Josh Bersin 专栏 - 北美华人人力资源协会 - nacshr.org

Josh Bersin

Josh Bersin

In 2001, Josh Bersin founded Bersin & Associates, which became the leading research and advisory company for corporate learning, talent management, and HR. In 2012, Josh sold the company to Deloitte, when it became known as Bersin by Deloitte. As a Deloitte partner, Bersin was involved in many HR and learning engagements and was a principal author of Deloitte’s annual Human Capital Trends Report. He retired from Deloitte in 2018.

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Josh Bersin

ADP Lyric HCM, The Next-Gen HR Platform Many Have Waited For Josh Bersin 写文章介绍了ADP的 Lyric HCM，给予了高度评价。ADP于2018年启动了一项秘密项目，目标是开发下一代企业人力资源管理平台。这个项目最终被命名为ADP Lyric HCM，它的设计旨在应对当代灵活多变的工作环境。Lyric HCM基于高度可扩展的微服务架构，能够处理包括全职、兼职、临时工、自由职业者等多种员工类型，同时支持多重管理结构。该平台具有灵活性，可帮助企业快速适应组织重组、兼并收购等变化，且能够实现全球薪资和税务管理，提供符合各地法律法规的自定义规则。 Lyric HCM的设计不仅注重系统的灵活性，还融入了大量的AI功能，使其在用户体验上更加智能化和易用。通过ADP Assist这一AI工具，用户可以通过自然语言与系统互动，轻松进行复杂的HR操作。此外，Lyric HCM还提供实时的行业基准数据，帮助企业根据最新的薪酬和岗位信息做出决策。该系统的“人本位”架构使其更具灵活性，相比传统以职位为基础的系统，它可以更好地满足当代企业多重任务、多角色管理的需求。 Lyric HCM不仅支持多种HR功能，如招聘、绩效管理、培训和发展，还拥有一个统一的员工体验平台，员工可以通过简单的查询完成例如婚假申请等事务。此外，ADP还建立了强大的全球服务团队，确保客户获得定制化的实施和长期支持。自上线以来，ADP Lyric HCM已经吸引了超过120个大型客户，证明了其系统的稳定性和可扩展性。其核心市场定位是为全球化、分布式的企业提供服务，尤其是在零售、医疗保健、餐饮等行业。作为一款融合AI技术的全新平台，Lyric HCM展示了未来人力资源管理系统的潜力，并成为Workday、Oracle、SAP等主要HCM供应商的有力竞争对手。 In the Spring of 2018 I attended a confidential meeting in New York City to learn about a project called Lifion. ADP had hired a new team of engineers convened in a secret mission to build the “next-generation platform” for ADP’s offerings in the enterprise market. This new system, designed ten years after the release of Workday, was intended to be a highly scalable, configurable, micro-services based system, capable of managing payroll, HR processes, and all talent applications for any category of employee. The system had to support dynamic teams, many worker modalities (full-time, part-time, hourly, gig, contract), and enable a company to manage many organization structures within its corporate function, each with different business rules and overlapping employees. It was designed, in a sense, for the highly flexible, dynamic companies of the post-pandemic era. In addition to this flexible architecture, the system was designed to support workers with multiple managers (and multiple time sheets), dynamic reconfiguration for M&A or new business entities, and global payroll and tax services with custom business rules that might be variable across the company. It needed to include a recruiting module, a variety of options for goals and performance management, tools for onboarding and development, excellent reporting, and an easy-to-use narrative interface that let any employee, manager, or HR professional use, configure, or run reports on the system. In my initial meeting I walked away impressed, and I wrote an article describing this project. Today, almost six years later, this product has a name (ADP Lyric HCM) and it has reached general availability for ADP customers with 1,000 customers or more. Today ADP has 120+ large accounts so the system is proven. And since its inception Lyric HCM has been infused with extensive AI features (ADP Assist is on par with SAP Joule as a true AI interface) and benchmark information from ADP’s data cloud. In other words, this system has the potential to be a “The Next Generation” HCM platform in the market. What Is ADP Announcing And Offering The core HR system has to do a lot of things. Not only does it have to manage payroll, benefits, and tax rules (in a global, constantly changing regulatory environment), it has to be flexible, easy to configure, and filled with easy-to-use interfaces for employees and HR. And by “flexible” I mean the system has to make it easy to open a new org structure, move employees around, and create multiple modes for a “manager” or supervisor. Almost all traditional HCM providers, Workday, Oracle, and SAP, were not designed to work this way. These vendors built contract work add-ons but in most cases when you want to flatten your organization, merge with another company, or reorganize roles it’s difficult. Flattening the organization often means “re-implementing” your HRMS. Most companies only do it once a decade. ADP Lyric HCM is designed to fix this. Imagine a company like Gold’s Gym where the company is constantly opening new Gyms and hiring new managers, with employees dual reporting to multiple managers. I talked with Gold’s Gym and as you can imagine the company went through a transformation during the pandemic. Started as a Southern California fitness company, Gold’s was acquired and is now a global organization branching into many new offerings. Facilities were consolidated and each local fitness center operates with a lot of management independence. For example, an employee who is a trainer in one gym with one manager may also be a trainer or support staff in another gym with another manager. This type of “work-centric” (as opposed to “job-centric”) operation is becoming very common. Lyric HCM supports these multi-manager work models, including features for performance management, time tracking, and contract workers. Think about any retailer, healthcare company, or other highly distributed operation. One Gold’s Gym may pay overtime in one way, another in a different way. You can imagine the permutations. Every company has situations like this. I was recently at Rolls-Royce where they are centralizing engineering teams away from product groups, making 30 to 40% of their engineers “floaters.” Rolls has enormous contracts with government and commercial customers, each with different financial models. They need a system like this just like a gym, restaurant chain, or elder care network. There’s more. In addition to these HRMS and global payroll features, ADP has built an employee experience platform, employee communications system, and learning and development system. You simply type a query like “I’m getting married” and the system shows a page that consolidates tasks and resources in one place. If an HR manager wants to “pay a bonus” the system asks what organization, shows a list of people, and lets the manager define the bonus without hunting for menus and panels. Highlights Of The Next Gen Approach Since this system was architected in the age of AI, it has some very unique capabilities out of the box. First, in the area of flexibility, this is a “person-based” architecture, as opposed to a “role-based” architecture. That feature alone enables all these features to be possible. Second, in the area of usability, the system is among the most “AI-enabled” interfaces I’ve seen. While most HCMs are building assistants to speed through transactions, Lyric HCM literally “learns” what you’re trying to do and prompts you through the process. Remember these HCM systems are complex (Workday’s “Users Guide” is 2500 pages long), so we want the system to feel approachable not intimidating. As you can see from this slide, ADP also offers embedded benchmarks as well as a nudge engine. The benchmarks come from ADP’s data cloud, giving companies up to date salary ranges and other metrics by job title and job level (no other HCM platforms do this). The nudge engine is used for Lyric HCM’s onboarding and development system, reminding users of tasks or activities they need to perform. ADP Assist, the company’s Gen AI tool, lets you ask questions about any employee or group, legal and tax issues, and payroll or financial data. It’s quite powerful and I would say it rivals Joule as a conversational interface for HCM. Third, the system has a novel and approachable interface for employees. Rather than offer people a variety of “centers” or “portals” to find things, the system is smart enough to give employees exactly what it thinks they need. Typical HR transactions like changing your family status or address, or looking at benefits or pay are simple. Persona-based dashboards are designed for payroll or tax managers. And any HR professional can customize the interface for their use. Because the system is so dynamic, users can set up smart reports and other views to pinpoint the data and organizational unit they’re interested in. And ADP has built a management development tool (to take newly promoted supervisors through development), an onboarding system, and many features for performance and goal management. Where Will This Go? ADP Services When we think about ADP’s platforms we have to remember that ADP is not just a cloud software company. Most of the company’s revenue comes from services: payroll, PEO, and license fees around those offerings. This means ADP’s sales and service organization is very service-centric and highly trained in all areas of HR. (Most HR software sales teams are not HR domain experts.) To support Lyric HCM the company put together a global service team combined with dedicated client success executives to make sure each customer has a personalized, outcome-based implementation plan. This means ADP Lyric HCM is not just a great platform, but a set of people to help with configuration, utilization, integration, and long-term planning. ADP is starting to work with integrators, but likely will handle most of their customer implementations themselves. Impact On The Market. At this point Lyric HCM is positioned as an offering for mid to large companies headquartered in the United States with global workforces. This means Lyric HCM is directly positioned to compete with UKG, Ceridian, Workday, Oracle, SAP, and vendors like Darwinbox, HiBob (which is going upmarket), Lattice, and others. The “Pay” companies (Paychex, Paycor, Paycom) are focused primarily on smaller companies, but as they grow their offering they may compete as well. That is not to say ADP can solve every client need. These platforms mature over many years and each vendor has different industry and focus features. At this point I believe ADP will most likely win in industries like retail, hospitality, health care, and other distributed, hourly workforce companies. And given ADP’s focus on small and medium business, it will take time for ADP to reach large companies. Nevertheless, it’s time for change in HCM. Designed for agility and infused with AI, ADP Lyric HCM shows us a future we’ve been looking for.

