• Predictions
    The best HR & People Analytics articles of January 2024 2024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.
    Predictions
    2024年03月02日
  • Predictions
    2024年将人力资源趋势和预测付诸实践的九种方法 新的一年如约而至。 新年带来新的潮流引导者,新的推动者和新的撼动者,标新立异的想法随之而来,推动进步。而一些趋势会随着市场的发展而变化,年年如是。 每年我们都会回顾去年的成功与失败经验,同时展望2024年的新机遇。2024年将会是划时代的一年。 经济萧条逐渐结束,我们处于新时代的前沿——人工智能时代,在这个时代我们对于文盲的理解变成了“智能文盲”,在工作场景中愈发明显。与此同时产生了复合效应,一些地区的工人需要更公平的工作环境,改进的DEIB策略以及孤立高管层的持续性影响。对于人力资源领导者来说,成为这些变革的先锋从未像现在这样重要。 在2024年保持领先地位 领导者需要有勇气继续跳出人力资源的框框思考,使用新兴技术而不是害怕它,并利用多代员工的独特技能。 然而,了解哪些趋势将推动未来的工作是一回事,了解领导者如何将这些趋势付诸实践才是成功的关键。为了帮助您了解,我们汇总了一些2024年顶级人力资源趋势和预测的优秀示例,并提供了一些有关如何将其付诸实践的可行提示。 正如你所看到的,人力资源在2024年如何发展似乎没有定论。从领导力战略到新兴人工智能、技能投资、多样性、道德、灵活工作,相互交织,随着人力资源世界的发展而不断涌现。 但是,如果仔细观察上述每一个人力资源趋势,你会发现有一些共同点,我们都认为这些共同点将在2024年对人力资源发展产生巨大的影响。 1.领导力与管理发展 最优秀的人力资源领导者明白变革是不可避免的,应该接受改变。正如 Visier 在他们的文章《人力资源的新规则》中所说的那样,变革并不一定是一场技术驱动的革命。它可以像改变视角一样简单。 正如 Visier 首席客户官 Paul Rubenstein 所说,“首席人力资源官(CHRO)必须结合业务数据了解人的绩效、敬业度和生产力,以应对当今的复杂挑战”。 到2024年,人力资源领导者将不仅仅是人事领导者,他们必须在人事管理节奏之外密切参与业务战略,以了解他们与最高管理层一样的工作背景。 然而,根据 Gartner 关于2024年人力资源领导者的 5 大优先事项的报告,“73%的人力资源领导者确认他们组织的领导者和经理没有能力领导变革”。 为了解决这个问题,大卫·格林(David Green)优先考虑赋予人事领导者权力,承认他们的工作量不断增加——“75%的人力资源领导者表示,他们的经理对工作职责的增长感到不知所措(89),而超过50%的经理说自己感到筋疲力尽”。 伯纳德·马尔(Bernard Marr)正确地指出,我们需要在下一代的背景下思考管理和领导力发展,而不仅仅是下一代领导者,而是下一代劳动力。Culture Amp 的研究支持这一点,强调“我们工作场所的代际权力平衡正在发生变化”——非常重视培养当前和未来的领导者,以重新获得进入劳动力市场的信任。在复盘全球正在进行的大规模辞职现状,以及心理安全在有效的混合工作团队中发挥的重要作用时,这一点尤其明显。 因此,从重建习惯管理和管道调整,到取决于管理者独特技能而重新调整的工作流程(而不是期望每个管理者都以同样的方式领导),提供了大量的可能性,可以真正彻底改变2024年的领导方式。2.组织文化与混合工作 如果你认为弹性工作已经一去不复返是因为一群老板希望人们回到办公室,请你再想一想其他原因。因为混合时代才刚刚开始。 