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。
diversity
2024年03月07日
diversity
The best HR & People Analytics articles of January 20242024年对HR专业人士来说是充满挑战和机遇的一年。经济不确定性、地缘政治紧张和技术进步是主要的挑战。文章强调了生产力的重要性，以及来自PwC、麦肯锡和埃森哲的洞察。利物浦经理朱尔根·克洛普的离职案例展示了领导力和文化的重要性。文章还强调了人力资源分析的重要性，提供了来自领先公司的见解。
2024年的HR趋势和预测涵盖了人工智能的影响和向基于技能的组织的转变。工作场所的心理安全、多样性、平等、包容和归属感仍然是重要议题。这篇文章为HR专业人士提供了全面的指导，帮助他们在未来一年中导航复杂性。
2024 is set to be a momentous year. With economic uncertainty, rising geopolitical conflict, and rapid advances in technology, it is also set to be a stormy 12 months for the world, for organisations, and for HR professionals too.
Perhaps this explains the slew of insightful resources in January, which has made compiling this month’s collection as challenging as it has been enjoyable. One of the key focuses has been on ‘productivity’, and I’ve brought together a number of resources on this topic. There are also new studies from the likes of PwC, McKinsey, Glassdoor, Accenture, and Deloitte as well as articles featuring practitioners from companies including Spotify, Microsoft, Ericsson, Lloyds Banking Group, and Standard Chartered. There’s lots to enjoy and learn from.
Join me for a webinar on February 21 to discover how Leading Companies shift People Analytics from insight to impact
Are you an HR or People Analytics Leader seeking to transform your organisation’s People Analytics from mere insights to impactful business outcomes? If so, I invite you to join me for a webinar that Insight222 is hosting on February 21. Naomi Verghese and I will walk 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 will be joined by Alan Susi, VP and Global Head of Organisational Analytics and People Insights at S&P Global. Alan will share insights into how S&P Global successfully elevated their approach to people analytics, turning data into tangible business outcomes. You can register for the webinar here – or by clicking the image below.
Jürgen Klopp – a study in leadership, culture, and analytics
As a fervent supporter, I’m still processing the totally unexpected news that Jürgen Klopp will be leaving his post as the manager of Liverpool at the end of the current football season. In his press conference on taking the reins at Anfield in October 2015, Klopp stated his goal was to turn Liverpool from “doubters to believers.” He has done this with some aplomb amassing a haul of seven trophies (to date) including the Champions League in 2019 and then, the following year, the Holy Grail of Liverpool’s first league title in 30 years.
But Klopp is more than a brilliant football manager. He is the epitome of an empathetic leader. His emotional intelligence and natural humility not only endears Klopp to his players, but to supporters too for whom he is adored. The reaction to the news reduced many Liverpool supporters to tears. I’m still hoping – probably forlornly - that like Alex Ferguson in 2002, Klopp will change his mind and stay.
In the likely event that he does depart, I’m sure that multiple studies will be made on Klopp’s time at Anfield, and that his leadership skills, use of data and analytics, and ability to build an inclusive winning culture will be deservedly celebrated. YNWA.
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 Rosenow and the One Model team of open roles in people analytics and HR technology, which now numbers over 500 roles.
Looking for a people analytics event to attend in 2024?
Richard Rosenow has also been busy compiling a study of People Analytics Conferences to attend in 2024 with the data collected from practitioners themselves. Society for Industrial and Organizational Psychology (SIOP), People Analytics World and the Wharton People Analytics Conference all come out well as does the Insight222 Global Executive Retreat. Thanks to Richard for putting this together.
Share the love!
Enjoy reading the collection of resources for January 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 December’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.
THE QUEST FOR PRODUCTIVITY
MCKINSEY - 2024 and beyond: Will it be economic stagnation or the advent of productivity-driven abundance? | PwC - 27th Annual Global CEO Survey: Thriving in an age of continuous reinvention | JOSH BERSIN - HR Predictions for 2024: The Global Search For Productivity | ERIK BRYNJOLFSSON - How AI Will Transform Productivity | BEN WABER AND NATHANAEL J. FAST - Is GenAI’s Impact on Productivity Overblown?
When I talk with CHROs and People Analytics Leaders at the companies we work with at Insight222, one of the words I’m hearing most at the moment is ‘productivity’. Continuing economic and geopolitical uncertainty, the promise of AI, and challenging talent demographics are all fuelling the demand for productivity from CEOs. Here are five resources that can be filed under the ‘productivity’ umbrella: (1) McKinsey’s Ezra Greenberg, Asutosh Padhi, and Sven Smit present a model for businesses to capture the three-sided productivity opportunity (see FIG 1). (2) Amongst a ton of takeaways, the standout theme from the annual PwC CEO survey is that the vast majority of participating companies are already taking some steps towards reinvention, while CEOs believe that 40% of their work is wasted productivity (see FIG 2). (3) Josh Bersin draws from the PwC survey in his 2024 predictions, where he outlines The Productivity Advantage where “If you can help your company move faster (productivity implies speed, not only profit), you can reinvent faster than your competition.” (4) Stanford professor Erik Brynjolfsson offers leaders an overview of how AI will transform productivity. (5) Finally, Ben Waber and Nathanael Fast’s absorbing essay in Harvard Business Review cautions leaders on leaning into the hype on GAI’s supposed positive impact on productivity too heavily. The authors break down two of the key challenges with LLMs: a) their persistent ability to produce convincing falsities and b) the likely long-term negative effects of using LLMs on employees and internal processes.
FIG 1: The three-side productivity opportunity (Source: McKinsey)
FIG 2: CEOs estimate administrative inefficiency at 40% (Source: PwC)
GERGELY OROSZ AND ABI NODA - Measuring Developer Productivity: Real-World Examples
Continuing the productivity theme, this is an invaluable resource by Gergely Orosz and Abi Noda in The Pragmatic Engineer newsletter. It provides detail on developer productivity metrics at 17 tech companies including Google, Microsoft, Spotify, and Uber (see summary in FIG 3).
FIG 3: Developer productivity metrics at 17 tech companies (Source: Pragmatic Engineer)
2024 HR TRENDS AND PREDICTIONS
JASMINE PANAYIDES - Nine Ways to Put HR Trends and Predictions into Practice in 2024
There has been a flood of articles advising what the key HR trends, predictions, and opportunities for 2024 are, but how are HR professionals supposed to make sense of these? In her article for the myHRfuture blog, Jasmine Panayides provides actionable tips on how HR professionals can apply the trends, predictions and opportunities to their work, and their organisations so they can deliver value to the company and the workforce. Jasmine also helpfully summarises the trends/predictions from a variety of sources into one table (see FIG 4), including from: Visier Inc., Gartner, Bernard Marr, UNLEASH, Mercer, and Culture Amp as well as my own 12 Opportunities for HR in 2024 article.
FIG 4: Analysis of HR Trends and Predictions for 2024 (Source: myHRfuture)
KATARINA BERG - HR Trends for 2024 | GARTNER - 9 Future of Work Trends for 2024 | GLASSDOOR – 2024 Workforce Trends | HUNG LEE - Forecasting 2024 in Recruitment Part 1, Part 2, Part 3, and Part 4 | KEVIN WHEELER - What Does 2024 Hold in Store for Us? | STACIA GARR AND DANI JOHNSON – 2024 Mega Trends and how people leaders should respond (Webinar)
The deluge of commentators offering their HR trends and opportunities continued in January. As such, it is a challenge to sort the wheat from the chaff but in addition to those I highlighted in this compendium in December, and in Jasmine’s article above, I recommend diving into the following: (1) Spotify’s chief people officer, Katarina Berg, highlights ten trends with the common theme being each trend is a bridge, connecting the past with the future, and HR professionals are the architects crafting these vital links – including “Staying Human in the Age of AI – The Humanity Bridge”. (2) Gartner’s Jordan Turner and Emily Rose McRae highlight nine future of work trends for the year ahead (see FIG 5). (3) Aaron Terrazas and Daniel Zhao identify eight workforce trends based on Glassdoor’s data on workplace satisfaction, culture, and conversations. (4) Hung Lee is at the cutting edge of recruiting and HR tech, so his four-part series on recruiting in 2024 is definitely worth checking out – two examples include: “Multi-generational replaces neurodiversity as DEIB hot topic” and “Capital Allocation Shifts from Sourcing & Engagement to Assessment & Verification Tech”. (5) Futurist Kevin Wheeler offers seven insights and predictions together with his self-assessed certainty rating including “Generative AI will dominate, and every product will attempt to incorporate AI. 90% certainty” and “More firms will embrace a four-day workweek 50% certainty”. (6) Finally, I strongly recommend viewing the 2024 Mega Trends webinar hosted by Stacia Sherman Garr and Dani Johnson for RedThread Research, which breaks down the key macro factors impacting the world of work and how HR can respond.
FIG 5: 9 Future of Work Trends for 2024 (Source: Gartner)
GREG NEWMAN - 10 important topics that HR will likely ignore in 2024
Greg Newman takes an alternative, wry and contrarian approach by focusing his list of “predictions” on ten things most HR teams will continue to ignore in 2024. My favourite three are: (1) speaking the language of the business, (2) focusing AI conversations on ethics before technology, and (3) learning that good data is required to realise the dreams of AI and analytics.
By aligning HR language with business terminology, we can more effectively demonstrate the value of our initiatives in a way that resonates with business stakeholders.
GENERATIVE AI AND THE FUTURE OF WORK
ELLYN SHOOK AND PAUL DAUGHERTY - Work, workforce, workers: Reinvented in the age of generative AI
A new study from Accenture, co-authored by Ellyn Shook and Paul Daugherty, on how generative AI is impacting work, provides guidance on how leaders can: “Set and guide a vision to reinvent work, reshape the workforce and prepare workers for a generative AI world, while building a resilient culture to navigate continuous waves of change.” The report reveals a trust gap between workers and leaders on key elements related to GAI’s impact on work, the workforce, and workers. The authors also highlight four accelerators for leaders to navigate the journey ahead: (1) Lead and learn in new ways, (2) Reinvent work, (3) Reshape the workforce (see example in FIG 6), and (4) Prepare workers.
FIG 6: Illustrative example of how work and roles can be reallocated in a GAI future (Source: Accenture)
ROGER W. HOERL AND THOMAS C. REDMAN - What Managers Should Ask About AI Models and Data Sets
The decision on whether to deploy AI models within an organisation ultimately lies with business leaders who may not be qualified to identify risks and weaknesses related to AI models and data sets. In their article, Roger Hoerl and Tom Redman provide (1) A framework (see FIG 7) designed to equip leaders with context and based on their concept of the right data. (2) A set of six questions for leaders to ask their AI model developers before and during modelling work and deployment. (3) Guidance for leaders on how to assess AI model developers’ answers to those six questions.