Josh Bersin
2024年09月23日
Josh Bersin

AI Agents, The New Workforce We’re Not Quite Ready For (Agentic AI) Josh Bersin 刚刚谈到：AI代理人的兴起标志着工作方式的一次革命。这些AI代理人不仅仅是工具，而是未来的团队成员。从开发培训课程到管理招聘过程，AI代理人的能力正被企业系统广泛利用。科技领袖和投资者对此展现出了极大的兴趣和投资。企业需要为这种变革做好准备，包括安全性和管理实践的更新。我们一起来看下，英文原文附录链接在最后！ AI智能体，新一代劳动力，我们还没有做好准备智能体正在到来，智能体正在到来。如果你关注AI技术市场，你就会知道，最近有很多关于“智能体AI”的讨论。换句话说，我们的AI助手开始拥有更多自主能力。不再只是回答问题和写诗，它们现在可以代表我们“做事情”。这正是长久以来预测的AI下一个大趋势。埃里克·施密特最近谈到了这一点，微软也在讨论，像Mayfield这样的投资者正在投入资金。而这种演变确实将彻底革新我们的系统。可以这样想：“大语言模型”是我们过去两年一直在学习的内容，它们现在正逐步转变为“大行动模型”。智能体不仅仅会回答问题，它还会为我们做事情。消费场景是无穷无尽的：为我预订航班，为我买票，向我的朋友发送电子邮件。但在商业领域，这种转变将颠覆并破坏我们的许多企业系统。它还将改变我们工作的方式、管理的方式以及我们对团队的思考方式。考虑我们与供应商讨论的两个HR用例。学习与发展（L&D）AI智能体想象一下，你指示一个L&D AI智能体“为我们的销售人员创建一个15分钟的课程，以教授他们如何定位我们的新产品”。AI智能体将根据你的输入（课程时长、目标受众等），向主题专家发送电子邮件，视频记录他们的评论和专业知识，整合新产品信息，构建课程，并将其发送给L&D负责人进行验证。作为经理，你可以审查课程，并指示智能体收紧信息或添加更多主题，课程将重新创建，然后你可以说“可以上线了”。智能体随后会将课程发布到学习管理系统（LMS）中，向所有销售人员群发电子邮件，并开始监控学习活动。几小时后，智能体会运行分析，并向经理反馈进展情况。是的，这在今天完全可能。而且很快就会启动。再来看第二个例子。招聘AI智能体人才招聘负责人收到了大量关于高级软件工程师的职位要求。她指示招聘AI智能体开始搜索。智能体询问招聘人员的地点偏好、职位级别选择、薪资范围和技能要求，然后开始工作。智能体扫描LinkedIn和其他招聘工具，查看ATS中的现有候选人，同时也查看所有内部员工的合格技能。智能体随后优化这份名单，创建一个“面试候选人短名单”，并回到招聘负责人那里征求意见。在就地点和薪资范围达成一致后，智能体返回并向这些候选人发送了一封富有吸引力的电子邮件，并附上一个视频面试门户链接，让他们进行面试。面试被录制下来，AI智能体使用面试智能工具来评估和筛选候选人，询问他们的时间安排，并为他们安排现场面试。在此过程中，AI智能体会查看他们的背景，搜索社交媒体，查看他们的各种联系，并可能查看他们的GitHub等平台和其他凭证，然后为每位候选人创建一个档案。这些智能体很快就会出现，对我们许多人来说，它们看起来和感觉上会像“员工”一样。我们将不得不对它们进行培训、入职和指导。随着它们在各自的角色中“成熟”并成长，我们将它们连接到更多的系统、更多的人和更多的数据上。 Lattice的首席执行官萨拉·富兰克林大约一个月前实际上提出了这个概念，尽管遭到了反对声音，但我认为她是对的。这些智能体实际上将属于组织结构图的一部分。我们的工作将是管理它们，确保它们的安全，并监督它们的安全性。还有更多内容即将到来虽然感觉像科幻小说，但这一切正在发生。而且它不仅将改变我们的HR技术堆栈，还将改变整个企业技术格局，也让我们的HR角色变得更加轻松。原文来自: https://joshbersin.com/2024/09/agentic-ai-ai-agents-the-new-workforce-were-not-quite-ready-for/

Josh Bersin
2024年09月06日
Josh Bersin

Cornerstone Galaxy: Acquisition Of SkyHive Could Pay Off Cornerstone在人力资源技术领域长期以来一直是学习管理系统（LMS）的领导者。公司最近推出了Galaxy，这是一个集成了人工智能的全新人才管理平台。这一重大进展是在一系列收购之后实现的，尤其是最近收购了SkyHive，显著增强了公司的数据处理能力。Galaxy平台通过提供全面的技能发展、绩效管理和员工晋升系统，为HR技术空间树立了新标准。 Galaxy区别于市场上其他基于技能的或智能平台，例如Eightfold主要从人才获取开始，而Gloat着眼于人才流动性。Galaxy则从另一个角度出发，即员工发展，这是由Cornerstone在学习与发展（L&D）领域深厚的背景所支撑的。Galaxy系统内置了完整的用户界面，能够推断技能，让员工标记和评估自己的技能，帮助员工找到并完成各种学习形式，管理合规性和认证程序，通过任务、评估或管理辅导提升技能。通过整合性能管理、发展计划、继任计划，以及招聘过程，Galaxy使公司能够通过绩效管理推动技能发展。在收购SkyHive之前，Cornerstone试图仅使用其LMS信息的数据集来实现这一目标，但这些数据并不足以构建完整的人工智能语料库。通过这次收购，Cornerstone获得了一个完整的劳动力市场数据系统、一个公司中立的职位架构以及大量行业技能，使Galaxy能够与其他主要的人才智能和人才市场供应商直接竞争。 Cornerstone spent the last decade acquiring LMS and talent software companies, all in a goal to build an integrated skills platform. Finally, after years of hard work and integration, the company introduces Galaxy, an advanced offering in the world of AI-powered HR systems. Before I explain Galaxy, the history is important. Founded in 1999, Cornerstone started as an e-learning platform company (CyberU). The company established a foothold in the emerging LMS market and grew through strong marketing, sales, and product innovation. Since then the company has gone public, reached a $5.2 billion valuation, and was then acquired by a private equity firm (Aug. 2021, three years ago). The new management team continued to acquire companies (EdCast, SumTotal, Talespin, and most recently SkyHive) and has now stitched these systems together into a unified platform called Galaxy. Galaxy, as I show below, is a skills-powered integrated talent management platform, built around the core of learning management. And this is what makes it unique. The other talent intelligence or skills-based platforms started elsewhere. Eightfold started in talent acquisition; Gloat started in talent mobility; SeekOut started in recruiting; Beamery started in CRM; and players like Retrain.ai and NeoBrain started in more vertical domains. Each of these companies use large-scale profile data to infer skills, give companies tools to find and match candidates, and eventually to deliver learning. Cornerstone, with deep background in L&D, is coming at this from another direction: employee development. The Galaxy system, which is built into a complete user interface, infers skills, lets employees tag and assess their skills, helps employees find and complete many forms of learning, manage compliance and certification programs, and advance skills through gigs, assignments, assessments, or management coaching. And since Cornerstone is an integrated talent suite, the system lets companies drive skills through performance management, development planning, succession planning, and also recruiting. Before the acquisition of SkyHive, Cornerstone was trying to do this with its own data set of LMS information. This data, which includes billions of learning records, was simply not sufficient to build out the entire AI corpus. By acquiring SkyHive, Cornerstone gained an entire labor market system of data, a company-neutral job architecture, and lots of industry skills. This brings Galaxy into direct competition with the other major talent intelligence and talent marketplace vendors. I have not yet talked with Galaxy customers, but the user experience is integrated and shows the sophistication of thinking under the covers. Remember that Cornerstone acquired Evolv, Clustree, and EdCast before acquiring SkyHive, so the team has been building AI capabilities and use-cases for several years. And now that Cornerstone has a VR platform for learning, more use-cases are coming. While I don’t know Cornerstone’s revenues, the leadership team assures me that the company is growing and the profitability is high. This means the company has long-term sustainability and despite its many acquisitions, is likely to evolve to “Oracle-like” status. (Oracle has acquired hundreds of companies over the years and now looks at M&A as one of its core strengths). Here’s the major play in the market. With 7,000+ customers, Cornerstone has many customers shopping for new tools. If Galaxy is as solid as it looked in the demos, some percentage of these buyers could upgrade to Galaxy and avoid the purchase of Gloat, Eightfold, or another LMS. While we cannot be sure where Galaxy will play, for companies that want to deploy a skills architecture across all talent practices, it looks like a solid option. Cornerstone Vision: Cornerstone User Experience Cornerstone Career and Talent Marketplace Cornerstone Performance Management Skills in Goal Management Why Cornerstone Still Matters Cornerstone has a massive customer base. The users of Cornerstone, Saba, SumTotal, Lumesse, and Halogen include many of the world’s largest companies and thousands of mid-market organizations as well. These organizations have invested billions of dollars into learning infrastructure, content, and user portals to reach employees. If Cornerstone Galaxy delivers on its promise, the company can help many of these organizations avoid buying lots of standalone new tools. And given Cornerstone’s size, the company could become, as I mentioned above, the “Oracle” of the space. And note, by the way, that a recent survey by HR.com found that the top rated HR tech issue to address is L&D infrastructure, so this issue is on everyone’s mind. While the market is highly competitive and there are many skills-based tools in the market, Cornerstone’s focus on L&D is unique. None of the other major LMS vendors have the skills infrastructure of Cornerstone today. If your skills strategy is focused on building skills, Galaxy may be the answer. More to come as we talk with more Galaxy customers. Additional Information

Josh Bersin
2024年09月03日
Josh Bersin

Josh Bersin: With Thoughtful Design And Culture, Dropbox Proves Remote Work Is A Winner Dropbox, a company with a $7 billion market cap and over $2.5 billion in revenue, has adopted a "Virtual First" strategy in response to the pandemic, transforming its work model from lavish San Francisco offices to a remote-first approach. This shift was led by CEO Drew Houston and Chief People Officer Melanie Rosenwasser, moving away from an office-centric culture to enhance productivity and teamwork through remote work. The strategy includes home office stipends, Dropbox Studios for face-to-face interactions, and innovative meeting management services. Despite initial challenges, this approach has led to high employee satisfaction and a strong talent strategy, allowing Dropbox to thrive in a competitive tech landscape. One of the most interesting tech companies we’ve studied is Dropbox, a $7 billion market cap rocket ship generating more than $2.5 billion in revenue. This kind of company, which sells a platform that competes with Microsoft, Google, and other major players, lives in a world of brutal competition: competition for product leadership, sales deals, and talent. And today, as AI engineers are in short supply, Dropbox has to attract the best and brightest to continue its growth. In its early days, Dropbox was a typical San Francisco-based tech company with gourmet food, gorgeous offices, and a culture of lavish benefits. In the pre-pandemic 2010s this was the rage, and Dropbox became a hot place to work. The pandemic upset that applecart. Not only did “work at home” obsolete the company’s real estate and gourmet investments, it forced the company to rethink its culture. The Chief People Officer, Melanie Rosenwasser, told me that the first few months of the pandemic were traumatic. Employees were upset by working at home and weren’t sure what the company stood for. She and Drew Houston, the CEO, had to rethink the whole operating model. As Melanie described it to me, they took a risky, irreversible move. They decided to totally shift their operating model from that of “San Francisco gourmet offices” to “energized, empowered, team-based, remote work.” Not an easy decision. Note that just this week Eric Schmidt, the ex-CEO and board member at Google, blamed Sundar Pichai for “remote work laziness” as cause for Google’s “falling behind in AI.” So the debate about remote work continues, and some of the most successful leaders still haven’t figured it out. Well Drew, Melanie, and the Dropbox team placed a bet. Knowing that the pandemic had interrupted their campus investments, they dramatically shifted to a “Virtual First” strategy. And they told the company “we are moving away from an office-centric culture” and going to a model of remote-first work. And this included converting offices to Dropbox Studios as well as a carefully architected approach to teamwork, collaboration, and periodic face-to-face activity. Rather than ask people to “come in 3 days a week” (this kind of policy bugs people because they drag themselves into the office just to zoom with others at home), they designed one of the most sophisticated approaches I’ve seen. Employees receive a generous stipend for home office improvements and the company now offers a series of programs, services, and tools to make team and personal productivity thrive. While it seemed risky it worked exceedingly well. By holistically thinking about culture, management, teamwork, and productivity, the company developed a set of innovations that empower people to work at their best, meet with their teams at least one week per quarter, and come together when and where it makes sense. And this model, which looks like an HR innovation, became a business innovation that helps the company thrive. While Dropbox lost a significant number of employees at first, now the company has one of the highest Glassdoor ratings in its industry (4.3, 85% recommend CEO, higher than Google). Dropbox wins awards for employment brand. And not only does Virtual First create productive operations, it helps the company build “tools for the new world of work,” which is where every company is going. Work at home is complicated. In between dogs, kids, gardeners and delivery people we’re futzing with MS Teams, Zoom, Webex, Google Docs, and dozens of other tools. Most of them work well but they’re each different and inconsistent. Dropbox, as a “system designed for remote work” simplifies this enormously. Virtual First helps Dropbox test its products on itself. Why has Virtual First succeeded? As Melanie and the team explains, the shift turbo-charged its talent strategy. Now Dropbox can hire people from any geography in the world (reducing labor cost) and they look for high-energy, passionate, high-performers (not employees who like the offices). Teamwork is stronger than ever. I know, from our company, that this works well. We have 40+ people in our organization and we rely on frequent face-to-face meetings, an open culture, and tremendous amounts of training and communication to grow. Back when I ran our company in an office we hardly talked with each other unless we had a meeting. Things are much more collaborative and productive now. Dropbox has proven this at scale. You can read about Virtual First on the Dropbox website, but one of the innovations I want to point out is the company’s “concierge service” for meetings. (The Offsite Planning Team.) When you as a leader want to have a meeting, this team helps you decide your objectives, reviews the outcomes you want to achieve, and then puts together a detailed plan (location, logistics, agenda, tools) to help you make it work. This removes enormous amounts of wasted time from managers and helps the company operate productively. I cannot tell you how much time I’ve wasted “managing offsite meetings.” To have a seasoned, professional group that helps with this entire strategy in process is a godsend. For Dropbox, this team now knows precisely how the teams work and can continuously improve its consulting services to make sure face-to-face meetings are impactful. A “new manager introduction” meeting, for example, is different from a “get product ready for launch meeting” as you can imagine. How does this apply to your company? Regardless of industry, I guarantee you have remote work teams. Many companies have front line workers (healthcare, retail, manufacturing, transportation) who have to locate with customers. But think about finance teams, IT teams, scientific teams, and HR. We all need productive remote work practices, and Dropbox has proven that a strategic focus on this area will pay off. Melanie and I will be doing a webcast in the near future and she is joining us at our Irresistible 2025 Conference as well. Dropbox has taken the lead in this new world, and they want to share their learnings with all of us.

