员工体验平台的演进：推动 AI 转型的关键引擎Josh Bersin 公司发布新研究指出：员工体验平台（EXP）正在成为企业 AI 转型的关键基础设施。EXP 不再只是HR工具，而是推动组织学习、透明沟通和员工赋能的核心平台。研究提出五大战略：以人为本、自下而上、持续学习、透明沟通和实时优化。案例包括 Microsoft 的 HR AI 转型、ASOS 的 AI 自动化、Clifford Chance 的法律文书 AI 起草。EXP 赋能组织实现敏捷变革和AI落地。
AI 正在快速改变职场——不仅是技术，更是组织文化与工作方式的深刻变革。
人工智能（AI）的广泛应用为生产力、效率和业务增长带来了前所未有的机遇。然而，AI 转型并不仅仅意味着“部署新技术”，它实际上深刻地重塑了员工体验，影响着组织文化、团队协作方式与工作流程。
在这一转型过程中，员工体验平台（Employee Experience Platform，简称 EXP） 正逐渐从传统的 HR 工具，演进为推动企业成功实施 AI 的关键引擎。EXP 不再只是一个用于请假或查政策的门户，而是集成沟通、学习、协作、数据与自动化的智能化平台，帮助组织推动 AI 采纳、提升员工准备度，并确保 AI 真正带来业务价值。
员工体验平台的演进
EXP 的初始功能主要是处理事务性流程，如请假申请、薪资查询等。但如今，随着 AI 技术的发展，EXP 已演变为智能化的交互中心，集成以下核心功能：
跨系统的员工沟通与协作
提供关于 AI 使用和员工情绪的实时洞察
支持个性化的学习与技能建设
自动化重复任务，让员工专注于更有价值的工作
同时，得益于 AI Agent 的融入，如今的 EXP 变得更易使用，员工可通过自然语言与系统交互，实现跨系统流程操作，无需再进入多个事务性系统。
因此，EXP 不再是“可有可无”的系统，而是 企业 AI 成功转型的关键基础设施。
企业 AI 转型案例
我们调研了三家具有代表性的公司，探讨他们在 AI 转型中如何借助 EXP 实现落地与成效：
1. ASOS（线上时尚零售）
部署 Microsoft Copilot 与 Microsoft Viva 赋能多业务部门
用 AI 驱动 HR 案例处理工具，提升服务效率
通过自助服务门户精简事务流程
用自定义 AI bot 自动完成可持续认证流程
成果：员工生产力提升、参与度增强、AI 无缝落地
2. Microsoft（打造 AI 驱动的 HR 部门）
通过 Viva 学习模块开展 AI 培训
自助 HR 工具增强员工支持体验
实时分析 AI 使用情况，持续优化策略
成果：HR 效率显著提升，数千名 HR 领导参与 AI 社群
3. Clifford Chance（国际律所）
用 AI 起草法律文件，为律师提供初稿
借助 AI 语言工具跨越法律语境差异
利用 AI 管理法律知识，快速找出相关案例
成果：文书效率提升、知识共享加速、决策更精准
AI 转型的敏捷性要求
与传统变革不同，AI 推广不是一次性事件，而是一个 持续试验、迭代和适应的过程。因此，企业需具备“变革敏捷性”（Change Agility），用灵活的机制推动员工学习和组织协同。
借助 EXP 实现 AI 成功的五大战略
我们总结出五个成功企业在 AI 转型过程中普遍遵循的策略，而 EXP 是支撑这些策略实施的核心平台：
1. 以人为本与目标导向（Focus on People and Purpose）
AI 的导入需与组织使命、价值观和员工需求保持一致。EXP 可确保所有 AI 工具围绕员工体验设计，提升参与度、工作效率和福祉。
? 案例：Microsoft HR 借助 Viva Amplify 定制 AI 推广内容，让 HR 团队及时获取战略沟通信息，确保 AI 项目与业务目标保持一致。
2. 采用自下而上的迭代方法（Bottom-Up, Iterative Approach）
AI 转型不能靠高层指令推动，而应依赖一线员工的反馈与试验。EXP 通过实时反馈与学习机制，让员工在实际工作中试用、迭代与优化 AI 工具。
? 案例：ASOS 借助 Viva 社区功能发起“Work Smarter”活动，员工可在平台上公开交流 AI 使用案例，形成知识共享文化。
3. 鼓励透明沟通与试验精神（Transparent Communication and Experimentation）
员工需要明确知道 AI 工具的使用场景、目的与风险，才能建立信任并积极参与。EXP 提供结构化、公开的试验机制，确保过程透明。
? 案例：Clifford Chance 在 Microsoft Viva 中嵌入 AI 工作流程，员工可以实时测试 AI 辅助起草功能，同时了解其运行逻辑。
4. 推动持续学习与技能建设（Continuous Learning and Skill-Building）
员工必须掌握 AI 基本素养，才能有效融入 AI 工具。EXP 提供基于角色定制的学习路径，支持技能升级与长期成长。
? 案例：Clifford Chance 借助 Viva Learning 培训员工 prompt 工程、AI 素养与数据分析技能，为 AI 工具的使用打下基础。
5. 实现实时度量与持续优化（Real-Time Measurement and Improvement）
与传统 IT 项目不同，AI 推广必须持续监测并快速调整策略。EXP 提供实时分析能力，帮助企业追踪员工情绪、生产力与 AI 使用情况。
? 案例：Microsoft HR 借助 Viva Insights 实时追踪 AI 使用频率、员工负荷减轻情况与情绪变化，以便动态调整 AI 战略。
HR 在 AI 转型中的新角色
在 AI 重构工作的过程中，HR 部门不再只是支持者，而是：
主导员工技能升级与再培训
协助重塑岗位定义与工作流程
在 HR、IT 与业务之间架起 AI 战略桥梁
落实负责任 AI 政策，确保 AI 应用符合伦理与企业文化
HR 将在未来的 AI 时代中扮演 “战略引导者 + 管理变革催化者” 的核心角色。
行动建议与未来展望
企业若想在 AI 转型中取得成功，应当：
✅ 采用“变革敏捷”思维，持续学习、实时迭代
✅ 建立 AI 驱动的员工体验平台，支持流程与文化融合
✅ 打破 HR、IT、业务之间的壁垒，实现跨部门协同
✅ 实施实时度量机制，根据反馈不断优化 AI 战略
EXP 已成为企业迈入 AI 未来的基础设施。
AI 将持续重塑职场，但决定 AI 成败的关键并非技术本身，而是组织是否能让员工真正拥抱 AI、用好 AI。
EXP 不再只是一个 HR 工具，而是打造学习型组织、推动信任建设和灵活变革的“中枢神经系统”。企业若想在 AI 驱动的时代中保持竞争力，就必须把员工体验放在战略核心位置。
作者：Kathi Enderes | 全球研究与行业分析高级副总裁 | Josh Bersin Company
Josh Bersin
2025年07月19日
Josh Bersin
Biden tells HR professionals that real leadership is all about getting personal在2025年SHRM大会现场，美国总统拜登向全球人力资源专业人士发出温暖呼吁：“真正的领导力，是走心的。”他强调，好的HR和管理者，应该关心员工的家庭和人生，而不仅仅是绩效和产出。拜登以自身经历为例，曾为女儿生日搭乘火车返家，仅为陪她吹灭蜡烛，再连夜赶回国会。他还曾明确告诉副总统团队：“如果因为我错过了重要的家庭时刻，那将令我深感失望。”在AI和效率至上的今天，拜登提醒HR，“记得员工的生日”或许比一个季度报告更重要。他用亲情与共情定义了新时代的人力资源领导力。
By Ginger Christ — Published July 2, 2025
SAN DIEGO — Remember their birthdays. President Joe Biden told a packed room of human resources professionals on the final day of SHRM 2025 that being a great leader means getting to know workers and colleagues.
“You know better than anyone, the strength of a team comes down to the individual people on that team, whether they feel valued, whether they feel supported,” said Biden, who quipped that being the country’s chief executive is essentially being the ultimate chief people officer.
He urged the HR leaders in attendance to make time for human connections and to lead by example.
“Too often we try to separate people into categories: They’re work, or they’re family. We say it's business; it's not personal,” Biden said. “Real leadership is all about getting personal… It's about connecting. It means having empathy.”
It means remembering their birthdays, he said.
An unwritten rule during his time in office was that any member of his family would be put through immediately when they called — unless they specified that it wasn’t important.
On the day of an important vote in Congress that he couldn’t miss, Biden took the train back home to Delaware, watched his daughter blow out candles on the platform for her eighth birthday and jumped back on a train southbound to the nation’s capitol.
“We tell ourselves, ‘I have to be at that meeting, have to get that report done. I have to take that trip.’ Then, we tell ourselves, ‘My wife will understand, my kids will understand. We can make it up later,’” Biden said. “But deep down, we know we're killing ourselves. It does matter for moments you'll never get back. You might never know how much it mattered to your loved one.”
Efforts like that, or commuting two hours home every day showed his staff that he wanted them to put their life, their family first, he said.
After becoming vice president, Biden sent a memo to his team that said:
“I do not want you to miss important family obligations for work. These include, but are not limited to birthdays, anniversaries, weddings, religious ceremonies, graduations, times of need, such as illness and loss. This is very important to me. In fact, I'll go so far as I say, ‘If I find out you are working with me while missing an important family responsibility, it will disappoint me greatly.’”
Workers will give their all, he said, when they know you care not just about them but about their families, too.
Josh Bersin
2025年07月02日
David Green
David Green: The best HR & People Analytics articles of June 2025
AI is reshaping industries, companies, workforces and the way we work. As with previous industrial revolutions, this will mean that companies will need fewer people to perform some tasks, and more people to undertake other (including many new) tasks. Amazon CEO, Andy Jassy, addressed this very topic in a recent message to Amazon’s employees while recent remarks by Dario Amodei, CEO of Anthropic, that AI could wipe out half of all entry-level white-collar jobs — and spike unemployment by 10-20% in the next one to five years have been widely reported. The truth is that it is probably too early to judge how this will play out over time, and whether this industrial revolution will differ from all others in history by being a net destroyer rather than a net creator of jobs. Whatever direction we go in, it’s clearly going to be a disruptive few years ahead. HR needs to play an active role in terms of leading organisational transformation, redesigning work, upskilling the workforce, building a culture of continuous agility, and transforming the HR function itself. HR can be the crucial link ensuring employees can thrive alongside technology.
This month’s collection of resources addresses many of these topics, and if I could highlight one in particular, it would be a new Stanford paper on the Future of Work with AI Agents, which amongst other findings lays out a framework for human-agent collaboration. Enjoy!
This edition of the Data Driven HR Monthly is sponsored by our friends at Draup
Prepare your workforce for the AI Era
Prepare your workforce for the AI era | Strategic HR Insights | Etter
Etter is Draup’s flagship AI transformation engine designed to help enterprises systematically reimagine job roles, skills, and workforce structures in the AI era. Built as an adaptive, modular solution, Etter integrates proprietary labor intelligence, enterprise data, and market signals to provide hyper-contextual, execution-ready recommendations for HR and business leaders.