FIG 7: The Right Data Framework (Source: Roger W. Hoerl and Thomas C. Redman)
PEOPLE ANALYTICS
STEVE HATFIELD, SUE CANTRELL, AND BRAD KREIT - Beyond the quick fix: How workforce data can drive deeper organizational problem-solving
The premise of this thoughtful article by Steve Hatfield, Susan Cantrell, and Brad Kreit is that without the right context, even simple measurements can undermine efforts to convert people data into value. They then explore several examples – in the workforce, in the workplace, and in the work – where organisations might be limiting their analysis to the surface level and how deeper analysis can reveal systemic issues that lead to opportunities for transformation. Guidance on three actions leaders can take to help ensure they are not missing important context in their data analysis are provided: (1) Bring data from different domains and sources together for analysis. (2) Make sure you’re measuring what you should—not just what you can. (3) Identify potential biases in data collection algorithms.
If organizations want to move beyond quick fixes and use work and workforce data to drive deeper—and often more challenging—problem-solving, it is important that they look at the data in context.
NAOMI VERGHESE - How to Measure the Value of People Analytics
My Insight222 colleague Naomi Verghese digs how to measure the commercial value of people analytics, highlighting a powerful case study from Jaesun HA and LG Electronics. Naomi provides detail on four key areas where people analytics adds value (business performance, workforce experiences, driving an analytics culture and societal benefit) as well as providing data on the characteristics of companies that ARE creating commercial value from people analytics (see FIG 8).
FIG 8: Characteristics of people analytics that disclosed and measured commercial value of people analytics solutions (Source: Insight222 People Analytics Trends, 2023)
ANDRÉS GARCIA AYALA - 5 Change Drivers Impacting People Analytics & How To Thrive In Them | WILLIS JENSEN - Attrition versus Retention: Which Should I Use? | KEITH McNULTY – Regression Modeling in People Analytics: Survival Analysis | LYDIA WU - The Market Sucks and You are Looking for a Job, Now What? | SEBASTIAN SZACHNOWSKI - 16 HR Metrics for IT | ERIN FLEMING AND NICK JESTEADT - People Analytics Perspectives from the Fringe: Current Priorities and a View on Optimized Teams in 2024
January saw a slew of articles from current and recent people analytics leaders, which typically act as a spur and inspiration for the field. Six are highlighted here: (1) Andrés García Ayala highlights some of the key change drivers impacting people analytics and ways to incorporate them into our work. (2) Willis Jensen builds on the recent primer on attrition metrics by Ben Teusch that I highlighted in December’s edition. He explains why we should be using attrition and retention as separate terms that lead to distinct metrics with different objectives (see also FIG 9). (3) Keith McNulty provides another indispensable practical guide for people analysts with a step-by-step tutorial to conducting survival analysis in R. (4) The prolific Lydia Wu turns her attention to providing some handy guidance for those looking for their next people analytics / HR tech role. (5) Sebastian Szachnowski provides a useful breakdown of 16 HR metrics for technology companies. (6) Last but definitely not least, Erin Fleming and Nick Jesteadt provide insights from their survey of fellow people analytics practitioners. Insights include a) 41% of respondents (n=49) operate as a one-person people analytics team, and ii) the main current focus areas of work include employee turnover, cultural engagement, return to office, and restructuring.
FIG 9: When to use Attrition and Retention (Source: Willis Jensen)
MAX BLUMBERG - The Big List of GPTs to Revolutionize Your People Processes | JOHANNES SUNDLO - GenAI for People Analytics
Two articles addressing the opportunity for generative AI in the people space. (1) Max Blumberg (JA) ?? sets out 93 potential ways to upgrade your People Processes with AI and GPTs across four categories – workforce planning and strategy, recruitment, learning and development, and employee wellbeing. (2) Johannes Sundlo provides examples of companies using GAI in their people analytics work to support analyses on engagement data, skills, and tailoring training recommendations.
GPTs are an amazing tool for scenario planning, forecasting future workforce needs, identifying talent gaps, and developing integrated talent strategies.
THE EVOLUTION OF HR AND DATA DRIVEN CULTURE
DAVE ULRICH, NORM SMALLWOOD, AND JOE GROCHOWSKI - Why and How to Move HR to an Outside-In Approach
When asked the question, “What is the biggest challenge in your job today?” HR professionals will typically provide answers such as: “Build a skills-based organisation” or “Help our employees have a better experience”. As Dave Ulrich, Norm Smallwood, and Joe Grochowski write, these answers would be far more powerful when a “so that” is applied e.g. “Help employees have a better experience so that customer experience improves.” The article demonstrates that greater value is created with an outside-in approach that starts with the needs of external stakeholders (customers, investors, community) and then figuring out the implications inside the company for meeting those needs. Dave, Norm, and Joe also present their Human Capability Framework and a tool that provides an assessment of an organisation’s outside-in performance (see FIG 10).
FIG 10: Human capability from the outside-in - diagnostic questions (Source: Dave Ulrich et al)
WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS
AMY WEBB - Bringing True Strategic Foresight Back to Business
In her article for Harvard Business Review, Amy Webb defines strategic foresight as “a disciplined and systematic approach to identify where to play, how to win in the future, and how to ensure organizational resiliency in the face of unforeseen disruption.” Her article also advocates for the integration of strategic foresight as a core competency in every organisation, regardless of size. Moreover, Amy provides guidance on how to operationalise strategic foresight by unveiling a ten-step process. Read alongside another article authored by Amy for HBR: How to Do Strategic Planning Like a Futurist, which includes Amy’s Futurist’s Framework for Strategic Planning (see FIG 11).
FIG 11: A Futurist’s Framework for Strategic Planning (Source: Amy Webb)
WORLD ECONOMIC FORUM AND PwC - Putting Skills First: Opportunities for Building Efficient and Equitable Labour Markets
As the introduction to this compelling collaboration between the World Economic Forum and PwC begins: “Skills and talent shortages are critical challenges facing societies and economies today. The absence of relevant skills impedes business growth, hinders economic prosperity, and inhibits individuals from realizing their full potential.” The report identifies five specific opportunities for intervention where the gains from skills-first solutions are most likely for employers and workers alike (see ‘Skills-first Framework’ in FIG 12). Additionally, the report also showcases 13 Skills First “Lighthouses”, including IBM, Siemens, Standard Chartered and Sanofi. It concludes by offering key takeaways regarding six success factors in implementing skills-first approaches including (1) Sponsorship from leadership, (2) Alignment with business needs, and (3) Data and evaluation for iteration. (Authors: Genesis Elhussein, Mark Rayner, Aarushi Singhania, Saadia Zahidi, Peter Brown MBE, Miral Mir, and Bhushan Sethi).
A cultural shift to skills-first approaches needs both sponsorship from executives and governance from human-resources professionals
FIG 12: Skills-first Framework (Source: World Economic Forum
PETER SHEPPARD - Learning from our Skills Journey | BEN AUTY - What are the new skills people will need for the future of work? | TANUJ KAPILASHRAMI - How Standard Chartered is Unlocking the Power of Skills in the Workplace
Many of the organisations we work with at Insight222 have embarked on the road to becoming a skills-based organisation. It is not an easy journey, so it is helpful to learn from other companies who are treading this path. Three of these are Ericsson, Lloyds Banking Group, and Standard Chartered. (1) In his article, Peter Sheppard shares learnings from Ericsson’s skills journey including a) it’s not jobs or skills; it’s skills and jobs, b) it’s a whole organisation activity, c) Less is more with skills, and d) Data drives value. (2) Ben Auty shares insights as to why Lloyds Banking Group is developing a learning culture to build the workforce of the future at the bank, the main skills they are focusing on, and the central role the recently established Reskilling Team is playing. (3) Tanuj Kapilashrami shares how Standard Chartered catalysed their work on skills by identifying adjacencies between ‘sunset’ and ‘sunrise’ roles.
We looked at skills adjacencies between ‘sunset’ jobs and ‘sunrise’ jobs: so, what are the jobs that are going to go away? What are the skills that help employees get reskilled into some of these sunrise jobs? We ran five proofs of concept, we showed some real redeployment opportunities and started making the skills narrative real.
EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING
JENNIFER E. SIGLER WITH STEPHANIE DENINO - So Many Stakeholders, So Little Time: State of EX 2023-2024
The fifth annual State of EX study authored by Jennifer E. Sigler, PhD on behalf of The EXchange, Inc, TI PEOPLE and FOUNT Global, Inc. is a treasure chest of insights on the fast-evolving practice of employee experience. It highlights the top four priorities for EX as: (1) Redesigning experiences, (2) Getting broader buy-in for EX work across the organisation, (3) Building an EX roadmap for the organisation, and (4) Getting more / better data. One other standout finding from the study suggests that senior leaders are increasingly focused on EX with a majority of respondents (63%) saying their organisation’s senior leaders view EX as equal to or even more important than other corporate priorities. This bodes well for the future of EX. Thanks to Stephanie Denino and Volker Jacobs for highlighting the study.
FIG 13: EX Team Priorities YOY Change (Source: The EXchange, TI People and FOUNT Global, Inc)
LEADERSHIP AND CULTURE
NADJIA YOUSIF, ASHLEY DARTNELL, GRETCHEN MAY, AND ELIZABETH KNARR - Psychological Safety Levels the Playing Field for Employees | PETER CAPPELLI AND LIAT ELDOR - Can Workplaces Have Too Much Psychological Safety?
Two perspectives on psychological safety in the workplace. In the first article, Nadjia Yousif, Ashley Dartnell, Gretchen May, and Elizabeth Knarr present the findings of Boston Consulting Group (BCG) research, which finds how psychological safety benefits inclusion, reduces attrition in diverse groups and effectively acts as an equaliser - enabling diverse and disadvantaged employee groups to achieve the same levels of workplace satisfaction as their more advantaged colleagues. The study also highlights the direct relationship between empathetic leadership and feelings of psychological safety in the workforce, giving leaders a clear directive to be empathetic and thereby engender psychological safety. The second article by Peter Cappelli and Liat Eldor presents research that found that when you move from average to high levels of psychological safety, performance in routine jobs actually declined.
FIG 14: Psychological safety has an outsize impact on retention for diversity groups (Source: BCG)
RASMUS HOUGAARD, JACQUELINE CARTER, AND ROB STEMBRIDGE - The Best Leaders Can’t Be Replaced by AI
While there are some areas where AI is already surpassing or will surpass human capabilities, there are several it cannot replace. Based on their research into employees’ comfort with AI in management, as well as their decades of research on the qualities of effective leadership, Rasmus Hougaard, Jacqueline Carter, and Robert Stembridge identify the promise (and perils) of AI-enabled management (see FIG 15), as well as the three uniquely human capabilities leaders need to focus on honing, especially as AI begins to figure more in management: (1) awareness, (2) compassion, and (3) wisdom. For more from Rasmus, I recommend listening to his podcast discussion with me: How To Be a More Compassionate Leader.
Leaders who deepen their ability to lead with humanity will win at attracting, retaining, developing, and motivating top talent.