Josh Bersin
2024年08月30日
Josh Bersin

Josh Bersin: When Will The Trillions Invested In AI Pay Off? Sooner Than You Think. 近年来，生成式人工智能（GenAI）的投资已达数万亿美元，但围绕其回报问题的争论不断升级。一些分析师，如麻省理工学院教授达隆·阿西莫格鲁（Daron Acemoglu）和纽约大学心理学与神经科学教授加里·马库斯（Gary Marcus），对AI的经济影响持悲观态度，认为其对美国生产力和GDP增长的推动作用有限，甚至可能导致市场崩溃。相反，另一派如高盛的全球经济学家则乐观地认为，AI有望在未来十年内大幅提高生产力。然而，文章指出，生成式AI的真正价值在于其特定领域的应用。例如，Paradox和Galileo等HR技术平台通过高度专业化的解决方案，显著提升了招聘和人才管理的效率。最终，文章强调，AI行业仍处于早期阶段，成功的关键在于找到具有专注性和精确性的创新解决方案。 In the last few weeks there has been a lot of concern that Gen AI is a “bubble” and companies may never see the return on the $Trillion being spent on infrastructure. Let me cite four analyst’s opinions. Will Today’s Massive AI Investments Pay Off? MIT professor Daron Acemoglu estimates that over the next ten years AI will impact less than 5% of all tasks, concluding that AI will only increase US productivity by .5% and GDP growth by .9% over the next decade. As he puts it, the impact of AI is not “a law of nature.” On a similar vein, Gary Marcus, professor emeritus of psychology and neural science at New York University, believes Gen AI is soon to collapse, and the trillions spent will largely result in a loss of privacy, increase in cyber terror, and a lack of differentiation between providers. The result: a market with low profits and big losses. Goldman Sachs Head of Equity Research Jim Covello is similarly pessimistic, arguing simply that the $1 Trillion spent on AI is focused on tech that cannot truly automate complex tasks, and that vendors’ over-focus on “human-like features” will miss the boat in delivering business productivity. (He studies stocks, not the economy.) And Goldman Sachs Global Economist, who is a fan, estimates that AI could automate 25% of work tasks and raise US productivity by 9T and GDP by 6.1% over the next decade. He follows the traditional business meme that “AI changes everything” for the better. What’s going on? Quite simply this new technology is very expensive to build, so we’re all unsure where the payoffs will be. Buyers Are Looking For A Return Soon If we discount the work going on at Google, Meta, Perplexity, and Microsoft to build AI-based search businesses, which make money on advertising (Zuckerberg essentially just said that in a few years AI will guarantee your ad spend pays off), corporate IT managers are asking questions. An article in Business Insider pointed to a large Pharma company that cancelled their Microsoft Copilot licenses because the tool was not adding any significant value (Chevron’s CIO was quoted similarly in The Information). Another quoted a Chief Marketing Officer who stated Google Gemini’s email marketing tool and the new AI-powered ad-buying tool performed worse than the human workers it was intended to replace (or support). Given that these tools almost double the “price per user” for the productivity suites, I think it’s fair that CIOs, CMOs, to expect them to pay for themselves fairly quickly. What’s Going On? The Big Wins Will Be Domain Specific As with all new technologies that enter the market quickly, “the blush on the rose” is over. We’ve been dazzled by the power of ChatGPT and now we’re searching for real solutions to problems. And unlike the internet, where research was funded by the government, there’s going to be a lag (and some risk) between the trillions we spend and the trillions we save. Given that ChatGPT is less than two years old and OpenAI has morphed from a research company into a product company, it’s easy to see what’s happening. Every vendor and tool provider is narrowing its AI “strategy” and not just pasting little AI “stars” on their websites, looking for useful things to do. And this process may take a few years. In the world of HR, I think we can all agree that a “push the button job description generator” is a bit of a commodity. However if the AI analyzes the job title, identifies the skills needed through a large skills engine, and tunes the job description by company size, industry, and role, then it’s a fantastic solution. (Galileo does this, as does SeekOut, SAP, and some other vendors.) The more “specific” and “narrow” the AI is, the more useful it becomes. Generic LLMs that aren’t highly trained, optimized, and tuned to your company, business, and job are simply not going to command high prices. So while we all thought ChatGPT was Nirvana, we’re now figuring out that highly specialized solutions are the answer. Let me give you some examples. The first is the platform built by Paradox, a pioneering company that started work on AI-based recruiting agents in 2016. Paradox, now valued at around $2 Billion, delivers an end-to-end recruitment platform that automates the entire process of candidate marketing, candidate experience, assessment, selection, interview scheduling, hiring, and onboarding. Most people believe its a “Chatbot” but in reality it’s an AI-powered end-to-end system that radically simplifies and speeds the recruitment process in a groundbreaking way. Companies like 7-11, FedEx, GM, and others see massive improvements in operational efficiency and both candidates, managers, and recruiter adore it. It took Paradox eight years to build this level of integrated solution. The second is our platform Galileo. Galileo, which is now licensed by more than 10,000 HR professionals, is a highly tuned AI agent specifically designed to help HR professionals (leaders, business partners, consultants, recruiters, and other roles) do the “complex work” HR professionals do. It’s not a generic LLM: it’s a highly specialized solution designed specifically for HR professionals, and we’ve added specialized content partners and are building special integrations with other HR platforms. Our clients tell us it’s saving them 1-2 hours a day. The third is the platform HiredScore, that was recently acquired by Workday. Founded in 2012, the HiredScore team built tools to help identify “fit” between individuals and jobs, and tuned its AI to be highly explainable, unbiased, and very easy to use. It took Athena Karp and the team a few years to nail down the use-cases and user interface but now HiredScore is considered one of the most powerful recruitment “orchestration” tools in the market, and is also used for internal hiring and many other applications. Every customer I talk with tells me it’s essential and saves them months of manual, error-prone effort. The fourth is the platform Eightfold, which was invented in 2016 as a way to build “Google-scale” matching between job seekers and jobs. Through many years of engineering, product management, and ongoing sales process the company has become the leader in a new space called “Talent Intelligence,” now a billion dollar rapid-growing category. The company is about ten years old and now has some of the world’s largest companies building their hiring, career management, and talent management processes using AI. Companies like EY, Bayer, and Chevron now use it for all their strategic talent programs. Each of these vendors, including others like Gloat, Sana, Arist, Lightcast, Draup, Uplimit, Firstup, and hundreds of others have patiently taken the power of Generative AI and applied it with laser precision to their solutions. Each of these companies is different, and as we work with them we see lightning bolts of innovation: not in AI itself, but in finding new ways to solve problems and do what I call “crawling up the value curve.” This is the path for AI in the coming years. As with all new technologies, the “trough of disappointment” is always followed by the “bowling pin” of hitting the nail on the head. Innovators, entrepreneurs, and startup founders are the ones who will take GenAI and apply it in unique ways to solve problems. And soon enough, “AI-powered” will be a phrase we barely even need to say. The Best Solutions Will Be Narrow Not Wide GenAI solutions require a large “platform” of data, infrastructure, and software. That alone is not where the value resides. Rather, the big productivity advantages come after years of effort, focusing the data sets and working with customers to find the features, UI designs, and data sets that add enormous value. And we are still in the early stages. If you want to learn more about HR Technology and AI, join me at the HR Technology Conference on September 24-25 in Vegas, or at Unleash in Paris in October 16-17. While I can’t predict who will win the core AI platform game (Microsoft, OpenAI, Google, Meta, Amazon will fight it out), I can predicts this: Generative AI will deliver massive improvements in business productivity. You just have to shop around a bit and wait for just the right solutions to arrive.

