September has been a phenomenal month. Indeed, in the ten years I’ve been writing the Data Driven HR Monthly, I can’t recall a month when there has been so much insightful content to choose from. I believe this is indicative of the journey HR is on from its traditional role as a support function to becoming a true strategic partner to the CEO and the board. As Janine Vos, Managing Board Member and CHRO at Rabobank, highlighted this past week at the Insight222 Global Executive Retreat, people analytics has an important role to play in elevating the HR function and enabling it to successfully navigate this transition:
People Analytics helps give the chief human resources officer credibility (with the executive team and board).
This edition of the Data Driven HR Monthly is sponsored by our friends at Worklytics
If you’re using eSat scores to evaluate Manager Effectiveness, you’re moving too slowly.
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My personal highlight of September was the 7th annual Insight222 Global Executive Retreat, which took place from September 24 to 26 at the Duin en Kruidberg for member companies of the Insight222 People Analytics Program®. I’ll share more about the Retreat in a separate blog in a few days time, but for now I'll highlight this year’s theme: The Changing Role of the People Analytics Executive, and the stellar cast of inspirational speakers:
The Retreat is one of the services included as part of the Insight222 People Analytics Program. If you are a people analytics leader and would like to find out more, you can contact the team here.
As well as the Retreat, I’m speaking at and attending a number of events in October. This week, I’m in New York, moderating a panel on Workestration at the New York Strategic HR Analytics Meetup (Sept 30), and chairing People Analytics World (Oct 2 and 3). The next stop after that will be Paris, where I’ll once again have the privilege of hosting the main stage at UNLEASH World (Oct 16 and 17) - thanks to Marc Coleman and the team. Then it’s back to the US for the North America Peer Meeting for member companies of the Insight222 People Analytics Program®, which will be hosted by Phil Willburn and his team at Workday in Pleasanton (Oct 22 and 23). I hope to see some of you at one of these events. Thanks too to Marcus Downing for hosting me at the recent Mercer event in London where I had the pleasure of sharing the stage with Ravin Jesuthasan, CFA, FRSA (see here), and Jennifer Neumann for inviting me to speak at Workday Rising in Las Vegas (see here), where it was great to meet up with the likes of Priyanka Mehrotra, Richard Rosenow, and Cory Edmonds.
Join me and the Insight222 team on October 10 when we’ll be hosting a webinar on the recently published research on. You can register for the webinar here.
Enjoy reading the collection of resources for September 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 August’s compendium.
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.
ANDY JASSY - Message from CEO Andy Jassy: Strengthening our culture and teams | JOSE MARIA BARRERO, NICHOLAS BLOOM, SHELBY BUCKMAN, AND STEVEN J. DAVIS - The Survey of Working Arrangements and Attitudes – September 2024 | ANNIE DEAN – Lessons Learned: 1,000 Days of Distributed at Atlassian
This special on hybrid work was inspired by Amazon CEO Andy Jassy’s announcement that Amazon is going back to five days in the office: “to further strengthen our culture and teams.” This comes hot on the heels of KPMG’s CEO Outlook Survey, which finds that CEOs are hardening their stance on returning to pre-pandemic ways of working, with 83 percent expecting a full return to the office within the next three years. Forensic analysis by Bruce Daisley (here), Phil Kirschner(here) and Nick Bloom (here) examines Amazon’s move and the validity of KPMG’s claim. This confirms that (1) Amazon is an outlier. (2) The findings by KPMG contradict the WFH Research that Nick is publishing every month, which shows working from home has remained flat since early 2023 and has stabilised at around 25% (see FIG 1). As Bloom suggest “shock sells,” which explains the extent of the media coverage about Amazon and the KPMG survey. To balance things out, I recommend reading about Dropbox’s Virtual First model (which chief people officer, Melanie Rosenwasser explains has “led to clear benefits, including higher employee engagement and retention.”). I also recommend reading a new report authored by Annie Dean summarising the findings from the first 1,000 days of Atlassian’s Team Anywhere approach to distributed work. As Rabobank’s CHRO Janine Vos urged in her session at Insight222’s Global Executive Retreat this week, the role of HR and People Analytics teams is to provide data that steers executive decision making around hybrid and return to office. It would be interesting to learn what data (if any) was used to inform Amazon’s decision to return to the office five days a week.
