What is Employer Branding?
根据前亚马逊CEO杰夫·贝佐斯的说法，“你的品牌是当你不在房间里时人们对你的评价。”对我们这些在招聘领域的人来说，你的品牌是求职者和潜在候选人在线上阅读关于你的信息、在你的网站和社交媒体上看到的内容，以及从你现在的员工那里在Glassdoor等网站上听到的信息。
所有这些，还有更多，构成了你的雇主品牌。在这篇博客文章中，我们深入探讨了良好的雇主品牌战略的基本原理，并分享了如何将雇主品牌融入你的招聘工作的提示。
According to former Amazon CEO Jeff Bezos, “Your brand is what people say about you when you’re not in the room.” For those of us in the recruiting space, your brand is what job seekers and potential candidates read about you online, see on your website and social media, and hear about from your current employees on sites like Glassdoor.
All of this, and more, is what makes up your employer brand.
In this blog post, we dig into the fundamentals of a good employer branding strategy and share tips on how you can incorporate employer branding into your recruitment efforts.
Defining Employer Branding
Employer branding is the intentional management of an organization’s reputation and value proposition amongst current and prospective employees.
In other words, it refers to efforts made by members of an organization (most often, recruitment and talent acquisition teams) to cultivate a positive image of their company’s brand, both internally and externally. Having a strong employer brand increases your credibility with job seekers, reduces company turnover, and can dramatically reduce your cost-per-hire.
According to LinkedIn, among small to mid-size businesses, 72% of recruiting leaders worldwide agreed that employer brand has a significant impact on hiring.
Image via @HubSpot on Instagram
Their research also shows that having an employer branding strategy has an impact on their business’ bottom line, with a 50% reduced cost-per-hire, 50% more qualified job applicants, and a 28% reduced employee turnover.
Numbers don’t lie: employer branding can have a significant impact on your business’ overall reputation, as well as your entire recruitment funnel.
When job seekers can get a glimpse into what it’s like to work at your company, read reviews from current and past employees about their experiences, and see your brand’s initiative to share your culture outside of your business’ walls, they become attracted to your brand’s online presence. From there, it becomes that much easier for your recruiting team to engage those qualified job seekers, convert them into candidates, and, eventually, hire them into your organization.
Who’s Responsible for Employer Branding?
Employer branding, from an internal perspective, is culture, and culture is the responsibility of every leader and every employee within an organization.
It requires input and, ultimately, buy-in from everyone throughout the organization. When you have a culture that your entire company believes in, people outside of your company will start to believe in it too.
The implementation and execution of an employer branding strategy, however, remains largely the responsibility of the organization’s talent acquisition team.
Why?
Because talent acquisition and recruitment teams know their organization, and their ideal candidates, best.
As such, they play a major role in helping to shape, share, and maintain the message of their organization’s employer brand. It’s up to them to understand how their organization is viewed (both internally and externally), to create and circulate a positive identity with current employees and stakeholders, and to craft a strategy around communicating that employer brand identity outside the walls of the company.
This can be done in a few ways, from utilizing social media as a recruiting tool to elevating job descriptions to showcase company culture and perks, as well as engaging with reviews left on sites like Glassdoor. In some cases, like social media, it will make sense to team up with your organization’s marketing team to ensure that your messaging is aligned with theirs. By doing so, you‘ll be able to work together to achieve both teams’ goals.
Building an employer brand is no easy task – it requires research, testing, and optimization. But in the end, it can become a main driver of applications from candidates who are excited to work at your organization.
How to Build Employer Branding into the Recruiting Process
In many ways, your employer branding is the recruiting process. Candidates have the power to research your organization, look up reviews, and even talk to current employees – all without ever contacting a recruiter or clicking on a job posting.
When it comes to employer branding within the recruiting process, there are various moving pieces to pay close attention to, including:
Cultivating an employer brand presence on social media: Become a champion of your own company culture, and make sure that job seekers who research your brand’s social presence (pssst…a lot of them will!) get a clear, accurate picture of what it’s like to work at your company.
Improving and optimizing your corporate careers site: Despite the rise of social media, most candidates still visit a company’s corporate career site to learn more about their culture and the type of work they do, and to look for potential employment opportunities. Put your best foot forward with high-quality employee testimonial videos, office photography, and an accurate description of who your company is.
Responding to employee reviews: Our research has found that on average, a higher Glassdoor rating leads to an almost ~50% increase in application conversion rates. Replying to every employee review your organization has on Glassdoor, whether positive or negative, can have a massive impact on the likelihood that job seekers will see, click on, and apply to your jobs.
Ensuring a positive candidate experience: Word travels fast in the age of the Internet, and if a candidate has a poor experience during your hiring process, they’ll likely share their negative feelings. Continuously audit your hiring process for potential roadblocks, communicate timelines and expectations clearly with candidates, and ensure that even candidates who don’t receive an offer feel positive about their experience.
And, like any other organizational initiative, employer branding efforts should be continually measured and improved. Common metrics include:
Candidate and new hire satisfaction with the hiring process
Cost-per-hire
Time-to-hire
Quality of hire (like new hire retention, hiring manager satisfaction)
Number of applicants
Employee retention rates
Employee engagement scores
Social media sentiment
Number of social media followers
Traffic to corporate career site
Review site ratings (like Glassdoor and Indeed)
eNPS (employee Net Promoter Score)
Placement on employer ranking sites
New hire interviews
Employee exit surveys
But don’t worry – you don’t need to measure every metric we’ve listed here (unless you want to, of course!).
