DCI Consulting Group's Strategic Move: Acquiring Human Resource Specialties, Inc. for More Comprehensive Range of ServicesDCI Consulting Group, a renowned provider of human resources consulting services, has recently made a strategic move by acquiring Human Resource Specialties, Inc. (HRS). This acquisition aims to broaden DCI Consulting Group's range of services and strengthen its position in the market. HRS, an established consulting firm with over three decades of experience, specializes in equal employment opportunity (EEO) compliance and diversity and inclusion (D&I) initiatives. Their expertise includes statistical analyses, affirmative action plan development, and EEO and D&I training and support.With this acquisition, DCI Consulting Group aims to enhance its offerings in EEO compliance and D&I consulting.
The acquisition strengthens DCI's standing as a front runner in the affirmative action sector.
WASHINGTON, Jan. 3，2024 DCI Consulting Group (DCI), a leading provider of human resources consulting and compliance solutions, has announced the successful acquisition of Human Resource Specialties, Inc. (HR Specialties), a respected player in the affirmative action industry. This strategic move reinforces DCI's commitment to delivering comprehensive, innovative, and tailored solutions to meet the evolving needs of organizations.
The addition of HR Specialties' portfolio further empowers DCI to deliver comprehensive solutions that address the unique challenges businesses face in today's dynamic and ever-changing workplace environment.
"I am thrilled to announce the successful acquisition of Human Resource Specialties, which aligns with DCI's strategic vision and solidifies our position as the premier affirmative action planning consulting firm," said David Cohen, President of DCI Consulting. "I look forward to collaborating with HR Specialties' clients to maintain the outstanding services provided by Sandy and the team."
The acquisition will help DCI continue to meet the growing demand for affirmative action planning, OFCCP audit support, diversity and inclusion consulting, pay equity analyses, test validation, and much more.
As part of the acquisition, DCI Consulting Group will retain key personnel from HR Specialties, ensuring a smooth transition and continuity of services for existing clients. HR Specialties' clients can expect to benefit from a broader range of services, increased efficiency, and a deeper pool of expertise to support their human resources and compliance needs.
About DCI Consulting Group
DCI Consulting Group, Inc. is a human resources risk management consulting firm strategically headquartered in Washington, D.C. Members of DCI's staff are recognized experts in a variety of spaces, including affirmative action plan development and implementation, OFCCP audit and litigation support, systemic compensation discrimination analyses, pay equity analyses, DEIA metrics, and employee selection and test validation. DCI also offers proprietary software and related support to clients.
About HR Specialties
Human Resource Specialties, Inc., which was founded in 1984, provides human resource consulting and exceptional customer service for employers and attorneys, with a specialized focus on affirmative action plan preparation, OFCCP audit support, pay equity analyses, and other related services.
SOURCE PR Newswire
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2024年01月07日
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2023 Recap: A Turbulent Year with Significant M&A Changes in the HR Technology Market
Our annual reporting on M&A in the HR technology space is one of our most popular pieces of content year after year (see our 2022 version here). We look at some of the many announcements that happen over the course of the year, flag some key ones, and identify any big trends that seem to appear across the landscape.
2023 was no different than recent years. It’s a perennial “trend” from the “experts” in the space that “we will see more consolidation.” That statement is about as safe as saying that summer in Texas will be hot this year. Shocker.
What’s most exciting for us at Lighthouse is that many of these companies that are succeeding and shaking up the industry are also winners in the HR Tech Awards program (now accepting 2024 submissions), a clear indication that the judges in our program see significant value in what these firms are bringing to the market for their clients.
If you’re an employer looking for the right technology so support your organization, don’t hesitate to reach out for our insights.
Overall HR Tech M&A Trends and Insights
A considerable amount of consolidation in the services space, which is a bit tangential to this analysis of HR technology but significant for the larger market.
For instance, Arthur Gallagher & Co. acquired Buck in the benefits consulting and administration services space. We’re starting to see some of these benefits companies using their data in creative ways to identify health trends, provide analytics back to employers on their workforce, etc.
WilsonHCG picked up Personify in the recruitment process outsourcing industry. Our 2023 RPO research is some of the most compelling in the world when it comes to RPO buyer insights and behaviors.
Engage PEO acquired Zamp. Relatively small in the bigger scheme of things, but we’re planning some PEO research in 2024 to explore how PEO is evolving so we’re watching the space closely.
Also seeing some interesting crossover as services companies buy technology firms to scale and differentiate their services as well as technology companies buying service providers to reach more clients and bring more data into their solutions. AI-based solutions require a lot of data to train the models, and if it’s structured properly, services companies are sitting on a ton of data that can be a competitive advantage.
In the past month we’ve met with two different companies that started as services firms and built a technology that could take their intellectual property and scale it to more customers via a platform. The challenge with that is that services companies make money when they touch customer accounts and support them, but product/technology companies make money when they don’t have to touch customer accounts. It’s a difficult transition to make.
Let’s take a look at some of the announcements over the last year.
Key 2023 HR Technology Mergers and Acquisitions
Talent Acquisition and Hiring
Radancy, a global leader in recruiting with its Radancy Talent Cloud, acquired Brazen, a hiring event and communication platform and Ascendify, an enterprise-focused recruiting CRM.
Lightcast, a labor market insights company created by the merger of Emsi and Burning Glass, acquired Gazelle, a provider of B2B intelligence.
LiveHire, an HR Tech Award-winning hiring platform, acquired Arrived Workforce Connections to support growth in candidate reach and direct sourcing.
Clovers acquired Talvista to bring two inclusive hiring solutions under one roof.
Fama, an innovator in social media background screening and HR Tech Award-winning company, acquired Social Intelligence.
Spark Hire, a video interviewing solution, acquired Chally, an assessment solution. Video-only screening providers are trailing off in favor of video + assessment solutions that can provide a more full (and unbiased) picture of what candidates are about. Spark Hire also merged with/acquired Comeet, an ATS solution.
Veritone (Pandologic AI-driven programmatic recruiting solution) acquired Broadbean, a legacy recruiting technology provider. Intrigued by the depth and breadth of data this might offer to train the Veritone AI solutions under the hood.
Appcast, a leader in programmatic recruiting technology, acquired Bayard Advertising.
Hirevue acquired Modern Hire, an HR Tech Award-winning provider of video interview and hiring assessment solutions for enterprise employers.
Fountain, a high-volume hiring and onboarding solution, acquired Clevy.
Talent Management and Employee Experience
Engagedly, an HR Tech Award-winning company, acquired theEMPLOYEEapp for enabling client communications with frontline workers.
Neobrain, a global skills insights and intelligence provider, acquired Flashbrand to establish a US presence and bring its popular technology to North America.
Mitratech, an HR Tech Award-winning company and leader in employer compliance solutions, acquired Trakstar (talent acquisition and development) and Circa (DEI and OFCCP compliance).
Simpplr, an internal communication and work hub, acquired Socrates.ai, one of the industry’s most compelling intelligent chatbot solutions for employee experience and navigation, to increase the ease of which employees find, access, and act on information.
Edenred acquired Reward Gateway, a rewards and recognition provider.
Perceptyx acquired Humu, the “intelligent nudges” company made famous by its founder, former Google HR leader Lazlo Bock. Intrigued to see this functionality in the Perceptyx ecosystem.
Peoplelogic, an HR Tech Award-winning firm, picked up Plai to enhance its features across performance management and the overall employee experience.
Core HR/HCM/Compensation
Salary.com, an HR Tech Award-winning company, acquired CompXL to scale its enterprise compensation management functionality across merit increases, bonus allocations, and other rewards.
Paycor, an HR Tech Award-winning SMB HR, payroll, and talent solution, acquired Verb for microlearning support.
ADP, a leader in payroll and HR solutions, acquired Sora, a low-code workflow automation tool.
Deltek, the global leader in payroll and finance solutions for government contractors, acquired Replicon, a workforce management system.
When I Work, an HR Tech Award-winning company for its workforce management solution, acquired Lean Financial to incorporate earned wage access into the solution.
UKG acquired Immedis, a global payroll solution, to enable more seamless payroll in countries around the world.
Learning and Talent Development
This year we’re unveiling our new Learning Tech Awards program to focus more deeply on the sophisticated and robust technologies supporting talent development, employee growth, and skills intelligence across the industry. If you operate in this space, you won’t want to miss it.
Docebo, a leader in the global LMS market, acquired Edugo.ai to increase its AI capabilities.
Go1, a leader in global learning content, acquired Blinkist and Anders Pink.
LMS365 acquired performance management solution Weekly10.
The Bottom Line
In spite of the continuing challenges from an economic perspective, 2024 is poised to have some interesting activity. Election years are always a bit unpredictable, and many new providers are emerging to tackle today’s most pressing talent and workforce challenges. Stay on top of the latest by following our ongoing research and insights across the HR technology market.
Curious what we do at Lighthouse?
We work with employers by providing research and advisory services around 1) the complicated HR technology landscape, 2) the talent trends and practices that matter most to the modern workforce, and 3) executive presentations to internal teams on how the market is changing in their industry or demographic.
We work with solution providers and vendors that want to sell more product and serve more customers. We use a combination of advisory, industry insights, market intelligence, and custom research to support our partners.
HR Tech Awards opens for submissions on January 3rd: learn about benefits of participation
Ben Eubanks
Ben Eubanks is the Chief Research Officer at Lighthouse Research & Advisory. He is an author, speaker, and researcher with a passion for telling stories and making complex topics easy to understand.
His latest book Talent Scarcity answers the question every business leader has asked in recent years: “Where are all the people, and how do we get them back to work?” It shares practical and strategic recruiting and retention ideas and case studies for every employer.
His first book, Artificial Intelligence for HR, is the world’s most-cited resource on AI applications for hiring, development, and employee experience.
Ben has more than 10 years of experience both as an HR/recruiting executive as well as a researcher on workplace topics. His work is practical, relevant, and valued by practitioners from F100 firms to SMB organizations across the globe.
He has spoken to tens of thousands of HR professionals across the globe and enjoys sharing about technology, talent practices, and more. His speaking credits include the SHRM Annual Conference, Seminarium International, PeopleMatters Dubai and India, and over 100 other notable events.
Contact Ben
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2024年01月05日
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Sterling Acquires Vault Workforce Screening: Offering Market Leading Clinical SolutionsSterling, a talent optimization platform has recently acquired Vault Workforce Screening, renowned for building reliable screening solutions for employers. The acquisition strengthens the capabilities of Sterling to offer more clinical solutions that healthcare organizations need.
Extensive Clinical Network and Flexible Service Model to Meet Hiring Demands in Healthcare and Other Regulated Industries
INDEPENDENCE, OH, Jan. 2, 2024 Sterling Check Corp. (NASDAQ: STER) (“Sterling”), a leading global provider of background screening and identity services, today announced that it has acquired Vault Workforce Screening (“Vault”), a leading U.S. clinic management platform. The acquisition brings a network of 17,000 clinics and a flexible service model to enhance Sterling’s existing drug and health services. This will enable Sterling to deliver additional market leading screening solutions for employers in healthcare, transportation, and other regulated industries where staffing challenges are most acute, decreasing time-to-hire and improving employee retention.