Josh Bersin
2024年08月10日

Josh Bersin

Josh Bersin: 随着经济放缓，关注未来的技能：改变的能力本周，我们看到美国失业率“上升”到 4.3%，经济学家开始呼吁降低利率。对于那些每天与公司和领导者交流的人来说，我会说我们正经历一个正常的经济周期。上一次重大衰退（不包括疫情，因为那不是需求放缓）是在2008年和2009年。这意味着我们已经有近16年没有经历严重的经济周期了，几乎是通常周期的两倍。虽然疫情确实让公司放慢了脚步，但我们迅速恢复了。所以从失业率来看，它大致是这样的。在经历了50年的失业率变化后，目前的失业率比五十年前降低了12%，这让我得出结论，我们正生活在“长期劳动力短缺”中。同时，美国的GDP在此期间增长了1500%。虽然我们目前的GDP增长可能有所放缓（我认为这是由消费者价格使我们耗尽了支出引起的），但实际上我们只是看到从“工业化、高劳动密集型企业”向所谓的“后工业化”公司的长期转型，这些公司往往需要更少的“工人”和更多高技能员工。（阅读我们的后工业时代研究。）仍然有大量的小时工工作：护理、医疗、交通、建筑、零售、娱乐、能源和许多其他行业依赖各种类型的“劳动”工人。这些工作随着时间的推移变得越来越自动化，导致工资提高和技能升级，但美国仍有约63%的工人没有大学学位，其中大多数人找到了工作。虽然每个人似乎对英特尔、UKG, Intuit或其他“与AI相关”的裁员感到有些恐慌，但美国经济的反应良好。我知道许多公司正在试验AI和其他技术，每个公司都担心失去有价值的人才，因为劳动力市场依然竞争激烈。是的，一些公司会进行裁员。通常这是由糟糕的领导、糟糕的规划或只是对投资者的本能反应引起的。最终，随着出生率保持在低水平，我们仍将面临劳动力短缺，人的价值将继续上升（正如我过去指出的，裁员并非不可避免）。在过去的三周里，我与欧洲超过20家大公司会面，每家公司都在投资于员工发展、技能再培训、内部流动性和提高生产力的项目。在欧洲，裁员既困难又昂贵，因此公司感受到劳动力短缺的压力，他们仍在投资员工。至于消费者需求开始下降，我们正面临一个“长期结束”阶段，这是由高价格的延续引起的。消费者对过去五年的高价格感到厌倦，而在此之前，我们经历了近十年的零利率时期，房价和大多数资本品价格持续上涨。现在这两个因素都结束了，我们只是回到了更正常的经济状态。换句话说，如果你因为“可以”而提高价格，最终你将付出代价，当消费者反抗时。如果你停止投资于员工，他们会“悄然离职”或另寻他处。这些是我认为的“正常商业经济”，我认为我们正看到这种正常性的发生。作为一个动态组织运营当然，最大的“趋势”是各行业的数字化和AI革命。汽车制造商被“虚假”引导进入电动车领域，发现混合动力发动机、数字相机和电子产品以及新的购车方式非常具有破坏性。出版商正在找出如何应对AI平台，这次他们保留了自己的知识产权并协商了许可协议。能源公司正在慢慢转向新来源，其他公司都在找出如何实现数字化、AI赋能，并进一步简化我们生产和销售的产品。这都是商业的“激动人心的工作”，一切都与成为一个动态组织有关。我们的研究指出，以动态方式运营完全是关于人。经济，通常以周期性变化（通常由过度兴奋和随之而来的疲惫引起）为特征，只是需要应对的事情。对于我这样经历了许多这种高峰和低谷的人来说，当事情不再上升并且我们看到一些冷却期时，我总是感到有点“解脱”。是的，股市可能会暴跌。它总会在某个时候发生。但那实际上是“众包”效应，通常与我们的公司无关。如果你照顾好你的客户，投资未来，迅速学习AI和所有新技术，你将顺利过渡。正如许多HR领导本月与我谈到的，你的成功很大程度上取决于人。未来的技能很明确：推动变革的能力今天我与一群我们每隔几周就交流的HR领导进行了一次有趣的会议。每一位CHRO和其他领导都告诉我们，他们正在投资于员工的“变革管理”和“业务转型”技能。这意味着什么？这意味着这样。虽然我们都希望公司有更多的工程师、制造专家、科学家和销售与营销专家，但我们最需要的“技能”是“推动变革的能力”。这种特定的技能非常复杂，需要时间来学习，并且在当前尤为重要。这引出了我的最后一点。如果你是图凡·厄金比尔吉，劳斯莱斯的首席执行官，你正处于业务转型的过程中，旨在推动工程效率和卓越，你不仅要担心工程师。你要担心那些能够推动、领导、激励和创造变革的人。我相信，这些就是大家常谈的“未来技能”。如果你作为一个专业人士、经理或领导者真正知道如何“推动和执行变革”，这些经济周期在你的职业生涯中只是“一个小波折”。在与HR领导交谈超过30年并在许多周期中经营我们自己的业务后，我敦促你“不要过于担心”这些大的经济数据。我们正生活在一个每个公司中每个人的经济价值飙升的时期。投资于你的员工和自己，随着经济的变化，你会做得很好。 https://joshbersin.com/2024/08/as-the-economy-changes-focus-on-the-real-skills-of-the-future/

Josh Bersin
2024年08月03日
Josh Bersin

Josh Bersin:当组织失去信任时，价值观的价值在当前激烈的政治环境中，我有一个简单而重要的想法。当一个组织放弃其价值观时，随着时间的推移，它往往会遭受损失。例如，波音公司是如何牺牲其工程价值观，从而破坏其安全文化的？我相信这是许多“以追求利润为中心”的小决策最终导致了一次飞机坠毁。星巴克的股票为什么会经历十年的停滞？许多“追求收入增长”的小决策逐渐使公司从其被视为“第三空间”的受人尊敬的地位变成了一个价格昂贵的咖啡零售商。不涉及美国政治，很明显，数百个“小决策”可以诱使一个机构牺牲其价值观。感觉在这里也发生了这种情况。看看Edelman Trust Index如何持续下降。无论你的政治倾向如何，美国政治都损害了我们的机构。一些政客为了获胜而煽动不信任。这种价值观的丧失对商业有害。虽然政府是最不受信任的机构之一（拜登帮助其有所增加），但今天有59%的美国人不相信商业领袖说实话。对我来说，这是我们自己需要解决的问题。这种不信任导致对创新的信心低下。令人惊讶的是，今天只有30%的美国人信任AI，主要是因为他们认为这是夺取工作的技术。这就是为什么70%的人希望CEO公开谈论技术对工作、职业和经济增长的影响。人们渴望可靠的信息来源，我认为我们在Intuit和UKG上周的公告中看到了这种诚实。虽然问题很复杂，但信息很明确。每个机构，尤其是我们的公司，必须遵循其价值观，以建立与客户、员工和利益相关者的信任和信誉。大多数CEO以增长、盈利和市场份额为价值观。这些价值观虽然看似清晰，但远远不够。如果你的公司没有更广泛的使命或目的，单纯追求利润可能会让你迷失方向。为什么？因为利润不是最终目标，而是实现使命的结果。当你失去使命并追逐财务结果时，你会失去信任、忠诚和长期价值。在我们的国家，许多“政治动机”决定导致了我们今天的状况。在你的公司中，只有你，作为领导者，才能质疑何时价值观偏离了方向。我每天都会与许多令人惊叹的公司领导会面。在我最钦佩的公司中，总是有一套坚定的价值观。微软致力于帮助人们提高生产力。Gucci相信奢侈体验能帮助人们找到自我。Colgate相信为人类、宠物和地球创造一个更健康的环境。这些宏大的理念有时看起来很愚蠢，但在机构中，它们比你想象的更有价值。组织每天做出成千上万个决策（雇佣谁，如何服务客户，如何分配资源），当价值观被“利润”或“增长”所取代时，这些决策可能会降低你的价值。当“无价值观”的决策积累起来时，灾难可能会发生。波音的刑事起诉协议或安然的最终破产就是很好的例子。在美国，我们的信任排名显示了同样的情况。（美国是GDP全球排名第一的经济体，但信任度排名第46位。）当价值观被抛弃时，文明也会受损还有一点。我刚刚读了一份来自SHRM的令人失望的报告，关于美国的文明状态。在政治辩论中，善意和尊重也在下降。信不信由你，38%的美国工人觉得他们的工作场所不文明，58%的人认为过去两年的不文明程度显著增加。“文明”一词意味着言语中的尊重、礼貌和礼节。我认为今天的政治家和媒体中的“不文明”行为只会使信任变得更加困难。（今天只有9%的美国人信任国会，12%信任电视新闻）。我们在商业中的责任是以价值观来运行我们的组织，并在这些价值观内相互尊重。我将企业价值观等同于公民意识，即对更大社会的责任感。在这些政治变化的不确定时期，让我们关注公司内部的价值观和文明。我可以向你保证，这将赋予你力量、持久力和繁荣。