Etter’s methodology is anchored on three foundational pillars:
Draup Models: This includes the Role Disruption Index, Workload Disaggregation, Skills Evolution, and Talent Density Models to identify which roles are most susceptible to AI disruption, what tasks can be automated or augmented, and how skills are shifting across industries. It generates AI-ready job descriptions and quantifies AI’s productivity and time-saving impacts at a task level.
Agentic Workflows: These simulate real-time strategic decisions—like reskilling paths, CoE creation, and role redesign—tailored to the organization’s structure, metrics, and technology ecosystem. They dynamically adapt to changes in business strategy or external environments such as regulatory shifts.
Sustainability Engine: Ensures responsible transformation by embedding fairness, inclusion, and long-term workforce resilience into every recommendation. Real-time dashboards track transformation maturity and enable scenario planning to balance automation with talent retention.
The document details advanced models like Tech Stack Mapping, Similar Role Identification, and Location Optimization to help organizations design AI-augmented ecosystems. It also outlines the data needed—from job descriptions to transformation signals—and a 4–6 week pilot approach to assess 10–12 roles for quick wins.
Etter moves beyond theoretical AI strategy to deliver measurable, role-level change—empowering CHROs, CTOs, and transformation teams to redesign workforces that are future-proof, agile, and ethically AI-enabled. Learn more about Etter here.
To sponsor an edition of the Data Driven HR Monthly, and share your brand with more than 140,000 Data Driven HR Monthly subscribers, send an email to dgreen@zandel.org.
Invitation: If you are a people analytics leader, participate in the 6th annual Insight222 People Analytics Trends survey...
The Insight222 People Analytics Trends study is now in its sixth year, and has grown to be the biggest and most important annual study in the field of people analytics. The survey for 2025 is open, and is intended to gain insights into: (1) HR's role in shaping your AI strategy. (2)AI usage & adoption (3) Upskilling and enabling factors, and AI outcomes
If you are the people analytics leader at your company and would like to participate in the People Analytics Trends study for 2025, click this link and please join over 400 companies and complete the survey by the new closing date of July 6.
JUNE ROAD REPORT
A trio of highlights from June:
I finally got to attend TALREOS, which is curated and organised annually by Deborah M. Weiss and Derek Gundersen at Northwestern in Chicago. It proved to a memorable three days, with 200 participants and plenty of learning, collaboration and networking. I had the privilege of speaking on two panels. The first, hosted by the inimitable Ian OKeefe, and also featuring Dan Trares, Nicholas Garbis and Cole Napper, discussed how to build a successful people analytics function. The second, which I moderated, and featured Dean Carter, Courtney McMahon and Ryan Colthorp, discussed the critical topic of how to create and measure the value of people analytics.
Participants at TALREOS 2025
From Chicago, it was a short hop to Toronto for the first ever Canadian Peer Meeting for 40 members of the Insight222 People Analytics Program, which was hosted by Don Dela Paz and the team at RBC. Speakers over the two days included Don as well as Ujjwal Sehgal, Maria Grazia (Grace) Guma, Rachel Beaulieu-Salamido, Kunal Thakkar, MS, PMP, Rob Dees, Travis Windling, Patrick Joseph Tuason, David Holmes, Foteini Agrafioti and Arjun Asokakumar, MMA, CHRL.
Participants at the Insight222 Peer Meeting at RBC in Toronto, June 2025
Finally, last week saw David Duewel and his team at BT Group host a Peer Meeting for more than 60 European members of the Insight222 People Analytics Program in London. Speakers over the two days included: Elaine Bergin, Julie-Anne Sivajoti, Fiona Vines, Stefaan De Keyser, Julien Legret, Stefanos Adamantiadis, Nick Hudgell, Mariana Allain Carrasqueira, Olly Britnell and Ashar Khan.
Across all three events I left with a number of reflections including: (1) When people analytics is closely with business strategy it delivers exponential value. (2) AI is elevating and disrupting people analytics in equal measure. (3) Employee listening is the 'human' face of people analytics.
Just to highlight to my Indian network and readers that I'm speaking at TechHR India 2025 in Delhi, which is organised by People Matters, at the end of July. I'll be delivering a keynote on July 31 after a pre-conference workshop on July 30 on The Science of Better Decisions - I hope to see some of you there.
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Enjoy reading the collection of resources for June 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 May’s compendium.
If you enjoy a weekly dose of curated learning (and the Digital HR Leaders podcast), the Insight222 newsletter: Digital HR Leaders newsletter is usually published every other Tuesday – subscribe here – and read the latest edition.
HYBRID, GENERATIVE AI AND THE FUTURE OF WORK
IBM - 5 Mindshifts to Supercharge Business Growth
It’s no longer a question of whether to use AI—but where AI will give you the greatest lift and how you should redeploy your people to accelerate growth.
IBM’s recently published 2025 CEO Outlook is required reading for all chief people officers and heads of people analytics. The study highlights that talent recruiting and retention is ranked #2 in the top challenges of CEOs (see FIG 1). The report highlights five mindshifts to supercharge growth in the age of AI – all of these apply for HR too: (1) Make courage your core (“The power and potential of AI is pushing organizations to transform faster, even if they’re not sure what exactly what that entails.”) (2) Embrace AI-fuelled creative destruction (“Establish metrics and monitoring systems to assess AI effectiveness and create a culture of accountability.”) (3) Cultivate a vibrant data environment (“Start with data. If CEOs get their data environment right, they can accelerate change, impact, and stakeholder value.”) (4) Ignore FOMO, lean into ROI (“Only 25% of AI initiatives have delivered expected ROI—and only 16% have scaled enterprise-wide. Fail fast and move on.”) (5) Borrow the talent you can’t buy:
CEOs are looking to reskill the talent they already have (build), hire the talent they need (buy), add AI assistants and agents to workflows wherever they can (bot), and rely on partners to borrow what they can’t find another way (borrow).
FIG 1: Top CEO Challenges 2025 (Source: IBM Institute for Business Value)
MCKINSEY - Seizing the agentic AI advantage
To realize the potential of agents, companies must reinvent the way work gets done—changing task flows, redefining human roles, and building agent-centric processes from the ground up.
According to McKinsey, there is a ‘GenAI paradox’ with nearly eight in ten companies reporting they are using Gen AI—yet just as many reporting no significant bottom-line impact. To break out of this morass, the authors argue that Agentic AI—autonomous, goal-oriented systems—is the true game-changer, poised to automate complex processes and fundamentally transform workflows. For HR leaders guiding workforce transformation, the core insight of the study is profound: successful integration means redesigning work around AI agents, not merely layering AI onto old processes. This strategic pivot promises enhanced operational agility, accelerated execution, and newfound organisational resilience. However, realising this potential hinges on critical human factors. Driving adoption and earning trust are paramount, alongside robust governance for agent autonomy. This necessitates a shift from fragmented AI initiatives to strategic, cross-functional programs, coupled with significant upskilling across the workforce. While the article doesn't explicitly detail the Chief People Officer's role, the implications are clear: HR must champion the human-AI partnership, ensuring ethical deployment and preparing talent for this profound evolution of work. Kudos to the authors: Alexander Sukharevsky, Dave Kerr, Klemens Hjartar, Lari Hamalainen, Stéphane Bout, and Vito Di Leo, with Guillaume Dagorret.
HR must champion the human-AI partnership, ensuring ethical deployment and preparing talent for this profound evolution of work.
FIG 2: Maximising value from AI agents requires process reinvention (Source: McKinsey)
STANFORD - Future of Work with AI Agents: Auditing Automation and Augmentation Potential across the U.S. Workforce Project | Paper | COBUS GREYLING - The Future of Work with AI Agents — Insights from a Stanford Study | SERENA HUANG - AI Agents Are Ready to Work With Us, but Are We Ready to Work with Them?
[As] AI agents start to enter the workforce, key human competencies may be shifting from information-processing skills to interpersonal and organizational skills.
For anyone looking to understand how the AI agents might shape the future of work, I recommend diving into a new study from Stanford University – warning, you may get lost as the paper is absorbing! The paper presents a framework, the Human Agency Scale (HAS – see FIG 3), which has a five-level scale from H1 (no human involvement) to H5 (human involvement essential) and is designed to help quantify the desired level of human involvement across various tasks. Other findings from the study include: (1) Lack of trust (45%) is the most common fear workers have about AI automation in their work. (2) Workers want automation for low-level and repetitive tasks with 46.1% expressing positive attitudes towards AI automation. (3) Workers generally prefer higher levels of human agency, potentially foreshadowing frictions as AI capabilities advance. Kudos to the authors of the Stanford Study: Yijia Shao, Humishka Zope, Yucheng Jiang, Jiaxin Pei, David Nguyen, Erik Brynjolfsson, Yang Diyi. I also recommend the shorter and more accessible summaries of the key findings from the paper and their potential implications by Cobus Greyling and Serena H. Huang, Ph.D. (see links above) as well as Ross Dawson (see here).
FIG 3: Levels of Human-Agency scale (Source: Stanford University, Shao et al)
PETER CAPPELLI AND RANYA NEHMEH – Hybrid Still Isn’t Working | BRIAN ELLIOTT - When Academics Ignore Research (and Reality)
The contentious debate about the merits – or otherwise – of hybrid work continues as these two articles demonstrate. Firstly, in their article for Harvard Business Review, Peter Cappelli and Ranya Nehmeh present the case that hybrid is harming collaboration, deepening social isolation, weakening culture, and is leading to lower performance. They argue that this is primarily because of the way that many companies manage hybrid and remote workers: “You can’t effectively manage remote and hybrid workers using the same methods you did when employees were still all together in the office.” They then suggest eight strategies including: creating and enforcing rules, revamping performance appraisals, and establishing in-office anchor days. Brian Elliott, who along with the likes of Nick Bloom (see latest WFH Research here) and Annie Dean (listen to my podcast discussion with Annie on using behavioural science for distributed working) is one of my go-to experts on hybrid and distributed work, provides a 'teardown' (his words!) of Hybrid Still Isn’t Working. He examines some of the research cited in the HBR article and compares this to the available data e.g. contrary to everyone going back to five days in the office, Brian highlights Flex Index data (see FIG 4) showing that hybrid dominates at 43% of firms. Brain also highlights that the article ignores research on return to office mandates such as: “no financial benefit, no stock market boost, but declining engagement and retention issues among experienced talent and women at 3X the rate of men.” I’ll let readers make their own minds up but recommend that any companies considering a change in their approach analyse their own data and make considered decisions. As Brian concludes in his article:
Instead of debating days per week, focus on what drives results: clear team goals, intentional collaboration rhythms, and management practices that work anywhere. The magic isn't in the location—it's in how well you lead distributed teams doing complex work.