As part of Sterling’s strategy to in-source key components of its supply chain, the acquisition of Vault will accelerate and strengthen Sterling’s financial model and revenue growth. Vault’s proprietary service model, including Medical Review Officer (MRO) services and emergency/after-hours scheduling, will bring increased flexibility and control over delivery of drug and clinical services. This will enhance Sterling’s suite of pre- and post-employment drug and health solutions, benefiting both Sterling and Vault clients.
“The acquisition of Vault extends Sterling’s drug and health testing capabilities with a broader range of clinical options, delivery channels, and service models,” says Josh Peirez, Chief Executive Officer of Sterling. “This acquisition builds scale within the attractive healthcare and industrials verticals, enabling Sterling to better meet hiring demands and drive growth, consistent with our long-term strategy to expand through organic revenue growth and strategic M&A. We are also particularly pleased to acquire a strategic asset at an acquisition multiple in line with our typical tuck-in M&A range.”
The acquisition is expected to contribute $40 to 50 million of annualized revenue to Sterling and be accretive to Sterling’s Adjusted EPS in 2024. Sterling expects to realize significant financial synergies related to vendor consolidation and pricing optimization, enhanced fulfillment capabilities, and operational efficiencies.
“This sale allows Vault and Sterling to combine the very best service and delivery of occupational health tests and exams with the broadest possible menu of employment screening products,” said Claire Cochrane, Vault Health, Inc. Co-founder. “Sterling is a great fit for Vault as the business continues its rapid growth, offering Vault’s clients the most comprehensive background and identity products and expanding Vault’s service area to address an expanding global marketplace.”
Vault’s expert management team and employees will transition to Sterling as the integration process moves forward and build upon the company’s proven model of providing deep market expertise and unrivaled client service.
About Sterling:
Sterling (NASDAQ: STER) is a leading global provider of background and identity services, helping over 50,000 clients create people-first cultures built on a foundation of trust and safety. Sterling’s tech-enabled services help organizations across all industries and regions establish great environments for their workers, partners, and customers. With operations in North America, Europe, the Middle East, Asia Pacific, and Latin America, Sterling conducted more than 110 million searches in the twelve months ending December 31, 2022. Visit us at www.sterlingcheck.com.
SOURCE Sterling
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2024年01月05日
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The best HR & People Analytics articles of December 2023
The December edition of my monthly compendium is an opportunity to reflect on the year that has nearly passed and look forward to what lies ahead. 2023 has proved to be another challenging year full of geopolitical tension, economic uncertainty, and climate inaction. For HR and people analytics professionals, it has been a year dominated by generative AI, skills, and the continuing journey of HR from support function to strategic partner.
HR’s elevation to being a strategic partner is the underlying theme of my recently published 12 Opportunities for HR in 2024 article (see FIG 1). If you’d like to contribute suggestions for opportunities 11 and 12, please click here and add your suggestion in the comments.
FIG 1: 12 Opportunities for HR in 2024 (Source: David Green)
Despite managing to catch Covid on the flight home, I thoroughly enjoyed my recent trip to India, at the end of November, where I spoke at the Indeed FutureWorks event in Bangalore. A huge thank you to Aarti Deoskar, Jessie Paul, Rittik Mondal, Rohan Sylvester, and the Indeed team for inviting me.
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.
Happy Holidays!
I wish all readers who are taking a break over the festive season Happy Holidays, and a prosperous and healthy 2024. Thank you to everyone who has supported Insight222, myHRfuture and the Digital HR Leaders Podcast in 2023. It’s much appreciated.
Share the love!
Enjoy reading the collection of resources for December 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 November’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.
2023 HR RETROSPECTIVES AND 2024 PREDICTIONS
DAVE ULRICH - The State of HR: Looking Back and Envisioning Forward | McKINSEY - What matters most? Eight CEO priorities for 2024 | CULTURE AMP - 7 trends that will define HR in 2024 | KEN OEHLER - RADICL People Predictions for 2024 | VISIER – The New Rules of HR: 10 Workforce Trends for 2024 | i4CP – 2024 Priorities and Predictions
Putting my own 12 Opportunities for HR in 2024 to one side, there are a plethora of other trends and predictions being published. Six resources that I recommend digging deeper into come from Dave Ulrich, McKinsey, Culture Amp, RADICL, Visier Inc. and Institute for Corporate Productivity (i4cp). (1) Dave Ulrich looks back on the main themes in HR in 2023, declares “Now is the time for HR,” and outlines four areas where his firm, The RBL Group, will be conducting think tanks in 2024. (2) Homayoun Hatami and Liz Hilton Segel of McKinsey present eight CEO priorities for 2024 including Learn to love your middle managers. (3) Didier Elzinga and Damon Klotz co-opt contributions from Stacia Sherman Garr, Justin Angsuwat, Dr Kirstin Ferguson AM, and Hung Lee for their thoughtful seven trends that will define HR in 2024 including greater pay transparency, staying human as intelligent tech evolves, and regaining trust. (4) RADICL’s Ken Oehler presents five people predictions for 2024, with my favourite being #4 Attention Shifts to Solving Distributed Team Effectiveness (see FIG 2 for RADICL’s model of distributed team effectiveness: Coordination, Connection and Competence). (5) Visier collect trends from a number of industry luminaries and practitioners including Wendy Evesque, Michael Salva, Melissa Arronte, and Eric Bokelberg, with the lead trend being: The CHRO Leads From the Outside-In. (6) Last but not least, in his Foreword to i4CP’s annual look at priorities and predictions, Kevin Oakes highlights the dominance of AI and provides an illuminating insight on the direct correlation between the adoption of AI and business performance: “AI Innovators are more likely to have higher market performance, increased levels of innovation and productivity, and healthier cultures than those that have been slower to adopt AI.”
Now is the time for HR
FIG 2: The Collaboration Opportunity for distributed team effectiveness (Source: RADICL)
PEOPLE ANALYTICS
ROB BRINER - Evidence-based HR and people analytics are the same, right? Afraid not
Rob Briner examines the relationship between people analytics and evidence-based HR, explaining each of them, outlining the differences (see FIG 3) and concluding that: “While people analytics is a welcome and necessary development within the HR profession and certainly goes some way to helping HR become more effective, it is not, on its own, enough.” Rob also highlights the three key principles of evidence-based HR: (1) Incorporate multiple sources and types of evidence and information. (2) Adopt a structured and explicit process of gathering and using evidence. (3) Focus on the most trustworthy and relevant evidence.
FIG 3: Differences between people analytics and evidence-based HR (Source: Rob Briner)
PATRICK COOLEN - Establishing people analytics as a common practice (part II)
This article by Patrick Coolen, which follows up Part 1 where he presented his People Analytics FIT model, dovetails nicely with Rob Briner’s article as it focuses on the evidence-based HR services provided by people analytics functions. In the article, Patrick recommends that to establish people analytics as a common practice companies should not only focus on becoming more mature in the evidence-based HR services but in integrating these services too. Patrick provides a roadmap to achieving this (see FIG 4) as well as outlining three reasons for integration: (1) Integration leads to faster and higher-quality delivery. (2) Integration attracts experienced people analytics leaders. (3) Integration supports being a strategic advisor.
High impact people analytics practices integrate various evidence-based HR services
FIG 4: Road map strategies for people analytics practices (Source: Patrick Coolen)
JAAP VELDKAMP AND HELEEN GOET - How to determine your success KPIs in HR
This is a great article by Patrick Coolen’s erstwhile colleague and successor as Head of People Analytics at ABN Amro, Jaap Veldkamp. In the article, Jaap – together with Heleen Goet – outline the process followed at ABN Amro for establishing a clear link between each HR service and its impact on business outcomes. It outlines a ‘define your success’ workshop conducted between the people analytics team and HR at the bank to link each service to output and outcomes (see example in FIG 5). The article also outlines two benefits of this approach: (1) It leads to better collaboration between various teams in HR. (2) It magnifies the broader advisory role of people analytics.
FIG 5: Source: Jaap Veldkamp and Heleen Goet
NAOMI VERGHESE AND DAVID GREEN - The Importance of Ethics in People Analytics for Leading Companies
Naomi Verghese and I explore the critical topic of ethics, which is one of the eight characteristics of Leading Companies in People Analytics identified in the recently published Insight222 People Analytics Trends study. In the article, Naomi and I outline three key practices on ethics adopted by Leading Companies in their people analytics work. (1) Strong Ethical Principles - including the development of an Ethics Charter, with an example from Jaap Veldkamp of ABN AMRO. (2) Open Communication – including the ‘Fair Exchange of Value’, with a contribution from Dawn Klinghoffer on the importance of communicating value to employees. (3) Ethics Oversight – including the institution of an ethics and privacy council (see FIG 6).
The “Fair Exchange of Value” is a key mantra for people analytics teams. If employees understand how their data will be used and see the benefit, it is far more likely that they will contribute data.
FIG 6: Ethics and Privacy council for people analytics (Source: Excellence in People Analytics by Jonathan Ferrar and David Green)
TOM REDMAN AND TOM DAVENPORT - The Rise of Connector Roles in Data Science
In our research at Insight222, one of the characteristics of Leading Companies is that they invest in three key skills in their people analytics team: consultants, data scientists and behavioural scientists. In their article, Tom Redman and Tom Davenport outline the role of connectors, who bridge the organisational gaps that often thwart success with data science projects, and whose key responsibilities mirror many of those attributed to the people analytics consultant in the Insight222 Operating Model. These include: (1) Framing the problem to be solved. (2) Translating between business and technical people. (3) Communicating requirements, progress, and issues within the team. (4) Keeping track of progress toward the overall goal of deployment and organisational change when nobody else sees the big picture. The article outlines how connectors close the gap, provides guidance on how to manage connectors, and provides examples of what companies are trying in this area.
Connectors help senior business leaders understand both the potential and challenges of data science, help data science leaders understand the top problems facing the business, and establish a portfolio of data science projects that aligns with business needs.
BEN TEUSCH - An incomplete starter's guide to attrition metrics | SARA TIEW - Thriving Together: A Year on UOB's Culture Transformation Journey | JACKSON ROATCH – Lessons from Sports Analytics | LYDIA WU - HR in 2024: A Practitioner’s View | MATTHEW HAMILTON - How data quality is like a DIY haircut
November has seen a number of articles written by current and recent people analytics leaders, which typically act as a spur and inspiration for the field. Five are highlighted here: (1) Ben Teusch, part of Meta’s people analytics team, provides a helpful to attrition metrics (see FIG 7). (2) Sara Tiew provides insights from UOB’s culture transformation journey over the last 12 months. (3) Jackson Roatch draws four lessons from sports analytics that we could look to apply in the “less perfect world” of people analytics. (4) Lydia Wu continues her prolific ‘Oops, did I think that out loud’ series by looking into her crystal ball to see what is in store for HR and people analytics in 2024. (5) The nearly as prolific Matthew Hamilton explains why the maxim of people assuming that the better the data quality, the better the analysis is often not correct.