FIG 1: WFH is stable at c35% of days (Source: WFH Research)
BCG HENDERSON INSTITUTE - GenAI Doesn’t Just Increase Productivity. It Expands Capabilities
The ability to rapidly take on new types of work with GenAI - particularly tasks that traditionally require niche skills that are harder to find, such as data science - can be a game-changer for individuals and companies alike.
The BCG Henderson Institute follow-up their first landmark study on GAI in the workplace (see: How People Can Create - and Destroy - Value with Generative AI). The sophomore experiment tests how workers can use GenAI to complete tasks that are beyond their current capabilities. The findings from the study are illuminating: (1) Participants were able to instantly expand their aptitude for new data-science tasks, even when they had no prior experience in coding or statistics. (2) Those with moderate coding experience performed better on all three tasks, even when coding was not involved. This suggests that an engineering mindset - which coding helps develop - could be a key success factor for workers adapting to GenAI tools. The article also provides guidance on: When and how to pair humans with GenAI (see FIG 2), as well as visualising and detailing the workforce change-management implications (see FIG 3). (Authors: Daniel Sack, Lisa Krayer, PhD, Emma Wiles, Mohamed Abbadi, Urvi A., Ryan Kennedy, Cristián Arnolds, and François Candelon).
FIG 2: When and How to Pair Humans and GenAI (Source: BCG Henderson Institute)
FIG 3: Workforce and Change-Management Implications (Source: BCG Henderson Institute)
GARTNER - Hype Cycle for the Future of Work, 2024
Only 14% of organizations have reached the level of maturity where they are able to empower workers to embrace new ways of working.
Gartner’s inaugural Hype Cycle for the Future of Work (see FIG 4) highlights the core technologies set to transform how work is done by augmenting and enhancing human capabilities with intelligent technology. Five standouts from the analysis are: (1) Workers want a more personalised experience, and are building it for themselves. (2) CEOs are captivated by AI and are investing in new strategies. (3) Low digital workplace maturity is a barrier to improving worker productivity and time to competency. (4) Data Storytelling and Generative AI (already!) have entered the Trough of Disillusionment. (5) Hybrid Work and Self-Service Analytics are on the Slope of Enlightenment. The article also contains some illuminating analysis on a number of the ‘on the rise’ innovations including Exoskeletons (Tori Paulman), Cyberpsychology (Cynthia P.), Digital Twin of the Employee (Helen Poitevin) and Workforce Nudgetech (Rania Stewart). Thanks to Phil Kirschner for alerting me to this work in his excellent LinkedIn post on the study, which linked to an insightful article Phil co-authored with Natasha Ouslis, PhD and Dr. Julia Sperling-Magro on applying behavioural science and nudging to the workplace.
FIG 4: Hype Cycle for the Future of Work, 2024 (Source: Gartner)
NICKY DRIES, JOOST LUYCKX, AND PHILIP ROGIERS - What 570 Experts Predict the Future of Work Will Look Like
While it’s impossible to know exactly what the future of work will look like, it doesn’t stop (lots of!) people from having opinions. In their study, Nicky Dries, Joost Luyckx, and Philip Rogiers from KU Leuven, asked 570 experts to rank the likelihood of predictions made by technologists, economists and journalists. They landed on the sequence of events laid out in FIG 5, which get increasingly concerning and dystopian by the decade. Not one for the faint hearted!
FIG 5: A timeline of future of work predictions (Source: Dries et al)
MCKINSEY - Charting a path to the data- and AI-driven enterprise of 2030
Generative AI has increased the focus on data, putting pressure on companies to make substantive shifts to build a truly data-based organization.
These are the opening words to a recent article by McKinsey’s Dr. Asin Tavakoli, Holger Harreis, Kayvaun Rowshankish, and Michael Bogobowicz, which provides guidance on seven essential priorities for leaders to focus on to realise the data-driven enterprise of 2030. They argue that the key enabler to realising the potential of GenAI is data: “Without access to good and relevant data, this new world of possibilities and value will remain out of reach.” Three of the seven priorities outlined are (1) Data Leadership (“Companies need to find leaders skilled in governance and compliance, engineering and architecture, and business value"). (2) Talent (see FIG 6), and (3) Digital Trust.