Where possible, set benchmarks ahead of the launch of your employer branding program, so you can later measure against the specific metrics that are most valuable to your organization.
Connect these chosen metrics to your recruiting goals, and don’t forget to pay attention to post-hire measures of quality, such as new hire retention and employee satisfaction.
Why Investing in Employer Branding Matters
Across the board, one of the biggest obstacles that candidates come up against during their job search is not knowing what it’s like to work for an organization (LinkedIn).
Think about it: you stumble on a job title you’re interested in, read the job description, and might come away knowing more about the position…but nothing about the company that position is for.
So, you do a quick Google search, read a few positive (and, likely, a few negative) company reviews, visit the company’s social media (where they showcase their marketing efforts), and take a look at the careers page (which hosts their other various open positions).
And still, you’ve learned nothing about the company’s values, culture, or what it might be like to join the team.
Often, this can keep good-fit candidates from ever clicking on the “Submit Application” button.
Your reputation plays a key factor in helping candidates take that final step to enter your recruitment pipeline. Having a positive reputation leads to more interest in your company, lower recruitment costs, and an employer brand and culture that your employees can rave about.
By investing in employer branding, you can improve both your bottom line, as well as the overall culture of your organization.
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2024年04月05日
Linkedin
Bullhorn Acquires Mployee to Help Recruitment Agencies Accelerate Their Digital Transformation JourneyBullhorn's acquisition of Mployee will undoubtedly contribute to the digital transformation journey of recruitment agencies. By joining forces, Bullhorn will be able to leverage Mployee's expertise to enhance their offerings and provide agencies with the tools and technologies they need to thrive in the digital age.
The addition of this technology will help Bullhorn deliver an end-to-end enterprise solution for customers on the Salesforce platform
BOSTON,Jan. 5,2024 Bullhorn®, the global leader in software for the staffing and recruitment industry, today announced its acquisition of Mployee, a provider of Salesforce-based solutions for recruitment agencies, which is headquartered in the Netherlands. Mployee’s technology will accelerate Bullhorn’s vision to deliver a full, end-to-end, enterprise solution for Bullhorn customers using the Salesforce platform.
Mployee expands Bullhorn’s Salesforce-based enterprise offerings
Uncertainty over the economy, pricing pressure, and fewer job orders have all forced the recruitment industry to streamline internal operations as much as possible this year. Centralizing all recruitment activity on a single platform helps agencies gain those efficiencies. As a result, Bullhorn has seen a significant increase in adoption of the Salesforce platform, especially in Europe. It is now the largest independent software vendor (ISV) for Salesforce serving the recruitment industry. Bullhorn revenue on the Salesforce platform has grown at an average annual rate of nearly 30% since 2019.
Bullhorn products on the Salesforce platform are currently used across 40 countries, including by four of the five largest global recruitment agencies. By combining Mployee’s middle-office capabilities with Bullhorn’s front-office, Bullhorn can offer a true enterprise-grade, end-to-end solution built on the Salesforce platform. This solution will help solve a myriad of front- and middle-office challenges inhibiting agencies’ growth and differentiation.
Together, Bullhorn and Mployee will help global recruitment agencies excel
“We’ve seen tremendous growth in customers using Bullhorn for Salesforce globally in recent years, and this acquisition will help us better support those agencies throughout the world in delivering more efficient middle-office operations,” said Matt Fischer, President and Chief Operating Officer at Bullhorn. “We’re excited at the potential of combining Mployee’s offerings with Bullhorn for Salesforce to deliver a full, end-to-end solution.”
“We’re very excited to join Bullhorn to further our efforts to drive the digital revolution of the staffing industry,” said Mployee CEO Karen Weebers. “Bullhorn has the resources to invest in Mployee’s product roadmap and bring our solutions to even more recruitment agencies.”
About Bullhorn
Bullhorn is the global leader in software for the staffing industry. More than 10,000 companies rely on Bullhorn’s cloud-based platform to power their staffing processes from start to finish. Headquartered in Boston, with offices around the world, Bullhorn is founder-led and employs nearly 1,500 people globally. To learn more, visit www.bullhorn.com or follow Bullhorn on Linkedin or X.
About Mployee
Mployee is a leading front and mid office solution for the staffing and recruitment sector. The company has established a strong market position and is recognized as a rapidly growing technology company in the Netherlands by Deloitte Fast 50 and Main Software 50. Mployee has proven itself as an innovative player in the industry, with a commitment to optimizing workforce management.
SOURCE Bullhorn
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2024年01月10日
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Public Insight Releases Fall Update of TalentView SolutionPublic Insight, a leading provider of talent management solutions, has announced the release of its Fall update for the TalentView solution. This update brings new features and enhancements designed to further support organizations in managing their talent effectively.
Zip Code Analysis, LinkedIn® Data, Shift and Benefit Reporting Provide Hyper-Targeted Talent Intelligence for Recruiting and Business Development
(Akron, OH) Dec. 21,2023 Public Insight announces the fall release of its TalentView job market data and analytics solution. New features and capabilities such as zip code analysis and 3D mapping, LinkedIn organizational data, and shift and benefit reporting provide a unique level of hyper-targeted talent market intelligence for recruiting and business development.
Granular analysis is available for over 160 talent market metrics. The number of organizations available in employer analysis and benchmarking has increased from 400,000 to 1.7 million. TalentView insights inform and justify recruiting decisions and influence hiring manager discussions. Use cases for identifying prospective companies to target, expanding product/service offerings, benchmarking, competitive intelligence and content development support business development strategies.