FIG 7: Source: Ben Teusch
GENERATIVE AI AND THE FUTURE OF WORK
PLACID JOVER - The Future of Work is Flexible
In this article, Placid Jover, Chief Talent and Reward Officer, presents three innovations Unilever is making to embrace a move from owning to accessing talent. (1) The Skills Passport (“As companies jostle to build a complete picture of what they need and how to get there, we’re fast learning that the real currency is skills”). (2) The Internal Talent Marketplace (“We have already seen a 40% increase in productivity and a significant reduction in attrition directly linked to Flex Experiences”). (3) The Pixelated Workforce (“Breaking down work into its core elements or “pixels”, then dividing those up between permanent staff and contractors, with the AI recommending teams or individuals for missions based on how they work with others as well as how they perform”). For more from Placid, I recommend listening to this episode of the Digital HR Leaders podcast: How Unilever is Creating New Ways of Working for Its Employees.
As companies jostle to build a complete picture of what they need and how to get there, we’re fast learning that the real currency is skills
RICHARD FLORIDA, VLADISLAV BOUTENKO, ANTOINE VERTRANO, AND SARA SALOO – Rethinking Corporate Location Strategy: The Rise of the Meta City
In their Harvard Business Review article, Richard Florida, Vladislav Boutenko, Antoine Vetrano, and Sara Nasir Saloo outline the structure and logic in where and how businesses locate their offices and compete for talent. Their research identifies the rise of a new type of city, the ‘Meta City,’ which combines elements of physical clustering with digital connectivity (see FIG 8). They argue that this makes location strategy even more important including corporate headquarters, innovation centres, and satellite offices — and more significantly, talent attraction and retention. A must-read for those involved in talent intelligence, hybrid work strategy and strategic workforce planning.
FIG 8: Ranking the world’s Meta Cities (Source: Florida et al)
PETER JOHN LAMBERT, NICHOLAS BLOOM, STEVEN DAVIS, STEPHEN HANSEN, YABRA MUVDI, RAFFAELLA SADUN, AND BLEDI TASKA - Research: The Growing Inequality of Who Gets to Work from Home
Data is increasingly showing that there is a large and growing divide in terms of who gets to work from home. In their Harvard Business Review article, Peter John Lambert, Nick Bloom, Steven J. Davis, Stephen Hansen, Yabra Muvdi, Raffaella Sadun, and Bledi Taska, Ph.D. present research on job postings, which finds that remote work is far more common for higher paid roles, for roles that require more experience, for full-time work, and for roles that require more education. Managers should be aware of this divide, as it has the potential to create toxic dynamics within teams and to sap morale. For more from Nick Bloom, tune in to his conversation with me on the Digital HR Leaders podcast: Unmasking Common Myths Around Remote Work.
FIG 9: Work-from-home opportunities are more common for highly-paid jobs (Source: Lambert, Bloom et al)
RYAN ROSLANSKY - Talent Management in the Age of AI | GIANNI GIACOMELLI - Learning and Talent Management in the Age of AI | TOMAS CHAMORRO-PREMUZIC - 4 science-backed reasons AI is better at predicting your potential in a job | DAVID L. SHRIER, JULIAN EMANUEL, AND, MARC HARRIS – Is Your Job AI Resilient? | NADA R. SANDERS AND JOHN D. WOOD - The Skills Your Employees Need to Work Effectively with AI
A key opportunity for HR in 2024 will be to prepare the organisation and HR for the age of AI. Here are five articles that support this imperative. (1) LinkedIn CEO Ryan Roslansky highlights three big shifts to support success a) redefine jobs as a collection of a skills and tasks, not titles, b) bring skills and workforce learning to the centre of talent management, and c) embrace AI to focus teams on human-to-human collaboration, and shares examples from IBM, Genpact, Unilever as well as LinkedIn. (2) Gianni Giacomelli provides more detail on the Genpact example cited by Ryan in his article explaining how they have connected internal mobility, learning, engagement and collaboration (see FIG 10). (3) The brilliant Dr Tomas Chamorro-Premuzic digs into the science to present four ways that AI is better at predicting potential including how AI can increase fairness and diversity. (4) David Shrier, Julian Emanuel, and Marc Harris outline their research on which jobs will be most affected by AI, including which stand to benefit the most from augmentation by AI (see FIG 11). (5) Nada Sanders and John Wood present findings from their research, which highlights two key areas of investment in skills related to AI: a) effective interpersonal skills, and 2) domain knowledge that can help workers get the most — and make the best decisions — when working with AI tools.
FIG 10: Source – Gianni Giacomelli, Genpact
FIG 11: AI Proficiency relative to human by cognitive task (Source: Shrier et al)
THE EVOLUTION OF HR AND DATA DRIVEN CULTURE
MARIE NEICU, JOAN BEETS, FRANK VAN DEN BRINK, BEAU HOES, AND EDIS PAJIC – Humanized Growth and Multistakeholder Value Creation: Perspectives from Chief Human Resources Officers| McKINSEY - How is the CHRO role changing?
Two resources exploring perspectives from chief human resource officers and how the role is changing. Firstly, the KennedyFitch team of Maria Neicu, Joan Beets, Frank van den Brink, Beau Hoes, and Edis Pajic share the findings from structured interviews with 30 CHROs including Janine Vos, Katarina Berg, Paulo Pisano (also see episode of the Digital HR Leaders podcast with Paulo below), Mala S., and Loren I. Shuster. The report is framed around the concept of humanised growth, which is defined as: “Humanized Growth addresses the needs of all shareholders, consumers, colleagues, community and the capital Markets.” It explores the role of the people function as a strategic partner, how to harness technology for impact, how to advance diversity, equity and inclusion, and why humanised growth starts with the employee experience. The second article from McKinsey examines the evolution of the HR operating model, how CHROs are putting the ‘human’ back into human resources, how GenAI will affect the HR function, and how CHROs can build the leadership capabilities required for an agile transformation.
WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS
RICHARD ROSENOW - The SOAPI Framework - A New Lens for Modern Workforce Planning
Richard Rosenow is one of the best thinkers in our field and demonstrates it with his paper for One Model introducing his SOAPI framework for workforce planning. As he explains, it is a methodology that offers a structured method to break workforce planning into component parts. Each component represents a pillar, collectively forming the discipline of workforce planning. These are: (1) Strategy, (2) Operations (3) Analytics, (4) Planning, and (5) Intelligence. The paper breaks each of these down, and details what happens if one of these pillars is missing (see FIG 12).
FIG 12: Source: Richard Rosenow, One Model
SCOTT REIDA - Zero-based workforce planning with ChatGPT in Tableau
A brilliant, practical, and open-source guide on zero-based workforce planning with inputs from ChatGPT and outputs in Tableau, which has been created by Scott Reida, a workforce strategist at AWS. Scott defines zero-based workforce planning as “A methodology that can shape how businesses align their human capital with organizational goals and enable a more cost-effective solution that gets closer to having the right people at the right time.” His article provides a step by step guide to creating a dashboard (available here) that utilises outputs from ChatGPT for demand and aligns them with the supply of FTEs, facilitating the understanding of capability gaps.
FIG 13: Source: Scott Reida
JEFF WILLIAMSON AND DONNCHA CARROLL - How to Start Smart With a Talent Marketplace
Despite some of the hype, launching an internal talent marketplace can be a significant challenge for organisations. In this article, Jeffrey Williamson and Donncha Carroll share the journey to implementing a talent marketplace at Booz Allen and the key lessons learned with regards to user adoption and change management. The article outlines four lessons: (1) Bring on the gamification (gamifying learning and offering recognition and rewards to employees who invested in their own development). (2) Data goals must be relevant to individual career goals. (3) Even change management needs to change (see FIG 14). (4) Momentum, motivation, and measurement matter a great deal.
FIG 14: Four Culture Challenges to Conquer with a Talent Marketplace (Source: Jeff Williamson and Donncha Carroll)
BRIAN FISHER, MELBA GANT, VASILIS HATZOPOULOS, KATIE JENKINS, HEATHER RYAN, AND PETER STEVENSON - 2023/2024 skills snapshot survey report: Skills-powered practices, future pay and effectiveness
Mercer’s fourth annual Skills Snapshot Survey has a wealth of insights and guidance that highlight the progress many companies are making to embrace platforms and data to action skills-based strategies. In the paper, the authors (Brian Fisher, Melba Gant, Vasilis Hatzopoulos, Katie Jenkins, ?Heather Ryan , and Peter Stevenson) outline the benefits of skills-based practices (see FIG 15), how to build a skills foundation, how to determine the frequency of skill assessment, how to tackle skills-based rewards programs, and provide five steps to building a skills-based talent strategy: (1) Build the business case. (2) Align the key performance indicators. (3) Design with the end in mind. (4) Prioritise change management. (5) Drive and sustain. Also features contributions from Amy Baxendale and Anshul Sheopuri.
FIG 15: The benefits of skills-based practices (Source: Mercer)
EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING
NICK LYNN - Can you have high employee engagement and high turnover?
Nick Lynn reveals that nearly 20% of companies have both high employee engagement and high turnover; and then provides a wealth of guidance on what you can do about it if that’s the case for your company. He breaks down employee engagement and although it can be related to retention, why it is different. Nick shares insightful research from the CIPD on the and WTW on the drivers of employee engagement and experience, with the latter providing analysis and guidance on the links between engagement, performance, and retention. The article highlights WTW research by angela paul and Stephen Young, where they segmented 350 companies according to both the level of employee engagement and the level of retention, comparing each to their respective industry average (see FIG 16), and how companies in the top right quadrant (‘Value Drive’) also have a performance advantage, delivering the best profits and growth (also see FIG 16). Finally, Nick outlines a three-step approach for companies in the Value Risk category: Understand — Prioritise — Spark Change. I also recommend subscribing to Nick’s equally insightful EX Leadership Newsletter.
FIG 16: Source – WTW
INDRANEEL BANERJEE, AVINASH CHANDRA DAS, JATIN PANT, AND SHIKHA SHARMA - Employee experience still matters: Talent retention at GCCs
While focused on ways to improve employee retention at Global Capability Centres, the five actions to improve employee experience outlined by Indraneel 'Indy' Banerjee, Avinash Chandra Das, Jatin Pant, and Shikha Sharma in their article for McKinsey could be implemented in other business areas. The five actions are (1) Use personas and journeys to customise EX. (2) Reimagine the role of manager to emphasise coaching and mentorship (see FIG 17). (3) Find new ways to embed culture and values for a hybrid work environment. (4) Redesign the office for collaboration and connection. (5) Rethink the traditional workday.
Executives should treat EX as seriously as CX by being more scientific and more tailored in their approach.
FIG 17: The roles of manager need to be redesigned to focus more on coaching and mentoring (Source: McKinsey)
LEADERSHIP AND CULTURE
RAINER STRACK, SUSANNE DYRCHS, AND ALLISON BAILEY - Use Strategic Thinking to Create the Life You Want
How can we apply the learnings from corporate strategy projects to our own lives? That’s the unlikely – but ultimately captivating – exam question tackled by BCG’s Rainer Strack, Dr. Susanne Dyrchs, and Allison Bailey in their absorbing Harvard Business Review article. The authors present the seven steps they typically use to conduct a corporate strategy project and show how these can be adapted to an individual (see FIG 18). They then describe each of the seven steps with insights and powerful visualisations, as well as demonstrating how to develop a personal life strategy and summarise it on a single page. File under must-read.