FIG 6: New skills to manage GenAI will likely lead to both expanded and new data roles (Source: McKinsey)
PwC - 2024 Workforce Radar Report Executive Summary | Full Paper
The workforce of today won’t become the workforce of tomorrow unless businesses act right now.
But how? That’s the exam question that PwC’s inaugural Workforce Radar study attempts to answer across an insightful and thought-provoking report of 48 pages. The research identifies five workforce signals (see FIG 7) that business leaders and chief people officers can use to deliver enterprise-wide transformation. (1) Taking both a talent magnet and talent factory approach (e.g. levers such as meaningful work, skill-building, and culture). (2) Devising a location strategy that appreciates over time. (3) The intelligent enterprise – through HR harnessing and taking the lead on GenAI (see FIG 8). (4) Empowering transformation with a workforce balance sheet. (5) Investing in building transformative leadership. Kudos to the authors: Anthony Abbatiello, Julia Lamm, Reid Carpenter, Craig O'Donnell, and Christopher Hannegan.
FIG 7: Five Workforce Radar Signals (Source: PwC)
FIG 8: Emerging areas for Leading Digital HR Leaders to lean-in (Source: PwC)
NAOMI VERGHESE, JONATHAN FERRAR, AND JORDAN PETTMAN - Building the People Analytics Ecosystem: Operating Model v2.0 ARTICLE | FULL REPORT
In the August edition of the Data Driven HR Monthly, I highlighted the new Insight222 study on the evolution of the people analytics operating model. This month I’d like to highlight one specific aspect of the report about the role of the people analytics leader. The research, which was conducted by my colleagues, Naomi Verghese, Jonathan Ferrar and Jordan Pettman, found that three profiles of people analytics leader are emerging (see FIG 9): (1) Data and Analytics Specialist Leader (focused on a scope for data and analytics research, insights and analytical product development and deployment). (2) Analytics-led Strategy Leader (encompassing a broad set of analytics responsibilities: consulting, research, employee listening, product development, reporting, data governance, workforce planning and AI). (3) Portfolio Analytics Leader (responsibility for people analytics and one or more other closely associated topic, such as people strategy, HR technology, HR operations, skills management, or employee experience). Read the report for more detail on each of the profiles together with examples of each leader persona Featuring Anthony Ferreras, Aashish Sharma, and Alexis Saussinan.
FIG 9: Responsibilities of the three people analytics leader personas, aligned to the People Analytics Ecosystem (Source: Insight222)
COLE NAPPER, JIN YAN, AND BEN ZWEIG - What is happening to people analytics? A 15- year trend (Part 1)
How has people analytics employment changed in the last 15 years, and specifically how has the environment changed in the last two years? That was the question that Cole Napper along with Jin Yan and Ben Zweig sought to answer after being inspired by Alexis Fink to analyse these topics. The study identified a number of interesting – and perhaps counterintuitive – findings. These include: (1) People analytics positions in the US have actually declined in the last two years – the data suggests more than 1,000 people have left the field during this time (see FIG 10). (2) 83% of people leaving the field move to roles outside people analytics but mostly in HR. (3) People analytics positions are sensitive to changes in interest rates and money supply.
FIG 10: People analytics positions have been decreasing in the last two years (Source: Revelio Labs)
PIETRO MAZZOLENI - People Data Excellence: Driving Quality through Empowerment, Standardization, and Automation
Ensuring high-quality (people) data is crucial for building leaders' trust in data-driven talent decisions and reducing the need for manual reconciliation. Moreover, maintaining top-tier data quality is essential for the successful implementation of AI and GenAI technologies.
In the latest edition of his excellent People Data Platform newsletter, Pietro Mazzoleni breaks down the three ingredients IBM brought together to build Workforce 360, IBM’s internal people data platform, and deliver people data excellence: (1) Empowerment (“Putting Data & Knowledge in the Hands of Users”). (2) Standardisation (“Establishing a Unified Approach for data and processes”). (3) Automation (“Enhancing Efficiency Through Technology”).