FIG 15: AI versus Human: A matric of leadership activities (Source: Potential Project)
DIVERSITY, EQUITY, INCLUSION, AND BELONGING
JULIE COFFMAN, ALEX NOETHER, BIANCA BAX, CASSY REICHERT, AND KRYSTLE JIANG - The Business of Belonging: Why making everyone feel included is smart strategy
Revealing data from a Bain survey of 6,000+ employees across four countries, which finds employees who have seen their companies intentionally invest in inclusion since 2020 are three times more likely to feel fully included than employees who have not seen such investment from their employers. Other findings include (1) Combining diversity and inclusion maximises a company’s capacity (by 4x) to innovate, and (2) Employees with inclusive leadership are 9x more likely to feel fully included at work (see FIG 16). (Authors: Julie Coffman, Alex Noether, Bianca Bax, Cassy Reichert, and Krystle Jiang).
FIG 16: Employees with inclusive leadership are 9x more likely to feel fully included at work (Source: Bain)
SHUJAAT AHMAD - DEIB Is At A Crossroads—It’s Time for Bold Action and Clear Metrics
Given recent developments it’s reasonable to say that Diversity, Equity, Inclusion, and Belonging (DEIB) is at an existential crossroads. As Shujaat Ahmad writes in his excellent article for Round: “Boards, leadership teams, and investors hold the power to set the tone, shape the policies, and allocate the resources to support DEIB initiatives: for DEIB to work effectively, they must shift from well-intentioned wordsmiths to committed drivers that hold the organization accountable for outcomes and positive change.” Shujaat then unveils his blueprint to help leaders assess progress and drive meaningful change, clarifying the ‘why’ before diving into the ‘how’ covering measuring what matters and interventions (see FIG 17). For more from Shujaat, I recommend visiting Belong and Lead.
FIG 17: Source – Shujaat Ahmad
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 January that I recommend readers delve into:
ERNEST NG - If the Pitch is Too Smooth, It Probably Is: Why AI in HR is Difficult – Part 2 of an insightful essay from Ernest Ng, PhD of HiredScore (see also Part 1 on disclosures here) where he cuts through the hype to assess how we should be implementing AI in HR.
LOUJAINA ABDELWAHED - A Tale of Two Cultures - In One Company - Loujaina Abdelwahed, PhD from Revelio Labs highlights the growing disparity between junior and senior employees (see FIG 18) and identifies the factors causing this malaise. Thanks to Ben Zweig for highlighting.
FIG 18: The growing disparity in sentiment between junior and senior employees (Source: Revelio Labs)
JEREMIE BRECHEISEN - Where Employees Think Companies’ DEIB Efforts Are Failing – Jeremie K Brecheisen presents findings from Gallup that reveals a disconnect between how well employees and HR leaders believe their organisations are doing when it comes to diversity, equity, inclusion, and belonging: 84% of CHROs say their organisations are increasing investment in DEIB, while only 31% of employees say their organisation is committed to improving racial justice or equity in their workplace (see FIG 19). The article then outlines ten needs employees say are not being met and then offers strategies to help organisations address the disconnect.
FIG 19: How employees and HR leaders differ on perceptions of DEIB progress (Source: Gallup)
FRANCISCO MARIN - Navigating the ONA Landscape: Trends and Challenges for 2024 - Another good read from Cognitive Talent Solutions, as Francisco Marin explores the key trends and challenges shaping the ONA space in 2024.
IAN WHITE - The three C’s of effective performance management – Ian White, CEO at ChartHop, presents the three C’s of performance management — continuous, contextual and cultural — designed to help companies understand their employees more holistically.
CHRISTINA JANZER - The surprising connection between after-hours work and decreased productivity – Christina Janzer presents findings from Slack’s Workforce Index, which identifies findings on how to structure the workday to maximise employee productivity, well-being and satisfaction – including the connection between after hours work and decreased productivity.
FIG 20: Source – Slack
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):
AMY EDMONDSON AND LAURIE RUETTIMANN – Right Kind of Failure – Amy Edmondson joins Laurie Ruettimann on the brilliantly named Punk Rock HR to explore the essential role of failure in our professional and personal growth.
STACIA GARR, COLE NAPPER, AND SCOTT HINES - People Analytics & HR Tech Research by Industry Analysts – Stacia Sherman Garr, one of the industry’s top analysts, joins Cole Napper and Scott Hines, PhD on the Directionally Correct podcast to discuss the research Stacia and her team at RedThread Research do in the people analytics and HR technology space.
RICHARD ROSENOW, MADDIE GRANT, AND SANJA LICINA - How to Build an Integrated Framework for Workforce Listening – In an episode of the Empowering Workplaces podcast, Richard Rosenow joins hosts Maddie Grant and Sanja Licina, Ph.D. to talk about The Three Channels of Workforce Information: conversations (“what people say”), surveys (“what people say they do”) and systems (“what people do”) as a way to build a comprehensive understanding of your workforce.
McKINSEY - The shape of talent in 2023 and 2024 - In this episode of McKinsey Talks Talent, Bryan Hancock, Brooke Weddle and host Lucia Rahilly highlight the trends that shaped last year’s talent landscape—and those poised to ‘redefine its contours’ yet again in 2024.
MATTHEW BIDWELL AND DAN LONEY – Forecasting 2024 Workplace Trends – Wharton Professor and convenor of the Wharton People Analytics Conference, Matthew Bidwell, joins host of the Wharton Business Daily Dan Loney to look at the year ahead in the workplace.
VIDEO OF THE MONTH
CHRIS LOUIE, TOMAS CHAMORRO-PREMUZIC, TERRI HORTON, AND LINDSEY SHINTANI - Power a dynamic workforce by embracing AI
An enlightening panel discussion from the recent LinkedIn Talent Connect where Chris Louie, Dr Tomas Chamorro-Premuzic, Terri Horton, EdD, MBA, MA, SHRM-CP, PHR, and Lindsey Shintani discuss how AI is changing learning and career paths. They provide guidance on how to overcome AI anxiety and empower impactful futures.
BOOK OF THE MONTH
KEVIN WHEELER AND BAS VAN DE HATERD – Talent Acquisition Excellence
An excellent new book published by Kogan Page and authored by Kevin Wheeler and Bas van de Haterd (He/His/Him). It provides an insightful and detailed analysis of how technologies such as artificial intelligence and machine learning in combination with analytics can improve talent acquisition and recruitment.
RESEARCH REPORT OF THE MONTH
YUYE DING AND MARK (SHUAI) MA - Return-to-Office Mandates
A huge thank you to Nick Bloom for bringing my attention to this paper from Yuye Ding and Mark Ma, which studied the impact of 137 Return to Office mandates on the performance of S&P500 firms from 2020-2023. The key findings, as summarised by Nick, are illuminating: (1) RTO mandates are more likely in firms with poor recent stock performance, and in those with powerful male CEOs. (2) Glassdoor data finds RTO mandates significantly reduce employee ratings for job satisfaction, work-life balance, and senior management. (3) There is no significant impact of RTO mandates on either firm profitability or firm stock-returns.
FIG 21: Distribution of firms’ RTO mandates (Source: Yuye Ding and Mark Ma)
FROM MY DESK
January saw the first three episodes of Series 36 of the Digital HR Leaders podcast, sponsored by our friends at ScreenCloud. Thank you to Luke Farrugia.
DAVID GREEN - The best 60 HR & People Analytics articles of 2023 Part 1 | Part 2 – My tenth annual collection of HR and people analytics resources is spread across two articles and ten themes. Part 1 covers i) the future of work and people strategy, ii) workplace design and strategy, iii) AI and the world of work, iv) people analytics, and v) employee experience, listening and wellbeing. Part 2 covers: vi) the evolution of HR, HR operating models and the CHRO, vii) building a data driven culture in HR, viii) workforce planning, skills, and talent marketplace, ix) leadership and culture, and x) diversity, equity, inclusion and belonging.
THOMAS RASMUSSEN, DAWN KLINGHOFFER, AND JEREMY SHAPIRO - HR in 2024: The Impact of People Analytics, AI & ML – In a special episode of the Digital HR Leaders podcast to kick off 2024, I was joined by Thomas Rasmussen, Dawn Klinghoffer, and Jeremy Shapiro to discuss the outlook for HR and people analytics in the coming 12 months.
SERENA HUANG - How to Enhance Your Career in People Analytics - Serena H. Huang, Ph.D., who has led people analytics functions at companies including GE, PayPal and Kraft Heinz, joins me to discuss the common career paths observed in the people analytics field and how they have evolved over the years.
KAZ HASSAN AND LUKE FARUGGIA - How to Bridge the Gap Between Customer and Employee Experience - What can HR learn from marketing's journey in using data, analytics and technology to understand and personalise the customer experience? How can we leverage these insights in HR to boost our employee experience initiatives? Kaz Hassan and Luke Faruggia join me to discuss these topics and more.
THANK YOU
Finally, this month I’d like to thank:
Recruit CRM for nominating me as ‘The People Analytics Pioneer’ in their list of 50 Recruitment Influencers to Follow in 2024
Likewise, a huge thank you to 365Talents for including me as one of the Top 50 HR Influencers to Follow in 2024
Similarly, thanks to HRCap, Inc. for including me in their list of 10 HR Influencers who Provide Remarkable Insights
The Social Craft (here) and The Talent Games (here) for also including me in their lists of HR and HR Tech leaders to follow.
HRDConnect for quoting me in their article Data Literacy: A must-have for HR professionals in 2024.
Gianni Giacomelli for including the Data Driven HR monthly in his list of seven must-read newsletters.
HR Geckos for including Excellence in People Analytics as a book recommendation in their HR Bytes Newsletter for January 2024.
Sebastian Szachnowski for including Excellence in People Analytics in his list of books to get better at people analytics.
Leapsome for including the Digital HR Leaders podcast as one of its Top 10 HR Podcasts for 2024.
Similarly, Alexandre Darbois for also including the Digital HR Leaders podcast as one of his 5 HR Podcasts.
Melissa Meredith for using my 12 Opportunities for HR in 2024 article to highlight the importance of the HR-Finance partnership in building a thriving company.
Bill Brown for also highlighting my 12 Opportunities for HR in 2024 article in his Eleven Trends Transforming the Future of Work in 2024.
Mirro.io for including me as a contributor in their list of 15 HR Trends for 2024.
Dhanesh K for including as one of his 10 Top HR Leaders to Follow.
Lanteria HR for recommending me as one of their HR Experts to Follow in 2024.
Semos Cloud for including my 12 Opportunities for HR in 2024 as part of their round-up of HR insights.
Thomas Kohler for including my Best HR and People Analytics Articles of 2023 in their collection of HR resources to read.
Thinkers360 for including me in their Top Voices EMEA 2023.