FIG 18: From corporate strategy to life strategy (Source: Strack et al)
MCKINSEY HEALTH INSTITUTE - Reframing employee health: Moving beyond burnout to holistic health
Jacqui Brassey, PhD, MA, MAfN (née Schouten), Brad Herbig, Barbara Jeffery, and Drew Ungerman present the key findings from a recent McKinsey Health Institute study that offers insights into how leaders can help create a workplace that prioritises physical, mental, social, and spiritual health. Three standout findings are (1) Employees who had positive work experiences reported better holistic health, are more innovative at work, and have improved job performance. (2) For employees, good holistic health is most strongly predicted by workplace enablers, while burnout is strongly predicted by workplace demands (see FIG 19). (3) Organisational, team, job, and individual interventions that address demands and enablers can boost employee holistic health.
FIG 19: Source: McKinsey Health Institute
DIVERSITY, EQUITY, INCLUSION, AND BELONGING
McKINSEY - Diversity matters even more: The case for holistic impact
The fourth report in a McKinsey series stretching back to 2015, investigating the business case for diversity. The main takeaway is that the 2023 study finds that the business case is the strongest it has been yet with leadership diversity being convincingly associated with business performance, societal impact and employee experience (see FIG 20). The full 52 page report details case studies from the likes of IHG Hotels & Resorts, DHL Group, and Air New Zealand, as well as presenting five levers for change for moving from commitment to action. Kudos to the authors: Dame Vivian Hunt, Sundiatu Dixon-Fyle, Celia Huber, Maria del Mar Martinez, Sara Prince, and Ashley Thomas.
FIG 20: The business case for diversity on executive teams and financial outperformance (Source: McKinsey)
HR TECH VOICES
Much of the innovation in the field continues to be driven by the vendor community, and I’ve picked out a few resources from December that I recommend readers delve into:
ERNEST NG - What Matters Now: Embracing the New Era of Disclosures for All HR Technology Stakeholders – Ernest Ng, PhD of HiredScore explains why disclosure is a critical tool to maintain trust and legitimacy across four areas (1) Employer Disclosure with Candidates/Employees. (2) Solution Provider Disclosures to the Buyer. (3) Organisational Disclosures to the Government. (4) Industry Analysts with Consumers – the latter is one, I’d personally like to see more of us talking about as we head into 2024.
JAMAL MAZYCK - How Employee Resource Groups help build a culture of belonging - Jamal Evan Mazyck, Ed.D provides insights from Atlassian’s journey in building Employee Resource Groups, and how they engender a sense of belonging: “It’s not enough to recruit talent from underrepresented groups and give them equal access to opportunities; once they’re in the door, these employees need to feel that they belong.”
STEVE HUNT - The Skills Management Revolution: one-year, two-year, and three-year predictions – SAP’s Steve Hunt breaks down skills management in his article, which covers what it is, why it’s important, the three ontologies companies are building with skills management solutions (labour market, organisational and employee/candidate/contractor), and a one, two, and three year outlook on how these solutions will reshape the nature of work and organisations.
FIG 21: Source – Steve Hunt
FRANCISCO MARIN - Reducing Employee Attrition with ONA: A Case Study from a European IT Company - Francisco Marin from Cognitive Talent Solutions presents a case study of a European IT company to showcase how ONA can be used to help predict and mitigate attrition, ultimately leading to a more stable and productive workforce.
PHIL ARKCOLL - Developer Experience: The Developer Centric Approach to Productivity - Another great read from Philip Arkcoll of Worklytics. This time Phil outlines how by using active and passive listening with the objective of working to improve the developer experience, organisations can get developer buy in, boost productivity and attract top technical talent.
FIG 22: Source – Phil Arkcoll, Worklytics
PODCASTS OF THE MONTH
In another month of high-quality podcasts, I’ve selected four gems for your aural pleasure: (you can also check out the latest episodes of the Digital HR Leaders Podcast – see ‘From My Desk’ below):
JASON AVERBOOK - Generative AI: Revolutionizing the Employee Experience - In this episode of the Mercer | Leapgen AI-volution: Redefining HR podcast, Jason Averbook explores the transformative power of generative AI in shaping the future of employee experience.
AARON DE SMET, ANGELIKA REICH, ROBERTA FUSARO, AND LUCIA RAHILLY - Who is productive, and who isn’t? Here’s how to tell - In an episode of The McKinsey Podcast, Aaron De Smet and Angelika Reich talk to hosts Roberta Fusaro and Lucia Rahilly about their latest research on employee productivity.
KAYE SLAY, VANDANA BHAGTANI, STACIA GARR, AND DANI JOHNSON - Narrowing Scope & Purpose to Ease the Transition to a Skills-Based Organization – Another great episode of RedThread Research’s Workplace Stories podcast where Vandana Bhagtani and Kaye Slay-Pruitt, UXC share with Stacia Sherman Garr and Dani Johnson how they’ve worked together to develop a strategy for transitioning Hewlett Packard Enterprise to a skills-based organisation.
DOUG SHAGAM, COLE NAPPER, AND SCOTT HINES - People Analytics at J&J & Playing Drums – Doug Shagam joins Cole Napper and Scott Hines, PhD on the Directionally Correct podcast to discuss some of the great work the J&J team is doing in people analytics.
VIDEO OF THE MONTH
AMY EDMONDSON, ADAM GRANT, AND DES DEARLOVE - Decoding failure, debunking feedback, & harnessing learning for success
A fascinating conversation with Amy Edmondson and Adam Grant, who have just been recognised as #1 and #2 respectively on the prestigious Thinkers50 list of management thinkers. In the discussion with Des Dearlove, Amy and Adam discuss how to manage (and maximise learning from) failure and how to unlock hidden potential (it’s not about where you start; it's how far you can go).
BOOK OF THE MONTH
KATE BRAVERY, ILYA BONIC, AND KAI ANDERSON - Work Different: 10 Truths for Winning in the People Age
I'm currently reading the recently published book by Kate Bravery, Ilya Bonic, and Kai Anderson, which is based around 10 'truths' that are shaping the world of work. Three of the truths are: (1) Purpose rules and empathy wins. (2) Intelligence is getting amplified. (3) Skills are the real currency of work. Packed with insights, guidance, and examples, the book should be an indispensable resource for executives, managers, board members, human resources professionals, and other business leaders.
FROM MY DESK
December saw the final four episodes of Series 35 of the Digital HR Leaders podcast, sponsored by our friends at HiBob . Thank you to Louis Gordon .
MADELINE LAURANO - How to Buy HR Tech and Use It Effectively – Top industry analyst Madeline Laurano joins me to discuss the key themes on HR Tech in 2023, and what lies ahead in 2024 (see video below).
SARAH REYNOLDS - A CMO's Approach to Mastering Pay Transparency – HiBob’s Sarah Reynolds joins me to discuss the intersection of HR and marketing, the business benefits of pay transparency and its importance for DEIB.
PAULO PISANO - Booking.com’s 360-Degree View of Employee Experience – In our conversation, Paulo Pisano, Chief People Officer, outlines how Booking leverages data to enhance employee experience, streamline talent management across its international operations, and ensure that its workforce strategies are both effective and adaptable in a constantly changing business environment.
HEBBA YOUSSEF - Navigating HR Tech Triumphs & Avoiding Failures – Hebba Youssef, Chief People Officer at Workweek joins me to discuss the common pitfalls of implementing HR technology and strategies for success.
THANK YOU
Finally, this month I’d like to thank:
Abhilash Bodanapu for hosting me for lunch during my trip to Bangalore (see here) – it was wonderful to learn more about the people analytics journey bat Capgemini
Raja Sengupta (see here) for such a wonderful discussion on people analytics in Bangalore. It was wonderful to finally meet in person!
Geraldine Woloch-Addamine for including me in her list of Four Inspiring Voices on LinkedIn – it is humbling to be included in the same list as Amy, Adam, and Dave
Teamflect for including me in their list of 18 HR Influencers to Follow
Lanteria HR for including in their list of 10 favourite HR leaders of 2023
Dariush Franczak for including the November edition of the Data Driven HR Monthly in his list of HR resources
Thinkers360 for including the Digital HR Leaders podcast in their comprehensive list of 125 Podcasts from Thinkers360 Thought Leaders
CollectiveHR for including the Digital HR Leaders podcast with Nick Dalton in one of their Content of the Week collections
The prolific Esther Abraas for including the Digital HR Leaders podcast episode with Laura Wright Shubert in her collection of resources on strategic workforce planning
___________________________________________________________________
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.
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2023年12月24日
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Sam Altman的17条“希望早点知道的建议”,帮你更好得做2024年规划Sam Altman 给你17条“希望早点知道的建议”
即将踏入2024年，Sam Altman更新博客，写下17条“希望早点知道的建议”，希望对正在做2024年规划的人们有帮助。
1.乐观、执着、自信、原始的动力和人际关系是事情开始的关键。
2.有凝聚力的团队，冷静和紧迫的合理搭配，以及非凡的投入是成事的关键。长期的方向目标是稀缺的；无需过分担心短期内其他人的看法，随着时间的推移，这会变得更容易。
3.对于团队而言，完成一项真正重要的艰巨任务，比起做一些并不那么重要的简单工作要更有意义；大胆的想法能够激发斗志。
4.激励机制的效果有如超能力，在设定时需经过慎重考虑。
5.把你的资源集中在少数有着高度信念的目标上，实际上可以剔除掉的东西多于你的想象。
6.沟通要清晰简洁。
7.每当你看到官僚主义和废话时，就与之斗争，也要让其他人参与斗争。不要让组织架构妨碍人们高效地协同工作。
8.结果才是最重要的；好过程不是坏结果的遮羞布。
9.花更多的时间在招聘上。在高潜力、成长快的人身上冒险。除了智力之外，除了智力外，还要寻找他们实际完成任务的证据。
10.超级明星实际比表面更有价值；但评价员工时，需要考虑他们对组织整体绩效的真正影响。
11.迅速迭代能可以弥补许多不足；通常情况下，如果你能迅速调整，即使犯下错误也无所谓。计划应以十年为周期，执行则应以周来衡量。
12.不要违背商业上的基本规律。
13.灵感易逝，人生苦短。不行动是一种既隐而又致命的风险。 14.规模往往具有令人惊讶的涌现特性。
15.借助复合增长的力量；尤其是，你会想要创建一个随着规模扩大而能够获得增长优势的企业。
16.站起来继续前行。
17.与优秀的人共事是人生中最美好的部分之一。
What I Wish Someone Had Told Me
Optimism, obsession, self-belief, raw horsepower and personal connections are how things get started.
