporating AI into the way we work and supporting employees to navigate change. (2) Allison Baum Gates, General Partner at SemperVirens Venture Capital combines the future of health, wealth and work into her predictions including: “AI’s primary impact in 2024 will be accelerating a shift to skills-based organizations.” (3) Lynda Gratton reflects on her Predictions for the Workforce of 2025, which she originally made in 2010 covering what she got right, where she misjudged, and what she learned about experimenting.
It will be wise to expect the unexpected. And when it comes, be prepared to observe closely, pivot quickly, and experiment widely.
HYBRID, GENERATIVE AI AND THE FUTURE OF WORK
ALEX CAMP, PHIL KIRSCHNER, LAURA PINEAULT, AND PATRICK SIMON - Hybrid can be healthy for your organization—when done right
Research from McKinsey suggesting that a fully remote organisation can demonstrate a level of organisational health that rivals, if not exceeds, the performance of most traditional companies. In the article, Alexandra Camp Phil Kirschner Laura Pineault and Dr. Patrick Simon highlight six priorities for companies aspiring to sustain a flexible or highly distributed workplace in parallel with top organisational health: (1) Remove ambiguity about working practices. (2) Reset performance expectations. (3) Be transparent. (4) Be purposeful about where people work. (5) Foster trust and a sense of support. (6) Test and learn.
Fully remote organizations can demonstrate a level of health that rivals, if not exceeds, the performance of most traditional companies.
FIG 3: Six priorities to sustain a flexible or highly distributed workplace (Source: McKinsey)
KELLY JONES - Unlocking the Power of Hybrid Work: 5 Guiding Principles from Cisco's 3-Year Study Article | White Paper | Executive Summary
Kelly Jones, Cisco's Chief People Officer, unveils the findings of a three year Future of Work study by Cisco’s People Intelligence Team, which was designed to explore the employee experience prior to the global pandemic, through the pandemic, to office re-opening and beyond. Kelly's article summarises five guiding principles for hybrid work including reimagining the office to create meaningful moments and encouraging leaders to be intentional with their attention. The executive summary also outlines five key findings and recommendations (see FIG 4): (1) People may be choosing to work from home, but in person touchpoints are still essential. (2) Effective collaboration is a balancing act. (3) Flexibility and choice positively influence engagement. (4) Leaders might be struggling the most. (5) Leader attention is the #1 predictor of engagement. Thanks to Roxanne Bisby Davis for highlighting.
Make the office a magnet, not a mandate
FIG 4: Source - Choice is Critical in the Future of Work (Cisco, 2024)
MICHAEL ARENA AND PHIL ARKCOLL - Enabling High-Velocity Teams
As Michael Arena and Philip Arkcoll outline, the significance of teams has never been greater, yet their effectiveness depends on being able to operate with both speed and focus. The article presents the findings of their research as to why focused teams outperform, and then provides five practices designed for teams to imbue more intentional collaboration: (1) Leverage collaboration phases. (2) Focused team structure. (3) Minimise frequent team shifts. (4) Actively manage dependencies and distractions. (5) Formation of integration teams.
With the rapid advancements in technology today, optimal team performance and speed matter disproportionately in ensuring market success.
FIG 5: Internally and externally focused agile teams (Source: Michael Arena and Philip Arkcoll)
GAD LEVANON | SHRM & THE BURNING GLASS INSTITUTE - Generative Artificial Intelligence and the Workforce
The Burning Glass Institute continues to publish fascinatingly insightful reports about the world of work. In their latest report, in collaboration with SHRM, Gad Levanon investigates how GenAI will impact industries, companies, and jobs, and reshape the economy. It reinforces that GenAI will have the greatest impact on high-skilled, professional work, provides indications of how GenAI will impact the economy (see FIG 6) and provides four actions for CHROs to: (1) Evaluate your organisation’s composition, (2) Evaluate the roles within your organisation, (3) Consider your current talent pipeline, and (4) Develop a game plan.