FIG 4: Structured Hybrid continues to dominate as the preferred work model for US companies (Source: Flex Index)
PEOPLE ANALYTICS
MICHAEL ARENA AND AARON CHASAN - The social signals behind employee retention
Research has long shown that employees at the center of an organizational network—those with many active connections—are 24 percent less likely to leave.
In their article, Michael Arena and Aaron Chasan highlight an important insight: employee connection, not just engagement, is the true bedrock of retention: “In today’s networked workplace, social withdrawal is often the first—and most reliable—indicator that someone’s already halfway out the door.” For HR to genuinely impact business performance and employee experience, we must leverage social signals to build robust internal networks. The authors outline four high-impact ways HR can proactively employee connection and significantly reduce attrition: (1) Utilise network analysis: Identify early flight risks by spotting employees with few or declining connections. (2) Facilitate connection moments: Deliberately create opportunities for interaction, especially in hybrid settings, using tools like interest-based matching. (3) Support relationship-rich teams: Encourage cross-functional initiatives and invest in psychologically safe team cultures. (4) Routinely pulse central employees: Their engagement profoundly influences the entire network.
In today’s networked workplace, social withdrawal is often the first—and most reliable—indicator that someone’s already halfway out the door.
PIETRO MAZZOLENI AND ERIC BOKELBERG - The right owner, the right impact: mastering people analytics accountability
Clear ownership ensures that sensitive data is handled responsibly, analytics initiatives are aligned with business priorities, and AI solutions deliver trustworthy, actionable insights.
Pietro Mazzoleni and Eric Bokelberg provide guidance on mastering people analytics by defining clear ownership – a cornerstone for unlocking business value from people data. Many organisations falter due to unclear accountability, risking inefficiencies and mistrust. Pietro and Eric outline four essential domains for assigning ownership: (1) Data Governance. (2) Stakeholder Management. (3) Data & AI Platforms. (4) Functional AI. They then recommend ownership across five key functional roles: the People Analytics Team, CHRO and HR Leadership Team, Business Function Leaders, Chief Data Office, and IT/AI Technology Team. By aligning accountability with expertise, HR leaders can ensure data is handled responsibly, initiatives drive strategic priorities, and AI delivers trustworthy, actionable insights, ultimately generating real business impact.
LUDEK STEHLIK AND COLE NAPPER - Beyond Prediction: Exploiting Organizational Events for Causal Inference in People Analytics | KEITH MCNULTY – R for People Analytics | MARIA NOLAZCO MASSON - The People Analytics Staircase | PATRICK COOLEN – People Analytics Spotlight: Oliver Kasper, Giovanna Constant, and Marcela Mury
In each edition of the Data Driven HR Monthly, I feature a collection of articles by current and recent people analytics leaders. These are intended to act as a spur and inspiration to the field. Four are highlighted in this month’s edition: (1) Ludek Stehlik, Ph.D. and Cole Napper examine one of the Holy Grails of people analytics – understanding causality, including exploring why randomised experiments (see FIG 5) are the ‘gold standard’ (but rarely feasible), and how real-world organisational events can be used as natural experiments. (2) Keith McNulty offers a set of open source materials for a 2-day course on explanatory technical methods in People Analytics using R. (3) For anyone early in their people analytics career and looking to accelerate their development, I recommend diving into Maria Nolazco Masson’s excellent series: The People Analytics Staircase, which provides a practical framework to advance in People Analytics, from foundational concepts to deep strategic dives. (4) Finally, in this section, I recommend checking out Patrick Coolen’s excellent People Analytics Spotlight Series, which to date has insights from Oliver Kasper, Giovanna Constant and Marcela Mury.
FIG 5: Randomised controlled trial (Source: Simply Psychology)
THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE
MICHELLE CHAN CROUSE, TED MOORE, ANNA PENFOLD, BRAD PUGH, AND ALISON HUNTINGTON - The CHRO of the future: How CHROs and organizations can prepare for what’s next
The CHRO role is no longer just about managing human capital—it's about unleashing the potential of your workforce, whether they’re a human or a bot.
This report by Russell Reynolds Associates dissects the evolving role of the Chief Human Resources Officer (CHRO) and provides a helpful guide on how the CHRO can lead workforce transformation. It is structured into three chapters: (1) How the CHRO role has changed: highlighting the CHRO's transition from operational support to a strategic leader, now deeply embedded in C-suite succession, transformation, and even technology, crucial for organisational stability. (2) Who will be the CHROs of the future? capturing the need for a new CHRO profile, demanding broader strategic, technological, and operational experience beyond traditional HR, coupled with acute emotional intelligence to navigate complex stakeholder landscapes. This chapter also highlights new roles and responsibilities that may emerge in the HR function including a ‘Chief HR Bot’ reporting to the CHRO and responsible for data-driven decision making. (see FIG 6). (3) How CHROs and organisations can prepare for the future: with actionable guidance, emphasising the responsible integration of AI, significant investment in HR data and analytics, and clear communication around workforce transformation, ultimately elevating HR's strategic influence. This analysis by Michelle Chan Crouse, Ted Moore, Anna Penfold, Brad Pugh and Alison Huntington reinforces that the future CHRO is a critical architect of business success, leveraging data and strategic acumen to shape adaptive, resilient organisations.
FIG 6: Potential roles in the HR team of the future (Source: Russell Reynolds)
DAVE ULRICH, DICK BEATTY, AND PATRICK WRIGHT - What Competencies Define an Effective HR Professional? Past, Present, and Future
In their article, Dave Ulrich, Dick Beatty, and Patrick Wright analyse a number of different HR competency models including their own, which has been developed through eight studies since 1987 across 120,000 participants. Their analysis leads them to recommend expected and emerging competencies across six HR skills domains (see FIG 7): (1) Accelerate business, (2) Advance human capability, (3) Make change happen, (4) Use GenAI and analytics for information, (5) Create organisation culture, and (6) Demonstrate personal proficiency. For HR leaders and professionals looking to learn more, I recommend learning about the Global HR Learning Experience programthat Dave, Dick and Patrick have developed.
FIG 7: Expected and emerging competencies for HR professionals (Source: Dave Ulrich et al)
WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS
JEN STAVE, RYAN KURT AND JOHN WINSOR – Agentic AI is Already Changing the Workforce
AI agents are fast becoming much more than just sidekicks for human workers. They’re becoming digital teammates—an emerging category of talent.
The advent of Agentic AI is no longer a distant future; it's here, fundamentally reshaping our workforce. In their article, Jen Stave, PhD, Ryan Kurt and John Winsor explain that these autonomous, goal-oriented AI systems aren't just tools; they're becoming digital colleagues, capable of complex tasks and decision-making. For HR and business leaders, this demands a seismic shift in how we approach talent, roles, and organisational design. The article outlines seven critical actions to help your organisation thrive: (1) Map work tasks and outcomes (“Deconstruct each role or project into its component tasks and outcomes.”) (2) Assess AI capability. (3) Integrate your hybrid team (“Develop a hybrid-workforce strategy to define which tasks AI will own, which tasks people will own, and how the escalation of problems should happen.”) (4) Redesign your business and workforce model (“Envisioning new ways to procure and deploy talent, including full-time employees, temporary hires, freelancers and AI.”) (5) Set legal and ethical ground rules. (6) Capture value continuously as it evolves. (7) Remain human-centric (“AI reduces the need for people to conduct mundane tasks and elevates the importance of high-value, human-led tasks.”). For more from John Winsor, I recommend listening to his conversation with me on the Digital HR Leaders podcast: Addressing the Global Skills Shortage with Open Talent Strategies.
EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING
MICROSOFT WORK TRENDS INDEX - Breaking down the infinite workday
The future of work won’t be defined by how much drudgery we automate, but by what we choose to fundamentally reimagine.
In this follow-up to their recently published 2025 Work Trend Index Annual Report, this article from Microsoft exposes the modern "infinite workday" – a relentless cycle starting pre-dawn, peppered with incessant emails and messages, hijacked by meetings, and relentlessly spilling into evenings and weekends (see FIG 8). It's a chaotic, fragmented existence that HR leaders, focused on productivity and wellbeing, must address. The critical insight is that AI demands rethinking how work is structured and experienced. This isn't about simple automation; it's about fundamentally redesigning the rhythm of work. The article proposes a clear "path forward" with three vital starting points: (1) Follow the 80/20 rule: Leverage AI to streamline low-value tasks, allowing focus on the 20% that drives 80% of outcomes. (2) Redesign for the Work Chart: Shift from static teams to agile, outcome-driven units, using AI to bridge skill gaps. (3) Become an agent boss: Empower employees to utilize AI agents to supercharge their work and focus on high-quality insights. While the article itself doesn't explicitly detail the opportunity for HR and People Analytics to lean in and shape this future, the implications are clear: these functions are pivotal in orchestrating this transformation, ensuring a focused, productive, and ultimately more human-centric work environment.
FIG 8: The infinite workday bleeds into evenings and weekends (Source: Microsoft Work Trends Index)
LEADERSHIP, CULTURE, AND LEARNING
MEGAN REITZ AND JOHN HIGGINS - Create Mental Space to Be a Wiser Leader
We live in complex times that demand complex thoughts and conversations — and those, in turn, demand the very time and space that is nowhere to be found.
In their article for MIT Sloan Management Review, Megan Reitz and John Higgins explain the need for leaders and workers to balance ‘doing’ and ‘spacious’ modes (see FIG 9) and present their research that finds in our rush to do more we’re losing the critical space to think deeply. This has a detrimental effect on leadership and organisation effectiveness. In order to help leaders develop the capacity for the spacious mode, the authors present their SPACE Framework (Safety, People, Attention, Conflict, Environment). By consciously creating environments that foster reflection and broader thinking, HR can empower leaders to transcend short-term noise, perceive critical interdependencies, and ultimately drive superior business outcomes and a more human-centric employee experience.
FIG 9: The Attentional Mode Framework (Source: Reitz and Higgins)
ROB CROSS AND MOLLIE LOMBARDI - Leading from Anywhere: Driving Results in the Age of Distributed Work
Improving the performance of bottom-quartile leaders yields a 32% productivity impact.
In their recently released study for The Institute for Corporate Productivity (i4cp), authors Rob Cross and Mollie Lombardi highlight that leading distributed work is a greater challenge than is commonly acknowledged. While 86% of organisations say work has become more distributed, 58% of leaders admit they are only "somewhat" effective in this new environment, which increases burnout and limits productivity. The paper identifies six capabilities of leadership effectiveness of top-performing leaders that help employees thrive in a distributed work environment (see FIG 10). Three other key insights from the report are: (1) Fix the bottom, not just the top: Elevating poor managers to just average can result in a 32% productivity gain—and a 33% boost in engagement. (2) Culture is the new productivity engine: Leaders who curate healthy team cultures see a 34% overall market performance lift. (3) Distribute leadership, not just work: Empowering teams with ownership and shared leadership responsibilities is key to sustainability and innovation. Thanks to Heather Muir and Kevin Oakes for highlighting the study.