Key Feature Highlights of the Fall Update of TalentView
Zip Code Analysis and 3D Mapping – Job postings can now be analyzed at the zip code level generating more targeted regional insights for posting volume, turnover, supply and demand, and compensation. Job postings were previously analyzed at the metro (CBSA) level. This level of targeting will help inform sourcing strategies and improve ability to fill jobs. 3D mapping provides a quick, visual way to understand posting activity by specific locations.
In the example below, nurse posting volumes and reposting rates in CA are analyzed over time.
LinkedIn Organization Data – The addition of LinkedIn data increases the number of organizations in TalentView reporting to 1.7 million. Indeed® and Glassdoor® company data for postings and reviews/ratings has been mapped to LinkedIn organizations. These organizations cover 95% of job posting activity in the U.S.
In addition to the posting volume, supply and demand, time-to-fill and compensation analysis available by employer in TalentView, LinkedIn data provides more volume, depth and details to employer analysis. This enhances the ability to do targeted employer selection, analysis and benchmarking. Organizational reporting now includes specialty tags, multiple locations, LinkedIn follower counts and more. Reports include LinkedIn profile and company website links.
Employer Analysis Use Cases
TalentView insights have several use cases for sales, account management, recruiting, benchmarking, competitive intelligence and content development:
Target prospective companies by company size, type and location for business development
Add insights to expand product/service offering and increase revenue
Justify recruiting decisions and prepare for hiring manager discussions
Share client/competitor/market insights and trends with clients
Utilize employer insights as content for recruitment marketing and social media
Benchmark employer job/talent market KPIs over time and against competitors and the industry (including employer brand and DEI ratings)
Utilize employer, competitor and industry benchmarks to supplement HR/Executive reporting
Utilize employer, competitor and industry benchmark in new business pitches
Analyze who and where competitors are hiring to understand their growth strategies and direction
Shift and Benefit Reporting – Analysis and reports for job posting volumes, supply/demand and compensation can be created at the shift, schedule and benefit category levels. This capability is beneficial for companies and solution providers that recruit candidates that work in job shifts or schedules, such as those in healthcare, manufacturing and transportation.
Benefits reporting provides a more holistic understanding of competitive job postings and trends related to new benefit offerings.
In the example below, nurses’ compensation is analyzed by shift over time.
Ad Indicators – Advertising indicators from Indeed job postings are now captured and analyzed. These include: Sponsored Ad, Quick Apply and Fair Chance Job. Sponsored ads can help identify which companies have job titles that may need to be filled more quickly and have budget to spend on filling them. Quick Apply jobs may indicate a company doesn’t have an ATS or may need recruitment marketing services. Fair Chance Jobs could be a competitive advantage for companies recruiting alternative sources of candidates and it is helpful to see these trends over time.
Integrated KPI Reporting – Analyze over 160 KPI metrics easily and quickly using the new visualization with integrated tables and KPI metrics.
In the example below, registered nurse posting volumes, reposting rates, compensation, and urgency rates are analyzed over time by simply clicking on the table row.
“This release enables our most targeted and granular level of analysis yet to report on 160 talent market metrics,” explains Dan Quigg, Public Insight Chief Executive Officer. “Several new features were customer driven, which is yet another indicator of market demand for hyper-targeted talent market intelligence for decision making,” adds Quigg.
About TalentView
TalentView integrates and transforms jobs, talent and labor market data from Indeed®, Glassdoor®, LinkedIn® and government agency publications into strategic insights. Hyper-targeted market intelligence helps solution providers with business development and practitioners to inform and justify recruiting decisions. TalentView market insights are provided via reports and dashboards in our analytics platform and data integration with third party applications.
SOURCE Public Insight
David Green：The best HR & People Analytics articles of November 2023
November has been a month of travel to three continents where I’ve attended and spoken at four events, learned a lot about how companies are using people analytics, AI and machine learning in HR, and met a lot of talented HR professionals. The month started in Chicago, where Berube, Derek, Jack Liu and their team hosted North American member companies of the Insight222 People Analytics Program at McDonalds’ iconic Hamburger University.
Two weeks later I was in Barcelona for Workday Rising EMEA, where I spoke on stage with Caroline O'Reilly, GM Workday Analytics, about the future of people analytics and workforce planning in the age of AI, and also did a book signing of Excellence in People Analytics. On the following day, also at Rising, I had the pleasure of presenting findings from the recently published Insight222 People Analytics Trends 2023 study. For more on the takeaways from Workday Rising EMEA, read this edition of the Digital HR Leaders newsletter, and check out the series of articles by Alexandra Nawrat on the UNLEASH blog such as AI regulation is like the movie Everything Everywhere All At Once.
I’ve just returned from Copenhagen where the final in-person Peer Meeting of 2023 took place for European member companies of the Insight222 People Analytics Program, where attendees explored in depth two topics that are critical to the success of people analytics – influence and value. Thanks to Alan Susi, Kevin Erikson and Claude-Alain Descloux, and Lucie Vottova for sharing some of the brilliant work they are doing at S&P Global, Novartis and ING respectively.
Tomorrow, I will embark on my final trip in November – to India, where I will be speaking on People Analytics 2.0: Unlocking the Transformative Power of Data and AI in HR at the Indeed FutureWorks event in Bangalore.