In the coming years, GenAI will both drive massive boosts in productivity and necessitate layoffs. Begin planning ways to leverage GenAI’s productivity benefits and prepare for the disruptions to your workforce through a combination of upskilling investments to give workers the skills to remain relevant and reskilling programs to reposition workers in areas of more stable demand.
FIG 6: Sequence of economic disruptions caused by GenAI (Source: SHRM and The Burning Glass Institute)
FIG 7: Implications of GenAI for HR functions (Source: SHRM and The Burning Glass Institute)
ANA KREACIC, AMY LASATER-WILLE, LUCIA URIBE, RAVIN JESUTHASAN, JOHN ROMEO, AND SIMON LUONG - How Generative AI Is Changing The Future Of Work | TED LIU, CARINA DENG, AND KELLY MONAHAN - How Generative AI Adds Value to the Future of Work
Two studies analysing the impact of GenAI on the world of work. The first by Ana Kreacic Amy Lasater-Wille Lucia Uribe Ravin Jesuthasan, CFA, FRSA John Romeo and Simon Luong for the Oliver Wyman Forum finds that GenAI could add up to $20 trillion to global GDP by 2030 and save 300 billion work hours a year. It also finds that while 96% of employees believe AI can help them in their current job, 60% are afraid it will eventually automate them out of work. There are numerous other insights and visualisations in the 100 page report including a projection of the likely productivity gains at work from GenAI in the next decade (see FIG 8). The second study, by Ted Liu Carina Deng and Kelly Monahan, Ph.D.for the UpworkResearch Institute, provides a comprehensive analysis of the initial impact of GenAI on the Upwork marketplace for independent talent. It finds that the impacts may already being felt with reductions in demand for work such as writing and translation and a surge in demand for skills associated with GenAI such as data science and analytics.
Generative AI could add up to $20 trillion to global GDP by 2030 and save 300 billion work hours a year.
FIG 8: Phases of generative AI’s impact on productivity at work (Source: Oliver Wyman Forum)
GEORGE WESTERMAN, SAM RANSBOTHAM, AND CHIARA FARRONATO - Find the AI Approach That Fits the Problem You’re Trying to Solve | TOMAS CHAMORRO-PREMUZIC - 7 Strategies to Get Your Employees On Board with GenAI | ANDY BALDWIN - 3 Ways to Embed DEI Into Your Company’s AI Strategy | MARTHA CURIONI – Why is Explainable AI Important for HR? | BRETT DYKES - Why AI Isn’t Going To Solve All Your Data Culture Problems
There may be a far degree of hype around GenAI, but it does seem to be accelerating the engagement of HR leaders and professionals with AI, and is also leading to an increasing number of thoughtful studies and articles on AI, including these five resources: (1) George Westerman Sam Ransbotham and Chiara Farronatooutline four categories of advanced analytics – GenAI, traditional deep learning, econometrics, and rule-based automation, and offer five questions to ask about AI’s constraints including: What is the cost of being wrong? (2) As Dr Tomas Chamorro-Premuzic observes: “the human factor — people and culture — will drive the adoption of AI, or lack thereof.” Tomas then presents seven strategies to get employees on board including i) focusing on the problem that GenAI can solve, and ii) being proactive about ethical concerns. (3) In his article for Harvard Business Review, Andy Baldwin outlines three ways to incorporate DEI into AI strategy through: i) embedding DEI into the design of your AI systems; ii) incorporating DEI into any AI-related upskilling programs; and iii) using AI as an opportunity to boost DEI. (4) Martha Curioni defines explainable AI and explains why it is critical to HR so it can provide transparency, build trust, mitigate bias and enable data driven decision making. (5) Finally, Brent Dykes cautions that while a recent study found that GenAI had catalysed a dramatic rise in the number of companies that reported they had ‘created a data-driven organization’ (from 23.9 percent in 2023 to 48.1 percent in 2024), AI is not a silver bullet for data culture. He illustrates this (see FIG 9) by referencing a study a European bank did to assess its own data culture, before highlighting two proven ways to build a data culture: executive sponsorship and role-modelling, and talent.