Josh Bersin
2024年07月18日
Josh Bersin

Josh Bersin谈首席人力资源官 (CHRO) 职责的扩展推荐介绍：这是Josh Bersin最新的一篇文章，谈到了CHRO角色的问题，这确实是一个好问题！在当今快速变化的商业环境中，首席人力资源官（CHRO）的角色变得尤为重要。随着人工智能变革、全球劳工实践和组织重组等挑战，CHRO的职责显著扩大。企业面临广泛的人事问题，包括混合工作带来的压力、劳动力短缺以及需要提高生产力和内部流动性。CHRO在重新设计传统人力资源实践和整合全球及技术进步方面至关重要。在劳动力短缺的背景下，CHRO需要将旧的“雇用以增长”模式转变为“提高生产力和内部流动性”的模式，这比看起来更难。全球化也是一个挑战，CHRO必须引领公司进行全球化领导力和薪酬实践的调整。此外，行业整合使得大多数CHRO都在处理收购或被收购的前景，带来裁员和组织整合等问题。领导力的发展同样是CHRO的重要职责。随着组织趋向扁平化，公司需要在各个层面培养领导技能，这是所有人力资源投资中最重要的。技术也是一个复杂的问题，CHRO必须整理遗留的人力资源系统，并应对技术带来的挑战。优秀的CHRO不仅是聪明、有创造力的变革领导者，还是精明的商业人士。他们展示了在我们的领域内进行业务转型的能力。我们的CHRO研究计划将为CHRO的专业发展提供支持。我们一起来看正文：随着时代变迁，曾被认为是C级高管中地位较低的职位，如今CHRO可能是最重要的职位之一。随着AI不断改变我们的业务，CHRO的职责每天都在增加。（Jack Welch经常说 CHRO是公司中第二重要的职位，甚至比CFO更重要。）公司面临着各处的人力挑战首先显而易见的是：公司在各个方面都面临人力问题。大多数公司仍在努力适应混合办公模式，经理和员工压力巨大，员工幸福感处于历史最低点。疫情的创伤切断了公司与员工之间的联系，使各类员工能够自主做出许多决定。应对劳动力短缺在这种背景下，我们还面临着持续的劳动力短缺。低生育率和退休的婴儿潮一代将失业率推至50年来的最低点，这个问题在几十年内都不会消失。旧的“雇佣增长”模式正在失效，我们在快速增长的科技公司中看到了“雇佣，然后裁员”的循环。 CHRO们必须将这种模式转变为“提高生产力和内部流动性”，这个转变比看起来要困难得多。重新设计组织此外，在过去几年里，公司终于决定废除职能层级结构。我们交谈的大多数公司都在扁平化，取消中层管理人员，并以更跨职能的方式运营。前瞻性组织（如Bayer、ING Bank、Telstra、Mastercard、Netflix）正在采用我们称之为“动态组织 (Dynamic Organization)”的运营模式，创造新的敏捷性和市场响应时间。CHRO必须领导这一努力，并找出如何重新设计工作设计、薪酬、绩效管理和职业发展的传统实践。每家公司现在都是全球性的随着远程工作的普及，每家公司现在都具有全球性。这意味着我们必须了解全球劳工实践、不同的人才市场以及如何领导远程团队。CHRO必须领导决策，例如在哪里雇佣、在哪里设立设施，以及如何全球化领导力、薪酬实践、雇佣政策和劳资关系。并购我们也处于一个整合的周期。媒体、零售、医疗和科技等行业正在整合。这意味着大多数CHRO都在处理并购或被收购的前景。这些交易带来了裁员、组织整合和高级领导团队对齐的问题。许多人将波音的问题归咎于1997年收购McDonnell Douglas，这次收购创造了一种新的文化。我觉得我们都在成为收购新公司的专家，这迫使CHRO领导不断的整合和变革。改变领导力培养路径 CHRO还有另一个棘手的角色：领导力模型已经发生了变化。我们不仅需要培养总经理，领导者现在无处不在。扁平化的组织迫使公司在各个层面建立领导技能。当做得好时（如我在下面讨论的Marriott和Delta），领导力发展是至关重要的。在我们所有的HR投资中，领导力发展带来的价值最大。这也落在了CHRO的肩上。更新传统HR技术 HR技术有些混乱。公司拥有几十甚至上百个传统的HR系统，这些系统充斥着招聘、培训、排班、入职、调查和合规的工具。AI有望提供帮助，但即使是Workday的客户也对他们的系统感到厌倦，（阅读“为什么每个人都讨厌Workday”）。CHRO不能再忽视技术：他们必须解决这些问题。重新设计HR职能最后是运行HR这一极其复杂的工作。CHRO领导着公司中最复杂的职能之一，通常被认为是成本中心。CHRO必须改造自己的团队，建立一个敏捷、智能和咨询型的组织。这意味着创建一个系统性HR运营模型 (Systemic HR operating model)，简化员工体验，并培养能够与高级运营领导者咨询和建议的HR领导者。高绩效的CHRO是什么样的？我们每年与数百位CHRO交谈，有许多衡量成功的方法。优秀的CHRO不仅是聪明、有创意的变革领导者，他们也是精明的商业人士。这些个人帮助领导他们的消费导向公司渡过了疫情，达到了有史以来最大的增长。Delta现在是美国排名第一的航空公司，Marriott现在是世界上排名第一的酒店公司。在这两种情况下，正如我们的HR Hero奖所指出的，这些人展示了创意、商业头脑和我们领域的广泛技能。介绍我们的CHRO研究计划：CHRO Insights™ 我们正在启动一个以CHRO为导向的大型研究计划，研究CHRO的角色。该计划包括研究、教育、工具和信息。我们已经发现了一些重要的事情（我们查看了47000名全球CHRO的数据，并将他们的职业与许多业务结果进行了比较）。首先，我们看到CHRO角色在C级高管中的重要性大幅增加。 CHRO的薪酬迅速增加，越来越多的公司告诉我们，HR正在领导公司的AI计划、生产力计划和文化变革。其次，CHRO的工作比看起来要难。大多数公司没有为CHRO提供良好的继任计划（84%的高影响力CHRO职位是外部填补的），这告诉我们需要关注这个角色。这激励我们在这里集中精力，您将在接下来的几个月中看到我们关于CHRO职业发展的更多内容。第三，CHRO角色必须融合对业务、技术、文化和多种HR领域的深刻理解。我们的全球HR能力模型涵盖了94个不同的领域，超过11000名HR专业人士的平均信心水平约为3分（满分5分）。想象一下CHRO必须面对的各种问题：从AI战略到全球文化、员工体验、薪酬、多样性等等。第四，CHRO角色正在扩展。我交谈的许多CHRO现在负责设施战略（因为设施影响混合工作、福利和工作体验）、整体员工体验战略（包括健康和福祉）、员工沟通战略，以及公司中的所有合规、培训、招聘、薪酬和绩效计划。最后，强大的CHRO正在改造他们的HR职能。公司正在使用我们的系统性HR模型来整合HR中的职能孤岛，创建新的产品和解决方案团队，并对HR团队进行交叉培训，以应对AI和这些新问题。优秀的CHRO不仅是出色的领导者和高级HR从业者，他们还是商业变革专家。今年夏天晚些时候，我们将发布我们的第一份CHRO角色研究，并详细描述我们的CHRO Insights计划。与此同时，我想庆祝那些承担这些角色或渴望承担这些角色的人，并告诉你们我们正在准备一些令人兴奋的事情。