Cohesive teams, the right combination of calmness and urgency, and unreasonable commitment are how things get finished. Long-term orientation is in short supply; try not to worry about what people think in the short term, which will get easier over time.
It is easier for a team to do a hard thing that really matters than to do an easy thing that doesn’t really matter; audacious ideas motivate people.
Incentives are superpowers; set them carefully.
Concentrate your resources on a small number of high-conviction bets; this is easy to say but evidently hard to do. You can delete more stuff than you think.
Communicate clearly and concisely.
Fight bullshit and bureaucracy every time you see it and get other people to fight it too. Do not let the org chart get in the way of people working productively together.
Outcomes are what count; don’t let good process excuse bad results.
Spend more time recruiting. Take risks on high-potential people with a fast rate of improvement. Look for evidence of getting stuff done in addition to intelligence.
Superstars are even more valuable than they seem, but you have to evaluate people on their net impact on the performance of the organization.
Fast iteration can make up for a lot; it’s usually ok to be wrong if you iterate quickly. Plans should be measured in decades, execution should be measured in weeks.
Don’t fight the business equivalent of the laws of physics.
Inspiration is perishable and life goes by fast. Inaction is a particularly insidious type of risk.
Scale often has surprising emergent properties.
Compounding exponentials are magic. In particular, you really want to build a business that gets a compounding advantage with scale.
Get back up and keep going.
Working with great people is one of the best parts of life.
https://blog.samaltman.com/what-i-wish-someone-had-told-me
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2023年12月22日
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Josh Bersin人工智能实施越来越像传统IT项目Josh Bersin的文章《人工智能实施越来越像传统IT项目》提出了五个主要发现：
数据管理：强调数据质量、治理和架构在AI项目中的重要性，类似于IT项目。
安全和访问管理：突出AI实施中强大的安全措施和访问控制的重要性。
工程和监控：讨论了持续工程支持和监控的需求，类似于IT基础设施管理。
供应商管理：指出了AI项目中彻底的供应商评估和选择的重要性。
变更管理和培训：强调了有效变更管理和培训的必要性，这对AI和IT项目都至关重要。
原文如下，我们一起来看看：
As we learn more and more about corporate implementations of AI, I’m struck by how they feel more like traditional IT projects every day.
Yes, Generative AI systems have many special characteristics: they’re intelligent, we need to train them, and they have radical and transformational impact on users. And the back-end processing is expensive.
But despite the talk about advanced models and life-like behavior, these projects have traditional aspects. I’ve talked with more than a dozen large companies about their various AI strategies and I want to encourage buyers to think about the basics.
Finding 1: Corporate AI projects are all about the data.
Unlike the implementation of a new ERP system, payroll system, recruiting, or learning platform, an AI platform is completely data dependent. Regardless of the product you’re buying (an intelligent agent like Galileo™, an intelligent recruiting system like Eightfold, or an AI-enabling platform to provide sales productivity), success depends on your data strategy. If your enterprise data is a mess, the AI won’t suddenly make sense of it.
This week I read a story about Microsoft’s Copilot promoting election lies and conspiracy theories. While I can’t tell how widespread this may be, it simply points out that “you own the data quality, training, and data security” of your AI systems.
Walmart’s My Assistant AI for employees already proved itself to be 2-3x more accurate at handling employee inquiries about benefits, for example. But in order to do this the company took advantage of an amazing IT architecture that brings all employee information into a single profile, a mobile experience with years of development, and a strong architecture for global security.
One of our clients, a large defense contractor, is exploring the use of AI to revolutionize its massive knowledge management environment. While we know that Gen AI can add tremendous value here, the big question is “what data should we load” and how do we segment the data so the right people access the right information? They’re now working on that project.
During our design of Galileo we spent almost a year combing through the information we’ve amassed for 25 years to build a corpus that delivers meaningful answers. Luckily we had been focused on data management from the beginning, but if we didn’t have a solid data architecture (with consistent metadata and information types), the project would have been difficult.
So core to these projects is a data management team who understands data sources, metadata, and data integration tools. And once the new AI system is working, we have to train it, update it, and remove bias and errors on a regular basis.
Finding 2: Corporate AI projects need heavy focus on security and access management.
Let’s suppose you find a tool, platform, or application that delivers a groundbreaking solution to your employees. It could be a sales automation system, an AI-powered recruiting system, or an AI application to help call center agents handle problems.
Who gets access to what? How do you “layer” the corpus to make sure the right people see what they need? This kind of exercise is the same thing we did at IBM in the 1980s, when we implemented this complex but critically important system called RACF. I hate to promote my age, but RACF designers thought through these issues of data security and access management many years ago.
AI systems need a similar set of tools, and since the LLM has a tendency to “consolidate and aggregate” everything into the model, we may need multiple models for different users.
In the case of HR, if build a talent intelligence database using Eightfold, Seekout, or Gloat which includes job titles, skills, levels, and details about credentials and job history, and then we decide to add “salary” … oops.. well all of a sudden we have a data privacy problem.
I just finished an in-depth discussion with SAP-SuccessFactors going through the AI architecture, and what you see is a set of “mini AI apps” developed to operate in Joule (SAP’s copilot) for various use cases. SAP has spent years building workflows, access patterns, and various levels of user security. They designed the system to handle confidential data securely.
Remember also that tools like ChatGPT, which access the internet, can possibly import or leak data in a harmful way. And users may accidentally use the Gen AI tools to create unacceptable content, dangerous communications, and invoke other “jailbreak” behaviors.
In your talent intelligence strategy, how will you manage payroll data and other private information? If the LLM uses this data for analysis we have to make sure that only appropriate users can see it.
Finding 3: Corporate AI projects need focus on “prompt engineering” and system monitoring.
In a typical IT project we spend a lot of time on the user experience. We design portals, screens, mobile apps, and experiences with the help of UI designers, artists, and craftsmen. But in Gen AI systems we want the user to “tell us what they’re looking for.” How do we train or support the user in prompting the system well?
If you’ve ever tried to use a support chatbot from a company like Paypal you know how difficult this can be. I spent weeks trying to get Paypal’s bot to tell me how to shut down my account, but it never came close to giving me the right answer. (Eventually I figured it out, even though I still get invoices from a contractor who has since deceased!)
We have to think about these issues. In our case, we’ve built a “prompt library” and series of workflows to help HR professionals get the most out of Galileo to make the system easy to use. And vendors like Paradox, Visier (Vee), and SAP are building sophisticated workflows that let users ask a simple question (“what candidates are at stage 3 of the pipeline”) and get a well formatted answer.
If you ask a recruiting bot something like “who are the top candidates for this position” and plug it into the ATS, will it give you a good answer? I’m not sure, to be honest – so the vendors (or you) have to train it and build workflows to predict what users will ask.
This means we’ll be monitoring these systems, looking at interactions that don’t work, and constantly tuning them to get better.
A few years ago I interviewed the VP of Digital Transformation at DBS (Digital Bank of Singapore), one of the most sophisticated digital banks in the world. He told me they built an entire team to watch every click on the website so they could constantly move buttons, simplify interfaces, and make information easier to find. We’re going to need to do the same thing with AI, since we can’t really predict what questions people will ask.
Finding 4: Vendors will need to be vetted.
The next “traditional IT” topic is going to be the vetting of vendors. If I were a large bank or insurance company and I was looking at advanced AI systems, I would scrutinize the vendor’s reputation and experience in detail. Just because a firm like OpenAI has built a great LLM doesn’t mean that they, as a vendor, are capable of meeting your needs.
Does the vendor have the resources, expertise, and enterprise feature set you require? I recently talked with a large enterprise in the middle east who has major facilities in Saudi Arabia, Dubai, and other countries in the region. They do not and will not let user information, queries, or generated data leave their jurisdiction. Does the vendor you select have the ability to handle this requirement? Small AI vendors will struggle with these issues, leading IT to do risk assessment in a new way.
There are also consultants popping up who specialize in “bias detection” or testing of AI systems. Large companies can do this themselves, but I expect that over time there will be consulting firms who help you evaluate the accuracy and quality of these systems. If the system is trained on your data, how well have you tested it? In many cases the vendor-provided AI uses data from the outside world: what data is it using and how safe is it for your application?
Finding 5: Change management, training, and organization design are critical.
Finally, as with all technology projects, we have to think about change management and communication. What is this system designed to do? How will it impact your job? What should you do if the answers are not clear or correct? All these issues are important.
There’s a need for user training. Our experience shows that users adopt these systems quickly, but they may not understand how to ask a question or how to interpret an answer. You may need to create prompt libraries (like Galileo), or interactive conversation journeys. And then offer support so users can resolve answers which are wrong, unclear, or inconsistent.
And most importantly of all, there’s the issue of roles and org design. Suppose we offer an intelligent system to let sales people quickly find answers to product questions, pricing, and customer history. What is the new role of sales ops? Do we have staff to update and maintain the quality of the data? Should we reorganize our sales team as a result?
We’ve already discovered that Galileo really breaks down barriers within HR, for example, showing business partners or HR leaders how to handle issues that may be in another person’s domain. These are wonderful outcomes which should encourage leaders to rethink how the roles are defined.
In our company, as we use AI for our research, I see our research team operating at a higher level. People are sharing information, analyzing cross-domain information more quickly, and taking advantage of interviews and external data at high speed. They’re writing articles more quickly and can now translate material into multiple languages.
Our member support and advisory team, who often rely on analysts for expertise, are quickly becoming consultants. And as we release Galileo to clients, the level of questions and inquiries will become more sophisticated.
This process will happen in every sales organization, customer service organization, engineering team, finance, and HR team. Imagine the “new questions” people will ask.
Bottom Line: Corporate AI Systems Become IT Projects
At the end of the day the AI technology revolution will require lots of traditional IT practices. While AI applications are groundbreaking powerful, the implementation issues are more traditional than you think.
I will never forget the failed implementation of Siebel during my days at Sybase. The company was enamored with the platform, bought, and forced us to use it. Yet the company never told us why they bought it, explained how to use it, or built workflows and job roles to embed it into the company. In only a year Sybase dumped the system after the sales organization simply rejected it. Nobody wants an outcome like that with something as important as AI.
As you learn and become more enamored with the power of AI, I encourage you to think about the other tech projects you’ve worked on. It’s time to move beyond the hype and excitement and think about real-world success.
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2023年12月17日
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12 Opportunities for HR in 2024: From Support Function to Strategic Partner
This decade has been uniquely challenging to business with economic uncertainty, geopolitical tension, and the aftermath of the largest global pandemic for a century. But in the coming years, disruptions are likely to increase in frequency and severity (1). The business environment is increasingly volatile, uncertain, complex, and often ambiguous (2). Coupled with rapid advances in technology, organisations are transforming at an unprecedented pace and frequency – from ‘episodic transformation’ toward ‘continuous transformation’ (3).
At the same time, companies are confronted with a series of organisational shifts that have significant implications for structures, processes, and people. These include complex questions around finding the optimal balance between in-person and remote work, building new organisational capabilities in the face of challenging workforce demographics and talent gaps, and focusing on developing a healthy, inclusive, and thriving company culture (4).
HR is the CEO's right-hand in enlightened organisations.