As with any aspect of digital transformation, the effective deployment of generative AI will depend less on technological capability than on human adaptability
FIG 9: Source: Brent Dykes, Analytics Hero
PEOPLE ANALYTICS
MARIËLLE SONNENBERG, FEDERICO BECHINI, SIETSE SCHRÖDER, AND CAITLIN VAN MIL - Our Real-Life Journey with GenAI in Skills and Talent Management (with code!!) | ADAM MCKINNON – Introducing Lex – Australian Employment Law Support AI | ALEC LEVENSON - A killer app with huge upsides and dangerous downsides: Applying AI to People Analytics
Two examples of GenAI in People Analytics in practice – and an article by Alec Levenson on AI in people analytics. (1) the Wolters Kluwer talent analytics team of Mariëlle Sonnenberg, PhD Federico Bechini Sietse Schröder and Caitlin van Mil share a case study of using GenAI to provide the foundation of their work to transition to a skills-based organisation. The article shares learnings from their journey (and the code!) including tips around data security, prompts, and system testing. (2) Adam McKinnon, PhD. presents Lex – an AI chatbot that has been trained on Australian workplace legislation. As Adam explains, Lex has been trained not to make up answers, and it should refuse to answer any question that cannot be answered using the legal documents it has been trained on. (3) Alec Levenson addresses the potential upsides and risks of applying AI to PA before providing a roadmap for ethical and effective application.
A human- and science-based perspective on any People Analytics model’s predictions is always needed, whether AI is applied or not.
PIETRO MAZZOLENI - Unlocking People Data: Lessons from Transforming IBM's Data Platform to Elevate People Analytics - The Why and the What | JON LESTER - Creating the future of human resources
Pietro Mazzoleni presents the first edition of what promises to be an interesting and insightful new LinkedIn newsletter, People Data Platform, which will explore the evolution of IBM's internal people data platform and its role in fostering data democratisation and people analytics. The first instalment covers the what and the why, and also provides an overview of Workforce 360 (W360 – see FIG 10), IBM’s internal people data platform. Pietro explains that the initial focus for W360 was (1) to digitalise People Scorecard, IBM´s main talent dashboard that measures the health of the workforce, and (2) to scale IBM’s advanced AI solutions like Job Recommendation, Attrition Risk Analysis, and Compensation Advisor. I recommend reading Pietro’s article alongside the second article, featuring Jon Lester on how in an initial pilot in IBM Consulting, a digital AI assistant (HiRo) saved 12,000 hours in one quarter, and halved the quarterly promotion process from 10 to 5 weeks.
FIG 10: Benefits of Workforce 360 (Source: IBM, Pietro Mazzoleni)
WILLIS JENSEN - Why Is It So Hard to Get Finance and HR Aligned? | JACKSON ROATCH - The Behavioral Economics of Return to Office | LYDIA WU - The Problem with “I Don’t Disagree” in People Analytics | JARED VALDRON - An FAQ on Generative AI in People Analytics | ANSHUL SHEOPURI - People Operations As A Critical Differentiator For Employee Experience | JUSTIN PURL - The People Analytics Method: Why TikTok's Head of Global People Analytics prioritizes context not control
As has also been the case in recent months, February saw a number of articles from current and recent people analytics leaders. These act as a spur and inspiration to the field. Six are highlighted here. (1) Willis Jensenboils down the traditional disconnect between HR and Finance teams on headcount: “There are some fundamental differences in counting the number of people (headcount) versus counting the amount of worker productivity (FTE) and both are necessary for different goals.” (2) Jackson Roatchanalyses the return to office topic through the lens of behavioural economics. (3) Lydia Wubreaks down why hearing “I don’t disagree” is a problem for people analytics, and in doing so highlights the importance of building trust with key stakeholders. (4) Jared Valdronprovides a set of answers to 18 frequently asked questions about GenAI in people analytics including i)) Is generative AI a good co-pilot for programming? ii) How will generative AI change the People Analytics job market? (5) Anshul Sheopurihighlights five areas where providing a frictionless experience is key to a successful EX program including i) Design with the user in mind and build for scale, and ii) Trusted data enables a solid foundation and responsible AI delivers personalised experiences. (6) Justin Purl Head of Global People Analytics of TikTok, introduces The People Analytics Method (see FIG 11) as a scientific approach for accumulating context that delivers impactful insights and supports HR decision-making
While it can be challenging to measure the financial impact of HR projects, that shouldn’t stop HR from trying to build those business cases.