FIG 10: Capabilities that most distinguish high-performing leaders (Source: i4CP)
KATHI ENDERES AND STELLA IOANNIDOU - Pacesetters in the Superworker Era: The Six Secrets of High-Performing Organizations
Pacesetters are reimagining HR through systemic approaches that integrate talent management, workforce planning, and organizational development to drive AI-powered transformation
Kathi Enderes and Stella Ioannidou present the findings from a four-year collaborative study between The Josh Bersin Company and Eightfold, which analyses the leadership and HR strategies of ‘Pacesetter’ companies - the top 5% performers in every industry – with regards to AI transformation. The article – and paper – identifies six secrets as being key to AI transformation, which these companies approach as a people – rather than technology – transformation: (1) AI Transformation for Growth, Not Cost Control (“[Pacesetters] use AI to improve forecasting, personalize the employee experience, and significantly boost productivity across the enterprise”). (2) Continuous Innovation at the Core (“Pacesetters embed innovation skills, experimentation platforms, and design thinking capabilities across the entire organization”). (3) Productivity-Based Work Redesign (“Instead of layering new tools on top of old workflows, they strip out bureaucracy, clarify accountability, and focus on high-value, meaningful work”). (4) Talent Density: Skills Quality over Quantity (“[Pacesetters] continuously redesign work: removing friction, unlocking capability, and structuring around value rather than legacy” – see FIG 11). (5) From Change Management to Change Agility (“Pacesetters excel at identifying and nurturing the skills needed to navigate change, ensuring their workforces are equipped to adapt to new technologies and processes”). (6) Systemic HR®, Powered by AI (“Pacesetters are reimagining HR through systemic approaches that integrate talent management, workforce planning, and organizational development to drive AI-powered transformation”).
FIG 11: The Four Stages of Work Redesign (Source: The Josh Bersin Company)
DIVERSITY, EQUITY, INCLUSION AND BELONGING
CURTIS L. ODOM, CHARN P. MCALLISTER, AND RYAN SOFFER - Why Belonging Matters More Than Just Diversity
When leaders commit to fostering a culture of belonging, the connection between management practices and diversity-related outcomes becomes clearer
In their article for MIT Sloan Management Review, Curtis Odom, Ed.D., Charn McAllister and Ryan Soffer argue that belonging and psychological safety are the true strategic goals of DEI. For HR leaders focused on impact, this is key. The authors critique the common misstep of viewing diversity as an end in itself, stressing that its value only materialises when people feel genuinely included and safe. Crucially, it outlines three targets for effective DEI. First, establishing belonging and psychological safety as the ultimate aim. Second, urging organisations to move beyond single-approach diversity practices, advocating for a multifaceted, integrated strategy. And third, emphasising the need for persistence to sustain diversity efforts through consistent, long-term action. This isn't just about ticking boxes; it's a strategic imperative for HR to unlock human potential, drive innovation, and deliver tangible business outcomes through a truly inclusive culture.
HR TECH VOICES
Much of the innovation in the field continues to be driven by the vendor and analyst community, and I’ve picked out a few resources from June that I recommend readers delve into:
GABE HORWITZ – The Evolution of the People Analytics Leader - In a great post, Gabe Horwitz of Paradox, breaks down the evolution of the people analytics leader from ‘The Data Analyst’ of 2020 to ‘The Decision Architect’ of today (see FIG 12).
FIG 12: The evolution of the people analytics leaders (Source: Gabe Horwitz)
RICHARD ROSENOW - The Uncharted Path of a People Analytics Career - Richard Rosenow examines what a career in people analytics looks like (see FIG 13), why the path to leadership is still mostly undefined, why it's hard to grow and provides some tips on how to overcome these challenges.
FIG 13: The People Analytics Leader's Journey (Source: One Model)
ZANELE MUNYIKWA - White-Collar Workers Are Getting the Blues – Zanele Munyikwa shares more insightful research from Revelio Labs highlighting a slowing of demand and stagnating wages for white collar jobs with the latter being more pronounced for early career roles (see FIG 14).
FIG 14: Wage stagnation is most pronounced in early-career roles (Source: Revelio Labs)
DEGREED – How the Workforce Learns GenAI in 2025 – According to this new report by Degreed, while 48% of surveyed professionals expect their responsibilities to shift due to GenAI, 78% lack the confidence and skills to use Gen AI tools. The report urges collaboration between CHROs, CLOs and CIOs, and highlights that: “When CHROs and CIOs align on AI upskilling, cross-functional collaboration, and ethical governance, companies are three times more likely to develop a Gen AI-ready workforce.” Thanks to Todd Tauber for sharing.
FIG 15: How to build GenAI confidence (Source: Degreed)
LACE PARTNERS - What are sunrise and sunset skills and how do you use them? – A helpful primer from LACE Partners on ‘sunrise’, ‘evergreen’, and ‘sunset’ skills (see FIG 16) and when to use them. Thanks to Aaron Alburey for highlighting.
FIG 16: Skills mapping horizon (Source: LACE Partners)
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):
JORGE AMAR, BROOKE WEDDLE AND BRYAN HANCOCK - The future of work is agentic – In a fascinating episode of McKinsey Talks Talent, Jorge Amar, Brooke Weddle, and Bryan Hancock join host Lucia Rahilly to discuss AI agents, how they’re being used, and how leaders can prepare now for the workforce of the not-too-distant future.
KRIS SALING - The US Army & Data Driven Talent Management – Kris Saling, Director of Talent Innovation at the U.S. Army, joins host Cole Napper on the Directionally Correct podcast to discuss her book, Data Driven Talent Management, implementing people analytics in the US Army, and integrating data and analytics into talent management programs.
ALEXIS FINK, SEUNG WON YOON, AND BRAD SHUCK – How to Implement People Analytics – In this masterclass masquerading as a podcast, Alexis Fink, Seung Won Yoon, and Brad Shuck discuss how to implement people analytics.
BAS DEBBINK - Stop Guessing: How J&J Gets Precise About Skills – Bas Debbink, learning strategist at J&J, joins Stacia Sherman Garr and Dani Johnson on Workplace Stories to discuss how J&J utilises both talent leader insight and AI-driven inference to build a skills-based ecosystem that actually works, without overwhelming employees or managers.
VIDEO OF THE MONTH
NICKLE LAMOREAUX AND TEUILA HANSON: How IBM built a skills-based organisation
LinkedIn has recently released an excellent report, CHRO Case Studies: Leading from the Front, which features case studies from five top-notch CHROs, which examine how BCG (Amber Grewal) has fully embraced AI; how IBM (Nickle LaMoreaux) has rethought performance management; how leaders at Allianz (Bettina Dietsche) are modelling the change they want to see; how Wood ( Marla Storm ) is addressing burnout and well-being; and how LinkedIn ( Teuila Hanson ) has introduced Coaching for All. The video featuring Nickle speaking to Teuila, provides a snapshot of the content in the report, and focuses on how IBM has built a skills-based organisation by starting with the data and tracking how skills are changing for each and every job role.
BOOK OF THE MONTH
ROSS SPARKMAN - Strategic Workforce Planning: Developing Optimized Talent Strategies for Future Growth
Ross Sparkman is widely recognised as one of the most accomplished expert practitioners in workforce planning, and the first version of Strategic Workforce Planning was an excellent guide to the fundamentals of this critically important business practice. The second edition provides a deep dive into what it takes to embed SWP and provides new guidance on areas such as: SWP in the age of GenAI, skills-based SWP, leading the SWP function and the future of SWP.
RESEARCH REPORT OF THE MONTH
FRACTIONAL INSIGHTS – The Adaptive Organization: Building and Evolving Culture Across Growth Stages
The latest white paper from the Fractional Insights team of Shonna Waters, PhD, Laura Lomelí Russert, Ph.D. and Erin Eatough, PhD, provides an immensely helpful, research-backed framework for building and evolving culture intentionally, as your business scales. The paper details a stage-based model to guide culture through four stages of growth: early, growth, mid-size and enterprise as well as tools to align systems, behaviours, and values, practical insights from organisational psychology and systems thinking, and pitfalls to avoid as complexity increases.
FROM MY DESK
June saw four new episodes of the Digital HR Leaders podcast – three sponsored by HiBob (thanks Louis Gordon ), and a special bonus episode sponsored by Gloat (thanks Ruslan Tovbulatov ), as well as a round-up of series 47, and a role-reversal as I guested on the HR Leaders podcast.
JANINE VOS – The CHRO’s Playbook: How to Build an Agile and Data-Driven HR Function – Janine Vos, Chief Human Resources Officer and Managing Board Member at Rabobank, joins me to discuss how she has built an HR function that's not only agile and data led but also grounded in trust and strong relationships across the business.
MATTHEW BROWN - From Deployment to Impact: Maximizing Business Value with HR Tech - Matthew Brown, Director of Research, HCM at ISG (Information Services Group) joins me to discuss why the disconnect between HR and tech adoption persists, and how to bridge it.
RAMI TZAFRIR – Why HR must confront 'Covering' to build inclusion and psychological safety - Rami Tzafrir, Senior Director of Talent, Organisation and Learning at HiBob, to unpack powerful new research on covering in the workplace. Together, we explore why this behaviour is not just a personal issue but a signal of deeper organisational challenges - and what HR can do about it.
PATRICIA FROST AND RUSLAN TOVBULATOV - The AI Pivot: Seagate’s Workforce Transformation in the Age of AI - Patricia Frost, Chief People and Places Officer at Seagate Technology, and Ruslan Tovbulatov, Chief Marketing Officer at Gloat, the platform partner behind Seagate’s internal talent marketplace, TalentLink, join me to share insights from Seagate’s workforce transformation journey.
DAVID GREEN - How can HR use AI to improve Employee Experience and Wellbeing? – Highlights from series 47 of the podcast featuring episodes with Dave Ulrich, Volker Jacobs, Janine Vos, Matthew Brown, and Rami Tzafrir.
DAVID GREEN - How people analytics is driving organizational excellence – At the recent UNLEASH America show in Las Vegas, I had the pleasure of speaking to Christopher Rainey as part of a marathon series of interviews he conducted at the event for HR Leaders and Achievers. Chris and I discussed the past, present and future of people analytics and evidence-based decision making in HR.
BONUS RESOURCES
There continues to be so much interesting content around on AI and its impact on business, leadership and HR that this month’s bonus resources are all focused on aspects of this topic:
ANNA OTT - How AI is Rewriting the Playbook for Talent in European Tech Startups - Anna Ott analyses a dataset of 1,800+ job postings across nearly 100 European startups in HV Capital's portfolio to answer the question: How should founders and HR leaders adjust their workforce planning to this new landscape?
ETHAN MOLLICK - Using AI Right Now: A Quick Guide - Wharton professor Ethan Mollick's One Useful Thing is the go-to blog for all things AI. In a recent post, Ethan examines what AI tool you should use for specific tasks (see FIG 17) with Claude, Gemini and Chat GPT being the three systems he recommends.