FIG 11: Source – Pietro Mazzoleni
HENRIK HÅKANSSON - People Analytics: Generative AI | AMIT MOHINDRA – Definitions of People Analytics | KEITH MCNULTY - The Three Most Common Statistical Tests You Should Deeply Understand | LAURA HILGERS - How to Measure Quality of Hire, According to 4 Experts | JILL BARTH - How people analytics transformed this org’s HR from old-school to inspirational
In each edition of the Data Driven HR Monthly, I feature a collection of articles by current and recent people analytics leaders. These are intended to act as a spur and inspiration to the field. Five are highlighted in this month’s edition. (1) Henrik Håkansson highlights a common predicament for people analytics leaders – stakeholder requests to implement GenAI. He offers sage advice on the ideal response: “GenAI is a solution. So naturally I ask: What is the problem? What is the value? Why would GenAI be better than what we are doing today? Are we trying to save money and cut costs, or actually do things better or faster?” (2) Amit Mohindra assembles a handy list of definitions of people analytics. (3) As Keith McNulty explains, hypothesis testing is one of the most fundamental elements of inferential statistics. In his article, Keith uses an example to show three common hypothesis tests (Welch’s t-test, Correlation test, and Chi-square test of difference in proportion) and how they work under the hood, as well as showing how to run them in R and Python and to understand the results. (4) Laura Hilgers’ article on the elusive quality of hire metric is a must-read for people analytics and talent acquisition professionals. It features guidance from four experts in the field: Hung Lee, Tim Sackett, SPHR, SCP (see FIG 12 for Tim’s equation to measure quality of hire), Stacey A. Gordon, MBA, and Jennifer McClure. (5) Finally, Sonia Boyle, CHRL - chief people officer at Gore Mutual, explains to Jill Barth HR Tech Editor how people analytics has been at the centre of the company’s HR transformation.
FIG 12: How to measure Quality of Hire (Source: Tim Sackett)
DAVE ULRICH - Realizing Talent Advantage: Evidence and Implications from the Organization Guidance System
In 2020, Dave Ulrich and his colleagues at The RBL Group, developed the Organization Guidance System (OGS), which was designed to align desired stakeholder outcomes across four human capital pathways: talent, organisation, leadership and human resources. Five years on, in a new series of articles, Dave provides an update on the key findings to date. In this article, Dave focuses on the talent pathway, highlighting ten talent investments that deliver stakeholder value, and then presents analysis from 187 companies on the relative impact of these investments across five stakeholder outcomes (see FIG 13). The article then describes how individual companies can use the OGS to guide investment in the areas that will provide them with the greatest return.
FIG 13: Heatmap of impact of ten talent initiatives on five stakeholder outcomes (Source: Dave Ulrich)
JILL GOLDSTEIN, CHRIS HAVRILLA, CHACKO THOMAS, AND CATHY FILLARE - Reimagine human potential in the gen AI era: Revolutionizing work to boost business value
With their unique perspective and understanding of organizational culture, workforce needs, skills development, and change management, HR leaders are well-positioned to take a leadership role in their organization’s future of work strategy.
A new study by the IBM Institute for Business Value and Oracle, highlights the top concerns facing executives around the future of work, including the need for a skills-focused foundation and a well-defined strategy. The big takeaway for HR leaders is that while executives acknowledge that HR contributes to their organisation’s future of work strategy, not enough of them are in the driver’s seat. Only one in five executives say HR owns the future of work strategy in their organisation today. The report provides guidance to HR leaders on possible actions: (1) Build a future-ready culture that encourages experimentation. (2) Give your workforce a voice in the future of work strategy. (3) Drive technology transformation and champion AI use case adoption. The report also highlights critical workforce skills that will increase in demand by 2026 (see FIG 14). (Authors: Jill Goldstein, Chris Havrilla, Chacko Thomas, and Cathy Fillare).
FIG 14: Critical workforce capabilities—increases from today to 2026 (Source: IBM Institute of Business Value)
MCKINSEY - The gen AI skills revolution: Rethinking your talent strategy
Developing the software talent companies need to grow means thinking in terms of skills rather than roles to navigate this period of uncertainty around talent.
According to McKinsey research, nearly 70 percent of top economic performers, versus just half of their peers, use their own software to differentiate themselves from their competitors. GenAI offers an opportunity to multiply this value. In the article, Alharith Hussin, Anna Wiesinger, Charlotte Relyea, Martin Harrysson, Suman Thareja, Prakhar Dixit and Thao Dürschlag, provide guidance on: (1) The new skills software teams will require. (2) How their evolution will alter roles and risks. (3) How companies can orient their talent management practices toward developing skills for greater flexibility and responsiveness. This includes grounding strategic workforce planning in business needs and skills.