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:
Feb 21 - Discover how Leading Companies shift People Analytics from insight to impact (Webinar)
Feb 28 - People Analytics World 2024: Exploring the Potential of Analytics and AI in Employee Experience (Zurich)
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.
diversity
2024年03月02日
diversity
Is DEI Going to Die in 2024?Josh Bersin 的文章讨论了 2024 年多元化、公平与包容（DEI）项目所面临的重大挑战和批评，特别强调了 "反觉醒 "评论家的攻击和克劳迪娜-盖伊（Claudine Gay）从哈佛辞职的事件。报告探讨了多元包容计划在当前的文化战争中扮演的角色、人们对它的看法以及法律挑战对多元包容计划招聘和投资的影响。尽管存在这些挑战，贝尔辛还是强调了发展型企业的实际商业利益，展示了成功的战略以及将发展型企业融入业务而不仅仅是人力资源的重要性。他认为，应将重点转向在所有业务部门嵌入包容、公平薪酬和开放讨论的原则，并指出，未来的企业发展指数至关重要，但需要适应和领导层的承诺才能茁壮成长。
Is DEI Going to Die in 2024? By Josh Bersin
For anyone working in Diversity, Equity, and Inclusion (DEI), it is safe to say that it has been a tough start to 2024. For a while now, there has been a concerted attack on DEI programs, with ‘anti-woke’ commentators and public figures querying their value, worth, and even existence.
Those attacks increased enormously in 2024 with the resignation of Claudine Gay from Harvard. While the call to resign was supposedly related to plagiarism, one can’t help but feel that her position as a leading DEI advocate also fuelled the demand.
It means that DEI has come under increased and sustained fire, and despite the many benefits provided by a good DEO program – to both employer and employee – there is a feeling that 2024 could be the year that DEI fades away. How likely is this to happen, and what would the impact be if it did?
DEI and the culture wars
Anyone living and working in the US (or most other countries worldwide) over the past few years will have likely heard of the culture wars. Brought on by declining trust in institutions, growing inequalities, and the proliferation of technology, the culture wars involve opposing social groups seeking to impose their ideologies.
All manner of things has been caught up in this, from what’s on the curriculum at schools to taking a knee at sporting events and from definitions of what constitutes a woman to allegations of tokenism in the workplace. DEI has played an unwitting but central part in the culture wars.
There’s a perception that DEI programs are ‘woke’ and prioritize ethnicity and gender over achievement and ability. In August of 2023, an attorney filed (and won) a lawsuit against a VC firm that gives grants to black entrepreneurs. Similar suits have been filed against firms with diversity hiring programs, scholarships, and internships.
The resignation of Claudine Gay has reinvigorated the commentary around DEI programs. Josh Hammer, a conservative talk show host and writer, wrote on the social media platform X that taking down Dr. Gay was a “huge scalp” in the “fight for civilizational sanity. ” It was described as “a crushing loss to DEI, wokeism, antisemitism & university elitism,” by conservative commentator Liz Wheeler, and the “beginning of the end for DEI in America’s institutions,” by the conservative activist Christopher Rufo, who had helped publicize the plagiarism allegations against Claudine Gay.
When something is as consistently criticized and devalued as DEI programs have been, a toll is inevitably taken. That is certainly indicated by the latest hiring data for DEI professionals. According to data from labor market analytics company Lightcast, hiring for DEI positions in the US is down by 48% year over year, in the middle of an economic boom. Clearly, DEI investments are under attack.
And when you look at companies doing layoffs, DEI jobs are frequently high on the list of jobs to cut. I even heard a recent podcast with four well-known venture capitalists – three agreed that “doing away with DEI programs” was top on their list.
The value of DEI
Given this criticism of DEI programs, one could be forgiven for thinking such programs carry no value to HR and the wider business. Yet many companies invest in DEI programs, and the value is high in almost every case I come across.
Our Elevating Equity research in 2022 and 2023 found companies focus on diversity and inclusion for very pragmatic reasons, including:
An inclusive hiring strategy broadens and deepens the recruiting pool.
An inclusive leadership strategy drives a deeper leadership pipeline.
An inclusive management approach helps attract diverse customers and markets.
An inclusive board drives growth and market leadership. (proven statistically)
An inclusive supply chain program improves sustainability of the supply chain.
An inclusive culture creates growth, retention, and engagement in the employee base.
Organizations are not prioritizing DEI programs because they are woken or as a box-ticking exercise. They do so because DEI provides real and tangible business benefits. Workday, one of the most admired HR technology companies in the market, has pioneered DEI internally and through its products, and the company has outgrown and outperformed its competitors for years. Their product VIBE, an analytics system designed for this purpose, shows intersectionality, and helps companies set targets and find inequities in leadership, hiring, pay, and career development.
But some law firms have posited that these types of programs are illegal – is there a case to answer?
DEI legality
In response, it’s important to consider the massive and complex pay equity problem. Until the last few years, most companies had no problem paying people in very idiosyncratic ways. The Josh Bersin Company looked at leadership, succession, and pay programs worldwide last year and found that there are massive variations in pay with no clear statistical correlation in most larger companies.
This problem is called “pay equity,” and when you look at pay vs. gender, age, race, nationality, and other non-performance factors, most companies find problems. Is this a “DEI” program?
When we looked at pay equity in detail last year, we found that only 5% of companies have embarked on a strategic equity analysis. While most companies do their best to keep pay consistent with performance, these studies always find problems. Would it be considered illegal to analyze pay by race or nationality and then fix the disparities?
The future of DEI
DEI is undoubtedly a complex issue, and many organizations will be uncertain about the best course of action. Despite the current wave of criticism, there has been vast investment in DEI strategy over recent years, and business leaders are highly unlikely to let that fade away.
Despite the anti-woke movement, political debates, and the inability of Harvard, Penn, and other universities to speak clearly on these topics, businesses will not stop. Affirmative Action was not created to discriminate; it was designed to reduce discrimination. At the University of California, where Affirmative Action was halted in 1995, studies found that earnings among African American STEM graduates decreased significantly. So, one could argue that they were making a real difference.
DEI will not die – it is far too important for that to happen. However, it’s time to do away with the “DEI police” in HR and focus on embedding the principles of inclusion, fair pay, and open-minded discussions across all business units. Senior leaders must take ownership of this issue.
In the early 2000s, companies hired Chief Digital Officers to drive digital technology implementation, ideas, and strategies. As digital tools became commonplace, the role went away. We may be entering a period where the Chief Diversity Officer has a new role: putting the company on a track to embrace inclusion and diversity in every business area and spending less time pushing the agenda from a central group.
In every interview we conduct on this topic, we see overwhelming positive stories from various DEI strategies. Each successful company frames DEI as a business rather than an HR strategy. While HR-centric DEI investments are shrinking, it’s more like them migrating into the business where they belong.
中文翻译如下，仅供参考：
2024年，多样性、公平与包容（DEI）将走向消亡吗？作者：Josh Bersin
对于那些致力于多样性、公平与包容（DEI）领域的人士来说，2024年的开端无疑充满挑战。近期，DEI项目遭到了前所未有的集中攻击，包括一些“反觉醒”评论员和公众人物对其价值、意义乃至存在的质疑。
特别是随着Claudine Gay从哈佛大学的辞职，这种攻击愈发激烈。尽管她的辞职表面上与剽窃事件有关，但不难察觉，她作为DEI领域的领军人物，这一身份似乎也是辞职呼声高涨的一个重要因素。
这意味着，DEI正面临着前所未有的挑战。尽管高效的DEI项目能够为雇主和雇员带来众多益处，但人们仍担忧2024年可能成为DEI逐渐淡出视野的一年。这种情况发生的可能性有多大？如果真的发生，又会产生何种影响？
DEI与文化战争
近年来，无论是在美国还是全球其他大多数国家，你可能都会听说过“文化战争”。这场战争源于对机构的信任下降、不平等现象的加剧以及技术的广泛传播，涉及到试图强加自己意识形态的社会对立群体。
从学校课程内容、体育赛事中的下跪行为，到对“女性”定义的争议、以及工作场所中的代表性指控等，无一不被卷入这场文化战争。而DEI，在这场战争中虽不愿意却占据了核心位置。
人们普遍认为DEI项目倾向于“觉醒”，过分强调种族和性别因素，而忽视了成就和能力。2023年8月，一位律师成功对一家支持黑人创业者的风险投资公司提起诉讼。类似的诉讼也针对那些实施多样性招聘、奖学金和实习计划的公司提起。
Claudine Gay的辞职再次引发了对DEI项目的广泛讨论。保守派脱口秀主持人和作家Josh Hammer在社交媒体平台X上表示，击败Gay博士是“为文明理智而战的一大胜利”。保守派评论员Liz Wheeler称之为“对DEI、觉醒主义、反犹太主义及大学精英主义的沉重打击”，而保守派活动家Christopher Rufo则称这是“DEI在美国机构中走向终结的开始”。
如此一致的批评和贬低无疑对DEI项目造成了重创。根据劳动力市场分析公司Lightcast的数据显示，尽管经济蓬勃发展，但美国DEI相关职位的招聘量同比下降了48%。显然，DEI正面临严峻挑战。
当提到公司裁员时，DEI相关职位往往是裁减名单上的重点。我最近听到一个播客，四位知名风险投资家中有三位认为“取消DEI项目”是他们的首要任务。
DEI的价值
面对如此批评，人们或许会误以为DEI项目对人力资源和更广泛的商业活动没有任何价值。然而，实际上，许多公司对DEI项目的投资极具价值，几乎每个案例都能证明这一点。
我们在2022年和2023年的《提升公平研究》中发现，公司出于实际原因关注多样性和包容性，这包括：
包容性招聘策略扩大了招聘范围。
包容性领导力策略深化了领导力储备。
包容性管理方式吸引了多元化的客户和市场。
包容性董事会推动了市场增长和领导地位（这一点已通过统计数据得到证明）。
包容性供应链项目提升了供应链的可持续性。
包容性文化促进了员工的增长、留存和参与。
组织之所以优先考虑DEI项目，并非仅仅因为“觉醒”，或者作为勾选式行动。他们这样做是因为DEI确实带来了实际和有形的商业利益。例如，Workday这样的HR技术公司在市场上备受尊敬，它不仅在内部推广DEI，在其产品中也体现了这一点，多年来一直超越竞争对手的增长和表现。它们的产品VIBE，一个专门设计的分析系统，展示了交叉性，帮助公司设定目标，找出领导力、招聘、薪酬和职业发展中的不平等。
然而，一些律所提出这类计划可能违法——这是否成立呢？
DEI的合法性
面对这一问题，我们不得不考虑到复杂且广泛的薪酬公平问题。直到最近几年，大多数公司在个性化支付薪酬方面并未遇到太大问题。Josh Bersin Company去年对全球的领导力、继承计划和薪酬计划进行了研究，发现在许多大公司中，薪酬存在巨大差异，且大多没有明显的统计相关性。
这个问题被称作“薪酬公平”。当涉及到性别、年龄、种族、国籍等非绩效因素时，大多数公司都存在问题。那么，分析基于种族或国籍的薪酬差异并加以解决，这会被认为是非法的吗？
DEI的未来
DEI无疑是一个复杂的议题，许多组织对于采取何种措施感到不确定。尽管面临当前的批评浪潮，但近年来对DEI策略的巨大投资表明，商业领袖们不太可能让这一切付诸东流。
尽管存在反觉醒运动、政治辩论，以及哈佛、宾夕法尼亚大学等教育机构在这些议题上的模糊立场，但商界不会因此而停滞不前。平权行动的初衷不是为了歧视，而是为了减少歧视。例如，在加州大学，自从1995年停止实施平权行动以来，研究发现非洲裔美国人STEM专业毕业生的收入显著下降。因此，可以说这些措施确实产生了积极的影响。
DEI不会消亡——它对此太重要了。然而，现在是时候取消人力资源部门中的“DEI警察”，转而专注于在所有业务单元中嵌入包容性、公平薪酬和开放性讨论的原则。高级领导层必须对这一议题负起责任来。
回顾21世纪初，许多公司聘请首席数字官来推动数字技术的实施、创意和战略。随着数字工具成为常态，这一角色逐渐消失。我们可能正处于一个新的时期，首席多样性官的角色也在发生变化：不再是从中心团队推动议程，而是引导公司在每一个业务领域都拥抱包容性和多样性。
通过我们在这个话题上的每次采访，我们都能看到各种DEI策略的积极故事。每个成功的公司都将DEI视为一项业务策略，而非仅仅是人力资源策略。虽然以HR为中心的DEI投资正在减少，但这更像是它们向业务领域的转移，这正是它们应有的归属。
The best HR & People Analytics articles of January 2024
2024 is set to be a momentous year. With economic uncertainty, rising geopolitical conflict, and rapid advances in technology, it is also set to be a stormy 12 months for the world, for organisations, and for HR professionals too.