(Barbara Lavernos , Deputy CEO at L'Oreal (5)
HR’s journey from support function to strategic partner has accelerated in recent years. During the pandemic, the CHRO and the HR function became as important to the company as the CFO and the finance function were in the global financial crisis (6). The importance of the CHRO and the function they lead will likely continue as many of the most significant challenges facing organisations (see FIG 1) essentially have people elements at their core. The ability of CHROs to assume new responsibilities, drive transformation for the enterprise, and reinvent and upskill the HR function, and therefore meet these higher expectations, will be critical to organisational success (7, 8).
CHROs have the ability to drive a company’s growth and business outcomes by effectively using people strategy, data insights, and technology to the company’s advantage.
Chuck Robbins, Chair and CEO at Cisco (9)
FIG 1:
For over a decade, I’ve published an annual set of predictions or trends that will shape work and HR for the upcoming year. For 2024, I want to frame these instead as ‘opportunities’ rather than ‘predictions’ – mainly because they will likely take more than a single year to play out. They are informed by the research and work we do at Insight222, interviews with guests on the Digital HR Leaders podcast, conversations with senior HR leaders, thinkers, and industry analysts, and market analysis. References are numbered throughout, and a comprehensive list is included at the end of the article.
Get involved – what should opportunities #11 and #12 be?
Readers may note that the title and accompanying image indicate 12 opportunities, whereas only ten are outlined. That is because – as was the case in the previous three years - I’m keen to crowdsource the final two opportunities from readers. What other opportunities should be included? Please let me know in the comments section below, and I’ll add my favourite two to an updated version in the New Year.
THE 2024 OPPORTUNITIES FOR HR
The first ten opportunities for HR to accelerate its journey from support function to strategic partner are set out below:
1. Prove the value of a fairer, healthier, and more humane organisation
One of HR’s key responsibilities as the steward of people and culture in the organisation (10) is to advocate for a ‘people, first’ approach. With record levels of burnout (11, 12, 13), deepening skills shortages (14), and raised employee expectations about work (15), HR has a pivotal role to play not only in hiring, developing, and retaining great talent, but fashioning the culture and environment to enable talent to perform and thrive. Putting wellbeing at the centre, developing an inclusive and equitable culture, personalising the employee experience, and listening and acting on the employee voice, are just four ways to deliver on this opportunity. Collectively, these initiatives are designed to reinforce the ‘H’ in HR and demonstrate that building a fairer, healthier, and more humane organisation isn’t just the ‘right thing’ to do for the workforce, but that it drives business success too (16). Indeed, research by firms including McKinsey, BCG and PwC (see FIG 2) finds that companies that provide a clear people advantage, who consistently invest in building and developing their human capital and imbue a compelling employee value proposition and experience are more resilient and enjoy better financial performance than their peers (17, 18, 19).
FIG 2:
2. Prepare the organisation and HR for the age of AI
While the hyperbole about generative AI has deepened HR’s engagement with AI (20, 21), research from Gartner finds that only 22% of HR leaders are highly engaged in enterprise-wide discussions on the topic (22). HR should seek to play a leading role as early studies find that AI doesn’t just boost operational performance and productivity (23) but can be used to build better organisations too (24). Four areas where HR should lobby to get involved – all while reinforcing the ‘H’ in HR - are (i) Aligning the workforce transformation that will be required due to AI in line with company strategy and vision (25). (ii) Leading on the development of responsible AI policies and enablement programs (26). (iii) Prioritising high-impact use cases for deploying AI across HR programs and the employee lifecycle (27, 28, 29, 30, FIG 3). (iv) Reimagining the work of key HR roles including the automation of repetitive tasks and increasing the focus on high-value strategic work (31, 32) (v) Building upskilling programs for leaders, managers, employees, and HR professionals. Research finds that if companies can activate the growth combination of data, technology, and people, they stand to gain a premium of up to 11% on top-line productivity. (33).
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
Kathleen Hogan , Chief People Officer at Microsoft (34)
FIG 3
3. Redesign workplaces and work for the hybrid era
Since the pandemic, 90 percent of companies have embraced a range of hybrid work models (35) with most employees now working remotely over 25% of the time (36, FIG 4). Moreover, eight out of ten CHROs say they have no plans to decrease the amount of remote work in the next 12 months (37). Indeed, Nick Bloom predicts here that in the coming years remote work will experience a ‘swoosh effect’ due to the impact of technology as well as new firms and managers being more open to remote. (38, 39). The debate shouldn’t just be fixated on where people work, it should also provide an opportunity to test traditional assumptions about how work is done and whatwork even is (40). It’s likely that this transition will play out over many years (41), and will require experimentation, data collection and analysis, and iterative learning. This provides the opportunity for chief people officers – and their people analytics teams - to play a leading role in the redesign of work and workplaces for the hybrid era. Research is already being published on topics such as when in-person matters most (42, 43), how teams that are intentional about collaboration are more productive (44), and how to drive innovation through adaptive teaming (45). Hybrid is here to stay, so let’s make hybrid work!
FIG 4
4. Shift people analytics from insight to impact
As Isabel Naidoo, chief people officer at Wise, articulated at the Insight222 Global Executive Retreat in Colorado in September, 2023: “People Analytics is the fastest route to credibility for the chief people officer.” (46). Certainly, for HR to be a truly strategic business partner, it has to have an impactful people analytics function. Insight222's fourth annual People Analytics Trends study, (47) finds that the discipline continues to grow in importance and influence with 22% of people analytics leaders now reporting to the CHRO (compared to 13% in 2020). The challenge for many companies is to move people analytics from insight to impact (48, 49). Our research identified eight distinct characteristics (see FIG 5) that set Leading Companies apart from their peers and enable them to deliver value on a consistent basis. Chief people officers wanting to shift their people analytics team to an ‘A Team’ (see FIG 6) should focus on understanding their organisation’s most pressing business priorities and then align and prioritise people analytics activities that will support them. A capable and flourishing people analytics team eases the path towards a quantified organisation (50) and an evidence-based HR function (51) Certainly, people analytics is a foundational capability to helping HR progress and realise the opportunities outlined in this article.
People Analytics is the fastest route to credibility for the chief people officer
Isabel Naidoo, Chief People Officer at Wise (46)
FIG 5
FIG 6
5. Partner more effectively with Finance
Deploying financial capital and human capital together is the secret to the success of a talent-driven organisation (52). If HR seeks to become a truly strategic partner to the business, then it needs to have an effective partnership with finance not least because of increasing regulation about the disclosure of human capital information (53, 54). Research by Insight222 (55) finds that when it comes to delivering value with people analytics, a strong relationship with finance can make the difference. Of the 65 (out of 271 companies) surveyed who confirmed that they had built a partnership with finance, 99% reported that the people analytics team had delivered measurable outcomes over the last 12 months. In HR, we need to be better at building business cases for investment, and in quantifying the commercial value of what we do – just like other business functions. Building a strong and mutually beneficial partnership with finance – like Alan Susi at S&P Global (56) and Laura Wright Shubert at MetLife (57) have achieved – is a good place to start.
6. Build the skills-based organisation
Talent gaps and shortages represent the most pressing challenge that companies face (58), with three-quarters of CEOs being concerned about how the availability of key skills will impact on their growth strategies (59). These talent scarcity challenges will only be exacerbated by shrinking working populations – especially in the G7 economies (60) and rapid advances in technology meaning that 44% of workers’ skills will be disrupted by 2028 (61). This is leading to a shift from the traditional focus on jobs to one on skills (62) and the continued rollout of internal talent marketplaces (63, 64) with one study finding that 90% of companies are moving towards a skills-based approach (65). The effort to do so should not be underestimated with the same study finding that less than 20% are currently adopting skills-based approaches to a significant extent. While it is still early days, benefits cited by companies that have made this shift include (i) Standard Chartered unlocking productivity of $2.1m from a talent marketplace pilot in India (66, 67), (ii) IBM improving diversity through skills-based hiring (68), (iii) Unilever increasing productivity by 40% and significantly reducing attrition through its internal talent marketplace (69), and (iv) J&J democratising career development and mobility for its employees (70). The undoubted potential of skills-based approaches for hiring, learning, internal mobility, compensation, and workforce planning is tantalising, but it also makes it difficult for organisations to know where to start. HR can help by identifying a challenge in a specific business function and/or location, partnering with a senior business stakeholder and piloting a skills-based approach, starting to build a skills taxonomy, and then learning and iterating as you go.
As companies jostle to build a complete picture of what they need (for the future of work) and how to get there, we’re fast learning that the real currency is skills
Placid Jover, Chief Talent Officer at Unilever (71)
FIG 7
7. Make workforce planning strategic
The shift to skills, the pace and frequency of transformation, and rapid technological advances have all increased the urgency for organisations to become proficient in strategic workforce planning. It is now a top three challenge for people leaders (see FIG 8, 72). The availability of data-driven insights is altering the landscape with responsibility for SWP increasingly coming under the auspices of the people analytics team – this is the case in 50% of companies, based on 2023 research by Insight222 (73). This is driving the expansion from a pure focus on cost and operational based workforce planning to strategic and skills-based workforce planning (74, 75), which enables organisations to get a clearer view on future talent needs and how to close any gaps (76, 77). Steps for HR leaders to do this well include (i) Linking SWP to the business strategy (78). (ii) Joint ownership of SWP with the business and close collaboration with finance. (iii) Prioritising the most critical workforce segments. (iv) Focusing on skills as well as cost. (v) Combining HR, business, and external data to get a full picture (79). (vi) Measuring the impact of workforce planning activities and linking these to business outcomes. (80, 81)
FIG 8
8. Advance diversity, equity, inclusion and belonging
The business case for diversity, equity, inclusion and belonging (DEIB) continues to grow stronger. In a recent McKinsey study, leadership diversity is convincingly associated with company performance, societal impact, and employee experience (82, FIG 9). Moreover, research by Insight222 found that in 2023 – for the third successive year - DEIB is the area where people analytics is adding the most business value (83). These timely reminders of the value of DEIB are important in a year where the US Supreme Court ruling on affirmative action led to some companies rolling back on their DEIB initiatives (84, 85). As such, HR leaders have a critical role to play in advancing the DEIB agenda in their organisations, demonstrating that it isn’t just the right thing to do, but that is demanded by employees and leads to better business outcomes. People analytics can help in terms of enabling the organisation to measure outcomes and drive action (86), using advanced analytics to get deeper insights on belonging and inclusion, and supporting organisational moves to be more transparent – including providing data that forms the basis of annual DEIB reports e.g. Microsoft (87). Also, with demographics meaning that 150 million jobs will shift to older workers by the end of the decade (88), HR has an opportunity to ensure that their organisation is able to attract, develop and retain older workers, and enable them to thrive.