FIG 11: The People Analytics Method (Source: Justin Purl)
Two key parts of The People Analytics Method are understanding context and engaging employees.
THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE
J. PUCKETT, VINCIANE BEAUCHENE, PATRICK ERKER, AND ZHDAN SHAKIROV – Is Your Upskilling Program Paying Off
Measuring the Return on Learning Investment is arguably the Holy Grail of upskilling programs, but according to this article by BCG it is in fact possible. In their article, J. Puckett Vinciane Beauchene C. Patrick G. E. and Ƶhdan Shakirovpresent a three-step approach: (1) Identify the desired business impact upfront. (2) Define the metrics for holding the program accountable to that impact and measuring progress. (3) Determine whether the targeted impact has been achieved.
Before embarking on any upskilling program, organizations first need to establish the business impact they will measure after the program is over.
FIG 12: Metrics for assessing the impact of learning programs (Source: BCG)
DAVE ULRICH AND HARRISON JAMES - How to Ensure that Human Capability Investments Deliver Stakeholder Value
As Dave Ulrich and Harrison James explain in their article, organisations typically rely on benchmarking and best practices to evaluate the return from human capital investments. They argue that these methods are often limited and do not provide the specific guidance to impact the business results of individual companies. Their article sets out an alternative: an Organization Guidance System (OGS), which begins by identifying the stakeholder outcomes relevant in your company as a precursor to then determining through providing an opportunity score (see FIG 13) for which human capability initiatives best deliver those outcomes.
FIG 13: Source: Dave Ulrich, The RBL Group
WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS
MARC EFFRON - Is the Juice Worth the Squeeze? Questions About Becoming a Skills-based Organization
As Marc Effron of The Talent Strategy Group highlights in his remarkable must-read article, there have been many claims made by consulting firms and technology providers about the case for shifting to being a skills-based organisation. In the article, Marc examines these claims, asking and answering 17 questions about skills-based organisations. The questions include: (1) If a skills-based approach is needed, why is it needed? (2) What changes will my organisation have to make to become a skill-based organisation? (3) Is there any proof that a skills-based approach delivers results? (4) Will AI and technology solutions better enable companies to track, manage and match skills? (5) How predictively accurate are skills in determining performance? Whatever side of the skills-based organisation debate you are on, I highly recommend reading Marc’s article.
At best, shifting to a skills-based environment can help some people in some situations at a large cost. It is likely best suited to industries where there is financial largess including pharmaceutical, banking, and larger consumer products firms. At worst, it reflects HR’s continued pursuit of novelty with the giddy support of technology and consulting firms that are all-too willing to promote and enable this questionable solution.
SCOTT REIDA - Draft priority role competency needs over time using ChatGPT4 and Tableau
A practical and technical guide from Scott Reida a workforce strategist at AWS, as he demonstrates how to use ChatGPT to drive talent intelligence by identifying current and future developments for key roles within an organisation. Scott visualises the outputs from ChatGPT in Tableau over a time horizon of ten years using the example of competencies for a data scientist.
FIG 14: Source – Scott Reida (access here)
EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING
ALICE DAMONTE, DANIEL MORALES, AND SARAH TOBEY - Employee listening programs and how to keep employees talking | IT SURVEY GROUP - What’s on the Horizon? Three Trends That Will Shape Employee Listening in 2024
Alice Damonte Daniel Morales and Sarah Tobeyfrom McKinsey’s internal people analytics and measurement team share learnings from Pulse, their continuous listening program. This capability has already enabled the team to shape more than 300 different initiatives since it was established three years ago. Their article focuses on two key elements of a successful employee listening program: (1) Making it easy and meaningful for employees to participate, which is enabled by providing transparency through firm-wide readouts, community dialogues, and individualised insights with support. (2) Making it straightforward for leaders to listen and act, which the team enable through ‘care packages’ to help leaders focus their attention on what matters most. For readers that enjoy this, I also recommend the second article, which features EX/HR leaders such as Kristin Saboe, Ph.D. Caitie Jacobson Stephanie Andel, PhD Patrick Gallen, MSOD Madison Beard and Ronald Ivan Dela Cruz forecasting three key trends for employee listening in 2024.