思考一下 David Green 关于他对2024年人力资源机会预测的文章中强调的要点: “十分之八的首席人力资源官表示,他们没有计划在未来12个月内减少远程工作的数量”。 “自大流行以来,90%的公司已经接受了一系列混合工作模式”。 “现在,大多数员工有超过25%的时间在远程工作”。 再加上2023年10月,美国近 30% 的带薪日是在家工作。 我们现在所处的时代,人力资源领导者在根据这些变化带领调整公司整个组织结构发展方向上占主要地位。 人力资源领导者应使用数据和分析来为个人发展和绩效设定更好的期望。这也将减少文化发展的“一刀切”方法,并创造Visier所说的“增加的确定性”。事实上,当他们的研究表明“这些执行办公室申报表的公司中有三分之一的公司很难招聘新员工”时,我们比以往任何时候都更需要实施真正的组织变革,以满足新员工的需求。 大卫·格林(David Green)对此的做法集中在“人性化领导”上,即将员工福祉和个性化服务放在人员管理和和企业管理的核心——“建立一个更公平、更健康、更人性化的组织不仅是对员工的‘正确做法’,也是推动企业成功的选择”。 当然,说起来容易做起来难——Gartner 说,“47%的人力资源领导者都不知道如何推动变革以实现所需的文化”。 但是,解决之道是否在于创造更有意义的体验?Culture Amp 延续了这一思维框架,强调创造“值得通勤的体验”对于保持团队创造力和动力至关重要。 伯纳德·马尔(Bernard Marr)考虑了混合工作时代团队凝聚力和有效管理的影响,Mercer在其文章《2024年5个人力资源趋势:你能做些什么来保持领先?》中也将其作为重中之重,尤其是以灵活的思维方式领导的想法。 总而言之,在劳动力规划、职业处理、办公室使用和绩效方面进行可持续的组织变革必须评估各种投入,例如技术、保留策略和员工倾听,还有许多方面将在下文讲。 3.技术集成与人工智能 现在我们正处于真正的时代趋势之中——人工智能,以及技术发展的前沿。 毫不奇怪,上面引用的每一项研究都强调人工智能(包括生成式人工智能),这是2024年人力资源的重大转变。但人工智能并没有从某个职业中剔除数百万美元,也不会导致公司大规模裁员、突然倒闭。人工智能正在改变工作方向,而不是工作本身,在人工智能时代,帮助工人培养人工智能相关技能将使人们在工作中保持安心和快乐。 仅从生产力、敬业度和业务成功的角度来看,人工智能就是一个游戏规则的改变者: Visier ——“29%的工人表示,使用生成式人工智能工具每天可以节省30分钟到一个小时,而18%的人可以节省三到四个小时”。 Unleash ——“76%的人力资源领导者已经在讨论如何在工作场所使用人工智能,38%的人正在正式评估这项新兴技术”。 Gartner ——“76%的人力资源领导者认为,如果他们不在未来12到24个月内采用和实施生成式 AI,他们将在组织成功方面落后”。 然而,在数字人力资源领域这样一个令人兴奋的领域里,成功取决于某个类似却独特的东西——了解自己的极限。例如,我们鼓励每位人力资源主管在阅读本文时问自己以下几点: 您了解组织人力关系与数字关系的局限性吗? 您是否审核了员工对数字化转型的准备情况? 您有没有评估过什么是好的变化,你知道如何衡量它吗? 最后,您是否了解人工智能供应商的格局——谁在制造什么,有什么作用,对你有用吗? 从这开始,您将更好地了解 AI 如何为您提供帮助。 4.基于技能的战略劳动力规划方法 “转型的头号挑战是缺乏工作能力和技能,但只有五分之二的人力资源专业人士了解其组织该有的技能”——Mercer《2024年5个人力资源趋势:你能做些什么来保持领先?》 战略性劳动力规划(SWP)需要一种默契,即战略本身意味着对招聘和留住人员的转变方式保持敏感,而平衡全部人力资源责任和预算潜力意味着要对 SWP 的流程进行长期审视。 这包括从更多基于技能的角度看待技术,尤其是在数字化转型时代。