Perhaps this explains the slew of insightful resources in January, which has made compiling this month’s collection as challenging as it has been enjoyable. One of the key focuses has been on ‘productivity’, and I’ve brought together a number of resources on this topic. There are also new studies from the likes of PwC, McKinsey, Glassdoor, Accenture, and Deloitte as well as articles featuring practitioners from companies including Spotify, Microsoft, Ericsson, Lloyds Banking Group, and Standard Chartered. There’s lots to enjoy and learn from.
Join me for a webinar on February 21 to discover how Leading Companies shift People Analytics from insight to impact
Are you an HR or People Analytics Leader seeking to transform your organisation’s People Analytics from mere insights to impactful business outcomes? If so, I invite you to join me for a webinar that Insight222 is hosting on February 21. Naomi Verghese and I will walk 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 will be joined by Alan Susi, VP and Global Head of Organisational Analytics and People Insights at S&P Global. Alan will share insights into how S&P Global successfully elevated their approach to people analytics, turning data into tangible business outcomes. You can register for the webinar here – or by clicking the image below.
Jürgen Klopp – a study in leadership, culture, and analytics
As a fervent supporter, I’m still processing the totally unexpected news that Jürgen Klopp will be leaving his post as the manager of Liverpool at the end of the current football season. In his press conference on taking the reins at Anfield in October 2015, Klopp stated his goal was to turn Liverpool from “doubters to believers.” He has done this with some aplomb amassing a haul of seven trophies (to date) including the Champions League in 2019 and then, the following year, the Holy Grail of Liverpool’s first league title in 30 years.
But Klopp is more than a brilliant football manager. He is the epitome of an empathetic leader. His emotional intelligence and natural humility not only endears Klopp to his players, but to supporters too for whom he is adored. The reaction to the news reduced many Liverpool supporters to tears. I’m still hoping – probably forlornly - that like Alex Ferguson in 2002, Klopp will change his mind and stay.
In the likely event that he does depart, I’m sure that multiple studies will be made on Klopp’s time at Anfield, and that his leadership skills, use of data and analytics, and ability to build an inclusive winning culture will be deservedly celebrated. YNWA.
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 Rosenow and the One Model team of open roles in people analytics and HR technology, which now numbers over 500 roles.
Looking for a people analytics event to attend in 2024?
Richard Rosenow has also been busy compiling a study of People Analytics Conferences to attend in 2024 with the data collected from practitioners themselves. Society for Industrial and Organizational Psychology (SIOP), People Analytics World and the Wharton People Analytics Conference all come out well as does the Insight222 Global Executive Retreat. Thanks to Richard for putting this together.
Share the love!
Enjoy reading the collection of resources for January 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 December’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.
THE QUEST FOR PRODUCTIVITY
MCKINSEY - 2024 and beyond: Will it be economic stagnation or the advent of productivity-driven abundance? | PwC - 27th Annual Global CEO Survey: Thriving in an age of continuous reinvention | JOSH BERSIN - HR Predictions for 2024: The Global Search For Productivity | ERIK BRYNJOLFSSON - How AI Will Transform Productivity | BEN WABER AND NATHANAEL J. FAST - Is GenAI’s Impact on Productivity Overblown?
When I talk with CHROs and People Analytics Leaders at the companies we work with at Insight222, one of the words I’m hearing most at the moment is ‘productivity’. Continuing economic and geopolitical uncertainty, the promise of AI, and challenging talent demographics are all fuelling the demand for productivity from CEOs. Here are five resources that can be filed under the ‘productivity’ umbrella: (1) McKinsey’s Ezra Greenberg, Asutosh Padhi, and Sven Smit present a model for businesses to capture the three-sided productivity opportunity (see FIG 1). (2) Amongst a ton of takeaways, the standout theme from the annual PwC CEO survey is that the vast majority of participating companies are already taking some steps towards reinvention, while CEOs believe that 40% of their work is wasted productivity (see FIG 2). (3) Josh Bersin draws from the PwC survey in his 2024 predictions, where he outlines The Productivity Advantage where “If you can help your company move faster (productivity implies speed, not only profit), you can reinvent faster than your competition.” (4) Stanford professor Erik Brynjolfsson offers leaders an overview of how AI will transform productivity. (5) Finally, Ben Waber and Nathanael Fast’s absorbing essay in Harvard Business Review cautions leaders on leaning into the hype on GAI’s supposed positive impact on productivity too heavily. The authors break down two of the key challenges with LLMs: a) their persistent ability to produce convincing falsities and b) the likely long-term negative effects of using LLMs on employees and internal processes.
FIG 1: The three-side productivity opportunity (Source: McKinsey)
FIG 2: CEOs estimate administrative inefficiency at 40% (Source: PwC)
GERGELY OROSZ AND ABI NODA - Measuring Developer Productivity: Real-World Examples
Continuing the productivity theme, this is an invaluable resource by Gergely Orosz and Abi Noda in The Pragmatic Engineer newsletter. It provides detail on developer productivity metrics at 17 tech companies including Google, Microsoft, Spotify, and Uber (see summary in FIG 3).
FIG 3: Developer productivity metrics at 17 tech companies (Source: Pragmatic Engineer)
2024 HR TRENDS AND PREDICTIONS
JASMINE PANAYIDES - Nine Ways to Put HR Trends and Predictions into Practice in 2024
There has been a flood of articles advising what the key HR trends, predictions, and opportunities for 2024 are, but how are HR professionals supposed to make sense of these? In her article for the myHRfuture blog, Jasmine Panayides provides actionable tips on how HR professionals can apply the trends, predictions and opportunities to their work, and their organisations so they can deliver value to the company and the workforce. Jasmine also helpfully summarises the trends/predictions from a variety of sources into one table (see FIG 4), including from: Visier Inc., Gartner, Bernard Marr, UNLEASH, Mercer, and Culture Amp as well as my own 12 Opportunities for HR in 2024 article.
FIG 4: Analysis of HR Trends and Predictions for 2024 (Source: myHRfuture)
KATARINA BERG - HR Trends for 2024 | GARTNER - 9 Future of Work Trends for 2024 | GLASSDOOR – 2024 Workforce Trends | HUNG LEE - Forecasting 2024 in Recruitment Part 1, Part 2, Part 3, and Part 4 | KEVIN WHEELER - What Does 2024 Hold in Store for Us? | STACIA GARR AND DANI JOHNSON – 2024 Mega Trends and how people leaders should respond (Webinar)
The deluge of commentators offering their HR trends and opportunities continued in January. As such, it is a challenge to sort the wheat from the chaff but in addition to those I highlighted in this compendium in December, and in Jasmine’s article above, I recommend diving into the following: (1) Spotify’s chief people officer, Katarina Berg, highlights ten trends with the common theme being each trend is a bridge, connecting the past with the future, and HR professionals are the architects crafting these vital links – including “Staying Human in the Age of AI – The Humanity Bridge”. (2) Gartner’s Jordan Turner and Emily Rose McRae highlight nine future of work trends for the year ahead (see FIG 5). (3) Aaron Terrazas and Daniel Zhao identify eight workforce trends based on Glassdoor’s data on workplace satisfaction, culture, and conversations. (4) Hung Lee is at the cutting edge of recruiting and HR tech, so his four-part series on recruiting in 2024 is definitely worth checking out – two examples include: “Multi-generational replaces neurodiversity as DEIB hot topic” and “Capital Allocation Shifts from Sourcing & Engagement to Assessment & Verification Tech”. (5) Futurist Kevin Wheeler offers seven insights and predictions together with his self-assessed certainty rating including “Generative AI will dominate, and every product will attempt to incorporate AI. 90% certainty” and “More firms will embrace a four-day workweek 50% certainty”. (6) Finally, I strongly recommend viewing the 2024 Mega Trends webinar hosted by Stacia Sherman Garr and Dani Johnson for RedThread Research, which breaks down the key macro factors impacting the world of work and how HR can respond.
FIG 5: 9 Future of Work Trends for 2024 (Source: Gartner)
GREG NEWMAN - 10 important topics that HR will likely ignore in 2024
Greg Newman takes an alternative, wry and contrarian approach by focusing his list of “predictions” on ten things most HR teams will continue to ignore in 2024. My favourite three are: (1) speaking the language of the business, (2) focusing AI conversations on ethics before technology, and (3) learning that good data is required to realise the dreams of AI and analytics.
By aligning HR language with business terminology, we can more effectively demonstrate the value of our initiatives in a way that resonates with business stakeholders.
GENERATIVE AI AND THE FUTURE OF WORK
ELLYN SHOOK AND PAUL DAUGHERTY - Work, workforce, workers: Reinvented in the age of generative AI
A new study from Accenture, co-authored by Ellyn Shook and Paul Daugherty, on how generative AI is impacting work, provides guidance on how leaders can: “Set and guide a vision to reinvent work, reshape the workforce and prepare workers for a generative AI world, while building a resilient culture to navigate continuous waves of change.” The report reveals a trust gap between workers and leaders on key elements related to GAI’s impact on work, the workforce, and workers. The authors also highlight four accelerators for leaders to navigate the journey ahead: (1) Lead and learn in new ways, (2) Reinvent work, (3) Reshape the workforce (see example in FIG 6), and (4) Prepare workers.
FIG 6: Illustrative example of how work and roles can be reallocated in a GAI future (Source: Accenture)
ROGER W. HOERL AND THOMAS C. REDMAN - What Managers Should Ask About AI Models and Data Sets
The decision on whether to deploy AI models within an organisation ultimately lies with business leaders who may not be qualified to identify risks and weaknesses related to AI models and data sets. In their article, Roger Hoerl and Tom Redman provide (1) A framework (see FIG 7) designed to equip leaders with context and based on their concept of the right data. (2) A set of six questions for leaders to ask their AI model developers before and during modelling work and deployment. (3) Guidance for leaders on how to assess AI model developers’ answers to those six questions.