To ensure an employee listening channel is sufficiently well stocked with timely insights, it must be easy and meaningful for employees to participate, and straightforward for leaders to listen and act.
FIG 15: Source: McKinsey
FIG 16: Three key trends shaping employee listening in 2024 (Source: IT Survey Group)
LEADERSHIP AND CULTURE
AMY C. LEWIS, ANDREA DERLER, CUTHBERT CHOW, MANDA WINLAW, AND DANI HAIG – Designing Impactful Teams: Data-backed insights about effective team size
What does team size have to do with designing high-performing teams? That was the exam question, the Visier Inc.team of Andrea Derler, Ph.D. Cuthbert Chow Manda Winlaw and Dani Haigsought to answer in a collaborative study with Amy C. Lewis, PhD Professor of Management at the College of Business at Texas A&M University-San Antonio. Key findings include: (1) Most people work in teams of six to ten. (2) Team size varies by the nature of the work. (3) Smaller teams have more high performers. (4) Smaller teams have lower resignation rates (see FIG 17). The report has some helpful insights for those studying team effectiveness and involved in organisational design work.
FIG 17: Smaller teams have lower resignation rates (Source: Visier)
SPENCER HARRISON AND KRISTIE ROGERS - Building Culture From the Middle Out
The premise of a study by Spencer Harrisonand Kristie Rogersis for a business to harness the power of culture, it needs managers and team leaders to go beyond believing that they are responsible for culture to actively building it. Their research finds that managers that successfully achieve this are able to link the ‘big-C’ culture of their organisation (e.g. the official set of values) with the ‘small-c’ culture that plays out in the narrower and vibrant daily patterns of interaction (see FIG 18). The article highlights four successful strategies: (1) Endorse big-C culture through celebration and preservation of select features. (2) Endorse big-C culture by learning from other managers. (3) Enrich small-c culture through cultural innovations. (4) Enrich small-c culture by empowering employees to innovate.
FIG 18: Endorse and Enrich Your Way to Corporate Culture (Source: Harrison and Rogers)
JOSH BERSIN - How to Actually Execute a 4-Day Workweek | DOUGLAS BROOM - Four-day work week trial in Spain leads to healthier workers, less pollution | BENJAMIN LAKER – How Far-Reaching Could the Four-Day Workweek Become? AVA MARTINEZ – A 3-Day Workweek Could Complicate The Future of Work
Four articles on the four-day week, a concept that seems to be gathering momentum with pilots suggesting that business outcomes can be maintained while employee wellbeing and retention is enhanced. (1) Josh Bersinpresents findings from his study that finds companies need to undertake substantial work redesign to reduce hours while maintaining business outcomes to make the four-day week work. (2) Writing for the World Economic Forum, Douglas Broom shares results from a four-day work week pilot in Valencia, which found that giving workers an extra day off a week actually increases productivity, boosts physical and mental health and reduces CO2 emissions. (3) Benjamin Laker, who has been studying the four-day week for a number of years, outlines the findings from a UK study on the four-day week, which finds that 92% of the 61 companies that participated in the pilot are continuing with the four-day week. Laker also highlights that research conducted before and after the trial revealed that 39% of employees experienced lower stress levels and 71% noticed less burnout while working shorter weeks (see FIG 19). (4) From being one of the CEO outliers on return to the office, JP Morgan Chase CEO Jamie Dimon suggests that AI may precipitate a future of work where the working week is three days – as reported by Ava Martinez for The HR Digest.