FIG 17: Source - Ethan Mollick
LASZLO BOCK - The Impact of AI on the Future of Work - Laszlo Bockshares the deck he is using to speak about AI and the future of work. As Laszlo astutely observes:
HR is uniquely positioned to make sure the future of work is both productive and humane.
TOMAS CHAMORRO-PREMUZIC - Want to Use AI as a Career Coach? Use These Prompts - As ever, Dr Tomas Chamorro-Premuzic provides an insightful guide on how you can use Gen AI tools for career coaching, with practical prompts and strategies to maximise your experience, learnings, and success.
STEVEN KIRZ - Why CHROs are critical to unleashing the transformational productivity of AI - Writing for UNLEASH, Steven Kirz explains why when CHROs treat AI as another tech tool, they are missing out on opportunities. Instead, he urges, they need to see AI as a form of talent, not a technology, particularly in this new era of AI agents.
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 500 roles with 60% these being new.
THANK YOU
Million Podcasts for including the Digital HR Leaders podcast at number 6 in their list of the Top 100 Future of Work Podcasts of 2025
Max Blumberg for conducting and publishing an experiment: ?????? ????? ????? ??????? ??'? ????: ??? ????? ????????? ?????? ???????????
Alexandra Nawrat for including my contribution in her article summarising some of the key takeaways from the recent UNLEASH America: Analyst takeaways: UNLEASH America 2025 raised ‘the bar for what a HR technology conference should be’
Finally, a huge thank you to the following people who either shared the June edition of Data Driven HR Monthly and/or posted about the Digital HR Leaders podcast, conferences or other content. It's much appreciated: Charlotte Copeman Gareth Flynn Gulce Guleli Scott Rogers Piyush Mathur AJ Herrmann James Griffin Hernan Chiosso, CSPO, SPHR ? Rochelle Carland Jesse Clark, MBA Miralem Masic Helder Figueiredo Kevin Le Vaillant Emily Killham Marina Pearce, PhD Lida Chahipeyma Dr. Christoph Spöck Dr. Tobias Bartholomé Sergio Garcia Mora Shujaat Ahmad Ali Nawab Lindsey McDevitt Cristian Gabriel Alvarez Nirit Peled-Muntz William Werhane Amardeep Singh, MBA Tsevelmaa Khorloo Debbie Harrison Aravind Warrier Scott Reida Joy Kolb Emily Klein Graham Tollit Dan George Sai Bon Timmy Cheung 張世邦 Margad B Catriona Lindsay Erin Fleming Fiona Jamison, Ph.D. Lewis Garrad Francesca Caroleo (SHRM-SCP, ICF-ACC) Judi Casey Kouros Behzad Rupert Bader Rosemary Byde Preetha Ghatak Mukharjee Amy Huber-Smith Danielle Farrell, MA, CSM Aline Costa Timo Tischer Meghan R. Lowery, Ph.D., M.S. David Simmonds FCIPD Prabhakar Pandey Adam McKinnon, PhD. Greg Newman Kyle Forrest John Barrand Elson P. Kuriakose Jeffrey Pole David van Lochem Hanadi El Sayyed Matt Elk Al Adamsen Kyle Winterbottom Luka Babic Eric Guidice Monika Manova Ankit Saxena, MBA Kirsty Coral Baynton ??? Irada Sadykhova Dawn Klinghoffer Dr. Denise Turley AI.Impact.Equity Evan Franz, MBA Philip Arkcoll Toby Culshaw Dan Riley Sanja Licina, Ph.D. Daniyal Wali Azima Mavlonazarova Julius Schelstraete ? Angela LE MATHON Joonghak Lee, Serap Zel, PhD, Milou Wesdijk, Ingi Finnsson ?, Joanna Thompson (Kempiak), Heather Muir, Summer Pan, Anna Kuzmenko, Olivier Bougarel, Marino Mugayar-Baldocchi, Tobias W. Goers ツ, Bence Gősi, Roxanne Laczo, PhD, Michelle Deneau, Don Gray, Marc Caslani, Claire Masson, Fabian Stokes, MBA, SWP, Delia Majarín, Barry Swales, Narelle Burke, Stela Lupushor, Anna A. Tavis, PhD, Jeremy Shapiro, Kanwal Rai, Patrick Davis, Placid Jover, Francisco Marin, Matthew Shannon, Rashmita Lenka, Henrik Håkansson, Alexandre Monin, Dale Clareburt, Dana Shoff, Warren Howlett, Agnes Garaba, Greg Pryor, Phil Inskip, Stephanie Murphy, Ph.D., Gaëtan Bonny, Nicola Forbes-Taylor FCIPD, Ian Grant FCIPD, Neil Vyner, Joseph Frank, PhD CCP GWCCM, Mila Pascual-Nodusso, Adam Treitler, Fábio Priori, Johann Cheminelle, Alex Browne, Dolapo (Dolly) Oyenuga, Megan Kraus Langdon, Bill Banham, Tom Reid David Balls (FCIPD) Juan Antonio Vega Frankie Close Asaf Jackoby, John Gunawan, Daisy Grewal, Ph.D. Amit Mohindra Sonia Mooney Oliver Auty Caitie Jacobson Mikulis Pedro Pereira Ben Berry Natasha Fearon Andrew Spence Ravin Jesuthasan, CFA, FRSA
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 100 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.
MEET 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 2025:
July 31 - August 1 - People Matters TechHR India 2025, Delhi
August 13-16 - GCHRA Africa, Accra, Ghana (I will join virtually)
September 25 - Visier Outsmart Local London, London
October 7-9 - Insight222 Global Executive Retreat, Atlanta (exclusive to the people analytics leader in member companies of the Insight222 People Analytics Program®)
October 15-16 - People Analytics World, New York
October 21-22 - UNLEASH World, Paris
November 12-13 - HR Forum 2025, Oslo
More events will be added as they are confirmed.
David Green
2025年07月01日
Josh Bersin
The Workday Economy – A Bold New Strategy EmergesBy Kathi Enderes, SVP Research and Global Industry Analyst with comments by Josh Bersin
The Workday Innovation Summit 2025 was more than an analyst meeting: it was a signal that Workday is attempting a full-scale reinvention. Under CEO Carl Eschenbach and Board Chair Aneel Bhusri, Workday is shifting from a product-centric model to an open, partner-driven, AI-powered ecosystem they call “The Workday Economy.”
Let’s explain what the company is up to.
Strong Financial Performance
Now on its 20th birthday, Workday is in a position of strength:
– $7.7 billion in subscription revenue
– 16.9% year-over-year growth
– 11,000+ customers in 175+ countries
– 70 million users
– 93% customer satisfaction.
The company’s goal is to reach $10 billion over the next few years, which means continuing this level of growth.
Workday is banking on a few big bets: aggressive partnerships and industry solutions, building Agentic AI, investment in Workday Financials, and a mid-market offering. Let’s look at each of the components in detail.
The Platform Play: From System to Ecosystem
Workday’s legacy as a highly integrated, proprietary stack (or “walled garden”) worked for years, but now it slows innovation. Now, with intention to make Workday an open platform, the company is expanding its Built on Workday program and expanded Workday Marketplace, to build a “Workday Economy.” Partners and customers can use Workday Extend to build applications natively, with low-code tools and lots of support.
Comment by Josh: Workday Extend is a massive priority, but building Workday apps is difficult. With 87 partners now, how big can this app ecosystem become? And just as Apple tightly controls apps for the i-Phone, can Workday do the same with such complex industry partners? They’re definitely going in the right direction.
Partnerships as Engine of Innovation
Workday’s partner ecosystem is now front and center, supporting ISVs, advisory firms, system integrators, and co-innovation partners. A new Clear Skies Initiative is supposed to prevent channel conflict, ensuring partners can build without competing with Workday’s core offerings.
Strategic alliances with Randstad, TechWolf, and five new Workday Wellness partners (including MetLife) are examples. Can Workday use these partnerships to drive real, measurable results? Many partner programs are simply referral relationships: how will sales and service teams invest in the success of these partnerships? This is a new muscle for Workday to build.
Comment by Josh: This is big. I think Carl understands that Workday’s “market power,” built through its reputation over 20 years, lets the company pick winning partners and resell their offerings, invest in them, and stop trying to build or compete with everyone in this market. This is the type of behavior a $20-30 Billion company demonstrates, and I hope it continues. (ADP white labels many products and their business never stops growing.)
Agentic AI: The Next Frontier
Agentic AI is clearly core to the strategy. The Workday Assistant, powered by Illuminate, lets employees interact with HR and finance in natural language, across Microsoft Teams, Slack, and more.
Early agentic applications like the Payroll Agent, Employee Self-Service Agent, or Recruiting Agent are promising, but the real test will be customer adoption to create business value.
As companies deploy more specialized agents, Workday’s Agent System of Record aims to manage all agents, not just the ones created on Workday. With big players like Microsoft, Google, and ServiceNow aiming for the same level of control, this will be a tough battle to fight.
Comment by Josh: I’m not really convinced that Workday can be a system of record for agents, when the system is missing so much data. I would bet on Microsoft, Google, Okta, or others to dominate the agent governance market. On the other hand, agents that work with Workday (recruiting agents, L&D agents, pay agents, etc.) do have to integrate with Workday somehow, so to me this is a way to integrate, not “govern” agents.
Agent Extensibility and Customization
The new Workday Assistant Studio lets partners and customers build agents to fit unique workflows. This extensibility is good news for customers, but it comes with risk. How well will these interfaces work and how easy will it be for vendors to build integrated apps? Workday now has direct integration with Microsoft Copilot and Google, but most Agent-builders are going after customers directly, and they may or may not want to be held hostage within the Workday Assistant.
Comment from Josh: Right now SAP Joule is a year ahead of Workday in ERP/HCM Assistants. Most Workday clients I talk with are afraid to even let employees touch the system and they’re deploying Copilot, ChatGPT, Galileo, or other dedicated assistants. The Workday Assistant strategy needs a bold new move, and Studio alone may not be enough. I think Workday may be better off focusing on optimizing its utility within other more broad AI assistants. (What happened to Workday’s big alliance with Salesforce I wonder.)
HCM Innovation: Industry Focus and Acquisition Integration
Workday’s HCM suite remains the company’s core, with a focus on practical AI and the employee experience. Industry-specific solutions for higher education, healthcare, and financial services are expanding, offering another path to growth and becoming indispensable for clients.
Recent acquisitions like HiredScore, VNDLY, and Evisort can add mature AI-driven capabilities that can bring the HCM product (built 20 years ago) into the latest AI era, given the competition in this space. (Workday now resells Evisort.)
Comment from Josh: Workday HCM product teams understand what customers need. The challenge they face is “getting there from here,” so I would bet we see many more acquisitions. If you read our latest research on the Revolution in Corporate Learning, for example, you see that Workday has missed this market. Ditto many recruitment features (high-volume, online job previews, AI-assessment.) So I would expect Workday to do more deals like HiredScore, where they get an AI product base and some amazing HCM product talent.