FIG 9
9. Empower and invest in people managers
75% of HR Leaders say that their managers are overwhelmed by the growth of their job responsibilities (89) while more than 50% of managers report feeling burned out (90). These concerning statistics are not surprising given that the role of the manager is being changed beyond recognition due to digitalisation, hybrid work and agile initiatives (91, 92). The pressure is exacerbated by companies cutting middle management roles in the current macroeconomic climate. Given that studies find that investing in people managers leads to better firm financial performance (93) and is key to realising the opportunities from AI (94), it’s time to better support and empower people managers. One way HR can do this is through democratising people data to help managers to be more productive, support decisions on hiring, promotion and pay, and equip them with insights to be more effective and human leaders. The benefit of successfully democratising people data to managers are vast, with one 2023 study calculating that in a 10,000 person organisation, this could amount to $400 million in cost savings, and almost $200 million in revenue expansion (95, 96). HR leaders can also support people managers through being more thoughtful about spans and layers, reimagining the role of the manager, implementing capability building programs, and prioritising manager experience and wellbeing (97).
10. Prioritise HR upskilling
If HR is to become a true strategic partner to the business and realise the opportunities from new operating models (98) then chief people officers need to prioritise efforts to upskill their HR professionals – particularly on topics such as business acumen, technology, and analytics (99). At Insight222, our HR in the Digital Age study identified nine skills for the future HR professional to be more data driven, experience led, and business focused (100, 101). Additionally, our 2023 study, Upskilling the HR Professional: Building Data Literacy as Scale, highlighted the critical role of the chief people officer and their direct reports in role-modelling the use of people data and analytics (102). With another study by Mercer finding that 41% of chief people officers wish they had had greater depth in people analytics prior to assuming their roles, there is clearly significant room for improvement (103). On a more positive note, 55% of companies now say they have a data driven culture in HR, which is up from 42% in 2021. 2024 is the year to improve this further, and from a data literacy perspective, Insight222 research highlights five skills (see FIG 10) that HR professionals need to develop (104). Moreover, the study also highlights that the investment required is between $600-$800 per person for an upskilling program (see example in FIG 11). Now is the time to invest in upskilling HR professionals.
FIG 10
FIG 11
References
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(4) Guggenberger et al, see reference (2)
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(12) Kathleen Hogan, Why Leaders Can’t Ignore the Human Energy Crisis (LinkedIn, 2022)
(13) Dawn Klinghoffer and Katie Kirkpatrick-Husk PhD - With Burnout on the Rise, What Can Companies Do About It? (MIT Sloan Management Review, 2023)
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(15) Gherson (see reference 10)
(16) Angus Bauer, Human capital management research: how people are our greatest asset (Schroders, Saïd Business School, University of Oxford, and the California Public Employees’ Retirement System, 2023)
(17) Anu Madgavkar, Bill Schaninger, Ph.D., Dana Maor, Olivia White, Sven Smit, Hamid H. S., Jonathan Woetzel, Davis Carlin, and Kanmani Chockalingam - Performance through people: Transforming human capital into competitive advantage (McKinsey Global Institute, 2023)
(18) Amanda Luther, Romain de Laubier, Saibal Chakraborty, Dylan Bolden, Sylvain Duranton, Tauseef Charanya, and Patrick Forth - The New Blueprint for Corporate Performance (BCG, 2023)
(19) Bastiaan Starink and Jan Willem Velthuijsen - What every HR leader needs to show the CFO (PwC, 2023)
(20) Bedard et al (see reference 8)
(21) Kate Bravery, Jesse Bramall, William Self, Ravin Jesuthasan, CFA, FRSA, Benjamin Hoster, and Christopher Lomas - Chief People Officer’s quick guide to generative artificial intelligence (Mercer, 2023)
(22) Whittle and Etheridge (see reference 14)
(23) Kathleen Hogan - What Can Copilot’s Earliest Users Teach Us About Generative AI at Work? (Microsoft Work Trends, 2023)
(24) Guggenberger et al, (see reference 2)
(25) Baier et al (see reference 1)
(26) Guru Sethupathy and David Green ?? - How to Ensure AI in HR is Fair, Effective and Explainable (myHRfuture, 2023)
(27) Bedard et al (see reference 8)
(28) Baier et al (see reference 1)
(29) Whittle and Etheridge (see reference 14)
(30) Andrew Marritt and David Green ?? - The Impact of GPT and Generative AI Models on People Analytics (myHRfuture, 2023)
(31) Bedard et al (see reference 8)
(32) Ravin Jesuthasan, CFA, FRSA, Helen White, Kate Bravery, Jason Averbook, and Todd Lambrugo – Generative AI will transform three key HR roles (Mercer, 2023)
(33) Shook et al (see reference 9)
(34) Kathleen Hogan - Microsoft’s Chief People Officer shares how AI will impact workers (Fast Company, 2023)
(35) Guggenberger et al, (see reference 2)
(36) Jose Maria Barrero, Nick Bloom, Shelby Buckman, and Steven J. Davis – SWAA December 2023 Updates (WFH Research, 2023)
(37) Ben Wigert, Ph.D, MBA, Jim Harter, and Sangeeta Agrawal - The Future of the Office Has Arrived: It's Hybrid (Gallup, 2023)
(38) Nicholas Bloom predicts a working-from-home Nike swoosh (The Economist, 2023)
(39) Nick Bloom and David Green ?? – Unmasking Common Myths around Remote Work (Digital HR Leaders Podcast, myHRfuture, 2023)
(40) Lynda Gratton – Redesigning How We Work (Harvard Business Review, 2023)
(41) Dean Carter - Top 3 insights I’m hearing now from HR leaders (Guild, 2023)
(42) Michael Arena - Moments that Matter: 3 Network Advantages of Being Face-to-Face (HR Exchange Network, 2023)
(43) Karen Kocher and Dawn Klinghoffer - In the Changing Role of the Office, It’s All about Moments That Matter (Microsoft Work Trends, 2023)
(44) Mary Baker , 4 Modes of Collaboration Are Key to Success in Hybrid Work (Gartner, 2021)
(45) Michael Arena - Effective Strategies for Intentional Collaboration in the New World of Work (HR Exchange Network, 2023)
(46) David Green ?? - Influencing the World of Work: Insights from The Insight222 Global Executive Retreat 2023 (myHRfuture, 2023)
(47) Jonathan Ferrar, Naomi Verghese, and Heidi Binder-Matsuo - Investing to Deliver Value: A New Model for People Analytics (Insight222, 2023)
(48) Thomas Hedegaard Rasmussen, Mike Ulrich, and Dave Ulrich - Moving People Analytics From Insight to Impact (Sage Journals, 2023)
(49) Patrick Coolen, Sjoerd van den Heuvel, PhD, Karina Van De Voorde, and Jaap Paauwe - Understanding the adoption and institutionalization of workforce analytics: A systematic literature review and research agenda (Human Resource Management Review, 2023)
(50) Arthur Mazor, Steve Hatfield, Philippe Burger, Simona Spelman, Nicole Scoble-Williams, and Robin Jones - Beyond Productivity: The journey to the quantified organization (Deloitte, 2023)
(51) Rob Briner - Aligning HR with the business through the evidence-based HR process (HRD Connect, 2023)
(52) Dominic Barton, Dennis Carey, and Ram Charan - An agenda for the talent-first CEO (McKinsey, 2018)
(53) Dave Ulrich - Human Capability Improvement and Reporting: How to Make Dramatic Progress (LinkedIn, 2023)
(54) Yves Van Durme and David Green ?? - How to Prepare Your HR Data for EU CSRD Reporting (Digital HR Leaders podcast, myHRfuture, 2023)
(55) Ferrar et al (see reference 47)
(56) Ferrar et al, S&P case study (see reference 47)
(57) Jonathan Ferrar and David Green ?? – Excellence in People Analytics, Case study with Laura Wright Shubert of MetLife (Kogan Page, 2021)
(58) Baier et al (see reference 1)
(59) Navigating the rising tide of uncertainty, PwC 23rd Annual Global CEO Survey (PwC, 2020)
(60) James Root, Andrew Schwedel, Mike Haslett, and Nicole Bitler Kuehnle - Better with Age: The Rising Importance of Older Workers (Bain & Company, 2023)
(61) Attilio Di Battista, Sam Grayling, Elselot Hasselaar, Till Alexander Leopold, Ricky LI, Mark Rayner and Saadia Zahidi – The Future of Jobs Report 2023 (World Economic Forum, 2023)
(62) Josh Bersin - Introducing The Systemic HR™ Initiative (The Josh Bersin Company, 2023)
(63) Bo Cowgill, Jonathan Davis, Pablo Montagnes, Patryk Perkowski and Bettina Hammer - How to Design an Internal Talent Marketplace (Harvard Business Review, 2023)
(64) Jeff Schwartz, Jeroen Wels, and David Green ?? - Navigating the Talent Marketplace of the Future (Digital HR Leaders podcast, Gloat, myHRfuture, 2023)
(65) Susan Cantrell, Michael Griffiths, Robin Jones, and Julie Hiipakka - The skills-based organization: A new operating model for work and the workforce (Deloitte, 2022)