FIG 19: Source: The UK’s four-day week pilot (Autonomy)
DIVERSITY, EQUITY, INCLUSION, AND BELONGING
SERENA HUANG - DEI Funding Cuts? You Need Data Analytics and AI More Than Ever | BOGDAN YAMKOVENKO AND STEPHEN TAVARES - To Understand Whether Your Company Is Inclusive, Map How Your Employees Interact
With many companies and institutions – particularly in the US – cutting back on their DEI programs, a recent edition of Serena H. Huang, Ph.D. From Data to Action newsletter is well timed. Serena explains how people data and analytics can help reverse this trend and highlights a number of helpful resources. One of the resources Serena highlights is a seminal article by Bogdan Yamkovenko, PhD and Stephen Tavares first published in Harvard Business Review in 2017. It provides a case study of a professional services firm that used organisational network analysis to identify that that women were largely shut out of its decision making, idea sharing, and emotional support networks (see FIG 20). For more from Serena, please tune into her recent conversation with me on the Digital HR Leaders podcast: How to Enhance Your Career in People Analytics.
FIG 20: 3 ways to look at employee networks at one professional services firm (Source: Heidrick & Struggles)
HR TECH VOICES
Much of the innovation in the field continues to be driven by the vendor community, and I’ve picked out a few resources from February that I recommend readers delve into:
LOÏC MICHEL | 365TALENTS – Your Absolute How to Guide to Skills Management – A handy guide to skills management from Loïc Michel and the 365Talentsteam featuring guidance and case studies.
ALICIA ROACH - Let's Talk About Lay-Offs – Alicia Roach of eQ8 frames the recent spate of layoffs from companies posting impressive profits in the context of culture and workforce planning (see FIG 21). As Alicia writes: “We can do better. We must do better.”
FIG 21: Scenario modelling and external shocks (Source: Alicia Roach, eQ8)
RICHARD ROSENOW - Embracing Remote Work for Senior People Analytics Roles: A Strategic Imperative – Richard Rosenow of One Model makes a persuasive case for why every organisation looking to lead in People Analytics should consider making their senior roles, if not all of their People Analytics roles, remote eligible. For more on people analytics jobs, check out this analysis of executive and director people analytics roles by Patrick Coolen.
BLEDI TASKA - SkyHive Data Reveals Greater Gender Disparity in the Generative AI Sector Compared to the Tech Industry at Large – Bledi Taska, Ph.D. presents SkyHive data and key findings on the impact of Generative Al on the U.S. job market and economy. His analysis highlights the urgent need for reskilling and upskilling initiatives to mitigate inequality in the workforce. Thanks to Todd Raphael for highlighting.
HAKKI OZDENOREN - Move Over HR, AI Is the New Recruiter! – Hakki Ozdenorenpresents data and analysis from Revelio Labs, which finds that HR job postings mentioning AI are surging ahead of other listings. This underscores the need for HR professionals to reskill in areas like AI and data literacy. Thanks to Ben Zweig for highlighting.
FIG 22: AI related job postings in HR roles are on the rise (Source: Revelio Labs)
MARC RAMOS - Learning & Development is the New Research & Development - How the Learning Function Can be the AI Accelerator Part 1 | Part 2 – Cornerstone OnDemand CLO Marc Steven Ramos presents his two-part series on the L&D function investigating, testing and extending the use of AI within organisations – includes FIG 23 on blending R&D and L&D approaches.
FIG 23: Complementing R&D and L&D approaches (Source: Marc Ramos)
PODCASTS OF THE MONTH
In another month of high-quality podcasts, I’ve selected five gems for your aural pleasure: (you can also check out the latest episodes of the Digital HR Leaders Podcast – see ‘From My Desk’ below):
HEMERSON PAES, COLE NAPPER, AND SCOTT HINES - Active & Passive ONA Use Cases at Roche – Hemerson Paes joins hosts Cole Napperand Scott Hines, PhDon the Directionally Correct podcast to share his work rolling out active and passive ONA applications at scale at Roche.