Strong Focus on the Financial Suite
Workday’s financial management suite is now central to its growth story, with over 35% of new customers choosing it. The company is pushing industry-specific financial applications, automation, and real-time insights. But the finance function can often be conservative and risk-averse, and the promise of truly integrated HCM and Finance solutions is still a dream for most customers.
International Expansion
Workday’s global ambitions are bold. New offices, expanded partnerships, and talent programs in EMEA are all part of the plan. Today only 25% of revenue comes from international markets so the company will need to invest heavily here. SAP and Oracle are quite dominant in some countries, so the company has to pick its markets carefully.
And remember local players. As Workday courts the Global 2000 (including First-Citizens Bank & Trust, UnityPoint Health, and Toyota), the company definitely needs to build out support, partnerships, and presence in these geographies.
Comment from Josh: There are many geographies (Asia, UK, Eastern Europe) where Workday is not well entrenched. While SAP and Oracle dominate some of these markets, if Workday builds a strong partnership model (ie. exclusive SI partnerships in these geos, etc.) they can double their growth rate in these sectors. Look at how well Workday has done in Australia (a fairly small market).
Is the Mid-Market Ready for Workday?
Expanding to the mid-market is another tenant of Workday’s growth plan. With WorkdayGo, the company is adapting its enterprise playbook to leverage partners. With players like UKG, Rippling, ADP, Dayforce, and HiBob providing tailored, right-sized solutions designed for this segment, Workday will find lots of resistance in this market. (SAP tried this years ago.)
Comment from Josh: This is a push for me, I’m skeptical. I love Workday as a product but it’s very complex and needs major administrative support. I doubt Workday can effectively compete with HiBob, UKG, and the others Kathi mentions without building or buying a new product. Years ago Taleo (pioneer in ATS) acquired a separate company to launch Taleo Business Edition and that product sold like hotcakes. I have a hard time seeing how pre-configured Workday SKUs make it that much easier to administer. But who knows, maybe an AI-powered “configurator” could fix that up.
Customer-Centric Innovation
The 2025 Spring Release delivered over 350 new features, shaped by customer feedback. AI-powered talent rediscovery, simplified workflows, and industry-specific enhancements are all on the list. Customers are reportedly happy and shaping the roadmap. This pace of innovation requires companies to keep up with Workday, often not an easy feat, especially in the AI areas, where adoption still lags the many capabilities Workday offers. A focus on supporting AI transformation will be key to drive real value.
Josh’s Perspectives
Workday is an ambitious, well run, culture-driven company. These announcements signal a major shift from “technology-based” to “market-based” growth. There’s no question in my mind that thousands of ISVs and integrators would love to build businesses around Workday. The only question is how quickly Workday can make this easy and profitable (for them).
As far as AI goes, the market is very competitive. SAP’s AI strategy quite far along (Joule is more extensible than the Workday Assistant), and many AI startups are reinventing the HCM market from scratch. So while the Workday Agent System of Record makes sense, many new “Agent-core” or “AI-native” HCM apps will chip away at Workday’s footprint.
That all said, this is an exceptionally well run, strong, “Irresistible Organization”. With a new CTO and strong focus on global growth, I see no reason Workday can’t achieve its $10 Billion target in the next 3-4 years.
Josh Bersin
2025年06月12日
Josh Bersin
Yes, HR Organizations Will (Partially) Be Replaced by AI, And That’s GoodI adore the human resources profession. These folks are responsible for hiring, development, leadership development, and some of the most important issues in business. And despite the history of HR being considered a compliance function, the role is more important than ever. CHRO salaries, for example, have increased at 5-times the rate of CEO pay over the last twenty years, demonstrating how essential HR has become.
That said, we have to be honest that AI is going to disrupt our role. This week IBM formally announced that 94% of typical HR questions are now answered by its AI agent, and the role of HR Business Partner is all but eliminated except for very senior leaders. As a result the CEO plans to reduce HR headcount and shift that budget towards sales and engineering.
Let’s accept the fact that we are in a time of increasing acceleration. In other words, the capabilities of AI are growing much faster than our organizations” ability to adapt, so we have to lean forward and start redesigning our companies. In the case of HR, our Systemic HR model (which we launched two years ago) is now being fully automated by AI.
I know IBM’s story well, and I think it explains where all HR teams are going. Many years ago Diane Gherson (prior CHRO) started AI projects to automate recruitment, pay analysis, and performance management. She spoke at our conference eight years ago and shared how IBM’s pay tool (CogniPay was launched in 2018) uses AI to make pay recommendations based on skill. This type of tool, which was years ahead of the “skills-based” strategies we see today, essentially automated many of the performance and pay decisions left to managers.
Since then IBM has gone much further, and in my last conversation with Nickle Lamoureux (current CHRO) she told me the AI agent helps write performance reviews, creates development plans, and coaches managers and senior leaders on a myriad of performance based decisions. I totally believe this because I see Galileo doing these kinds of things for companies every day. (Check out the Mercury release.)
How does this impact the roles and jobs in HR? Well it definitely eliminates many.
In the case of L&D or HR business partners, I believe we could see a 20-30% or more reduction in HR headcount per employee. And that means these individuals may wind up managing the AI platforms, moving into roles as change consultants (which AI still can’t do), or move into areas like org design, learning architect, and data management.
I think this is all a good thing. While we all worry about AI taking our jobs, we have to remember that our real job is not to “do things” but to “add value” and bring complex problem solving skills to our companies. And in this journey to “crawl up the value curve,” we all have to learn to use AI, develop AI solutions, and think more systemically about how our companies go to market.
I recently interviewed a brilliant HR leader (podcast coming) at WPP who explained how he and his team rationalized their job architecture from 65,000 job titles to only 600 by using new AI tools from OpenAI and Reejig (a work intelligence vendor). As you’ll hear in his story, this effort was a combination of data management, business analysis, change management, and leadership. The results of this work, which are still ongoing, is the opportunity for WPP to dramatically change its go to market strategy, innovation, and growth.
That’s the kind of thing we want our HR teams to do.
And as these various agents hit the market (see my latest view of the market below), HR professionals are going to have to train them, implement them, and “manage them” for long term success. This means analyzing the cross-functional data they produce, extend them into better decision-making, and move our thinking from dated concepts like “time to hire” and “course completion rates” to meaningful measures like “time to revenue” or “time to productivity” or “time to customer service excellence.”
See where I’m going? In a time of increasing technology acceleration we have to “lean in” as hard as we can.
Stop thinking about how much money we save on headcount (which is a fleeting benefit, by the way) and focus on value creation. That’s the big benefit of AI: customer service quality, time to market, and innovation.
In many ways these “HR downsizing” stories are really stores of “HR crawling up the value curve,” which is really a good thing. And for HR professionals, it’s a time for personal reinvention.
Josh Bersin
2025年05月16日
NACSHR活动
30天倒计时！ NACSHR 夏季论坛！30 Days to Connect, Learn, and Lead 2025
欢迎参加2025NACSHR夏季论坛 2025 NACSHR Summer Forum
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你为什么不能错过NACSHR峰会：
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启发职场新思维，实现职业新突破：探讨华人管理者如何实现职场发展目标，与嘉宾和行业专家共同探讨如何在美国职场实现自我价值。
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Is The HR Profession As We Know It Doomed? In A Strange Way, Yes.I just spent a week in London meeting with several dozen companies and most of the discussion was about AI. The overwhelming majority of the conversations were about how companies are struggling, pushing, and agitating about the implications of AI, both within HR and within their teams.
Coming from the CEO and CFO, HR team are under intense pressure to automate, improve their services, and reduce headcount with AI. Yes, we know AI is a technology for growth and scale, but the main message right now is “hurry up and do some productivity projects.”
And “Productivity,” as you know, is a veiled way of saying “Downsizing.”
So before I get back to HR, let me discuss downsizing.
It’s absolutely true that almost every company we work with has too many people. Why?
We have a sloppy way of hiring people, allocating resources, and managing work. We delegate “headcount” to managers and they go out and hire as many people as they can.
We don’t really teach (or incent) managers how to build “productivity,” we actually do the opposite. We tend to reward them for “hiring more people.”
The result is a problem I just talked about with a large advertising company: too many weird jobs and no consistency or structure to our work. This particular company has around 100,000 employees and more than 60,000 job titles. In other words almost every job is “invented for this person.” It’s insane.
The whole reason we have companies (and not individual craftsmen) is to build scale. If we expect every individual manager to figure out how to scale, we’re more or less designing low productivity into the business.
There are some simple models we use: call centers, global services groups, shared services, capability communities, and centers of excellence. But that kind of high-level productivity design is now becoming obsolete. In this new era of high-powered multi-functional agents, we need to go much further.
Elon Musk likes the “first principles” approach. Fire everyone and start from “first principles,” only hiring the people you urgently need to build, sell, and support your product. That may work in small companies but when you’re big there are too many “support services” to consider.
One of the companies we are working with has “program managers” and “project managers” and “analysts” sprinkled all over the organization in random places. In other words, their core staff don’t know how to manage projects, programs, or data. So there’s a bunch of overhead staff doing this for them. Drives me crazy. This took place because there was no discipline in hiring, so each group “bulked up” with staff.
This is really business as usual. Organization design is an old, crusty, under-utilized domain so most companies barely think about it. IBM told me a few years ago that their “org design” strategy is to “hire a high performing executive and let him or her figure it out.” I hear that, it’s quite common.
The bottom line is this: if we want to get a sound ROI from all these AI tools and agents we have to get a lot smarter about “work design.” And that is not building org charts, it’s the basics of figuring out our workflows, areas of common and uncommon process, and where and how we can automate.
Most of our clients have tons of productivity systems already (ServiceNow, Salesforce, Workday, whatever), but they either don’t know how or don’t have the discipline to use them well. So they just keep hiring people.
As an engineer I see this visibly all the time. It’s very easy to delegate a “problem” to a person, and not think about it as “plumbing.” But it is plumbing. As Tanuj Kapilashrami from Standard Charter put it, we need to focus on plumbing first, then we figure out where to apply AI.
This means we can’t just cross our fingers and hope that the Microsoft Copilot is going to make everyone more productive. We need to look at business processes and skills at the core, and then literally reinvent our companies around these new AI tools.
And skills are very important. The reason companies hire a bunch of “analysts” and “project managers” is because individuals and existing managers just aren’t good at their jobs. We all need to learn how to project manage, schedule, and analyze work. That way these high-powered specialists can work on big things, not sit in staff meetings taking notes (where AI note-takers do this well).
(By the way, I have to guess that we’ll soon have AI agents for project management, program management, and functional analytics, so those staff jobs are going to be automated next!)
How Does This Impact HR
Let’s get back to HR. Given this massive effort to re-engineer and implement AI, where does HR fit?