November travel snapshots
Benchmark your organisation against the Leading Companies in People Analytics
As previewed above, November also saw the release of the fourth annual Insight222 People Analytics Trends study, which this year was informed by a survey of 271 global organisations. In addition, we’ve also developed the Leading Companies Diagnostic, which enables you to get a personalised report into how your organisation rates against Leading Companies in People Analytics. Take the Leading Companies Diagnostic here.
Insight222 Leading Companies People Analytics Diagnostic
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 once again highlight the wonderful resource created by Richard Rosenow and the One Model team of open roles in people analytics and HR technology, which now numbers nearly 500 roles. This is another indicator of the continued growth in the field.
Share the love!
Enjoy reading the collection of resources for November 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 October’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.
PEOPLE ANALYTICS
JONATHAN FERRAR, NAOMI VERGHESE, AND HEIDI BINDER-MATSUO - Investing to Deliver Value: A New Model for People Analytics | Article | Full Report | Diagnostic
People analytics continues to grow despite a challenging global economy. This is one of four key findings from the fourth annual Insight222 People Analytics Trends study. The other three are: (1) Measuring and delivering value, from people analytics efforts, is key for the impact of the function. (2) Developing relationships with C-suite and senior stakeholders is essential to deliver on key business priorities. (3) There are eight defined characteristics that Leading Companies display to create impact (see FIG 1). Every people analytics function, in any organisation, can now diagnose themselves against these eight characteristics. The Insight222 Leading Companies Model (see FIG 2) will help CHROs and people analytics leaders understand their current position and pinpoint the characteristics that will enable them to deliver more value. Kudos to my colleagues and authors of the report: Jonathan Ferrar, Naomi Verghese, and Heidi Binder-Matsuo, as well as the practitioners who contributed case studies: Jane Puckey, James Reynolds, Sharon Doherty (she/her), Alan Susi, Jaesun HA, Laura Wright Shubert, and Eden Britt.
FIG 1: The eight characteristics of Leading Companies. Source: Insight222 People Analytics Trends Report 2023
FIG 2: Leading Companies in People Analytics Model Source: Insight222 People Analytics Trends Report 2023
HEIN KNAPPEN - Boosting Growth: How People Analytics Elevates Enterprise Value
Hein J.M. Knaapen, formerly chief human resources officer at ING and now Managing Partner, Europe at CEO.works, provides a compelling narrative on the profound impact of people analytics on business success. Hein sets out that when used effectively, people analytics (1) Uncovers strategic opportunities driven by effective people management. (2) Provides actionable insights into performance challenges. (3) Enhances employee engagement and productivity. (4) Establishes a robust link between business needs and HR solutions.
People analytics helps build a more solid bridge between business needs and HR interventions. It values evidence over assumptions. It moves HR professionals from supporting the overall business to providing specific, data-driven solutions to true business challenges.
AMIT MOHINDRA - Shapely Values: Game Theory in People Analytics
Amit Mohindra is one of the pioneering practitioners in people analytics, having led functions in companies including Apple, McKesson and Wayfair, lectured on people analytics at Stanford, and published a number of thoughtful articles such as the seminal Three "Laws" of Workforce Analytics. In his latest piece, Amit explores how people analytics can benefit from the connection between cooperative game theory and machine learning, and provides an example of a force plot (see FIG 3): “The red sections represent the factors that push attrition risk higher, and the blue sections are the mitigating factors pushing attrition risk lower. The base value is the average attrition risk in the dataset and is, therefore, the same in both plots.”
Explaining AI models, especially via compelling visualizations, builds comfort with and confidence in people analytics among decision-makers in HR and the business that drives adoption and improved talent, customer, and operational outcomes
FIG 3: Source – Amit Mohindra
JAPNEET KAUR AND NITIN RAZDAN - People analytics maturity in India
The country I receive the most enquiries about people analytics from is India. The progress of people analytics in the country is significant as this study by Deloitte’s Japneet Sachdeva and Nitin Razdan finds. Their research highlights four findings: (1) In the last 12 months Indian companies have shifted to realise value from people analytics across multiple dimensions, including individuals, teams, organisation, and society. (2) There is a significant shift in priorities from attrition last year to retention, well-being, and skills in 2023. (3) There is some hesitation around analytics and AI taking over decision-making from humans. (4) There is curiosity and enthusiasm around Gen AI and its potential in the People Analytics space.
FIG 4: The four levels of shared value (Source: Deloitte India)
MATTHEW HAMILTON - Do you understand probability better than a second grader? | LYDIA WU - People Analytics’ Awkward Place on Org Charts | STEPHANIE MURPHY – From Theory to Practice: Insights on the Future of People Analytics | KAI WEHMEYER - How Bertelsmann Group is Accelerating HR Transformation with People Analytics | ALLIE NAWRAT AND JULIEN LEGRET - Cartier HR data director: People analytics is a business necessity SEBASTIAN SZACHNOWSKI - This is the Last Call: Data Literacy for HR
November has seen a slew of articles published by current and recent people analytics leaders, which typically act as a spur and inspiration for the field. Six are highlighted here: (1) Matthew Hamilton, head of people analytics and HRIS at Protective Life, writes on the important of data literacy and probabilistic thinking to driving value from people analytics. (2) The prolific Lydia Wu continues her excellent ‘Oops, did I think that out loud’ series with an article on the vagaries of where people analytics resides in the organisation structure. (3) Stephanie Murphy, Ph.D. formerly the people analytics leader at Dell, answers ten questions for HRForecast related to the future of people analytics including the challenges and potential ethical concerns, and the role of people analytics in the future. (4) Kai Wehmeyer, Senior Vice President of Corporate HR Strategy & Systems at Bertelsmann shares his experience on effecting meaningful HR change in large, complex organisations. (5) Julien Legret shares aspects of the people analytics journey at Cartier with Alexandra Nawrat of UNLEASH. (6) Sebastian Szachnowski, Head of People Analytcis at Volvo Group, examines why HR professionals need to be more data literate, the skills they need, and how they can grow these skills.