正如 Visier 所强调的那样,“86%的员工表示,他们的雇主应该在技能再培训方面发挥更多作用,以确保他们不会轻易被人工智能工具取代”。 Gartner 认为内部流动令人信服的影响是成功的关键,“66%的人力资源领导者(他们自己也同意)其组织内的职业道路与许多员工的职业道路相比并不引人注目”。 创造一个引人注目的工作文化不会付出很大的代价,而是意味着为员工和业务发展赋予意义,并为企业完美地穿针引线,帮助企业和个人发展相关专业知识。正如大卫·格林(David Green)所强调的那样,这意味着要推动以技能为基础的SWP招聘,并将更大的业务目标与人力资源优先级联系起来,Mercer证实了这一点。 5.人员分析和加强决策能力 如果数据不能产生影响,那它还有什么用呢? 说到这,David Green 再次强调了关于人员分析如何在 CHRO 层面创建增强决策文化的可用情报,该文化将集中在人员分析和 CHRO 之间改进的关系上, “Insight222 的第四届年度人员分析趋势研究发现,人员分析的重要性和影响力继续增长,22%的人事分析领导者正在向首席人力资源官报告”。 人员分析领导者和首席人力资源官都需要将大量不同的业务优先事项和数据集结合起来,以推动个性化决策。这包括将伦理、数据民主化、数据影响和业务优先事项的影响放在组织转型和成功的保护伞下。 这意味着最优秀的人员分析专业人员可以提供可分析并可付诸实施的洞见-正如 Visier 所强调的那样,这就是为什么如此多的小型和新兴公司处于竞争激烈的时代,因为他们可以使用大量超详细的大数据以更敏捷的方式创建更具吸引力、更敏锐的业务决策。 6.与业务保持一致 一致性对许多人来说有很大的意味,但从本质上讲,如果人力资源部门要继续并提升其价值并确保组织敏捷性,那么: HR 和最高管理层需要加强联系。 人力资源和财务部门需要更加紧密地联系在一起。 David Green 通过 Insight222 的研究来证实,人力资源和财务部门越来越需要同步工作——“在271家公司中,接受调查的65家公司确认他们已经与财务部门建立了合作伙伴关系,其中99%的公司报告说,人员分析团队在过去12个月中取得了巨的成果”。 在2024年,为人力资源分析构建业务案例不是我们必须做的事情,但可惜的是,这通常是正在进行的人力资源预算和投资的核心对话。 解决之道在于使用最清晰、最明显的工具——人员和数据——来讲述人力资源故事。这种共生关系正是Visier研究所强调的,并建议人力资源领导者将他们的人员管理思维方式转变为“人力资源是一种操作系统,而不是一种运营模式”。 7.提高人力资源和劳动力的技能 这场无休止的技能提升之战将持续到2024年。但它将有自己的特点,在某种程度上受到人力资源投资性质变化以及人工智能和新技术的光速发展的影响。 伯纳德·马尔(Bernard Marr)对此的独特见解说明了这一领域的情况-——“了解生成式人工智能等变革性技术将如何增强现有人员能力,以及需要哪些素质和能力(战略思维,解决复杂问题,创造力,情商)来补充机器的短板”。 在人工智能时代,人机界面的发展将对劳动力如何重新掌握技能和提高技能产生巨大影响,随着数字原住民担任越来越多的领导角色,一般计算机素养和用户体验/用户界面的持续发展也将产生巨大影响。但是,当“到2028年,44%的工人技能将被颠覆”时,技能提升应该被正确地推到投资组合优先事项清单的首位。 8.多元化、公平、包容和归属感(DEIB) 大流行后“大辞职”生态系统的一个支柱是工作场所中的平等——更公平的工作条件、更多的工作与生活平衡、更好的代表性和更具包容性的工作场所。 2023年,我们认为释放 DEIB 的力量是未来一年人力资源领导者的重要关注点,利用分析工具和情绪分析工具等多种工具来改善招聘可衡量指标。 那么我们现在处于什么位置呢?