The talent transformation starts with HR leaders developing a strategic workforce plan that’s built around skills.
FIG 15: Generative AI affects every phase of the software development life cycle (Source: McKinsey)
VOLKER JACOBS – Squaring the Circle: Why the old promise of P&O transformation –more for less – can finally be fulfilled
With effective, generative AI, P&O transformations can deliver a better, friction-free work experience for managers and employees. With a friction-free experience for managers and employees, we enable higher productivity and engagement levels. And it goes without saying that with AI taking on P&O tasks we can reduce cost of the function: More for less. Squaring the circle. Three ingredients: Data, AI, and EX.
In his thoughtful paper, Volker Jacobs, CEO at employee experience experts TI PEOPLE, highlights how HR transformations have historically undelivered their promise of more business value at lower cost. Instead, Volker argues, with the capabilities offered through AI and digitisation allied to rising expectations for better work experiences, the scene is now set to realise the dream of ‘more for less’. The catalyst? A shift from transformation focus on process to data as one of three ingredients to square the circle: Data, AI and Employee Experience leading to the business outcomes including improved productivity, better customer experience, and lower cost (see FIG 16).
FIG 16: Shifting HR transformation focus from process to data (Source: Volker Jacobs, TI People)
MALISSA CLARK - A Workaholic’s Guide to Reclaiming Your Life
In the latest edition of the Harvard Business Review, the Big Idea Series focuses on an increasingly important topic: Overcoming Overwork and Workaholism. Workaholism is defined in the lead article, by Malissa Clark, as: “Workaholism is when work dominates your thoughts and your activities, to the detriment of other aspects of your life, including but not limited to your relationships and your health.” Does that sound uncomfortably familiar? If so, like me you’ll probably welcome the six coping strategies Malissa outlines in her article: (1) Redefining “urgent”. (2) Reinventing the to-do list (see FIG 17). (3) Learning to say “no” and delegate. (4) Fixing the workaholic clock. (5) Controlling rumination. (6) Embracing rest and recovery.
Through mechanisms such as redefining what is and is not urgent, fixing the workaholic clock, and embracing rest and recovery, workaholics can unlearn toxic behaviors and reclaim their time and lives.
FIG 17: The Eisenhower Matrix (Source: Marissa Clark, Harvard Business Review)
PER HUGANDER AND AMY EDMONDSON - Skills Training Links Psychological Safety to Revenue Growth
Organizational performance can be improved by viewing psychological safety as a trainable skill that individuals develop with practice.
Hugander Per and Amy Edmondson present a case study from Nordic bank SEB where training for executives on psychological safety and perspective taking was identified as the catalyst that enabled the investment bank to achieve revenues 25% above yearly targets in a strategically important market segment. The article provides four recommendations for leaders who want to make progress on strategic challenges and improve financial results by leveraging psychological safety and perspective-taking: (1) Focus on two levels in parallel: individuals and teams. (2) Expand leadership responsibility. (3) Keep strategy and performance front and centre. (4) Link skills to short-term gains to counteract perceived costs. For more on psychological safety, tune in to Amy’s conversation with me on the Digital HR Leaders podcast: How Learning to Fail Can Help People and Organisations to Thrive.
ANDREW WHITE, ADAM CANWELL, AND MICHAEL SMETS - Is Your Organizational Transformation Veering Off Course?
Leaders who achieve successful transformations create and maintain an environment where people can experiment, learn, and take ownership of their work — and ultimately feel good about their effort
According to a study by Andrew White, Adam Canwell and Michael Smets, 96% of all organisational transformations face significant challenges that can derail the whole program. Their research identified that changes in a team’s emotional energy (“the collective mood, vibe, and intensity of emotions within a group”) can signal when a transformation is in danger (see FIG 18). They then reveal the three-step process successful leaders use to navigate a turning point – increasing transformation performance by 12 times from 6 to 72 per cent: (1) They look for shifts in the team’s emotional energy (e.g. lack of clarity on how to proceed, ineffective collaboration, decreased engagement). (2) They dig into the underlying issue at play – by involving the whole team to decide the course of action. (3) They get to action — quickly (e.g. by creating team alignment, adjusting organisational priorities, and investing in the skills and mindset required for the transformed company).