Insights require action; otherwise, you are undertaking a costly science experiment
GENERATIVE AI AND THE FUTURE OF WORK
BCG AND THE WORLD FEDERATION OF PEOPLE MANAGEMENT ASSOCIATIONS - Creating People Advantage 2023: Set the Right People Priorities for Challenging Times Article | Full Report
Boston Consulting Group (BCG)’s bi-annual Creating People Advantage collaboration with the World Federation of People Management Associations (WFPMA) is consistently one of the best studies in our field. The 2023 edition continues this rich vein of quality. Two findings that stand out from the report are: (1) Only 35% of HR professionals agree that their company’s people management function is using relevant digital technologies. (2) Just 30% say that HR is using data and analytics to anticipate people challenges. This is despite People and HR strategy, planning, and analytics, being ranked as the #1 future people management topic (see FIG 5). There is a ton of insights in the report’s 28 pages, which includes a powerful visualisation (see FIG 6) of 32 people topics sorted by prioritisation. The report also outlines five recommendations for people management leaders to adopt to prepare for challenging times: (1) Leverage data to accurately plan for talent supply and demand. (2) Get better at talent acquisition. (3) Invest in upskilling and reskilling the current workforce. (4) Unlock value through AI. (5) Focus on change management and organizational development. A must read for any HR leader or professional. Kudos to the authors: Jens Stefan Baier, Vinciane Beauchene, Julie Bedard, Jean-Michel Caye, Dr. Philipp Kolo, Fang Ruan, Alexander Alonso, PhD SHRM-SCP, Anthony Ariganello, Kai H. Helfritz, Bob Morton, Chartered CCIPD, Lucas van Wees, and Wilson Wong.
FIG 5: Ranking of future importance of nine people management topics (Source: BCG)
FIG 6: The most pressing priorities for people leaders (Source: BCG)
KATHLEEN HOGAN – Microsoft’s Chief People Officer shares how AI will impact workers | What Can Copilot’s Earliest Users Teach Us About Generative AI at Work?
Two articles by Kathleen Hogan, chief people officer at Microsoft. In the first article, for Fast Company, Kathleen outlines three elements for companies to realise the benefits of AI for employees quickly: fostering an agility-based culture, reimagining how we work, and investing in deeper human skills. In the second article, Kathleen unveils the impact on productivity, creativity, and time of Copilot’s earliest users, with 70% saying they were more productive, 68% saying it improves the quality of their work, 64% saying that it helped them spend less time processing email, and 85% saying it helps them get to a good first draft faster (see also FIG 7).
AI is the defining technology of our time, creating a massive paradigm that will transform the way we work with even greater impact than the introduction of the PC
FIG 7: Copilot makes people more productive and creative, and saves time (Source: Microsoft)
PAUL LEONARDI - Helping Employees Succeed with Generative AI
Paul Leonardi unveils his STEP framework, which comprises four interrelated activities designed to help employees take advantage of new technologies: (1) segmenting tasks for either AI automation or AI augmentation; (2) transitioning tasks across work roles; (3) educating workers to take advantage of AI’s evolving capabilities; and (4) evaluating performance to reflect employees’ learning and the help they give others. Paul also highlights learnings from three companies that have adopted the STEP framework, including trusting employees to experiment, creating the right conditions for learning, and rethinking workforce planning. For more from Paul, tune in to his conversation with me on the Digital HR Leaders podcast: How To Help Your Teams Develop A Digital Mindset.
Because AI tools are constantly evolving, employees can’t learn new skills once and be done.
JOHANNES SUNDLO - 307 ChatGPT Prompts for CHROs | BERNARD MARR - How Data And AI Are Reshaping Contemporary HR Practices
Two helpful resources for HR leaders and professionals looking for practical guidance on incorporating generative AI into their work. (1) In an article from his FullStack HR blog, Johannes Sundlo sets out 307 ChatGPT prompts for CHROs covering topics such as organisational design and people strategy, recruitment, engagement and retention, learning and development, performance management, compensation, talent management, culture and engagement, workforce planning and analytics, change management and HR tech. (2) Bernard Marr writes about the rise of ‘intelligent HR’ in areas such as people analytics, recruitment, and performance management.
Intelligent HR is the strategic application of data, analytics, and artificial intelligence (AI) in human resources to improve decision-making, streamline operations, and create a better workplace experience.
THE EVOLUTION OF HR AND DATA DRIVEN CULTURE
JONATHAN GORDIN, SHARI CHERNACK, KAREN SHELLENBACK, AND YAMILE BRUZZA | MERCER - Evolving the CHRO role in a rapidly changing world of work
Forty-one percent of CHROs wish they had had a greater depth of knowledge in people analytics before stepping into their roles (see FIG 8). That is the one of the standout findings from Mercer’s recently published 2023 CHRO report. Many CHROs also conceded that they wish they had assumed the role with a greater understanding of business and strategy: “The ability to understand the business you are in is critical to success as a CHRO — the people strategy must be an extension of the business strategy.” The report, which was written by Jonathan Gordin, Shari Chernack, Karen Shellenback, and Yamile Bruzza, also digs into the growing importance of technology and analytics including the need for CHROs and their leadership teams to upskill themselves and act as role-models in areas such as data literacy, how the CHRO role will evolve (see also FIG 9), actions to develop HR leaders, and key attributes of CHROs.