Josh Bersin
2024年06月22日
Josh Bersin

The best HR & People Analytics articles of May 2024 I’m writing the introduction to the May edition of the Data Driven HR Monthly on a flight to London from Mexico City. Together with Jonathan Ferrar, I was in Mexico to conduct an Insight222 workshop with the HR Leadership Team of one of the world’s largest global consumer goods companies. The workshop was composed of a number of modules including: consulting with data, prioritisation and data governance. It was the culmination of a month of notable milestones both within Insight222 and the external market: The Digital HR Leaders podcast celebrated its fifth birthday (see here). The fifth edition of the Insight222 People Analytics Trends study was launched (see below for details). We also opened registration for an Insight222 webinar on AI in HR and People Analytics, which will take place on June 13 (see below for details). In the HR Tech space, Crunchr and TechWolf announced a strategic partnership (see here), and Cornerstone OnDemand acquired SkyHive (read analysis from Alexandra Nawrat here). Welcome to the 2,513 new subscribers to the Data Driven HR Monthly newsletter, who joined in the last month. This month’s collection features new research from the likes of Microsoft, McKinsey, and the Talent Strategy Group, as well as resources from practitioners in companies including Mastercard, EY, Novartis, IBM, Intuit, Lego, Ericsson, and Marks & Spencer. This edition of the Data Driven HR Monthly is sponsored by our friends at TechWolf The Journey to the Skills-Based Organization Transform your HR strategy with skill-based insights Advancements in technology and evolving market demands are reshaping the skills landscape, making the transition to skill-based essential for organisations to remain competitive. Yet, despite widespread recognition of its value, research by Deloitte showed that less than 20% of companies have embarked on this transformative journey toward becoming a skill-based organisation (SBO). Wondering where to start? Our guide, "Getting Started with Skills," is designed for HR leaders on this journey, covering three actionable steps: Reasons for adopting a skill-based approach. Challenges in becoming an SBO. Practical steps to integrate skills into your strategy. This journey is about setting a new direction for your organisation, one that is agile, resilient, and ready for the future. Read our latest guide today. Download now To sponsor an edition of the Data Driven HR Monthly, and share your brand with over 125,000 Data Driven HR Monthly subscribers, send an email to dgreen@zandel.org. Join me for an Insight222 webinar on June 13 to discover how AI is reshaping HR and people analytics As AI and Generative AI continue to dominate HR conversations, it's essential to explore practical applications, benefits, and challenges. Register to join me for an Insight222 webinar on June 13. In the webinar, Jasdeep Kareer, PhD (née Bhambra) Andrew Elston Justin Shemeley and I will discuss: Real-world use cases demonstrating AI's impact on HR and People Analytics. Common challenges encountered during AI adoption and strategies for overcoming them. The importance of responsible AI practices and ethical considerations in HR. Register for The Role of AI in HR People Analytics webinar. Invitation: If you are a people analytics leader, participate in the 5th annual Insight222 People Analytics Trends survey... The Insight222 People Analytics Trends study is now in its fifth year, and has grown to be the biggest and most important annual study in the field of people analytics. We have now opened the survey for 2024, which is intended to gain insights into: (1) People analytics operating model, roles, and technology. (2) Measuring the value of people analytics. (3) AI in HR. If you are the people analytics leader at your company and would like to participate in the People Analytics Trends study for 2024, click this link and please complete the survey by Sunday 23 June. Participate in the Insight222 People Analytics Trends Survey for 2024. Share the love! Enjoy reading the collection of resources for May 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 April’s compendium (including those in the Comments section). 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. HYBRID, GENERATIVE AI AND THE FUTURE OF WORK MICROSOFT AND LINKEDIN - AI at Work Is Here. Now Comes the Hard Part We’ve come to the hard part of any tech disruption: moving past experimentation to business transformation. Just as we saw with the advent of the internet or the PC, business transformation comes with broad adoption. Organizations that apply AI to drive growth, manage costs, and deliver greater value to customers will pull ahead. Microsoft’s 4th annual Work Trend Index, in partnership with LinkedIn provides a comprehensive view of how AI is not only reshaping work, but the labour market more broadly. Three key findings are described in depth: (1) Employees want AI at work—and they won’t wait for companies to catch up. (2) For employees, AI raises the bar and breaks the career ceiling. (3) The rise of the AI power user—and what they reveal about the future. The report contains a series of powerful insights, visualisations, and analysis – such as the impact of AI skills on hiring (see FIG 1). I also recommend watching Johnny C. Taylor, Jr., SHRM-SCP, CEO of SHRM, talking to Kathleen Hogan and Jared Spataro about the integration of AI in enhancing work at Microsoft, insights on AI adoption strategies, and addressing the balance between AI opportunities and workforce implications. FIG 1: The New Hiring Imperative: AI Aptitude Takes Centre Stage (Source: Microsoft Work Trends, 2024) ANSHUL SHEOPURI AND LUCRECIA BORGONOVO - At the inflection of AI and HR: How Mastercard is equipping employees for the AI era We recognize the best way to build trust is to bring our employees along with us on our AI journey, ensuring they are made aware of and educated about our commitment to responsible and ethical AI — in addition to the benefits that AI can bring to their day-to-day experiences and overall career path. Anshul Sheopuri and Lucrecia Borgonovo share five areas where Mastercard is using AI to improve the way their employees work, grow and manage their careers: (1) AI as career coach. (2) AI as wellbeing guide. (3) AI as workflow assistant. (4) AI as co-pilot. (5) AI as workforce planning partner. For more insights, particularly with regards to how Mastercard is using AI in Unlocked, its internal talent marketplace, I recommend watching the recording of the CHRO Panel at the recent Gloat Live event in New York, where I moderated a panel featuring Michael Fraccaro, Mastercard’s chief people officer, as well as Tanuj Kapilashrami and Tamla Oates-Forney. MCKINSEY - A new future of work: The race to deploy AI and raise skills in Europe and beyond Up to 30 percent of hours worked could be automated by 2030, boosted by gen AI, leading to millions of required occupational transitions An insightful McKinsey study, which explores labour markets in ten European countries and the United States, in the years to 2030 given factors including labour shortages, productivity challenges, and the inexorable rise of technology. The report identifies four key priorities for companies: (1) Understand the potential: Leaders need to understand the potential of how AI and gen AI can augment and automate work. (2) Plan a strategic workforce shift: Once they understand the potential of automation technologies, leaders need to plan the shift toward readiness for the automation and AI era. (3) Prioritise people development: To ensure that the right talent is on hand, leaders could consider strengthening their capabilities to identify, attract, and recruit future AI and gen AI leaders in a tight market. (4) Pursue the executive-education journey on automation technologies: Leaders also need to undertake their own education journey on automation technologies to maximise their contributions during the coming transformation. (Authors: Eric Hazan, Anu Madgavkar, Michael Chui, Sven Smit, Dana Maor, Gurneet Singh Dandona, and Roland Huyghues Despointes). FIG 2: Source - McKinsey JEREMIE BRECHEISEN - What Companies Don’t Know About How Workers Use AI Managers influence 70% of team engagement and they can ensure that your AI strategy supports the organization’s goals and expectations in terms of innovation, agility, and productivity. Jeremie K Brecheisen presents Gallup research, which finds that leaders do not fully understand their employees’ use of, and readiness for, AI. The study finds that seven in 10 employees never use AI in their job, with only one in 10 saying they use AI on a weekly basis or more often. Brecheisen offers three recommendations for leaders to find the right balance of control and trust around AI, including measuring how their employees currently use AI, cultivating trust by empowering managers, and adopting a purpose-led AI strategy that is driven by the company’s purpose instead of a rules-heavy strategy that is driven by fear. FIG 3: Could AI improve how work gets done? (Source: Gallup) HEIDI GRANT, GINNIE CARLIER, AND FRANK GIAMPIETRO - Using Data to Design Your Hybrid Work Policies | JOSE MARIA BARRERO, NICHOLAS BLOOM, SHELBY BUCKMAN, AND STEVEN J. DAVIS - Survey of Working Arrangements and Attitudes (SWAA) (May 2024) In their article for Harvard Business Review, Heidi Grant, Ginnie Carlier, and Frank Giampietro outline how EY has taken a data-driven approach to questions around hybrid work. Their data comparing the performance and well-being of hybrid employees with their fully in-person and remote counterparts has yielded often surprising insights. For example, EY found that hybrid employees who spent 40% to 60% of their time in person experienced higher well-being, belonging, skills development, and engagement when compared to fully remote or in-person employees. The article also provides guidance on how enabling teams to co-create and commit to ways of working drives work-life balance and wellbeing. Read alongside the May 2024 update of the WFH Research report by Jose Maria Barrero, Nick Bloom, Shelby Buckman, and Steven J. Davis, which amongst its many highlights, finds that 66% of workers use an office at least once a month (see FIG 4). FIG 4: Source – wfhresearch.com PEOPLE ANALYTICS PIETRO MAZZOLENI - Blueprint for Balance: IBM’s Guide to Managing and Protecting People Data In another edition of what it proving to be consistently one of the best newsletters of 2024 – People Data Platform – Pietro Mazzoleni shares the three core principles of how IBM manages and protects people data (see FIG 5). He explains how his team effectively secures data, strikes a balance between protection and accessibility, and establishes clear ownership of every piece of data. FIG 5: Three core principles for managing and protecting people data (Source: Pietro Mazzoleni) MCKINSEY - Master data management: The key to getting more from your data Master data management can give organizations a leg up by allowing them to easily organize and access data about customers, suppliers, products, and employees. An essential read for HR and people analytics professionals looking to bring their people and other organisational data together to drive value for the company, customers and employees. The article by Aziz Shaikh Holger Harreis Jorge Machado and Kayvaun Rowshankish, provides findings from a McKinsey study on how large companies organise, use, and mature their master data management (MDM). It includes examples of how MDM creates value in five ways (e.g. how MDM standardises data across entities to provide a unified view across various systems), common challenges (e.g. poor data quality – see FIG 6), and guidance on how to implement MDM effectively (e.g. establishing a robust data governance model to maintain integrity and reliability of MDM capabilities). FIG 6: MDM quality issues (Source: McKinsey) ANNETT ZIPPEL AND PATRICK COOLEN - Finding the right People Analytics Leader for your organization | MARTHA CURIONI - People Analytics for HR: Demystifying People Analytics | SERENA HUANG - Winning Over Gen Z: How AI & Data Can Create the Ideal Workplace | RORY O’GALLAGHER - Bridging Surveys and Conversations with Generative Listening Tools | WILLIS JENSEN - Moving Beyond Correlation to Causation in People Analytics | LOUISE BAIRD - How To Use People Analytics to Improve Manager Effectiveness In recent editions of the Data Driven HR Monthly, I’ve featured a collection of articles by current and recent people analytics leaders. Six are highlighted here. (1) In an interview with Annett Zippel of KennedyFitch, Patrick Coolen shares insights on the components of a successful people analytics practice, how to get started, and the skills to look for and build in a people analytics leader. (2) Martha Curioni outlines a five-step methodology to undertake a people analytics project, with the first step perhaps being the most important: Define the Problem Statement. (3) Serena H. Huang, Ph.D. provides guidance on how AI and data can help create effective wellbeing and DEI strategies that resonate with Gen Z. (4) Rory O'Gallagher breaks down the what, why, and how of generative employee listening tools, including how they differ from traditional surveys, how to integrate them into your employee listening ecosystem, and how they will evolve. (5) Willis Jensen sets out the challenges of establishing causation in people analytics and provides guidance on how to get past these challenges such as identifying actionable variables (see FIG 7). (6). Louise Baird, Head of People Analytics at Marks & Spencer, offers practical steps on how to drive manager effectiveness through people analytics. FIG 7: Examples of non-actionable and actionable variables in people analytics (Source: Willis Jensen) THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE NORM SMALLWOOD AND DAVE ULRICH - HR Transformation: Common Pitfalls and Tried and True Tips Not developing the HR professionals to do strategic work is the #1 reason HR Transformation fails Norm Smallwood, Dave Ulrich and The RBL Group outline four common HR Transformation pitfalls and tips to overcome each: (1) HR transformation is about transforming the entire HR Department to create value for the business. (2) It requires an understanding of the work that creates value for the business and then designing the organisation and building HR leaders and professionals to enable it (see FIG 8). (3) Invest in providing HR professionals with frameworks, tools, and shared language to do strategic work – “For impact on the business, HR must invest in itself.” (4) Capabilities are the link between business strategy and HR actions. FIG 8: Source – The RBL Group ZAC UPCHURCH | TALENT STRATEGY GROUP – CHRO Trends 2024: Insights from the Fortune 200 Chief Human Resources Officer and Chief People Officer Changes Zac Upchurch presents the key findings from the seventh annual edition of The Talent Strategy Group’s CHRO Trends report. Three of the ten trends are: (1) A Decline In CHRO/CPO Appointments - 2023 had the fewest Fortune 200 CHROs/CPOs appointments since the report’s inception, with 22 new CHROs/CPOs appointed in 2023. (2) The Rapid Increase in Internal Succession - 73% of 2023 appointed CHROs/CPOs came to the role via internal succession, a rate not seen since 2017. (3) The HRBP as the CHRO/CPO Stepping Stone - The vast majority of the 2023 CHRO/CPO appointments consisted of individuals that served in a HRBP role prior to their CHRO/CPO appointment. FIG 9: Internal vs. External CHRO/CPO hires in 2023 (top) and from 2017-2023 (bottom) (Source: Talent Strategy Group) STORYTELLING WITH DATA SPECIAL JAY DORIO - How to Empower HR Through Data Literacy | BRENT DYKES - Data Storytelling Arc: Demystifying Narrative Structure In Data Stories | NANCY DUARTE - How to Create Slides That Suit Your Superiors: 11 Tips | GANES KESARI - The Enduring Power of Data Storytelling in the Generative AI Era | COLE NUSSBAUMER KNAFLIC - How HR professionals can Master Storytelling with Data As Jay Dorio reveals in his article, which is based on Insight222 research on how to build data literacy in HR at scale, storytelling is one of the five core skills HR professionals need to build to improve their data literacy. Four resources I recommend on storytelling are: (1) Brent Dykes analyses alternative narrative models for data storytelling and presents his Data Storytelling Arc (see FIG 10). (2) Nancy Duarte outlines 11 tips for preparing slides for an internal presentation, which includes four things you must have in every exec’s slides: start with an executive summary, have a logical organisation, make it skimmable, and focus on concise insights. (3) Ganes Kesari presents a 2x2 (see FIG 11) to help select the best approach to drive decision-making with data. (4) In a recent episode of the Digital HR Leaders Podcast, Cole Nussbaumer Knaflic discusses the transformative power of storytelling in the context of people data and analytics. FIG 10: Data Storytelling Arc (Source: Brent Dykes) FIG 11: What kind of decision are you making? Four Situations (Source: Ganes Kesari) WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS AMANDA EVANS - Applying People Analytics To Organizational Design Amanda Jane Evans draws on recent collaborative research by Andrea Derler, Ph.D. of Visier Inc. and Amy C. Lewis, PhD to demonstrate how people analytics can inform actions on team size that drive business performance. The research highlighted that smaller teams—specifically those with six to 10 members—tend to harbour more high performers and have lower resignation rates (see FIG 12). In her article, Amanda explains that people analytics revealed that smaller teams at Partners Group are more likely to be successful in scenarios with direct client contact where high expectations for performance and stakeholder management are set. Amanda also explains how the firm proactively uses people analytics to analyse span of control during business transformation. FIG 12: Smaller teams have lower resignation rates (Source: Visier) EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING MCKINSEY - To defend against disruption, build a thriving workforce To build a thriving workplace, leaders must reimagine work, the workplace, and the worker. Generative AI provides organisations – and HR professionals – with the opportunity to reimagine work, the workplace and the worker. In their article, the McKinsey team of Jacqui Brassey, PhD, MA, MAfN (née Schouten), Aaron De Smet, Emily Field, Taylor Lauricella, and Brooke Weddle, break down what a ‘thriving culture’ is (and what it isn’t) and offer five actions companies can adopt to maximise healthy work environments, team effectiveness, and employee well-being so that more workers can reach their peak performance. FIG 