FIG 7: The Right Data Framework (Source: Roger W. Hoerl and Thomas C. Redman)
PEOPLE ANALYTICS
STEVE HATFIELD, SUE CANTRELL, AND BRAD KREIT - Beyond the quick fix: How workforce data can drive deeper organizational problem-solving
The premise of this thoughtful article by Steve Hatfield, Susan Cantrell, and Brad Kreit is that without the right context, even simple measurements can undermine efforts to convert people data into value. They then explore several examples – in the workforce, in the workplace, and in the work – where organisations might be limiting their analysis to the surface level and how deeper analysis can reveal systemic issues that lead to opportunities for transformation. Guidance on three actions leaders can take to help ensure they are not missing important context in their data analysis are provided: (1) Bring data from different domains and sources together for analysis. (2) Make sure you’re measuring what you should—not just what you can. (3) Identify potential biases in data collection algorithms.
If organizations want to move beyond quick fixes and use work and workforce data to drive deeper—and often more challenging—problem-solving, it is important that they look at the data in context.
NAOMI VERGHESE - How to Measure the Value of People Analytics
My Insight222 colleague Naomi Verghese digs how to measure the commercial value of people analytics, highlighting a powerful case study from Jaesun HA and LG Electronics. Naomi provides detail on four key areas where people analytics adds value (business performance, workforce experiences, driving an analytics culture and societal benefit) as well as providing data on the characteristics of companies that ARE creating commercial value from people analytics (see FIG 8).
FIG 8: Characteristics of people analytics that disclosed and measured commercial value of people analytics solutions (Source: Insight222 People Analytics Trends, 2023)
ANDRÉS GARCIA AYALA - 5 Change Drivers Impacting People Analytics & How To Thrive In Them | WILLIS JENSEN - Attrition versus Retention: Which Should I Use? | KEITH McNULTY – Regression Modeling in People Analytics: Survival Analysis | LYDIA WU - The Market Sucks and You are Looking for a Job, Now What? | SEBASTIAN SZACHNOWSKI - 16 HR Metrics for IT | ERIN FLEMING AND NICK JESTEADT - People Analytics Perspectives from the Fringe: Current Priorities and a View on Optimized Teams in 2024
January saw a slew of articles from current and recent people analytics leaders, which typically act as a spur and inspiration for the field. Six are highlighted here: (1) Andrés García Ayala highlights some of the key change drivers impacting people analytics and ways to incorporate them into our work. (2) Willis Jensen builds on the recent primer on attrition metrics by Ben Teusch that I highlighted in December’s edition. He explains why we should be using attrition and retention as separate terms that lead to distinct metrics with different objectives (see also FIG 9). (3) Keith McNulty provides another indispensable practical guide for people analysts with a step-by-step tutorial to conducting survival analysis in R. (4) The prolific Lydia Wu turns her attention to providing some handy guidance for those looking for their next people analytics / HR tech role. (5) Sebastian Szachnowski provides a useful breakdown of 16 HR metrics for technology companies. (6) Last but definitely not least, Erin Fleming and Nick Jesteadt provide insights from their survey of fellow people analytics practitioners. Insights include a) 41% of respondents (n=49) operate as a one-person people analytics team, and ii) the main current focus areas of work include employee turnover, cultural engagement, return to office, and restructuring.
FIG 9: When to use Attrition and Retention (Source: Willis Jensen)
MAX BLUMBERG - The Big List of GPTs to Revolutionize Your People Processes | JOHANNES SUNDLO - GenAI for People Analytics
Two articles addressing the opportunity for generative AI in the people space. (1) Max Blumberg (JA) ?? sets out 93 potential ways to upgrade your People Processes with AI and GPTs across four categories – workforce planning and strategy, recruitment, learning and development, and employee wellbeing. (2) Johannes Sundlo provides examples of companies using GAI in their people analytics work to support analyses on engagement data, skills, and tailoring training recommendations.
GPTs are an amazing tool for scenario planning, forecasting future workforce needs, identifying talent gaps, and developing integrated talent strategies.
THE EVOLUTION OF HR AND DATA DRIVEN CULTURE
DAVE ULRICH, NORM SMALLWOOD, AND JOE GROCHOWSKI - Why and How to Move HR to an Outside-In Approach
When asked the question, “What is the biggest challenge in your job today?” HR professionals will typically provide answers such as: “Build a skills-based organisation” or “Help our employees have a better experience”. As Dave Ulrich, Norm Smallwood, and Joe Grochowski write, these answers would be far more powerful when a “so that” is applied e.g. “Help employees have a better experience so that customer experience improves.” The article demonstrates that greater value is created with an outside-in approach that starts with the needs of external stakeholders (customers, investors, community) and then figuring out the implications inside the company for meeting those needs. Dave, Norm, and Joe also present their Human Capability Framework and a tool that provides an assessment of an organisation’s outside-in performance (see FIG 10).
FIG 10: Human capability from the outside-in - diagnostic questions (Source: Dave Ulrich et al)
WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS
AMY WEBB - Bringing True Strategic Foresight Back to Business
In her article for Harvard Business Review, Amy Webb defines strategic foresight as “a disciplined and systematic approach to identify where to play, how to win in the future, and how to ensure organizational resiliency in the face of unforeseen disruption.” Her article also advocates for the integration of strategic foresight as a core competency in every organisation, regardless of size. Moreover, Amy provides guidance on how to operationalise strategic foresight by unveiling a ten-step process. Read alongside another article authored by Amy for HBR: How to Do Strategic Planning Like a Futurist, which includes Amy’s Futurist’s Framework for Strategic Planning (see FIG 11).
FIG 11: A Futurist’s Framework for Strategic Planning (Source: Amy Webb)
WORLD ECONOMIC FORUM AND PwC - Putting Skills First: Opportunities for Building Efficient and Equitable Labour Markets
As the introduction to this compelling collaboration between the World Economic Forum and PwC begins: “Skills and talent shortages are critical challenges facing societies and economies today. The absence of relevant skills impedes business growth, hinders economic prosperity, and inhibits individuals from realizing their full potential.” The report identifies five specific opportunities for intervention where the gains from skills-first solutions are most likely for employers and workers alike (see ‘Skills-first Framework’ in FIG 12). Additionally, the report also showcases 13 Skills First “Lighthouses”, including IBM, Siemens, Standard Chartered and Sanofi. It concludes by offering key takeaways regarding six success factors in implementing skills-first approaches including (1) Sponsorship from leadership, (2) Alignment with business needs, and (3) Data and evaluation for iteration. (Authors: Genesis Elhussein, Mark Rayner, Aarushi Singhania, Saadia Zahidi, Peter Brown MBE, Miral Mir, and Bhushan Sethi).
A cultural shift to skills-first approaches needs both sponsorship from executives and governance from human-resources professionals
FIG 12: Skills-first Framework (Source: World Economic Forum
PETER SHEPPARD - Learning from our Skills Journey | BEN AUTY - What are the new skills people will need for the future of work? | TANUJ KAPILASHRAMI - How Standard Chartered is Unlocking the Power of Skills in the Workplace
Many of the organisations we work with at Insight222 have embarked on the road to becoming a skills-based organisation. It is not an easy journey, so it is helpful to learn from other companies who are treading this path. Three of these are Ericsson, Lloyds Banking Group, and Standard Chartered. (1) In his article, Peter Sheppard shares learnings from Ericsson’s skills journey including a) it’s not jobs or skills; it’s skills and jobs, b) it’s a whole organisation activity, c) Less is more with skills, and d) Data drives value. (2) Ben Auty shares insights as to why Lloyds Banking Group is developing a learning culture to build the workforce of the future at the bank, the main skills they are focusing on, and the central role the recently established Reskilling Team is playing. (3) Tanuj Kapilashrami shares how Standard Chartered catalysed their work on skills by identifying adjacencies between ‘sunset’ and ‘sunrise’ roles.
We looked at skills adjacencies between ‘sunset’ jobs and ‘sunrise’ jobs: so, what are the jobs that are going to go away? What are the skills that help employees get reskilled into some of these sunrise jobs? We ran five proofs of concept, we showed some real redeployment opportunities and started making the skills narrative real.
EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING
JENNIFER E. SIGLER WITH STEPHANIE DENINO - So Many Stakeholders, So Little Time: State of EX 2023-2024
The fifth annual State of EX study authored by Jennifer E. Sigler, PhD on behalf of The EXchange, Inc, TI PEOPLE and FOUNT Global, Inc. is a treasure chest of insights on the fast-evolving practice of employee experience. It highlights the top four priorities for EX as: (1) Redesigning experiences, (2) Getting broader buy-in for EX work across the organisation, (3) Building an EX roadmap for the organisation, and (4) Getting more / better data. One other standout finding from the study suggests that senior leaders are increasingly focused on EX with a majority of respondents (63%) saying their organisation’s senior leaders view EX as equal to or even more important than other corporate priorities. This bodes well for the future of EX. Thanks to Stephanie Denino and Volker Jacobs for highlighting the study.
FIG 13: EX Team Priorities YOY Change (Source: The EXchange, TI People and FOUNT Global, Inc)
LEADERSHIP AND CULTURE
NADJIA YOUSIF, ASHLEY DARTNELL, GRETCHEN MAY, AND ELIZABETH KNARR - Psychological Safety Levels the Playing Field for Employees | PETER CAPPELLI AND LIAT ELDOR - Can Workplaces Have Too Much Psychological Safety?
Two perspectives on psychological safety in the workplace. In the first article, Nadjia Yousif, Ashley Dartnell, Gretchen May, and Elizabeth Knarr present the findings of Boston Consulting Group (BCG) research, which finds how psychological safety benefits inclusion, reduces attrition in diverse groups and effectively acts as an equaliser - enabling diverse and disadvantaged employee groups to achieve the same levels of workplace satisfaction as their more advantaged colleagues. The study also highlights the direct relationship between empathetic leadership and feelings of psychological safety in the workforce, giving leaders a clear directive to be empathetic and thereby engender psychological safety. The second article by Peter Cappelli and Liat Eldor presents research that found that when you move from average to high levels of psychological safety, performance in routine jobs actually declined.
FIG 14: Psychological safety has an outsize impact on retention for diversity groups (Source: BCG)
RASMUS HOUGAARD, JACQUELINE CARTER, AND ROB STEMBRIDGE - The Best Leaders Can’t Be Replaced by AI
While there are some areas where AI is already surpassing or will surpass human capabilities, there are several it cannot replace. Based on their research into employees’ comfort with AI in management, as well as their decades of research on the qualities of effective leadership, Rasmus Hougaard, Jacqueline Carter, and Robert Stembridge identify the promise (and perils) of AI-enabled management (see FIG 15), as well as the three uniquely human capabilities leaders need to focus on honing, especially as AI begins to figure more in management: (1) awareness, (2) compassion, and (3) wisdom. For more from Rasmus, I recommend listening to his podcast discussion with me: How To Be a More Compassionate Leader.