FIG 8: What CHROs wished they’d known more about before assuming their roles (Source: Mercer)
FIG 9: How the CHRO role will evolve (Source: Mercer)
DAVE ULRICH, NORM SMALLWOOD, AND MIKE PANOWYK - Using Human Capability Information to Upgrade Business Decisions
Dave Ulrich, Norm Smallwood, and Mike Panowyk present their work on Governance and Guidance for Growth through Human Capability (G3HC). The article details their six-step framework (see FIG 10), which is built on gathering relevant human capital and business information and data to inform decision making in eight specific business use cases including board meetings, strategy discussions, and mergers, acquisitions, and divestitures. As ever, the guidance offered is insightful and practical, and even provides a helpful table of Dos and Don’ts for each of the six steps in the framework (see FIG 11).
FIG 10: Information choices to improve human capital (Source: Dave Ulrich et al)
FIG 11: G3HC Information Dos and Don’ts (Source: Dave Ulrich et al)
WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS
SIMMI MEHTA, KEVIN MOSS, AND DHRUV PATEL - Meet business outcomes by evolving to strategic workforce planning Article | Report
A helpful report by Simmi Mehta, Kevin Moss and Dhruv Patel of Deloitte to highlight their partnership with Anaplan and provide guidance to organisations on how they can pivot from operational to strategic workforce planning. The report explains how these two processes are interconnected, and outlines the considerations required to evolve to SWP (see FIG 12). Thanks to Brian Heger for highlighting this resource in his excellent Talent Edge newsletter.
FIG 12: Considerations to evolve to Strategic Workforce Planning (Source: Deloitte)
SIMON BRADBERRY AND BRUCE MORTON - Unlocking the Potential of a Skills-Based Organization
In their article for MIT Sloan Management Review, Simon Bradberry and Bruce Morton present their Workforce Target Operating Model (see FIG 13), which is assembled around four components: (1) The Workforce Business Partner (“…a senior and experienced individual, able to deconstruct roles into tasks and, where appropriate, look for automation opportunities, such as using AI). (2) The Workforce Acquisition Manager (“The WAM owns the execution for all hiring for their business area across all channels to market.”). (3) The Change Manager. (4) Sourcing. The authors then outline how the Workforce TOM is backed by a simplified workforce technology ecosystem and also provide examples illustrating real-world successes with the approach.
FIG 13: Workforce Target Operating Model (Source: Simon Bradberry and Bruce Morton)
ROBERT MOTION AND COLE NAPPER - What’s Old is New: The Quest for Excellence in Workforce Planning
As Robert Motion and Cole Napper highlight in their treatise on the topic, workforce planning is both an art and a science that has its root in data and strategy. Their article offers six lessons on the topic: (1). Strategy is hard, but that doesn’t make WFP impossible. (2) Workforce planning can both help fight and respond to the Wall Street earnings cycle pressure. (3) Process is necessary, but don’t overdo it. (4) Analytics is and will continue to be king. (5) Winning the war for talent requires Talent Intelligence. (6) We can’t fall in love with our own ideas.
As WFP practitioners, influencing with data is THE key to gaining credibility with the business. It shows that WFP is not “touchy-freely HR”, but data-driven and quantified.
EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING
KEN MATOS AND DIDIER ELZINGA - 7 charts that define the employee experience in 2023 | ANTONIO PANGALLO AND SARAH MARRS - The 5 employee experience trends redefining work in 2024
Two insight and data rich studies on the key trends in employee experience from two of the leading employee survey technology companies in the field. In the first article, Kenneth Matos and Didier Elzinga of Culture Amp explore the current EX trends, what employees need to connect with their work, and how companies can step up. They also provide some powerful visualisations including a breakdown of engagement by country and industry, the key drivers of engagement, and what successful companies are doing right (see FIG 14). In the second article, Antonio Pangallo, Ph.D. and Sarah Marrs highlight five key trends that emerged from Qualtrics’ 2024 EX Trends report: (1) Employees would rather AI assist them than manage them (see FIG 15). (2) Frontline employees are the most unhappy, poorly supported, and least trusting of leadership. (3) The new-job honeymoon phase has vanished. (4) Employees don’t mind if you monitor their work messages and emails. They want to be heard! (5) Some time in the office is better than none — just not 5 days.
FIG 14: What successful companies are doing right in employee experience (Source: Culture Amp)
FIG 15: Source - Qualtrics
The more positive you feel about your organisation, the more likely you are to believe that it will use AI for your benefit
LEADERSHIP AND CULTURE
TOMAS CHAMORRO-PREMUZIC - How to Strengthen Your Curiosity Muscle
The opening keynote at the recent Workday Rising EMEA event in Barcelona by Dr Tomas Chamorro-Premuzic was based on his recently published book, I, Human: AI, Automation, and the Quest to Reclaim What Makes Us Unique, which I highly recommend. Tomas is a prolific writer, and in one of his recent articles, for Harvard Business Review, he writes about one of the most critical and sought after dimensions of talent: curiosity – a skill that is vital for leadership effectiveness, learning, and career development. In the article, Tomas shares five recommendations to develop our curiosity muscle: (1) Ditch all excuses. (2) Find the right angle. (3) Change your routine. (4) Experiment. (5) When bored, just switch. For more from Tomas, please tune in to his recent conversation with me on the Digital HR Leaders podcast: How AI Can Unlock Human Potential and Make Work More Meaningful.