13: Employee segments as a share of an organisation’s workforce (Source: McKinsey) DAWN KLINGHOFFER - The Key to a Thriving Workforce? A Smart Approach to AI What we find is that AI is really there to help you take friction and toil out of the system, and to remove the drudgery of work. And when people are able to remove some of that drudgery, we see that they’re more productive, and they thrive more. Dawn Klinghoffer, Global Head of People Analytics at Microsoft, shares insights from the company’s recent Employee Signals survey. The findings not only highlighted the tangible benefits of thriving, but also identified a key catalyst for fostering it: access to AI. The article then highlights how thriving – and access to AI – has a positive impact on three indicators of high performance: (1) Meaningfulness (incorporating AI into the day correlated to a 20% jump in scores relating to meaningful work). (2) Empowerment. (3) Energy (scores on energy-related questions for those using AI jumped almost 27%). Dawn also shares the ABCs of thriving with AI: Accelerate alignment, Be inclusive, and Cultivate collective growth. This is another example of how Microsoft’s comprehensive approach to employee listening (see FIG 14) – coupled with the sponsorship of the CEO, Satya Nadella, leads to insights that drive positive outcomes for the business and the workforce. For more on Microsoft’s approach to employee thriving, listen to Dawn in conversation with me on the Digital HR Leaders podcast: How Microsoft Created A Thriving Workforce By Going Beyond Employee Engagement. FIG 14: Microsoft’s Employee Listening Ecosystem (Source: Dawn Klinghoffer) EMILY PELOSI AND PAIGE MCGLAUFLIN - Intuit’s ‘head of employee listening’ talks about the science of worker feedback—and the art of asking the right questions In an interview with Fortune, Emily Pelosi, PhD, Head of Employee Listening at Intuit, discusses why her role was created, what it involves, and how she helps Intuit’s leaders harness employee feedback to make better and more informed decisions based on data. Two areas that really resonate, are (1) how Emily partners closely with Intuit’s CEO and chief people officer to shape their bi-annual survey and take action on the results. (2) the importance of asking the right questions. BENJAMIN LAKER AND STEFANIA MARIANO - The Unexpected Upsides of Letting Employees Define Their Jobs | JACKSON ROATCH - The Work-GPT Paradox, AI and Job Crafting Job crafting creates an environment of autonomy, encouraging employees to take initiative and innovate. Three resources about ‘job crafting’, which in the article by Benjamin Laker and Stefania Mariano is described as: “Job crafting is a proactive approach where employees reshape their roles to infuse more meaning and engagement into their work.” Their article describes the three primary components – task crafting, relational crafting, and cognitive crafting – and discusses the benefits, challenges and considerations for implementing job crafting successfully. In the second article, Jackson Roatch explains how using AI more can enable employees to use job crafting to make their jobs 5-10% better. He cites research by Amy Wrzesniewski, as well as the work of Ravin Jesuthasan, CFA, FRSA and John Boudreau in deconstructing jobs, to provide an example of how AI can shape the role of a data analyst (see FIG 15). Finally, for more on job crafting, I recommend listening to Dan Cable in discussion with me on the Digital HR Leaders podcast: How to Help People Love What They Do At Work. FIG 15: Using AI to ‘job craft’ the role of the data analyst (Source: Jackson Roatch) LEADERSHIP, CULTURE, AND INCLUSION ALLAN H. CHURCH, JAMES SCRIVANI, AND MARKUS GRAF - Unleashing The Power of Assessments for Leaders and their Organizations Based on their experience of working with assessment tools in organisations such as PepsiCo and Novartis, Allan Church, Ph.D. Jim S. and Markus Graf present a three-step guide to building an effective, impactful and meaningful assessment system: (1) Focus Assessments on Future Capabilities Needed for Your Organisation. (2) Take a Multi-Trait, Multi-Method Approach to Assessment, aka Use Multiple Lenses. (3) Unlock the Value of Assessment Insights for Leaders, Teams, and the Organisation (see FIG 16). FIG 16: The Three Levels of Assessment Insights (Source: Church et al) MCKINSEY - In the spotlight: Performance management that puts people first Companies that focus on their people’s performance are 4.2 times more likely to outperform their peers, realizing an average 30 percent higher revenue growth and experiencing attrition five percentage points lower. While effective performance management systems support employees to develop, new research by McKinsey finds that most companies fall short of best practices. In their article, Amaia Noguera Andrea Pedroni Asmus Komm and Simon Gallot Lavallée provide insights on how leading companies approach performance management across four elements - goal setting, performance reviews, ongoing development, and rewards (see FIG 17). The article also digs into five enabling factors: (1) Ensure that performance management systems are agile. (2) Provide regular feedback. (3) Establish an effective fact base. (4) Maintain rating and differentiation. (5) Employ gen AI. FIG 17: Designing a performance management system (Source: McKinsey) CATHERINE COPPINGER - Manager Effectiveness: 5 Metrics That Matter More than eSat Scores Catherine Coppinger presents findings from Worklytics research on manager effectiveness, which highlights the top drivers of low and high manager satisfaction (see FIG 18). The article also recommends metrics for measuring manager effectiveness, which are based on five things top-performing managers tend to do: (1) Provide regular coaching. (2) Define and implement reasonable team norms. (3) Support their team (without micromanaging). (4) Elevate and unblock their team via network connections. (5) Routinely engage with team members in-person. For more insights on this topic, listen to Catherine on a recent episode of the Digital HR Leaders podcast: How to Use Passive Data to Enhance Manager Effectiveness. I also recommend checking out the deck Philip Arkcoll and Michael Arena presented recently at Society for Industrial and Organizational Psychology (SIOP): The ONA Hype Cycle: Why this Time is Different. FIG 18: The drivers of lower and higher manager satisfaction (Source: Worklytics) HR TECH VOICES Much of the innovation in the field is driven by the vendor community. I’ve picked out a few resources from May that I recommend readers delve into: ARCTIC SHORES - The pragmatist’s playbook for skills-based hiring – An indispensable guide to skills-based hiring from Robert Newry and the team at Arctic Shores. It features: why companies are shifting from experience to skills-based hiring (see FIG 19) a seven-step framework for skills-based hiring, case studies from Siemens and Molson Coors, and contributions from the likes of Hung Lee, Gemma Aldridge, Joe Sidley, and Yasar Ahmad. FIG 19: The shift from experience-based to skill-based hiring (Source: Arctic Shores) ANDY PRZYSTANSKI - Lattice Data Reveals Lower Engagement, Stretched Managers, and More – Andy Przystanski presents findings from analysis of over one million employees on Lattice’s people platform including (1) Engagement is down - between 2022 and 2023, eNPS decreased from an already low 33.33 to 24.8 (see FIG 20). (2) Manager span of control is increasing. (3) Soft skills are in high demand. FIG 20: Source - Lattice FRANCISCO MARIN - Embracing Generative AI in Organizational Network Analysis: 8 Key Considerations for Success – Francisco Marin of Cognitive Talent Solutions sets out eight key considerations for successfully incorporating GenAI into organisational network analysis including: (1) Define clear objectives, (2) Ensure data quality, and (3) Prioritise privacy and ethics. KEN OEHLER - Unlocking the Power of Personality – Ken Oehler presents new research from RADICL, which explores the link between personality traits and areas such as hybrid collaboration, trust, employee experience, and productivity. A fascinating read. FIG 21: Source - RADICL FRESIA JACKSON, HEATHER WALKER, AUBREY BLANCHE-SARELLANO - Workplace Diversity, Equity, and Inclusion 2024 Report – Culture Amp’s Workplace DEI Report is always an insightful read and the 2024 edition is no exception. As Aubrey Blanche-Sarellano writes in the Foreword: “DEI has become both a buzzword and the target of significant backlash.” The report by Fresia Jackson, Heather Rose Walker, PhD and the team provides detail on five key findings including: (1) Perception of DEI in the workplace is falling globally. (2) Intersectionality has a compounding effect. (3) Embedding DEI into existing programs has a bigger impact. FIG 22: Source – Culture Amp PODCASTS OF THE MONTH In another month of high-quality podcasts, I’ve selected four gems for your aural pleasure: COLE NAPPER, SCOTT HINES, AND GUESTS – Live from SIOP 2024 – If you only listen to one podcast this month, I highly recommend this episode of the Directionally Correct podcast, recorded live at the recent SIOP 2024 event. Joining hosts Cole Napper and Scott Hines, PhD, are a stellar list of people analytics practitioners: Anthony Ferreras, Amy Frost Stevenson, PhD, Rob Stilson, Ph.D., Emily Pelosi, PhD, and Kelsie L. Colley, M.S. PhD ABD. SERGIO EZAMA - Unlocking the Secrets of Netflix's Innovative HR Strategy – Netflix CHRO Sergio Ezama joins Lars Schmidt on the Redefining Work podcast to share a unique approach to compensation that's setting new benchmarks in the HR landscape. VIDYA KRISHNAN AND PETER SHEPPARD – Why Skills are like Oxygen – Vidya Krishnan and Peter Sheppard join Stacia Sherman Garr and Dani Johnson on RedThread Research’s Workplace Stories podcast to share Ericsson’s skills-based approach and why “Skills are like oxygen, invisible but necessary.” TOMAS CHAMORRO-PREMUZIC - Why so many bad bosses still rise to the top – Dr Tomas Chamorro-Premuzic, Bryan Hancock, and Brooke Weddle join host Lucia Rahilly on the McKinsey Talks Talent podcast to discuss why the traits that propel us to the top seem to diverge so widely from those that make us great leaders—as well as how to choose stronger, more successful, and more diverse candidates for leadership roles. VIDEO OF THE MONTH NEHA UPADHYAYA – Building an Impactful People Analytics Practice I recently had the privilege of attending the Wharton People Analytics Conference - thanks to Matthew Bidwell, Laura Zarrow, and team. All the sessions from the event can now be viewed including this one featuring Neha Upadhyaya presenting the findings of interviews and surveys of people analytics leaders. The talk presents the initial findings, including the trends they've uncovered, and the pitfalls to avoid in order to build and sustain an impactful people analytics team. BOOK OF THE MONTH ANISH LALCHANDANI – The Skills Advantage: A Human-Centered, Sustainable, and Scalable Approach to Reskilling In the ‘Book of the Month’, Anish Lalchandani breaks down ‘why’ companies should make the paradigm shift towards a skill-centric approach, ‘how’ it contributes to business success, and provides guidance on ‘what’ steps practitioners can take with regards to Agility, Awareness, Application and Alliances in building a comprehensive reskilling strategy. The book is an indispensable guide for HR leaders looking to embrace a successful skills-based approach. RESEARCH REPORT OF THE MONTH STEFANO DI LAURO, AIZHAN TURSUNBAYEVA, GILDA ANTONELLI. AND LUIGI MOSCHERA - Disrupting human resource management with people analytics: a study of applications, value, enablers and barriers in Italy In their paper, Stefano Di Lauro, Aizhan Tursunbayeva, PhD, GRP, Gilda Antonelli, and Luigi Moscheraexplore the adoption and impact of people analytics in Italy. Key findings suggest that people analytics, particularly descriptive, is growing, and that benefits are being enjoyed at both an organisational and employee level. FIG 23: People Analytics value for organisations in Italy (Source: Di Lauro et al) FROM MY DESK May saw four episodes of the Digital HR Leaders podcast - with two each sponsored by our friends at Worklytics and Crunchr. Thank you to Philip Arkcoll and Laura Morris from Worklytics and Ralf Bovers and Dirk Jonker from Crunchr for your partnership and support. LASSAAD ESSAFI AND DAVID GREEN - How EDLIGO Enhances Organisational Performance with Skills-Based Models - In this Expert Interview, I sit down with Lassaad Essafi, CEO at EDLIGO Talent Analytics and Learning Analytics to explore why a skills-based approach to talent management is not just a strategic imperative but a significant driver of business value and organisational performance, drawing upon recent studies and real-world examples. LOREN SHUSTER - Lego’s Blueprint for Modern HR: People, Places and Culture - Loren I. Shuster, Chief People Officer at the LEGO Group joins me to discuss Lego’s blueprint for modern HR. CRAIG STARBUCK – Understanding the Build vs. Buy Dilemma in People Analytics and HR Tech – Craig Starbuck, PhD reflects on his decade long journey in the field and provides insights on aligning people analytics with business priorities, build vs. buy, ONA use cases, partnering with finance, and building data literacy in HR professionals. DAVID GREEN - How can HR use people analytics to revolutionise the workplace experience? – A round-up of Series 38 of the Digital HR Leaders podcast, with insights from Nickle LaMoreaux, Cole Nussbaumer Knaflic, Catherine Coppinger, Loren I. Shuster and Craig Starbuck, PhD. DAISY AUGER-DOMINGUEZ - Four Steps Towards Building a More Diverse and Inclusive Company Culture – Daisy Auger-Dominguez (she/her/ella) joins me to share insights from her book, Inclusion Revolution, including her four-step model (Reflect, Vision, Act, Persist) and how these principles can be practically applied to instigate meaningful change. KATE BRAVERY AND ILYA BONIC - Navigating the Future of Work: AI, Skills, and Trust in the Modern Workforce – Kate Bravery and Ilya Bonic of Mercer, two of the authors – along with Kai Anderson – of Work Different: 10 Truths for Winning in the People Age join me for a discussion on how AI and skills are shaping the future of work, workforce and workplace, and how organisations that prioritise trust and transparency will ultimately win. DAVID GREEN - Five Ways HR Creates a Thriving Organisational Culture – An article inspired by Series 37 of the Digital HR Leaders podcast, where we dug in to the anchors of culture to identify five ways in which HR can support a thriving organisational culture. These include employee listening, continuous learning, and empowering line managers. The article features insights from episodes with Rebecca Thielen, Didier Elzinga, Rob Briner, and Louise Millar / Olivia Edwards. LOOKING FOR A NEW ROLE IN PEOPLE ANALYTICS OR HR TECH? I’d like to highlight once again the wonderful resource created by Richard Rosenow and the One Model team of open roles in people analytics and HR technology, which now numbers over 525 roles. THANK YOU Amit Mohindra for including me in his post about people analytics and power, and for calling out Jeremy Shapiro’s seminal 2010 Harvard Business Review article, Competing on Talent Analytics, which was co-authored by Tom Davenport and Jeanne Harris. Paul David and the team at Literal Humans for including me in their list of The Top 43 HR Tech influencers to help promote your product. Anastasia Mizitova, SHRM-SCP, CPCC for endorsing Excellence in People Analytics. Sanja Licina, Ph.D. for her post about Excellence in People Analytics. Olimpiusz Papiez for sharing his key learnings on storytelling in people analytics, inspired by the recent Digital HR Leaders podcast episode with Cole Nussbaumer Knaflic: Mastering Storytelling for HR Transformation. Christopher Cerasoli for posting about the Digital HR Leaders podcast episode with Craig Starbuck, and highlighting the need for HR to speak the language of finance. Helena Turpin for including the Digital HR Leaders podcast in her six recommended podcasts for learning. Charlotte Chandler for also including the Digital HR Leaders podcast in her list of five recommended podcasts for HR professionals. Similarly, Mirro.io for including the Digital HR Leaders podcast in their list of 13 top HR podcasts Thomas Kohler for including the April edition in his round-up of recommended HR resources. Julia Reis for also including the Data Driven HR Monthly in her list of resources for HR professionals Juliette Matharan for including the podcast episode with Louise Millar and Olivia Edwards in her five podcasts of the month Qandle for including me in their list of Top 25 HR Influencers and Leaders to follow ABOUT THE AUTHOR David Green ?? is a globally respected author, speaker, conference chair, and executive consultant on people analytics, data-driven HR and the future of work. As Managing Partner and Executive Director at Insight222, he has overall responsibility for the delivery of the Insight222 People Analytics Program, which supports the advancement of people analytics in over 90 global organisations. Prior to co-founding Insight222, David accumulated over 20 years experience in the human resources and people analytics fields, including as Global Director of People Analytics Solutions at IBM. As such, David has extensive experience in helping organisations increase value, impact and focus from the wise and ethical use of people analytics. David also hosts the Digital HR Leaders Podcast and is an instructor for Insight222's myHRfuture Academy. His book, co-authored with Jonathan Ferrar, Excellence in People Analytics: How to use Workforce Data to Create Business Value was published in the summer of 2021. SEE ME AT THESE EVENTS I'll be speaking about people analytics, the future of work, and data driven HR at a number of upcoming events in 2024: June 4-5 - Insight222 European Peer Meeting (hosted by Nestlé in Vevey, Switzerland) - exclusively for member organisations of the Insight222 People Analytics Program June 25-26 - Insight222 North American Peer Meeting (Minneapolis, US) - exclusively for member organisations of the Insight222 People Analytics Program September 16-19 - Workday Rising (Las Vegas) September 24-26 - Insight222 Global Executive Retreat (Colorado, US) - exclusively for member organisations of the Insight222 People Analytics Program October 16-17 - UNLEASH World (Paris) October 22-23 - Insight222 North American Peer Meeting (hosted by Workday in Pleasanton, CA) - exclusively for member organisations of the Insight222 People Analytics Program November 12-14 - Workday Rising EMEA (London) November 19-20 - Insight222 European Peer Meeting (hosted by Merck in Darmstadt, Germany) - exclusively for member organisations of the Insight222 People Analytics Program