Leaders who deepen their ability to lead with humanity will win at attracting, retaining, developing, and motivating top talent.
FIG 15: AI versus Human: A matric of leadership activities (Source: Potential Project)
DIVERSITY, EQUITY, INCLUSION, AND BELONGING
JULIE COFFMAN, ALEX NOETHER, BIANCA BAX, CASSY REICHERT, AND KRYSTLE JIANG - The Business of Belonging: Why making everyone feel included is smart strategy
Revealing data from a Bain survey of 6,000+ employees across four countries, which finds employees who have seen their companies intentionally invest in inclusion since 2020 are three times more likely to feel fully included than employees who have not seen such investment from their employers. Other findings include (1) Combining diversity and inclusion maximises a company’s capacity (by 4x) to innovate, and (2) Employees with inclusive leadership are 9x more likely to feel fully included at work (see FIG 16). (Authors: Julie Coffman, Alex Noether, Bianca Bax, Cassy Reichert, and Krystle Jiang).
FIG 16: Employees with inclusive leadership are 9x more likely to feel fully included at work (Source: Bain)
SHUJAAT AHMAD - DEIB Is At A Crossroads—It’s Time for Bold Action and Clear Metrics
Given recent developments it’s reasonable to say that Diversity, Equity, Inclusion, and Belonging (DEIB) is at an existential crossroads. As Shujaat Ahmad writes in his excellent article for Round: “Boards, leadership teams, and investors hold the power to set the tone, shape the policies, and allocate the resources to support DEIB initiatives: for DEIB to work effectively, they must shift from well-intentioned wordsmiths to committed drivers that hold the organization accountable for outcomes and positive change.” Shujaat then unveils his blueprint to help leaders assess progress and drive meaningful change, clarifying the ‘why’ before diving into the ‘how’ covering measuring what matters and interventions (see FIG 17). For more from Shujaat, I recommend visiting Belong and Lead.
FIG 17: Source – Shujaat Ahmad
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 January that I recommend readers delve into:
ERNEST NG - If the Pitch is Too Smooth, It Probably Is: Why AI in HR is Difficult – Part 2 of an insightful essay from Ernest Ng, PhD of HiredScore (see also Part 1 on disclosures here) where he cuts through the hype to assess how we should be implementing AI in HR.
LOUJAINA ABDELWAHED - A Tale of Two Cultures - In One Company - Loujaina Abdelwahed, PhD from Revelio Labs highlights the growing disparity between junior and senior employees (see FIG 18) and identifies the factors causing this malaise. Thanks to Ben Zweig for highlighting.
FIG 18: The growing disparity in sentiment between junior and senior employees (Source: Revelio Labs)
JEREMIE BRECHEISEN - Where Employees Think Companies’ DEIB Efforts Are Failing – Jeremie K Brecheisen presents findings from Gallup that reveals a disconnect between how well employees and HR leaders believe their organisations are doing when it comes to diversity, equity, inclusion, and belonging: 84% of CHROs say their organisations are increasing investment in DEIB, while only 31% of employees say their organisation is committed to improving racial justice or equity in their workplace (see FIG 19). The article then outlines ten needs employees say are not being met and then offers strategies to help organisations address the disconnect.
FIG 19: How employees and HR leaders differ on perceptions of DEIB progress (Source: Gallup)
FRANCISCO MARIN - Navigating the ONA Landscape: Trends and Challenges for 2024 - Another good read from Cognitive Talent Solutions, as Francisco Marin explores the key trends and challenges shaping the ONA space in 2024.
IAN WHITE - The three C’s of effective performance management – Ian White, CEO at ChartHop, presents the three C’s of performance management — continuous, contextual and cultural — designed to help companies understand their employees more holistically.
CHRISTINA JANZER - The surprising connection between after-hours work and decreased productivity – Christina Janzer presents findings from Slack’s Workforce Index, which identifies findings on how to structure the workday to maximise employee productivity, well-being and satisfaction – including the connection between after hours work and decreased productivity.
FIG 20: Source – Slack
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):
AMY EDMONDSON AND LAURIE RUETTIMANN – Right Kind of Failure – Amy Edmondson joins Laurie Ruettimann on the brilliantly named Punk Rock HR to explore the essential role of failure in our professional and personal growth.
STACIA GARR, COLE NAPPER, AND SCOTT HINES - People Analytics & HR Tech Research by Industry Analysts – Stacia Sherman Garr, one of the industry’s top analysts, joins Cole Napper and Scott Hines, PhD on the Directionally Correct podcast to discuss the research Stacia and her team at RedThread Research do in the people analytics and HR technology space.
RICHARD ROSENOW, MADDIE GRANT, AND SANJA LICINA - How to Build an Integrated Framework for Workforce Listening – In an episode of the Empowering Workplaces podcast, Richard Rosenow joins hosts Maddie Grant and Sanja Licina, Ph.D. to talk about The Three Channels of Workforce Information: conversations (“what people say”), surveys (“what people say they do”) and systems (“what people do”) as a way to build a comprehensive understanding of your workforce.
McKINSEY - The shape of talent in 2023 and 2024 - In this episode of McKinsey Talks Talent, Bryan Hancock, Brooke Weddle and host Lucia Rahilly highlight the trends that shaped last year’s talent landscape—and those poised to ‘redefine its contours’ yet again in 2024.
MATTHEW BIDWELL AND DAN LONEY – Forecasting 2024 Workplace Trends – Wharton Professor and convenor of the Wharton People Analytics Conference, Matthew Bidwell, joins host of the Wharton Business Daily Dan Loney to look at the year ahead in the workplace.
VIDEO OF THE MONTH
CHRIS LOUIE, TOMAS CHAMORRO-PREMUZIC, TERRI HORTON, AND LINDSEY SHINTANI - Power a dynamic workforce by embracing AI
An enlightening panel discussion from the recent LinkedIn Talent Connect where Chris Louie, Dr Tomas Chamorro-Premuzic, Terri Horton, EdD, MBA, MA, SHRM-CP, PHR, and Lindsey Shintani discuss how AI is changing learning and career paths. They provide guidance on how to overcome AI anxiety and empower impactful futures.
BOOK OF THE MONTH
KEVIN WHEELER AND BAS VAN DE HATERD – Talent Acquisition Excellence
An excellent new book published by Kogan Page and authored by Kevin Wheeler and Bas van de Haterd (He/His/Him). It provides an insightful and detailed analysis of how technologies such as artificial intelligence and machine learning in combination with analytics can improve talent acquisition and recruitment.
RESEARCH REPORT OF THE MONTH
YUYE DING AND MARK (SHUAI) MA - Return-to-Office Mandates
A huge thank you to Nick Bloom for bringing my attention to this paper from Yuye Ding and Mark Ma, which studied the impact of 137 Return to Office mandates on the performance of S&P500 firms from 2020-2023. The key findings, as summarised by Nick, are illuminating: (1) RTO mandates are more likely in firms with poor recent stock performance, and in those with powerful male CEOs. (2) Glassdoor data finds RTO mandates significantly reduce employee ratings for job satisfaction, work-life balance, and senior management. (3) There is no significant impact of RTO mandates on either firm profitability or firm stock-returns.
FIG 21: Distribution of firms’ RTO mandates (Source: Yuye Ding and Mark Ma)
FROM MY DESK
January saw the first three episodes of Series 36 of the Digital HR Leaders podcast, sponsored by our friends at ScreenCloud. Thank you to Luke Farrugia.
DAVID GREEN - The best 60 HR & People Analytics articles of 2023 Part 1 | Part 2 – My tenth annual collection of HR and people analytics resources is spread across two articles and ten themes. Part 1 covers i) the future of work and people strategy, ii) workplace design and strategy, iii) AI and the world of work, iv) people analytics, and v) employee experience, listening and wellbeing. Part 2 covers: vi) the evolution of HR, HR operating models and the CHRO, vii) building a data driven culture in HR, viii) workforce planning, skills, and talent marketplace, ix) leadership and culture, and x) diversity, equity, inclusion and belonging.
THOMAS RASMUSSEN, DAWN KLINGHOFFER, AND JEREMY SHAPIRO - HR in 2024: The Impact of People Analytics, AI & ML – In a special episode of the Digital HR Leaders podcast to kick off 2024, I was joined by Thomas Rasmussen, Dawn Klinghoffer, and Jeremy Shapiro to discuss the outlook for HR and people analytics in the coming 12 months.
SERENA HUANG - How to Enhance Your Career in People Analytics - Serena H. Huang, Ph.D., who has led people analytics functions at companies including GE, PayPal and Kraft Heinz, joins me to discuss the common career paths observed in the people analytics field and how they have evolved over the years.
KAZ HASSAN AND LUKE FARUGGIA - How to Bridge the Gap Between Customer and Employee Experience - What can HR learn from marketing's journey in using data, analytics and technology to understand and personalise the customer experience? How can we leverage these insights in HR to boost our employee experience initiatives? Kaz Hassan and Luke Faruggia join me to discuss these topics and more.
THANK YOU
Finally, this month I’d like to thank:
Recruit CRM for nominating me as ‘The People Analytics Pioneer’ in their list of 50 Recruitment Influencers to Follow in 2024
Likewise, a huge thank you to 365Talents for including me as one of the Top 50 HR Influencers to Follow in 2024
Similarly, thanks to HRCap, Inc. for including me in their list of 10 HR Influencers who Provide Remarkable Insights
The Social Craft (here) and The Talent Games (here) for also including me in their lists of HR and HR Tech leaders to follow.
HRDConnect for quoting me in their article Data Literacy: A must-have for HR professionals in 2024.
Gianni Giacomelli for including the Data Driven HR monthly in his list of seven must-read newsletters.
HR Geckos for including Excellence in People Analytics as a book recommendation in their HR Bytes Newsletter for January 2024.
Sebastian Szachnowski for including Excellence in People Analytics in his list of books to get better at people analytics.
Leapsome for including the Digital HR Leaders podcast as one of its Top 10 HR Podcasts for 2024.
Similarly, Alexandre Darbois for also including the Digital HR Leaders podcast as one of his 5 HR Podcasts.
Melissa Meredith for using my 12 Opportunities for HR in 2024 article to highlight the importance of the HR-Finance partnership in building a thriving company.
Bill Brown for also highlighting my 12 Opportunities for HR in 2024 article in his Eleven Trends Transforming the Future of Work in 2024.
Mirro.io for including me as a contributor in their list of 15 HR Trends for 2024.
Dhanesh K for including as one of his 10 Top HR Leaders to Follow.
Lanteria HR for recommending me as one of their HR Experts to Follow in 2024.
Semos Cloud for including my 12 Opportunities for HR in 2024 as part of their round-up of HR insights.
Thomas Kohler for including my Best HR and People Analytics Articles of 2023 in their collection of HR resources to read.
Thinkers360 for including me in their Top Voices EMEA 2023.
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:
Feb 21 - Discover how Leading Companies shift People Analytics from insight to impact (Webinar)
Feb 28 - People Analytics World 2024: Exploring the Potential of Analytics and AI in Employee Experience (Zurich)
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.