While we may not know what tomorrow’s jobs will be, employees’ motivation and ability to upskill and reskill for those jobs will significantly increase if they are curious.
MICHAEL ARENA - The Disruptive Nature of Small, Cohesive Teams
Jeff Bezos attributes much of Amazon’s ability to innovate at speed to ‘two-pizza teams’: “We try to create teams that are no larger than can be fed by two pizzas. We call that the two-pizza team rule.” In his article, Michael Arena explains the science behind why when operating in the right conditions, cohesive teams are able to move faster and innovate more boldly, and goes on to provide an example of a one of the marketplace leaders in AI (see FIG 16). He shares five ways to maximise cohesion and so foster speed and disruption: (1) Limit team size. (2) Streamline communication. (3) Encourage entrepreneurial activity. (4) Ask challenging questions. (5) Stimulate critical thinking.
FIG 16: Example of how a marketplace leader in AI operates with small, cohesive teams (Source: Michael Arena)
DIVERSITY, EQUITY, INCLUSION, AND BELONGING
PAUL RUBENSTEIN - Prioritizing DEI Is the Secret to Future-Proofing Your Business
Paul Rubenstein outlines that rather than rolling back on investments in diversity, equity and inclusion and belonging programs, companies should instead broaden the scope to groups such as parents, new immigrants, and people with disabilities. Moreover, he explains why these efforts should be enriched with people analytics approaches like organisational network analysis, and smart compensation tools. For more from Paul, please tune in to his recent conversation with me on the Digital HR Leaders podcast: How to transform HR practices with data.
Pledges and statements are nice, but data lights the path to accountability and change.
STELA LUPUSHOR - Let’s talk about age(ism) in the age of generative AI
Stela Lupushor explains the business benefits of investing in age-diverse teams: (1) More productive teams (“Age-diverse teams are generally more productive and can lead to an increase in overall productivity by up to 12%”). (2) Better decisions (“Age-diverse teams make better decisions 73% of the time”). (3) Higher retention. Stela also outlines ways that generative AI can be used to influence gendered ageism at work.
Organizations that choose to fight ageism and embrace an age-diverse workforce position themselves for long-term success and competitive advantage
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 November that I recommend readers delve into:
JEROEN VAN HAUTTE - How unlocking skills lies in capturing business data – Jeroen Van Hautte ? of TechWolf explains why in order to get skills data deep in your organisation, it is key to combine business and people data together (see FIG 17).
FIG 17: Source - TechWolf
PHILIP ARKCOLL - Using ONA to Find the Optimal Team Size – Another good example from Philip Arkcoll of Worklytics on how organisational network analysis can be used to provide fresh insights on common people questions - in this case: What is the optimal team size? Does flattening middle management have a negative impact on culture? The analysis suggests that a span of 3-7 is associated with the optimal manager support (see FIG 18).
FIG 18: Using ONA to find optimal team (Source: Worklytics)
FRANCISCO MARIN - Unlocking Diversity, Equity, and Inclusion with Organizational Network Analysis – Another good example of an ONA use case comes from Francisco Marin of Cognitive Talent Solutions. In his article, Francisco explores the many ways that ONA can support initiatives on diversity, equity, and inclusion.
FIG 19: Source – Cognitive Talent Solutions
BEN ZWEIG AND STEPHANIE HAO - Demand for Compensation Professionals Soars – Ben Zweig and Stephanie Hao of Revelio Labs provide insights that finds demand for compensation professionals has surged in recent years especially from companies exposed to pay transparency regulations, and that these professionals are increasingly required to have skills in data analytics tools.
FIG 20: Source – Revelio Labs
KAYLA BAUM - Shaping the Future: White House Unveils Groundbreaking AI Executive Order – Kayla Baum of FairNow (where former people analytics leader Guru Sethupathy is CEO) digs into the recent AI Executive Order from President Biden, and looks at the implications including for HR and CHROs:
CHROs should be aware of global AI trends and regulations, especially if their organization operates internationally.”
PODCASTS OF THE MONTH
In another month of high-quality podcasts, I’ve selected six gems for your aural pleasure: (you can also check out the latest episodes of the Digital HR Leaders Podcast – see ‘From My Desk’ below):
SHANNON CUSTARD, DANI JOHNSON AND STACIA GARR - Partnerships Focused on Learning Equity - Shannon Custard, Global Competence Development Manager at Ingka Group, joins Dani Johnson and Stacia Sherman Garr on RedThread Research ’s Workplace Stories podcast to share insights on the transition to a skills-based organisation, why the Ingka Group believes it’s important, and the impact it’s making on their frontline population.
JOSH BERSIN - Performance Management Revisited and The Ray Dalio Dot Collector | Trailblazer HR Technology Vendors – Two episodes from Josh Bersin’s podcast. In the first, Josh explores performance management and feedback using insights from the ‘feedback-rich example of Ray Dalio and Bridgewater Associates. In the second episode, Josh walks through six of his ‘Trailblazer HR Technology vendors’: STRIVR, SeekOut, Sana, HiBob, Rippling, and ServiceNow.
ANEESH RAMAN AND MOLLY WOOD - Why Adaptability Is the Skill of the Moment – Aneesh Raman joins Molly Wood on Microsoft’s WorkLab podcast to break down the significance of key findings from LinkedIn’s research on how generative AI is changing work.