BOB SUTTON AND ADAM GRANT - How to become a “friction-fixer” – Leading management thinker and organisational psychologist at Stanford, Bob Sutton, joins Adam Grant on ReThinking to discuss his new book, The Friction Project, on how to diagnose and then fix workplace problems. Unmissable.
JASON CORSELLO AND LAURIE RUETTIMANN - HR Technology 2024 – Jason Corsello from Acadian Ventures joins Laurie Ruettimannon Punk Rock HR to discuss the state of the HR tech market, the potential and concerns of AI, and the importance of future skills.
ANDREW SAIDY AND CHRIS RAINEY - Why a Talent Marketplace is Win-Win for Employees and Organisations - Andrew Saidy joins Christopher Rainey of HR Leaders to discuss his work at Ubisoft, where skills are becoming the currency for hiring, mobility and promotions rather than solely relying on degrees or tenure.
STEPHANIE DENINO, KIRAN MENON, AND DEBKANYA DHAR VYAVAHARKAR - Moving EX from boardroom to office floor - Stephanie Denino of TI PEOPLE speaks to hosts of the EXtra Extra podcast Kiran Menon and Debkanya Dhar Vyavaharkar about the findings of the State of EX report, and applying agile principles towards shipping EX ideas out of the boardroom and onto the office floor.
VIDEO OF THE MONTH
NAOMI VERGHESE, ALAN SUSI AND DAVID GREEN | INSIGHT222 - How Leading Companies shift People Analytics from Insight to Impact
Please forgive the mild case of self-indulgence, but the ‘Video of the Month’ is actually a webinar we recently hosted at Insight222based on our People Analytics Trends research, which was informed by a survey of 271 participating companies. In the webinar, Naomi Vergheseand I walked through the findings from the Insight222 People Analytics Trends research, unveiling the distinctive characteristics of ABCD Teams that propel organisations to new heights. Naomi and I were joined by Alan Susi, VP and Global Head of Organisational Analytics and People Insights at S&P Global. Alan shared insights on how the firm successfully elevated their approach to people analytics, turning data into tangible business outcomes. You can access the webinar here – or by clicking the image below.
BOOK OF THE MONTH
JOHN WINSOR AND JIN H. PAIK – Open Talent: Leveraging the Global Workforce to Solve Your Biggest Challenges
In Open Talent, John Winsor and Jin Paik advocate that companies need to shift to a more ‘distributed’ structure that revolves around talent (people) and projects in a networked organisation. In this model, talent is assembled from both inside the organisation (via an internal talent marketplace) and outside (via external talent clouds). The authors reveal how they implemented open talent strategies, and how other companies can adopt these techniques. A thoughtful and insightful read.
RESEARCH REPORT OF THE MONTH
SHELLEY XIN LI, FRANK NAGLE, AND ANER ZHOU - Mapping Organizational-Level Networks Using Individual-Level Connections: Evidence from Online Professional Networks
An interesting paper by Shelley Xin Li, Frank Nagle, and Aner Zhou for the Harvard Business School Strategy Unit, which constructs and describes a comprehensive network for 7,715 publicly traded U.S. firms from 2004 to 2018, using data on over 9 million people with 2 billion connections from the professional social network LinkedIn. The key finding is that while employees do not necessarily make connections for the company’s benefit, the centrality of that company in the employee network positively predicts company value. Thanks to Nicolas BEHBAHANI for highlighting.
FIG 24: Firm-level Network Centrality and Economic Performance for U.S. Public Firms in 2018 (Source: Li, Nagle, and Zhou, 2023)
FROM MY DESK
February saw the final two episodes of Series 36 of the Digital HR Leaders podcast, sponsored by ScreenCloud as well as the first episode of Series 37 sponsored by Culture Amp. Thank you respectively to Luke Farrugia of ScreenCloud and Ellisa Packer and Jodie Evans of Culture Amp.
ERIC SIEGEL - How to Overcome AI Adoption Challenges in HR – Eric Siegel, the author of The AI Playbook: Mastering the Rare Art of Machine Learning Deployment, explains how to successfully deploy machine learning in organisations while remaining focused on outcomes, ethics, and improving decision making.