Well fundamentally HR is tasked to build process, expertise, and advisory services around the “people processes” in the company. That means hiring, developing, managing, paying, rewarding, and supporting people. It’s a big mission, and when we start to focus on “productivity” then HR must be involved.
The general belief is that a “well run” HR team has about a 1:100 ratio to the company. In other words, if you have 10,000 employees you’re going to have around 100 HR people. And the HR team doesn’t just run around doing things, they buy and build HR technology for scale. So HR itself, as a “plumbing” type of operation, needs to be “lean and mean.”
If your CEO wants you to hire 50 top notch AI engineers you can’t just start phoning everyone you know: you must decide precisely how you’re going to do this in a scalable, efficient, and highly effective way. (AI engineers are rare, they’re hard to hire!)
So your little HR team has to think about productivity. Should we outsource this? (Which is a cheap and dirty way to look productive.) Should we buy a talent intelligence or sourcing system? Should we hire three high-powered recruiters? You know where I’m going. We have to find a way to “be productive” while we try to “make the company productive.”
This means we, as a support and advisory function (HR professionals spend a lot of time coaching and supporting managers) have to stop creating forms and checklists and implement AI agents as fast as we can. Why? Because so much of our work is transactional, workflow-oriented, and administratively complex. And AI can do a lot of amazing things, like “assessing the skills of an AI engineer” for example.
(Our AI Galileo can literally evaluate a recorded interview and give you a pretty good assessment of an individuals skills, mapped against the Lightcast, SHL, and Heidrick functional and leadership models.)
Let’s assume we do this well, and HR technology vendors give us good products. We wind up with amazing recruiting agents, AI agents for employee training, onboarding, and coaching, AI agents that help with performance management, AI agents for succession and careers, and AI agents that deal with all the myriad of personal benefits and workplace questions people have. Where do we end up?
Do we “automate away” our own jobs?
Well, in a way the answer is yes.
AI, through its miraculous data integration and generation capabilities, can probably do 50—75% of the work we do in HR.
All this is far from built out yet, but it’s clearly coming.
(We just talked with a large pharmaceutical company that is “all-AI” and they manage a team of 6,000+ scientists and manufacturing experts with only ten people in learning and development. They’ve automated training, compliance tracking, onboarding, leadership support, and all the details of training operations.)
Could you do all that for a fast-growing 6,000 person company with 10 people? I doubt it. Most companies would have more than 10 people in sales training and sales enablement alone.
So here’s my point. HR, like other functional areas in our companies, is going to have a real-life identity crisis. If you can’t figure out how to move your HR function up the maturity level quickly (check out our Systemic HR maturity model) someone’s just going to cut your headcount (the Elon Musk approach). Then you’ll be figuring out AI in a hurry.
(Galileo can assess your HR maturity with its “consulting mode,” by the way.)
I’m not saying this is easy. The AI products we need barely exist yet. But the pressure is on.
You shouldn’t wait for the CFO to point his “productivity gun” in your face, you have to get ahead of this wave. Start pushing yourself to fix plumbing, check out the new tools in the market, get your IT team involved, and redesign your work using your own expertise. Many surprisingly good things will happen.
Let me give you an example.
A few years ago Chipotle adopted an AI-based agent system for recruiting, effectively automating a complex workflow for hiring. Not only did it save millions of dollars, the “speed and quality” of hiring went up so high the CEO talked about it as their top “revenue driver” with Jim Cramer on CNBC.
In other words this “identity crisis” in HR is a good thing.
Our recruiting, training, and employee services groups are too big. AI can automate enormous amounts of this work. So my advice is this. As the AI wave sweeps across your company, get out your old “org design” book and start redesigning how your HR team operates right now. Then you can go to the AI vendors and tell them what you want. That’s the secret to keeping HR in tip-top shape.
Will HR go away? Well a lot of the process, data management, and support roles will absolutely change. And yes, employees and job candidates will happily use intelligent bots instead of calling their favorite HR manager.
But as a Superworker, you, as an HR professional will do more interesting things. You’ll become a consultant; you’ll manage and train AI systems; and you’ll have much more real-time information about the strength and weaknesses of your company. We’re just going to have to lean into this AI wave to get there.
As AI agents arrive, it’s time to seriously re-engineer HR. And this time it’s not a transformation, it’s a reinvention.
Bottom line is this. Don’t wait for Workday, SAP, or some other vendor to “invent” a tool that changes your HR operation. You should do it yourself first and bring your IT people with you. That way you’ll buy and build the AI systems you need, and the result will be a new career, an even better HR function, and the opportunity to help your company move from “hiring” to “productivity” in the future.
我刚刚在伦敦与数十家企业进行了为期一周的交流，大部分讨论都围绕着AI展开。绝大多数对话的主题是：公司在应对AI带来的影响时，感到焦虑、推动、甚至焦躁不安，这种焦虑不仅体现在HR部门，也体现在各业务团队中。
在CEO和CFO的压力下，HR团队正被要求加速自动化、优化服务、并通过AI实现人员精简。虽然我们都知道AI是一种能够促进增长和规模化的技术，但当前传递出的主要信息是：“赶紧推动生产力项目。”
而所谓的“生产力”，实际上就是“裁员”的委婉说法。
先谈谈裁员
几乎我们接触的每一家企业，都的确存在人员过剩的问题。这是为什么呢？
因为我们的招聘、资源配置和工作管理方式本身就非常低效。我们将“编制名额”下放给各级管理者，而他们则倾向于尽可能多地招聘人员。
我们并没有真正教导或激励管理者如何构建高效的生产力，反而往往奖励他们“扩大团队规模”。结果就是，像我最近在一家大型广告公司看到的那样，组织中充满了各种各样的职位，但缺乏统一性和结构性。这家公司有约10万名员工，却设有超过6万个不同的岗位头衔——几乎每个职位都是为某个人量身定制的，这种做法显然荒谬。
企业存在的根本目的，是为了实现规模化。如果每个部门经理都各自为战，自行搭建团队架构，那无异于将低效深植于企业之中。
虽然我们有一些基本的组织效率模型，比如呼叫中心、全球服务中心、共享服务、能力中心等，但这些传统设计在当下正逐渐过时。在高性能多功能AI代理全面普及的时代，我们必须走得更远。
从“第一性原理”重构组织？
Elon Musk 推崇“第一性原理”方法——即解散现有团队，只从零开始招聘最核心、最迫切需要的人员。这种方法在小型公司或许奏效，但在大型企业中，由于存在大量“支持服务”，简单地“砍掉重建”并不可行。
现实中，很多公司在各个角落散布着项目经理、程序经理、分析师等职位，因为核心员工缺乏管理项目、推进计划、或进行数据分析的能力。由于招聘过程中缺乏严格的标准和规划，各部门纷纷自行扩编，导致组织臃肿、效率低下。
组织设计本来就是一门古老且被严重忽视的学问，多数公司对此缺乏系统化思考。IBM 曾表示，他们的组织设计策略是“聘请一位高绩效高管，让他/她自己摸索出解决方案”——这实际上是行业普遍现象。
AI真正改变的，是“工作设计”
如果我们希望从AI工具和代理中获得真正的投资回报率，就必须彻底重新思考“工作设计”——不仅仅是画组织结构图，而是要厘清工作流程、标准化与非标准化的业务环节，并找出可以自动化的领域。
尽管大多数企业已经部署了大量的生产力系统（如ServiceNow、Salesforce、Workday等），但由于缺乏使用这些系统的能力或纪律，反而持续地通过“增加人手”来解决问题。
作为一名工程师，我对此体会尤深。将问题推给某个人远比优化底层“管道”来得容易。然而，管理工作流程就像修建城市水管系统——如果基础设施不合理，再先进的AI工具也无济于事。
正如渣打银行Tanuj Kapilashrami所说：“必须先修好管道，才能合理应用AI。”
这意味着，我们不能指望微软Copilot之类的工具神奇地提升员工生产力。我们必须从根本上重新审视业务流程与员工技能，并围绕AI重新设计整个企业运作模式。
员工技能，未来的关键
企业之所以聘请大量“分析师”和“项目经理”，往往是因为普通员工和管理者缺乏项目管理、时间安排、数据分析等基本技能。未来，所有人都需要掌握这些能力，而不再依赖大量辅助人员。高阶专业人才应当专注于重大事务，而不是出席会议做会议记录（AI记录工具早已能胜任此事）。
（顺便提一句，我预测很快就会出现AI项目经理、AI程序经理、AI数据分析师——这些岗位也将逐步被自动化！）
那么HR会怎样？
回到HR领域，当企业致力于重塑流程、导入AI时，HR的角色至关重要。
HR的本质任务是构建并管理围绕“人”的各项流程：招聘、培养、管理、薪酬、激励与支持等。这项使命极为庞大，当公司将焦点转向“提升生产力”时，HR必须积极参与。
一般认为，一个运作良好的HR团队与公司整体人数的理想比例是1:100。也就是说，一家拥有1万名员工的公司，大约需要100名HR人员。而优秀的HR团队不仅自己高效运作，更会采购、搭建技术系统，以实现规模化管理。
举例来说，如果CEO要求你招聘50名顶尖AI工程师，你不能只是随便打几个电话，而是要设计一套高效、可扩展的方法。这可能包括外包、引进人才情报系统、招聘高端猎头，等等。总之，HR自身也必须成为高效运作的样板。
因此，HR团队必须迅速引入AI代理，取代大量重复性事务，尤其是那些依赖工作流、流程管理和行政性处理的工作。比如，我们的Galileo系统已经可以自动评估候选人的面试表现，并将其技能映射到Lightcast、SHL和Heidrick的领导力模型。
未来，HR工作会消失吗？
某种程度上，答案是肯定的。