BRYAN HANCOCK, BROOKE WEDDLE, AND LUCIA RAHILLY - Right skills, right person, right role – in this episode of the McKinsey Talks Talent podcast, Bryan Hancock and Brooke Weddle join host Lucia Rahilly to discuss how a shift from credential-based to skills-based hiring could be a key to filling technical roles amid talent shortages.
Q HAMIRANI AND LARS SCHMIDT - The Impact of GPTs in HR Explained – In an episode of Redefining Work, Q Hamirani and Lars Schmidt break down GPTs, discuss real-world applications for HR, ethical considerations, and where they see this developing in the future.
KRISTIN SABOE, COLE NAPPER AND SCOTT HINES – Employee Voice, Policy and the Army - Kristin Saboe, Ph.D., Head of Employee Voice at Google, joins Cole Napper and Scott Hines, PhD on the Directionally Correct podcast to discuss using science and research to drive strategy and policy through an employee voice function.
VIDEO OF THE MONTH
DAVID WHITE AND SHUJAAT AHMAD - Driving culture change for business outcomes
Unfortunately, I wasn’t able to attend the recent LinkedIn Talent Connect in New York, but fortunately all the sessions from the event are now available to view here. I particularly enjoyed this session with David White and Shujaat Ahmad, leaders inLinkedIn’s People Analytics team. In their talk, David and Shujaat explain how to use analytics to shape culture and drive business outcomes.
BOOK OF THE MONTH
FRANCES FREI AND ANNE MORRISS - Move Fast and Fix Things: The Trusted Leader's Guide to Solving Hard Problems
The new book from leadership experts Frances Frei and Anne Morriss, who have just been included on the prestigious Thinkers 50 list for 2023, is a highly recommended read. In Move Fast and Fix Things, Frances and Anne reinvent the playbook for how to lead change, based on their work with companies including Uber, Riot Games and ServiceNow. The book lays out a five-step process to moving fast and fixing things: (1). Identify the real problem holding you back. (2) Build and rebuild trust in your company. (3) Create a culture where everyone can thrive. (4) Communicate powerfully as a leader. (5) Go fast by empowering your team.
FROM MY DESK
November saw the final three episodes of Series 34 of the Digital HR Leaders podcast, sponsored by eQ8, and the first episode of Series 35, sponsored by HiBob. Thank you to Angela Shori at eQ8, and Louis Gordon at HiBob.
ALICIA ROACH AND CHRIS HARE - How to Democratise Strategic Workforce Planning – Two of my go-to experts on workforce planning – Alicia Roach and Chris Hare, co-CEOs at eQ8, join me to discuss how to democratise and derive business value from strategic workforce planning.
NICK BLOOM - Unmasking Common Myths Around Remote Work – Stanford professor Nick Bloom, who has been studying working from home for over 20 years, shares the past, present and future of remote and hybrid work, and provides guidance on how to develop work models that help organisations and employees thrive.
ALEX BROWNE - Nestlé's 4B Methodology to Strategic Workforce Planning – Alex Browne, Head of People Analytics Innovation and Data Science at Nestlé, takes us on the ten year journey of strategic workforce planning at the company, how it has shifted to a skills-based approach, and their 4B model: build, buy, borrow and bot.
JACOB MORGAN - How to Lead with Vulnerability in Uncertain Times – Jacob Morgan joins me to share insights from his new book, Leading with Vulnerability, which was informed by interviews with over 100 CEOs and a survey of 14,000 employees. As Jacob explains: “People want to work for leaders who they can connect with, because connection is where trust, motivation, engagement, and inspiration comes from. (They) also want to work for a leader who is good at their job, who they can learn from, who can coach them, who can mentor them.”
THANK YOU
Finally, this month I’d like to thank:
Caroline O'Reilly, Shannon Paschal, and Charlie Yuan for inviting me to join them on stage at Workday Rising in Barcelona for their session on Workday Workforce Analytics and Planning
Thinkers360 for including me on their Top Voices EMEA 2023 list
The Workday Analyst Relations team of Angela Barbato, Alexandros Stratis, Chris Phillips, Jennifer Neumann, and Brienne Steinke, as well as Sophie Barnes and Ankita Jha for their brilliant organisation and hospitality at Workday Rising EMEA.
APERHU - Asociación Peruana de Recursos Humanos (here), Pacífico Business School (here) and Miguel Augusto Huerta Valverde (here) for all posting about my recent talk at the Human Capital Congress in Lima
Sebastian Szachnowski for referencing Insight222’s research on Upskilling HR in his article - This is the Last Call: Data Literacy for HR
Konstantin Tskhay, PhD for referencing the recent Insight222 webinar with Naomi Verghese, Courtney McMahon and me on the importance of data literacy in HR in his article: Data Literacy 101
Dariush Franczak for including the October edition of Data Driven HR in his list of resources for HR professionals
Luciana Langhanz (here) Jui Hasan (here) and Mehedi Hasan Soykot (here) for including me in their lists of people to follow on LinkedIn for HR and people analytics content
Riley Moore for including two episodes of the Digital HR Leaders podcast with Alicia Roach and Rupert Morrison in his collection: A Strategic Workforce Planning Guide
Jeremy Shapiro for including the Digital HR Leaders podcast on his list of favourite podcasts
Lanteria HR for including the episode of the Digital HR Leaders podcast with Piyush Mehta in their list of 10 podcasts not to miss
Michael Corrigan for posting on LinkedIn about Excellence in People Analytics
Kerstin Rothermel for featuring me in her ‘Leading Voices’ series – see here.
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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 2023:
30 November - Indeed FutureWorks (Bengaluru)
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