BERNARD MARR - Achieving AI & Human Synergy in Data-Driven HR – Bernard Marr, who always has his finger on the pulse when it comes to new technologies, shares insights from his book, Data-Driven HR: How to Use AI, Analytics and Data to Drive Performance, and how AI is already impacting HR, and how it will increasingly do so in the future.
REBECCA THIELEN - Microsoft's Key to Strategic Workforce Planning Success – Rebecca Thielen shares insights from the workforce planning journey at Microsoft, including the role of analytics, close partnership with finance, and the clear focus on the problem statement.
ANGELA LE MATHON, IAN COOK, AND DAVID GREEN - The Strategic Agenda for People Analytics in 2024 – I also hosted a webinar with Angela LE MATHON and Ian Cook, which was organised by Visier Inc. and People Analytics World, to discuss the agenda for people analytics in 2024. Topics discussed included the role of middle management in strategic decision-making, the impact of AI on people analytics, and the practical challenges and strategies for implementing AI and analytics within HR frameworks.
THANK YOU
Finally, this month I’d like to thank:
Matt Manners and the team at Inspiring Workplaces for once again including me on their Top 101 Global Employee Engagement & Experience Influencers 2024, sponsored by Huler.
Jennifer McClurefor including me in her list of recommendations for HR professionals looking to build a Personal Development Library.
Amit Mohindrafor including Excellence in People Analytics as one of the course materials for his people analytics course at Stanford University
Malgorzata (GOSIA) LANGLOIS for posting about the Microsoft case study contributed by Dawn Klinghoffer in Excellence in People Analytics.
Stephen Hickey for including me in his list of go-to resources on people analytics.
Dr. Divya Sainath for posting about our conversation at the recent Indeed Future Talent event in Bangalore.
Thomas Kohler for including the January edition of Data Driven HR Monthly in his list of HR Resources.
Teamflect for including the Digital Hr Leaders podcast at number six in its list of the top 20 HR podcasts.
Ekta Vyas Ph.D for posting about my article, A History of People Analytics in Five Ages.
Andrew Lafontaine for creating a post with highlights from the episode of the Digital HR Leaders podcast on How to Overcome AI Adoption Challenges in HR with Eric Siegel.
Wendy Van Ierschot for including me in her post about her book, Scale Ups and Downs.
DOWNLOAD THE LATEST INSIGHT222 PEOPLE ANALYTICS TRENDS RESEARCH
We’ve recently released our fourth annual People Analytics Trends report at Insight222: Investing to Deliver Value: A new Model for People Analytics, which is now available to download via the link – or by clicking on the image below.
ABOUT THE AUTHOR
David Green ?? is a globally respected author, speaker, conference chair, and executive consultant on people analytics, data-driven HR and the future of work. As Managing Partner and Executive Director at Insight222, he has overall responsibility for the delivery of the Insight222 People Analytics Program, which supports the advancement of people analytics in over 90 global organisations. Prior to co-founding Insight222, David accumulated over 20 years experience in the human resources and people analytics fields, including as Global Director of People Analytics Solutions at IBM. As such, David has extensive experience in helping organisations increase value, impact and focus from the wise and ethical use of people analytics. David also hosts the Digital HR Leaders Podcast and is an instructor for Insight222's myHRfuture Academy. His book, co-authored with Jonathan Ferrar, Excellence in People Analytics: How to use Workforce Data to Create Business Value was published in the summer of 2021.
SEE ME AT THESE EVENTS
I'll be speaking about people analytics, the future of work, and data driven HR at a number of upcoming events in 2024:
March 4-6 - Gloat Live! (New York)
March 14-15 - Wharton People Analytics Conference (Philadelphia)
April 24-25 - People Analytics World (London)
May 7-9 - UNLEASH America (Las Vegas)
September 24-26 - Insight222 Global Executive Retreat (Colorado, US) - exclusively for member organisations of the Insight222 People Analytics Program
October 16-17 - UNLEASH World (Paris)
More events will be added as they are confirmed.
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