FIG 18: How emotional energy can signal a transformational turning point (Source: White et al)
LORI NISHIURA MACKENZIE, SARAH A. SOULE, SHELLEY J CORRELL, AND MELISSA C. THOMAS HUNT - How DEI Can Survive This Era of Backlash
When they’re given adequate support — like protected time, advancement opportunities, leadership development, and compensation for their DEI work — ERG leaders can act as a strategic conduit between employees and organizational leaders.
Despite recent backlash against and cuts to organisational DEI initiatives, researchers from the Stanford VMware Women’s Leadership Innovation Lab - Lori Nishiura Mackenzie, Sarah Soule, Shelley J. Correll, and Melissa C. Thomas-Hunt - argue in their Harvard Business Review article that DEI isn’t dead in the U.S. Instead, they say it’s experiencing a period of what social movement scholars call “closed doors,” where the obvious route for change is no longer easily accessible. They recently convened a gathering of 14 chief diversity officers (CDOs) to unpack what’s happening in their world. In the article, they highlight the striking similarities between current DEI strategies and the tactics used by feminist movement builders during times of closed doors — and present four strategies for continuing the important work of DEI while it’s under attack: (1) Sustain networks of people engaged in DEI work. (2) Preserve the collective memory. (3) Reframe and rename the work for survival. (4) Nurture the collective identity within the DEI community.
Much of the innovation in the field continues to be driven by the vendor community, and I’ve picked out a few resources from September that I recommend readers delve into:
FIG 19: Source – Acadian Ventures
FIG 20: Current use of AI and ML for recruiting (Source: Workday)
FIG 21 – Source: Worklytics
FIG 22: Hierarchy-First vs. Network-First Approach (Source: Francisco Marin)
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):
LASZLO BOCK - Former Google exec talks about what makes a strong CHRO candidate
In an interview with Human Resource Executive, Laszlo Bock, former Head of HR at Google and a arch proponent of people analytics, provides guidance on what makes a strong chief people officer. He emphasises the need for HR executives to develop their understanding of business beyond a simple familiarity with their company’s products and services: “It’s not that (CHRO candidates) don’t understand that we make widgets. It’s that they don’t understand why we’re willing to pay $1.3 billion to buy a company but not $1.4 billion.” For aspiring chief people officers, I’d also recommend investigating the Berkeley Transformative CHRO Leadership Program, where Bock is co-faculty director.
RAVIN JESUTHASAN AND TANUJ KAPILASHRAMI – The Skills-Powered Organization: The Journey to the Next-Generation Enterprise
Ravin Jesuthasan, CFA, FRSA and Tanuj Kapilashrami provide a step-by-step guide to designing, implementing and activating the skills-powered organisation. They outline why and how jobs are giving way to skills as the currency of work and why this pivot requires us to rethink everything we know about work. The inspiring cases presented in the book discuss how leading companies are reinventing themselves to be skills-based organisations and how this is helping them to transform value for customers, communities, and stakeholders.
MARGRIET BENTVELZEN, CORINE BOON, AND DEANNE N. DEN HARTOG - A person centered approach to individual people analytics adoption – In their paper, Margriet Bentvelzen, Corine Boon, Deanne Den Hartog study people analytics adoption through the lens of the implementation of people analytics technology. They identify four profiles related to differences in user satisfaction and the frequency and versatility of PA technology use. They demonstrate that performance benefits, social influence, required effort, and facilitating conditions jointly affect the use of PA technology, but that the latter two might be the most influential factors. FIG 23 demonstrates the four user profiles identified in the paper: the skeptic diplomats, the optimistic strugglers, the optimists, and the enthusiasts. Thanks to Dirk Jonker for highlighting this insightful contribution to the field.
FIG 23: Source – Bentvelze, Boon and Den Hartog (2024)
September saw the return of the Digital HR Leaders podcast after its summer sojourn with the first four episodes of Series 41, kindly sponsored by our friends at Visier Inc.. Thanks to Adedamola Adeleke and the team.