(66) Tanuj Kapilashrami - Investing for a resilient and inclusive future of work (LinkedIn, 2022)
(67) Tanuj Kapilashrami and David Green ?? - How Standard Chartered is Unlocking the Power of Skills in the Workplace (Digital HR Leaders podcast, myHRfuture, 2023)
(68) Jane Thier - Generative AI is the major turning point in skills-first hiring, says former IBM CEO Ginni Rometty: ‘People are afraid of what their jobs are going to look like’ (Yahoo Finance, 2023)
(69) Placid Jover – The Future of Work is Flexible (2023)
(70) Christina Norris-Watts, Doug Shagam, and David Green ?? - How Johnson & Johnson are Scaling Their Skills-Based Approach to Talent (Digital HR Leaders podcast, myHRfuture, 2023)
(71) Jover (see reference 69)
(72) Baier et al (see reference 1)
(73) Ferrar et al (see reference 47)
(74) Alicia Roach – The Evolution of SWP (LinkedIn, 2023)
(75) Simmi Mehta, Kevin Moss, and Dhruv Patel - Meet business outcomes by evolving to strategic workforce planning (Deloitte, 2023)
(76) Alex Browne and David Green ?? - Nestlé's 4B Methodology to Strategic Workforce Planning (Digital HR Leaders podcast, myHRfuture, 2023)
(77) Laura Wright Shubert and David Green ?? - How MetLife Made a Success of their Strategic Workforce Planning (Digital HR Leaders podcast, myHRfuture, 2022)
(78) Alicia Roach and Chris Hare - How to Democratise Strategic Workforce Planning (Digital HR Leaders podcast, eQ8, myHRfuture, 2022)
(79) Jeroen Van Hautte ? - How unlocking skills lies in capturing business data (TechWolf, 2023)
(80) Jonathan Ferrar - How to Build a Workforce Planning Strategy that Delivers Business Value (myHRfuture, 2021)
(81) Ian Bailie and Caroline Styr – A New Playbook for Workforce Planning (Insight222, 2021)
(82) Dame Vivian Hunt, Sundiatu Dixon-Fyle, Celia Huber, Maria del Mar Martinez, Sara Prince, and Ashley Thomas - Diversity matters even more: The case for holistic impact (McKinsey, 2023)
(83) Ferrar et al (see reference 47)
(84) Paul Rubenstein - Prioritizing DEI Is the Secret to Future-Proofing Your Business (Entrepreneur, 2023)
(85) Lily Zheng - How to Effectively — and Legally — Use Racial Data for DEI (Harvard Business Review, 2023)
(86) Lily Zheng - To Make Lasting Progress on DEI, Measure Outcomes (Harvard Business Review, 2023)
(87) Lindsay-Rae McIntyre - Microsoft’s 2023 Diversity and Inclusion Report: A decade of transparency, commitment and progress (Microsoft, 2023)
(88) Root et al (see reference 60)
(89) Whittle and Etheridge (see reference 14)
(90) Dawn Klinghoffer and Katie Kirkpatrick-Husk PhD - More Than 50% of Managers Feel Burned Out (Harvard Business Review, 2023)
(91) Diane Gherson and Lynda Gratton - Managers Can’t Do It All (Harvard Business Review, 2022)
(92) Stacia Sherman Garr and Priyanka Mehrotra - What’s Holding Back Manager Effectiveness, and How to Fix It (MIT Sloan Management Review, 2023)
(93) Emily Field, Bryan Hancock, Stephanie Smallets, Ph.D., and Brooke Weddle - Investing in People Managers pays off literally (McKinsey, 2023)
(94) Emily Field , Bryan Hancock, Ruth Imose, PhD, and Lareina Yee - Middle managers hold the key to unlock generative AI (McKinsey, 2023)
(95) Lexy Martin - Unlocking Manager Effectiveness: The Next Driver of Value (Visier, 2023)
(96) Lexy Martin and David Green ?? - How to Democratise Data for People Manager Effectiveness (Digital HR Leaders podcast, myHRfuture, 2023)
(97) Bill Schaninger, Ph.D., Bryan Hancock, and Emily Field – Power to the Middle: Why Managers Hold the Key to the Future of Work (Harvard Business Review Press, 2023)
(98) Sandra Durth, Neel Gandhi, Asmus Komm, and Florian Pollner – HR’s new operating model (McKinsey, 2022)
(99) Dave Ulrich, Joe Grochowski, Norm Smallwood, and Joseph Hanson - What Makes an Effective HR Function? (The RBL Group, 2023)
(100) Manpreet Randhawa - 9 Skills HR Professionals Need to Succeed in the Digital Age (myHRfuture, 2023)
(101) Caroline Styr and Ian Bailie - HR in the Digital Age (Insight222, 2021)
(102) Naomi Verghese and Jonathan Ferrar - Upskilling the HR Profession: Building Data Literacy at Scale (Insight222, 2023)
(103) Gordin et al (see reference 7)
(104) Verghese and Ferrar (see reference 99)
A selection of other 2024 HR predictions and trends
There are a plethora of other resources documenting predictions and trends for HR and the future of work in 2024 including:
Gartner - Top 5 HR Trends and Priorities for 2024
Visier Inc. - 10 Workforce trends for 2024: The New Rules of HR
Mercer – 2024 Global Talent Trends
McKinsey - What matters most? Eight CEO priorities for 2024
Ken Oehler – RADICL People Predictions for 2024
Damon Klotz and Didier Elzinga - 7 trends that will define HR in 2024
Dr. Solange Charas and Stela Lupushor - HR and Workforce Trends Predictions for 2024
Dan Schawbel - 10 Predictions for 2024 from a World-of-Work Expert
Joelle Emerson - New Data: 2023 DEI Trends & 2024 Opportunities
Francesca Di Meglio - 8 HR Trends for 2024
LinkedIn News - 34 Big Ideas that will change our world in 2024
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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.
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2023年12月14日
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人工智能正在以比我预期更快的速度改变企业学习AI Is Transforming Corporate Learning Even Faster Than I Expected在《AI正在比我预想的更快地改变企业学习AI Is Transforming Corporate Learning Even Faster Than I Expected》这一文中，Josh Bersin强调了AI对企业学习和发展（L&D）领域的革命性影响。L&D市场价值高达3400亿美元，涵盖了从员工入职到操作程序等一系列活动。传统模型正在随着像Galileo™这样的生成性AI技术的发展而演变，这改变了内容的创建、个性化和传递方式。本文探讨了AI在L&D中的主要用例，包括内容生成、个性化学习体验、技能发展，以及用AI驱动的知识工具替代传统培训。举例包括Arist的AI内容创作、Uplimit的个性化AI辅导，以及沃尔玛实施AI进行即时培训。这种转型是深刻的，呈现了一个AI不仅增强而且重新定义L&D策略的未来。
在受人工智能影响的所有领域中，最大的变革也许发生在企业学习中。经过一年的实验，现在很明显人工智能将彻底改变这个领域。
让我们讨论一下 L&D 到底是什么。企业培训无处不在，这就是为什么它是一个价值 3400 亿美元的市场。工作中发生的一切（从入职到填写费用账户再到复杂的操作程序）在某种程度上都需要培训。即使在经济衰退期间，企业在 L&D 上的支出仍稳定在人均 1200-1500 美元。
然而，正如研发专业人士所知，这个问题非常复杂。有数百种培训平台、工具、内容库和方法。我估计 L&D 技术空间的规模超过 140 亿美元，这甚至不包括搜索引擎、知识管理工具以及 Zoom、Teams 和 Webex 等平台等系统。多年来，我们经历了许多演变：电子学习、混合学习、微型学习，以及现在的工作流程中的学习。
生成式人工智能即将永远改变这一切。
考虑一下我们面临的问题。企业培训并不是真正的教学，而是创造一个学习的环境。传统的教学设计以教师为主导，以过程为中心，但在工作中常常表现不佳。人们通过多种方式学习，通常没有老师，他们寻找参考资料，复制别人正在做的事情，并依靠经理、同事和专家的帮助。因此，必须扩展传统的教学设计模型，以帮助人们学习他们需要的东西。
输入生成人工智能，这是一种旨在合成信息的技术。像Galileo™这样的生成式人工智能工具 可以以传统教学设计师无法做到的方式理解、整合、重组和传递来自大型语料库的信息。这种人工智能驱动的学习方法不仅效率更高，而且效果更好，能够在工作流程中进行学习。
早期，在工作流程中学习意味着搜索信息并希望找到相关的东西。这个过程非常耗时，而且常常没有结果。生成式人工智能通过其神经网络的魔力，现在已经准备好解决这些问题，就像 L&D 的瑞士军刀一样。
这是一个简单的例子。我问Galileo™（该公司经过 25 年的研究和案例研究提供支持）：“我该如何应对总是迟到的员工？请给我一个叙述来帮助我？” 它没有带我去参加管理课程或给我看一堆视频，而是简单地回答了问题。这种类型的互动是企业学习的大部分内容。
让我总结一下人工智能在学习与发展中的四个主要用例：
生成内容：人工智能可以大大减少内容创建所涉及的时间和复杂性。例如，移动学习工具Arist拥有AI生成功能Sidekick，可以将综合的操作信息转化为一系列的教学活动。这个过程可能需要几周甚至几个月的时间，现在可以在几天甚至几小时内完成。
我们在Josh Bersin 学院使用 Arist ，我们的新移动课程现在几乎每月都会推出。Sana、Docebo Shape和以用户为中心的学习平台 360 Learning 等其他工具也同样令人兴奋。
个性化学习者体验：人工智能可以帮助根据个人需求定制学习路径，改进根据工作角色分配学习路径的传统模型。人工智能可以理解内容的细节，并使用该信息来个性化学习体验。这种方法比杂乱的学习体验平台（LXP）有效得多，因为LXP通常无法真正理解内容的细节。
Uplimit是一家致力于构建人工智能平台来帮助教授人工智能的初创公司，它正在使用其Cobot和其他工具为学习人工智能的技术专业人员提供个性化的指导和技巧。Cornerstone 的新 AI 结构按技能推荐课程，Sana 平台将 Galileo 等工具与学习连接起来，SuccessFactors 中的新 AI 功能还为用户提供了基于角色和活动的精选学习视图。
识别和发展技能：人工智能可以帮助识别内容中的技能并推断个人的技能。这有助于提供正确的培训并确定其有效性。虽然许多公司正在研究高级技能分类策略，但真正的价值在于可以通过人工智能识别和开发的细粒度、特定领域的技能。
人才情报领域的先驱者Eightfold、Gloat和SeekOut可以推断员工技能并立即推荐学习解决方案。实际上，我们正在使用这项技术来推出我们的人力资源职业导航器，该导航器将于明年初推出。
用知识工具取代培训：人工智能在学习与发展中最具颠覆性的用例也许是完全取代某些类型培训的潜力。人工智能可以创建提供信息和解决问题的智能代理或聊天机器人，从而可能消除对某些类型培训的需求。这种方法不仅效率更高，而且效果更好，因为它可以在个人需要时为他们提供所需的信息。
沃尔玛今天正在实施这一举措，我们的新平台 Galileo 正在帮助万事达卡和劳斯莱斯等公司在无需培训的情况下按需查找人力资源信息和政策信息。LinkedIn Learning 正在向 Gen AI 搜索开放其软技能内容，很快 Microsoft Copilot 将通过 Viva Learning 找到培训。
这里潜力巨大
在我作为分析师的这些年里，我从未见过一种技术具有如此大的潜力。人工智能将彻底改变 L&D 格局，重塑我们的工作方式，以便 L&D 专业人员可以花时间为企业提供咨询。
L&D 专业人员应该做什么？花一些时间来了解这项技术，或者参加Josh Bersin 学院的一些新的人工智能课程以了解更多信息。
随着我们继续推出像伽利略这样的工具，我知道你们每个人都会对未来的机会感到惊讶。L&D 的未来已经到来，而这一切都由人工智能驱动。
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2023年12月13日
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【下载】2024年加利福尼亚州就业法律指南 Get Your Free 2024 California Employment Law Guide
2024年加利福尼亚州就业法律指南 广泛概述了 2024 年加利福尼亚州的新就业法律。
它涵盖了就业法的各个方面，如一般就业法、大麻使用权、非竞争协议、与生育相关的丧假、工作场所安全以及特定行业的法律。每个部分都概述了新法律、其生效日期以及建议雇主为遵守这些法规而采取的下一步措施。
该指南是了解不断变化的加利福尼亚州就业法律环境的全面资源，有助于确保遵守新的法规和条例。 欢迎点击下载，来自CEA
Get Your Free 2024 California Employment Law Guide
While the end of the year is full of excitement with the holidays, this time of year also marks the buzz of Labor Law Update Season, as California employers prepare to comply with dozens of new employment laws. Access California Employers Association’s free 2024 New Laws Guide here, including key highlights for each bill and a to-do list for employers on practical next steps!
Major changes this year include:
Increased mandatory paid sick leave
Brand new reproductive loss bereavement leave
Comprehensive workplace violence prevention plan requirements
Cannabis-use protections
Wage and hour updates
Just to name just a few! click here https://www.nacshr.org/Resources/63027AD3-6469-1065-2077-A1551263B72F.html
CEA is here to provide customized support to employers of all sizes with their California compliance needs.
source：CEA
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