凭借出色的数据整合和生成能力，AI可以完成50%-75%的HR工作。目前这些AI系统尚未完全成熟，但趋势已经非常明显。
我们刚刚与一家大型制药企业交流，他们已经基本实现了“全AI化管理”，以仅10人规模的学习与发展团队，服务6000多名科学家和制造专家。他们通过AI自动完成了培训、合规追踪、入职辅导、领导力支持等任务。对于大多数公司来说，这种效率简直是难以想象的。
HR将迎来身份危机
未来，HR必须迅速向更高的成熟度迈进（可以参考我们提出的Systemic HR Maturity Model）。否则，就会像Elon Musk那样，被大规模裁员，并被迫在短时间内仓促上马AI项目。
我并不是说这条路轻松易行。事实上，市面上真正成熟的AI HR产品还非常有限。但压力已经到来。
HR不能等着CFO拿着“生产力枪”指着自己，必须主动出击，修好内部“管道”，试用新工具，联合IT团队，重新设计工作模式。这样，你将能主动选择适合自己公司的AI系统，并构建一个全新的、充满机遇的职业未来。
结语：HR的重塑与再创造
让我们看看Chipotle的案例。他们通过部署基于AI的招聘代理，成功自动化了复杂的招聘流程，不仅节省了数百万美元，还大幅提升了招聘速度和质量。甚至在接受CNBC采访时，CEO将这一成果称为公司的“主要营收驱动因素”。
这场HR身份危机，其实是一个难得的机遇。
我们今天的招聘、培训、员工服务团队规模普遍过大。AI将能够自动化其中大量工作。我的建议是：在AI浪潮席卷而来之前，立即拿起你尘封已久的组织设计手册，重新设计HR团队的运作方式。这样，当面对AI供应商时，你可以主动提出自己的需求，而不是被动接受他们的产品。
未来HR不会消失，但大量传统流程、数据管理与支持岗位将发生剧变。员工与候选人也会越来越习惯通过智能机器人，而非人力HR来解决问题。
不过，真正优秀的HR专业人士，将会变成超能型人才（Superworker）——你将成为企业战略顾问、AI系统训练师，并且能够实时掌握公司人才与流程的整体健康状况。
这次，不再是简单的“转型”，而是真正意义上的“再创造”。
会议地点发布-北美最大的华人人力资源夏季论坛6月7-8日在硅谷举办，火热报名中！更新：2025北美华人人力资源夏季论坛会议酒店确认-HYATT PLACE NEWARK SILICON VALLEY （5600 John Muir Drive, Newark, CA 94560 ），位于交通便捷的Fremont和Newark交界，繁华热闹，酒店新建，设施完备，会议体检绝佳。期待6月7-8日我们现场见！更多信息不断揭晓
2025年备受关注的北美华人人力资源夏季论坛将于6月7-8日在硅谷重磅举办！
从2016年起，北美华人人力资源协会（NACSHR）一直致力于构建一个专为HR专业人士及商业精英打造的交流平台。多年来，NACSHR的论坛已经发展成为北美地区最有影响力的人力资源活动之一，吸引了众多行业领导者和专家的关注与参与。 2025年6月，我们非常荣幸能够邀请北美优秀的华人人力资源专业人士以及从业者，一起加入NACSHR的夏季盛典。基于我们多年会议的成功传统，NACSHR夏季论坛将是一场专业前沿、落地实践、聚焦华人发展的形式丰富多样的盛会。
2025年的夏季盛典将继续探索更多活动形式和深入的交流活动。不仅旨在提供最新的行业知识和趋势，而且为与会者提供了一个与行业顶尖专业人士进行近距离交流的宝贵机会，并且与同行探讨建立深度合作的可能，促进华人人力资源行业的繁荣和发展！2025夏季论坛我们将聚焦华人人力资源同仁关注的热点话题，如政策变化、人才发展、华人HR职业发展，中资在北美、AI热点及更多专业领域新知。会议形式也将更加丰富多彩！
我们期待着北美地区的华人人力资源同仁能够共聚一堂，共同探索和塑造未来华人人力资源的新趋势。
Stay Together Stay Powerful
诚挚邀请全球华人HR以及人力资源行业从业人员参加本次夏季论坛。
30多位北美华人优秀的HR及专家为你带来2天充实的专业内容，2025将会更多精彩更多机会！
相信一定不可错过！
广泛的北美华人人力资源网络社群
适合华人HR职场发展的专业分享
潜在的工作和发展机会
立即报名，锁定席位，与北美HR同仁相聚
2025北美华人人力资源夏季论坛
2025 NACSHR Summer Forum
时间：2025年6月7日-8日 周六周日 （9:00-17:00 ） 周六8点半签到
地点：HYATT PLACE NEWARK SILICON VALLEY （5600 John Muir Drive, Newark, CA 94560 ）
主办：NACSHR Chuhai.tips
会议形式：专业论坛+小组讨论+晚宴酒会+职业机会+企业参访+互动交流 (更多精彩陆续发布)
晚宴：150美元/人（不单独销售，需购买门票，名额有限，售完为止 参与者为分享嘉宾、特邀专家、VIP参会等40人规模）
报名： https://www.nacshr.org/Survey/B86228DD-27A2-360E-078F-0B57F24B9F7B （因会场空间大小，名额有限，先到先得）
门票类型
HR Leader Pass：仅限InhouseHR和学生及企业内部HR相关职能 （其中5月1日前有一个特惠价格 500美元 /买一送一 ）
General Pass：适用于HR服务机构、顾问、猎头人才服务等非InhouseHR相关
（会议期间提供咖啡和茶等 注：但午餐需自理，因酒店午餐成本非常高，所以不含会议午餐）
为了确保所有参会者的最佳体验，NACSHR论坛管理团队将定期审核注册名单，并可能根据需要调整注册类别。如果您的注册类型被调整，您需补缴相应的费用差额。本政策旨在维护公平性，并提升所有与会者的参会体验。
付费指南：https://www.nacshr.org/2768/
更多会议相关内容，我们会不断更新，并通过NACSHR官网和社交媒体发布。
会议参展及赞助演讲合作
联系人：Annie（nacshr818@gmail.com）或 点击申请 ： https://www.nacshr.org/Survey/CDBE9324-6291-EB0E-3E50-91532A2A70BB
加入北美华人人力资源服务图谱：点击注册
申请演讲分享嘉宾：https://www.nacshr.org/Survey/898DB159-05B5-1C3E-BCD4-9C7A6E324482
媒体合作：联系 nacshr818@gmail.com（备注媒体合作）
如何可以参与NACSHR夏季论坛的合作？
我们欢迎各界同仁一起共襄盛会，各种合作形式可以参与其中：
· 作为人力资源服务机构，有多种方式可以参与共襄盛举。你可以选择各种赞助形式，如钻石赞助、演讲赞助、设置展位、Demo展示，年度合作等多种方式，具体可以联系我们。 另外如果贵司还没有加入北美华人人力资源服务图谱，点击这里可以加入：https://www.nacshr.org/map/Register/join
赞助合作： Annie nacshr818@gmail.com 备注 赞助合作
· 希望作为嘉宾分享交流，我们特别欢迎在北美地区有丰富实践经验的InhouseHR的同仁，可以点击申请演讲分享嘉宾的链接 （https://www.nacshr.org/Survey/898DB159-05B5-1C3E-BCD4-9C7A6E324482 ），或者邮件我们 nacshr818@gmail.com备注 嘉宾
· 行业媒体或华人协会等其他组织，热烈欢迎加入到论坛的合作中 ，邮件我们 nacshr818@gmail.com 备注 媒体合作
你为什么不能错过NACSHR峰会：
聆听行业大咖的精心分享：演讲嘉宾包括成功的企业家、重量级的行业内大咖、优秀的人才战略专家，精通中国以及北美的人力资源市场。
学习新知识，掌握新动态：不论您是职场老将还是新兵，更新知识库是一个永恒的课题，峰会设置了多种会议形式，帮助您打开新视野。
职业发展新机遇，更广泛的选择：NACSHR设置了北美地区HR岗位需求，提供面对面沟通交流机会。
北美地区最大的华人HR行业盛会：汇聚北美职场华人力量，打造北美唯一、最大的华人HR盛会。
交流新资讯，结交新伙伴：探讨行业热点话题，激发创新思维，共同推动HR行业的发展。
启发职场新思维，实现职业新突破：探讨华人管理者如何实现职场发展目标，与嘉宾和行业专家共同探讨如何在美国职场实现自我价值。
往届回顾：
https://www.nacshr.org/762.html
https://news.nacshr.org/1991/
https://www.nacshr.org/2299/
2025 North America Chinese HR Summer Forum: A Premier Event for HR Professionals!
Date: June 7-8, 2025 (Saturday & Sunday)
Time: 9:00 AM - 5:00 PM (Check-in starts at 8:30 AM on Saturday)
Location: Silicon Valley, CA (Exact venue details will be provided upon registration)
Registration: Register Now
Since 2016, the North America Chinese Society for Human Resources (NACSHR) has been dedicated to building a platform for HR professionals and business leaders to connect, share insights, and grow together. Over the years, the NACSHR Forum has become one of the most influential HR events in North America, drawing industry leaders and experts from various fields.
In June 2025, we are excited to welcome outstanding Chinese HR professionals and industry practitioners to join us for the NACSHR Summer Forum, a landmark event focused on cutting-edge HR trends, practical insights, and professional networking for Chinese HR leaders. Continuing the success of our past forums, this year’s event promises an even richer and more dynamic experience, offering unparalleled opportunities for learning, collaboration, and career advancement.
What to Expect at NACSHR 2025?
Engaging Keynotes & Expert Panels – Learn from 30+ top Chinese HR professionals and industry leaders.
Interactive Roundtables & Workshops – Gain hands-on insights into the latest HR strategies and best practices.
Networking & Career Development – Expand your professional network and explore new career opportunities.
Exclusive Corporate Visits & Social Events – Connect with HR peers through in-depth discussions, company tours, and an evening gala.
Stay Together, Stay Powerful – Join us in shaping the future of HR for Chinese professionals in North America!
Ticket Information
HR Leader Pass – For in-house HR professionals and students
General Pass – For HR service providers, consultants, recruiters, and other non-inhouse HR professionals.
Coffee and tea will be provided during the event. Please note that lunch is not included due to high venue costs.
To ensure an optimal experience for all attendees, the NACSHR organizing team reserves the right to review and adjust registration categories. If your registration type requires adjustment, you may need to pay the price difference.
Sponsorship & Speaking Opportunities
Become a Sponsor or Exhibitor
Partner with us to showcase your brand to a highly engaged HR audience. We offer various sponsorship packages, including keynote sponsorships, exhibition booths, product demos, and annual partnership opportunities.
Apply for Sponsorship
Contact: Annie at nacshr818@gmail.com (Subject: Sponsorship Inquiry)
Become a Speaker
We welcome experienced in-house HR professionals in North America to share their insights and best practices.
Apply to Speak
Contact: nacshr818@gmail.com (Subject: Speaker Inquiry)
Media Partnerships & HR Community Collaborations
We invite media outlets and HR associations to collaborate and promote this prestigious event.
Contact: nacshr818@gmail.com (Subject: Media Partnership)
Why You Can’t Miss NACSHR 2025?
Hear from Industry Experts – Gain insights from successful entrepreneurs, HR leaders, and talent strategists who understand both Chinese and North American HR landscapes.
Stay Ahead of the Curve – Whether you're an HR veteran or a rising professional, our sessions will equip you with the latest knowledge and strategies.
Career Growth & Job Opportunities – Discover new job openings and connect directly with hiring professionals.
The Largest Chinese HR Forum in North America – Join the biggest gathering of Chinese HR professionals and industry peers.
Expand Your Network – Engage in thought-provoking discussions, exchange ideas, and build meaningful professional relationships.
Unlock New Career Potential – Learn how Chinese professionals can navigate and thrive in North America’s HR industry.
Spots are limited—Register now to secure your seat!
Sign Up Today
We look forward to welcoming you to NACSHR 2025! ?
Josh Bersin
Josh Bersin
David Green
Josh Bersin
Josh Bersin
NACSHR活动
NACSHR活动
Josh Bersin
NACSHR活动
NACSHR活动