Skills [are] becoming the currency of work and work flowing not to jobs, but to skills... If done well, it has the massive power to unlock untapped productivity potential within the company.
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 close to 500 roles – and has now been developed into a LinkedIn newsletter too.
Finally, a huge thank you to the following people who shared the August edition of Data Driven HR Monthly and other content in the last few weeks. It's much appreciated: Craig Forman Zornitza Iankova, SPHR Brandon Merritt Johnson Hrvoje Bulat Rebecca Hone Michael Arena Emma Mercer (Assoc CIPD, MLPI) Dr. Max Muge Bakkaloglu Priyanka Mehrotra Kerry Ghize Deviprasad Panda Richard Stein Stela Lupushor David Balls (FCIPD) Emily Ricci Danielle Farrell Dan George Patrick Coolen Catriona Lindsay Katrina A. Stevens, CHRE Kouros Behzad Kathleen Kruse Martha Curioni Adam McKinnon, PhD. Greg Newman Dr Philip Gibbs Sally Smith Hanadi El Sayyed David van Lochem Amardeep Singh, MBA Rick Rome Ken Oehler Vaibhav Deshmukh María Victoria Sáinz Roshaunda Green, MBA, CDSP, Phenom Certified Recruiter Aysun Öz Serena H. Huang, Ph.D. Nelson Spencer Tristan Hack Penny Newman Vivek Ojha Aravind Warrier Francisca Solano Beneitez Kalifa Oliver, Ph.D. Stephanie Murphy, Ph.D. John Healy Greg Pryor Lewis Garrad Jose Luis Chavez Vasquez Audrey Burke-McCarthy, MBA, Adv Dip Coaching, MII Grad Aurélie Crégut Max Blumberg (JA) ?? Vanessa Monsequeira Shujaat Ahmad Jeff Wellstead Jackson Roatch Maria Alice Jovinski Rafael Uribe Truong Hong Ha (Mr Niem Tin) Dan Weiss David Hodges Toby Culshaw David McLean Dr. Peter Schulz-Rittich Timo Tischer Stephanie Denino Jacqui Brassey, PhD, MA, MAfN ?️ (née Schouten) Gianni Giacomelli Terri Horton, EdD, MBA, MA, SHRM-CP, PHR Placid Jover Andrews Cobbinah, MLPI, ACIHRM Emily Killham Al Adamsen Tim Frazier Tim Peffers Julie Asselin Chandresh Natu Anabel Fall Ralf Buechsenschuss Anna A. Tavis, PhD Marcela Niemeyer Meta McKinney, MLIS Aritra Majumdar Gustavo Araujo Vijaya Das Kirsten Edwards Graham Tollit Joy Kolb Remco van Es Ahmed Salah ?? Sebastian Knepper Melissa Beasley Bo Vialle-Derksen Malgorzata Langlois Abhilash Bodanapu Isabel Naidoo Marino Mugayar-Baldocchi Nirit Peled-Muntz Ron Ben Oz Littal Shemer Haim (ליטל שמר חיים) Joseph Frank, PhD CCP GWCCM Bob Pulver Jaejin Lee Kristhy Bartels Geetanjali Gamel Chris Hare Alicia Roach Caitie Jacobson John Gunawan Doug Shagam Davey Nickels Paul Davies Tatu Westling Mia Norgren Nick Lynn Alexandra Nawrat Gal Mozes, PhD Dave Millner Prachi Agasti Jacob Nielsen Matt Elk Chris Long Kimberly Rose Ilse Venter Søren Kold Irada Sadykhova Dave Fineman Agnes Garaba Sebastián Mestre Victoria Holdsworth Elpida Ormanidou Megan Buttita, MLIS Danielle Bushen Robert Bolton Stephen Hickey Dolapo (Dolly) Oyenuga Higor Gomes Irene Wong Ludek Stehlik, Ph.D. Sonia Mooney Mariami Lolashvili Joonghak Lee Raja Sengupta Swechha Mohapatra (IHRP-SP, SHRM-SCP, CIPD) Alfonso Bustos, Ph.D. Marcela Mury Olivier Bougarel Martijn Wiertz Veronika Birkheim
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.
I'll be speaking about people analytics, the future of work, and data driven HR at a number of upcoming events in 2024:
More events will be added as they are confirmed.
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