尽管我们为使 DEIB 脱颖而出所做的所有艰苦工作,但仍许多需要做,正如 Visier 在下面的研究。 DEIB 策略确实存在失去重点的风险。但请记住,一家拥有成熟的多元招聘文化、建立在包容性工作场所基础上的公司,对从公司业绩到 ESG 的方方面面都有深远的积极影响。正如大卫·格林(David Green)提醒我们的那样,大多数工人认为DEIB是一件好事,其商业案例也很清楚。 “Insight222 的研究发现,在2023年(连续第三年),DEIB 是人员分析增加最多商业价值的领域”。 2024年应该是我们推进 DEIB 的一年,保持势头并推动积极变革。 简而言之,坚持到底——现在放松警惕将导致长期劳动力规划(WFP)的严重失败,同时增加代表性不足的社区的变革机会。 9.提升员工敬业度和留任率的新方法 最重要的是,许多提高员工敬业度的新方法将决定未来一年的企业发展。 2023年独特的经济困境催化了英国、法国、德国和美国这一代人中一些最大规模的工作场所罢工,而普遍的技能短缺继续困扰着多个行业。伯纳德·马尔(Bernard Marr)将过去几年从被动接受不良工作规范到主动采取行动的转变带入了敏锐的视角——“根据美国劳工统计局的数据,涉及1,000多名工人停工,比2021年停工人数多了近 50%”。 Unleash 进行的研究表明,绩效和生产力已成为2024年人力资源领导者的首要任务,从敬业度中夺得桂冠。但在混合时代,二者缺一不可。敬业度被渗透到组织的方方面面,而2024年是实现这一目标的一年。 在2024年,我们需要通过加强员工体验的个性化,通过真实、有意义的参与来提高生产力(和幸福感),David Green 强调这是他为 HR 培养倾听组织的第12次机会。然而,正如 Unleash 所强调的那样,“不仅要关注员工调查中的指标,还要分享员工故事,以真正了解数据对高管的意义”。 为此,人力资源、员工和领导层之间应该建立一种,在道德领导、薪酬透明度(正如 Culture Amp 正确强调的那样)薪酬差距报告以及 Mercer 所强调的值得认可的基础上的关系。 将敬业度与业务和个人成果联系起来至关重要。Mercer薪酬调查和数据业务负责人Chi Tran完美地描述了这一演变。 “新冠肺炎疫情之前起作用的管理方式不再有效......留住员工将是一个重点,这意味着在职业道路、技能再培训和技能提升方面优先考虑员工福利。我们还看到,雇主将更大比例的薪酬预算用于可变薪酬,这些薪酬可以根据业务绩效进行调整。 2024年及以后的人力资源趋势 作为各地人力资源领导者的缪斯女神,Hung Lee 在他的文章《2024年:决定人力资源领域的7个趋势》中说到: “员工体验不容小觑——对于许多组织来说,这将是一场文化革命”。 在2023年经济动荡之后实施新战略将非常困难,而整个组织的支持是关键。如果能注意到上述情况,我们相信人力资源团队可以确保他们的组织采取积极主动的方法来提高工作场所绩效、幸福感、敬业度,以及至关重要的留住优秀员工。 2024年——充满无限可能性的一年! 利用 Insight222解锁人员分析功能 在 Insight222,我们的使命是通过将人员分析置于业务中心并提高人力资源专业的技能来使组织变得更好。Insight222 人员分析计划®是您通往知识、网络和成长世界的门户。该计划专为人员分析领导者及其团队开发,为您提供创造更大影响力所需的工具、见解和关系。 随着人员分析的格局变得越来越复杂,数据、技术和行业道德越来越重要,我们的计划汇集了一百多个组织,共同应对这些挑战。 Insight222 同行会议是 Insight222 人员分析计划®的核心组成部分。它们允许参与者一起学习、交流和共同创造,最终提高人员分析可以为其组织提供的业务价值。 SOURCE MyHRfuture  
    Predictions
    2024年01月17日