Exploring the Top 10 HR Tech Trends of 2024The HR field is undergoing significant changes in 2024, with technology playing a pivotal role. Key trends include the use of AI and ML in talent acquisition, a shift to skills-based hiring, and the integration of remote and hybrid work models. Emphasis on diversity, equity, and inclusion (DEI) is growing, alongside the exploration of the Metaverse for virtual HR practices. Data analytics is crucial for informed decision-making, and there's a focus on optimizing user experience and supporting employee well-being and mental health. Enhancing the candidate experience and ensuring data security and compliance are also critical.
2024年人力资源领域正在经历重大变革，技术发挥着关键作用。主要趋势包括在人才招聘中使用人工智能和机器学习，向基于技能的招聘模式转变，以及远程和混合工作模式的整合。多元化、平等和包容性（DEI）的重视日益增加，同时探索元宇宙在虚拟人力资源实践中的应用。数据分析对于做出明智的决策至关重要，优化用户体验和支持员工福祉和心理健康也同样重要。加强候选人体验和确保数据安全与合规性也是关键。
Human Resources is continuously evolving, and in 2024, it is set to undergo a remarkable transformation. With the integration of cutting-edge technology and innovative approaches, HR departments are better equipped than ever to attract, retain, and manage talent effectively. In this blog, we'll delve into the top 10 HR tech trends of 2024, offering a glimpse of how these trends shape the future of HR.
Artificial Intelligence and Machine Learning
Artificial Intelligence (AI) and Machine Learning (ML) are at the forefront of HR tech trends in 2024. These technologies are revolutionizing talent acquisition by streamlining the recruitment process. AI-driven algorithms can assess resumes, conduct initial candidate screenings, and predict a candidate's suitability based on historical data. ML algorithms analyze patterns within employee data to provide insights into performance, helping HR departments make more informed decisions about promotions and job placements.
Skills-based Hiring
Skills-based hiring, which prioritizes a candidate's specific skills and abilities, will significantly impact companies in 2024. This approach will help companies swiftly adapt to the changing job landscape and technological advancements. In 2024, skills-based hiring will:
Improve Recruitment Efficiency: Companies will find it easier to match candidates directly to job requirements, reducing time and resources spent sifting through resumes and interviews.
Reduce Skill Gaps: With skills-based hiring, companies can address skill gaps more effectively and invest in training and upskilling for existing employees to meet the organization's needs.
Increase Employee Productivity: Hiring individuals with the right skills results in quicker onboarding and increased employee productivity, driving business performance.
Remote and Hybrid Work:
Remote work has swiftly transformed the modern workplace and is set to become a permanent fixture in 2024. HR professionals are tasked with managing the challenges of overseeing remote teams, encouraging collaboration, and maintaining employee engagement within virtual environments. Moreover, the growing prominence of hybrid work models demands strategic initiatives to enhance productivity and work-life balance for employees, regardless of their location within or outside the office.
Diversity, Equity, and Inclusion (DEI):
Inclusion and diversity will remain at the forefront of HR agendas in 2024. Organizations will strive to create inclusive cultures where employees from all backgrounds feel valued, respected, and empowered. HR professionals will focus on building diverse talent pipelines, implementing unconscious bias training, and developing inclusive leadership practices. Addressing pay equity and ensuring equal opportunities at all levels will also be prioritized.
Focus on Metaverse in HR
The Metaverse is poised to redefine HR practices. This revolutionary technology seamlessly integrates virtual meetings, interviews, onboarding, and learning experiences. By creating lifelike virtual environments, HR professionals can host dynamic meetings, conduct immersive interviews, and foster engaging discussions among remote teams.
Recognizing its vast potential, organizations embrace the Metaverse to reshape traditional HR processes and enhance collaboration across distributed teams. The Metaverse empowers HR to transcend geographical boundaries, ushering in a new era of impactful virtual interactions that elevate employee experiences and boost organizational productivity.
Harnessing Data for Informed Decision-Making
This trend revolves around leveraging advanced data analytics tools to collect, process, and interpret vast amounts of data within the HR domain. By doing so, HR professionals can gain valuable insights into various aspects of workforce management, including employee engagement, performance metrics, talent acquisition, and workforce planning.
This trend is driven by the recognition that data is critical to making strategic and informed decisions. HR departments increasingly adopt predictive analytics to foresee trends, identify potential challenges, and devise proactive solutions. Through data-driven decision-making, organizations can optimize their HR strategies, streamline operations, and enhance overall workforce effectiveness.
Optimize the User Experience
As HR tech evolves, the user experience is optimized for HR professionals and employees. This trend is about making the technology more user-friendly and intuitive. User-friendly interfaces, simplified navigation, and customized dashboards make it easier for HR personnel to access and utilize HR tools, ultimately improving efficiency and reducing the learning curve.
Employee Well-being and Mental Health Support
HR technology trends are placing a spotlight on employee well-being and mental health. Innovative tools and applications are designed to monitor and support employee well-being, offering resources to help individuals manage stress and achieve a healthy work-life balance. This emerging trend underscores the recognition of the significance of comprehensive employee care.
Emphasizing Candidate Experience Enhancement
Even with resource limitations in 2024, CHROs are committed to maintaining their teams' focus on essential tasks. Companies recognize the imperative need to continually enhance the candidate experience, fortify their employment brand, and expedite their recruitment processes to remain competitive in attracting top talent. Among the myriad HR trends discussed, refining the candidate experience remains an enduring challenge for TA teams.
Data Security and Compliance
Data security and compliance are paramount with the growing use of HR tech. HR departments are increasingly implementing data protection measures to safeguard sensitive employee information and adhere to the ever-evolving global data protection regulations.
Conclusion
As we step into 2024, HR tech trends are shaping the future of human resources management. These trends, from artificial intelligence and machine learning to a strong focus on employee experience, enhance how organizations attract, retain, and manage talent. By staying abreast of these top 10 HR tech trends, businesses can position themselves to succeed in an ever-changing world of work. Embracing these technologies will streamline HR processes and create a more engaged, diverse, and resilient workforce.
by Navjot Kaur
diversity
2023年11月17日
diversity
Google员工的反多样性备忘录如病毒般在谷歌内部扩散据外媒报道，和我们大多数人不同的是，谷歌的员工们因为一位男性员工在公司内部分享的备忘录并未度过一个放松的周末。这是一份10页的备忘录，宣称谷歌需要取消其组织内部的多样性计划。
这份题为‘Google’s Ideological Echo Chamber”（谷歌的思想回声室）描述了一些关于男女心理差异的错误观念，并将其作为在技术行业工程和领导角色中女性员工人数较少的原因。
Google新任多元化和包容事务副总裁Danielle Brow对此事作出回应，称她并不认可或鼓励这种观点。一些Google员工也在Twitter上对其进行抨击。
最近离开Google的Yonatan Zunger接受采访时表示，这个备忘录中的一些观点存在问题。他向这位发出备忘录的Google员工喊话：“你刚刚做的事情是令人难以置信的愚蠢和有害。你只是在公司内部发出一个备忘录，认为有些同事根本无法胜任他们的工作，而且他们只因为一些政治观念而被保留下来。比简单思考这些事情或者私下里说这些事情更糟糕的是，你已经试图以让这种事情合法化的方式说出这种事情，并使其在公司内部传播，让其他人站起来说‘等等，这件事对吗?’”
引用知乎文章：
https://www.zhihu.com/question/63517094
事件简述：
一名 Google 员工内网发布长达10页长文，控诉 Google 支持员工多样性（diversity）的歧视性政策所带来的恶劣影响，并提出一系列「解决方案」。
主要观点为：
Google 的政治偏见把免于冒犯的自由等同于心理上的安全，但让人因为觉得耻辱而不敢发言与所谓心理安全完全是两个对立面。
这种噤声创造出一个意识形态的回音壁，因为害怕，思想得不到诚恳的讨论。
讨论的缺乏助长了这种意识形态里最极端最专制的部分。
极端：一切族群比例的不平衡都是因为少数族群受到了压迫
专制：我们需要用歧视来矫正这种压迫
不同性格特质在男女之间的不同分布，也许可以解释为什么科技圈和领导层的男女比例没有达到1比1。为了男女平等分布而采取歧视性的政策，不仅是不公平的，也带来撕裂和对立，对公司的发展也没什么好处。
Google’s political bias has equated the freedom from offense with psychological safety, but shaming into silence is the antithesis of psychological safety.
This silencing has created an ideological echo chamber where some ideas are too sacred to be honestly discussed.
The lack of discussion fosters the most extreme and authoritarian elements of this ideology.
Extreme: all disparities in representation are due to oppression
Authoritarian: we should discriminate to correct for this oppression
Differences in distributions of traits between men and women may in part explain why we don’t have 50% representation of women in tech and leadership. Discrimination to reach equal representation is unfair, divisive, and bad for business.
全文：
Exclusive: Here's The Full 10-Page Anti-Diversity Screed Circulating Internally at Google [Updated]
Google 刚刚离职的前高级工程师 Yonatan Zunger （Google+ 技术架构师）的回应：
https://medium.com/@yonatanzunger/so-about-this-googlers-manifesto-1e3773ed1788
这篇文章收货了大量转发和点赞，主要观点是：
原作者的原文里有大量不准确的事实。作者并没有真正理解不同性别的含义。
作者不懂工程。工程问题本质上是合作问题，能来 Google 的大家写代码都很牛，原作者所谓女性「更关注人际关系」的特点其实在工程上也是优点。
原作者没有考虑本文可能的后果是不专业的表现。文中观点营造了充满恶意的工作环境，因为它相当于在说女性工程师的工作能力从根本上不如别人，她们之所以拿到 Google 的工作不过是因为政治原因。
延伸阅读：
Google：2016年Google员工多样性报告
据路透社报道，Alphabet旗下的谷歌周四发布报告，介绍了该公司美国区员工多样化举措的进展。谷歌表示，公司目前的黑人、拉丁人和女性员工比此前更多，但比例并未增长。谷歌在2014年首次发布员工多样化数据，这在硅谷科技公司中引发强烈反响，包括竞争对手在内的众多公司此后纷纷效仿。
谷歌
根据最新的报告，2015年，谷歌美国区非白人和非亚洲人员工的比例同比完全没有增长，仍旧有2%为非洲裔美国人，3%为西班牙裔人、3%为混血儿群体，不到1%为印第安人和太平洋岛民。
2015年，女性在谷歌员工中的比例为31%，较2014年上升了一个百分点；女性在技术员工中的占比为21%，高于2014年时的19%。
白人在谷歌美国区员工的比例为59%，亚洲裔人的比例为32%。根据该公司去年8月份的数据，谷歌2015年在美国总计有38670名员工。
虽然少数族裔员工的比例并未增加，但谷歌表示，公司在2015年拥有880名黑人员工，远高于2014年时的628人。西班牙裔员工为1782名，高于此前一年的1428名。混血儿员工为713名，而2014年为636名。此外，有56人为印第安人或阿拉斯加原住民，此前一年为44人。
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