Josh Bersin
2024年06月03日
Josh Bersin

Josh Bersin:AI最终会连通整个企业界吗？问问ServiceNow，他们的回答是肯定的。本周，ServiceNow在其年度用户大会上迎来了超过22,000名IT和技术专业人士，同时公布了几项对其战略的重大增强。ServiceNow的目标是通过一个全新的工作流软件层整合企业资源，使之能够实现全面连接，进而让员工、顾客以及企业领导通过一个统一的界面访问信息和系统。历史上，ServiceNow主要通过一系列案例管理和服务交付工具来实现这一目标，这些工具主要服务于IT部门。这个平台极大地帮助IT服务团队自动化和优化了他们日常面临的各种IT请求和问题处理。但随着公司的发展及其野心的扩大，尤其是在Bill McDermott这位我所见过的最杰出领导者的带领下，ServiceNow的发展已经远远超出了原有范畴。在员工服务领域，ServiceNow即将推出一系列雄心勃勃的产品。首先，原名为HR的员工工作流服务现已扩展到包括工作场所管理、员工入职、调查问卷以及技能分析工具等，还包括从Hitch收购的人才智能平台、内部职位调动与招聘等功能。公司正在开发专门的招聘工作流程，以帮助企业简化面试安排、候选人管理以及内外部候选人关系协调等复杂问题。这个看似小众的领域实际上正变得越来越重要，因为越来越多的公司开始重视内部职位流动和动态。但在我本周参加这次会议时，我注意到ServiceNow的战略叙述发生了显著变化。Bill McDermott花了近一个小时重申他之前的讲话，但这次他将重点从工作流转移到了人工智能。他基本上将原本的工作流引擎战略替换为了“商业转型的AI平台”，显然，他们不再仅仅关注“数字化转型”。 ServiceNow的商业转型AI平台他们强调的一个非常重要的信息是，AI将成为企业变革的技术，这与数字化变革的影响相似。几个月前我们还在讨论数字化转型，现在，这已成为过去式：未来的变革将借助AI实现。没错，从某种意义上来说，每种技术都能成为业务变革的工具，但AI带来的变革程度将远超过互联网本身。这一点我稍后将进一步解释。 ServiceNow将其视为一个集成了异构系统的集合，中心是一个AI引擎。会议上的一个关键案例是一家面包店，因应不同地点的天气变化而调整各种烘焙产品的生产。中心的AI系统能够感知这些变化，预测接下来的行动，并指导工厂调整生产策略，从而满足市场需求，提升销售额。这是一个非常吸引人的案例。 ServiceNow的AI架构有趣的是，像SAP在20世纪80年代推广集成供应链管理，Qualtrics推广客户体验管理时讲的故事，似乎都在用不同的方法解决相似的问题。Bill McDermott凭借丰富的经验，将这一叙事应用于ServiceNow，展现了他作为CEO的卓越远见和沟通能力。那么，AI真的能成为未来的企业协调系统吗，将各种遗留平台联系起来，提供解决方案吗？我确信这将成为现实。虽然这不会一夜之间实现，但最终会发生。这种变革同样适用于我们的消费者生活。我们日常工作中的效率之所以低下，往往是因为在寻找信息、处理文档、查询库存等活动中分心。如果能直接通过AI查询并获取答案，无疑会极大提升工作效率。（正如我尝试让Siri帮忙却发现它做不到的那样。）正如我在本周的播客中讨论的，通过语音或文本提出问题比在Workday、Oracle、SAP等系统中四处查找要简单得多。我们曾努力使这些系统更加用户友好，现在，生成式AI的出现将为这些努力带来新的变革。 ServiceNow之所以能够很好地定位自己，有两个主要原因。首先，他们长期以来一直在开发工作流工具，很多系统都设计得非常用户友好，即便是普通用户也能轻松使用。这就是为什么有这么多IT开发者选择使用ServiceNow的原因。（我在这周的大会上亲眼见证了这一点。）其次，他们对这些后端系统的工作原理非常熟悉。ServiceNow的工程和产品团队对SAP、Oracle、Workday等系统进行的工作流程和交易处理有深入了解。我与HR产品团队有过深入的交流，他们向我展示了如何将员工交易集成到ServiceNow平台中，以便构建生成式AI解决方案，与公司内部的系统进行交互。这一过程需要时间，也不会十全十美，但他们已经在正确的道路上迈出了坚实的步伐。这也引出了一个问题：我们是否应该将所有企业系统整合到这种新的界面下。 ServiceNow的HR产品然而，这种架构也有潜在的缺点。首先，成本较高。你现在不仅要购买ServiceNow这一复杂的企业平台，还要维护你现有的复杂企业平台。Oracle、SAP、Workday、Salesforce和Hubspot等都在尝试提供类似服务。你已经为他们的建设付出了巨大的成本，现在又要为ServiceNow付费。ServiceNow的产品不便宜，这从他们的收入就可以看出。其次，这可能会造成系统的脆弱性。ServiceNow的工作流本身可能会因为业务规则的嵌入而变得过时，你必须管理许多小型应用程序，这些应用程序位于你的其他应用程序之上。当这些应用程序更新或被替换时（很多软件公司被收购后，其产品线会发生变化），作为客户的你需要重新配置在ServiceNow中所做的设置。这让我回想起我在IBM的日子，当时我在主机世界工作，我们的应用程序都是定制开发的，我们有大量的COBOL程序员在构建这些系统。我曾与数据处理部门合作，探讨他们是如何在公司内部整合所有这些系统的。现在，你可能需要在ServiceNow基础设施中构建类似的工具。如果我现在能与Bill McDermott面对面交谈，我相信他会说：“这是一种更有效的运营方式，我们ServiceNow将为你自动化这一切。”我相信这将随着时间的推移逐渐成为现实。但这也引出了一个问题：你希望将多少组织功能和经验整合进ServiceNow，而不是选择其他核心系统？每当我们需要构建新功能时，我们都必须决定将其部署在何处。我们是应该将职业管理平台部署在Workday、Eightfold、Degreed还是Cornerstone？你的决定将决定你依赖于哪个供应商及其发展路线图。考虑到ServiceNow已经取得了巨大的成功，许多公司都在说：“既然我们已经为此付出了代价，那就让我们继续吧。” 生成式AI能否实现这一承诺？例如，在天气变暖时，它能否提前告诉你需要烘焙更多的面包圈？根据我们通过Galileo®获得的AI经验，我认为答案是肯定的。这项技术的重要性堪比电力的发明。虽然这听起来有些夸张，但我是认真的。我从未见过如此自我发展、强大并且发展迅速的技术。我们正处于生成式AI进入市场的初期阶段。在未来几年内，生成式AI很可能会改善这些连接，开发代码，并优化这些端到端的“单一视窗系统”。Google正在消费者领域推进此类工作，Microsoft则在办公生产力领域努力。如果ServiceNow能成为企业级应用中的佼佼者，那将不足为奇。

Josh Bersin
2024年05月10日

12 3 》

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