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.
David Green: The best HR & People Analytics articles of July 2024这个月的《数据驱动HR月报》由Insight222发布了他们的新研究报告《构建人力分析生态系统：运营模式2.0》。在Insight222庆祝成立七周年之际，团队成员们齐聚一堂，共同回顾过去的成就，规划未来的步骤，并庆祝这一成功。此外，本月的重点还包括我有幸在由Mercer组织的LinkedIn直播中担任主持人，主题是“AI时代的技能驱动组织”，并欢迎在上个月加入的2000多名《数据驱动HR月报》新订阅者。本期由Visier赞助。
在案例研究部分，展示了Experian如何通过Visier将报告时间减少了70%。Experian的数据分析团队曾在Excel和Oracle OBI-EE套件中花费大量时间，限制了战略工作。Visier帮助他们显著提高了效率，使其团队能够专注于发掘劳动力洞察力、赋能数据驱动决策，并建立数据驱动的HR文化。
此外，本期还讨论了SHRM在其DEI（多样性、公平与包容性）计划中移除“公平”一词的决定。这一决定在DEI受到持续攻击、许多知名公司撤回DEI承诺的背景下显得尤为令人震惊。一些评论认为，SHRM此举的动机可能是政治性的，而非其所声明的“通过强调首先包容性，旨在解决DE&I项目的当前不足，减少社会反弹和极化”。
I’m just about to go out on vacation in the South of France for three weeks (hurrah!) and with growing evidence that taking a vacation improves physical and mental wellbeing, I’m looking forward to having time to relax, reflect and recharge. Before I go, I’m looking forward to the release this week of our new Insight222 research study: Building the People Analytics Ecosystem: Operating Model v 2.0 (click on the link to register to receive a copy).
Other highlights in July included:
We marked our seventh anniversary at Insight222 by gathering the team together for a whole week to reflect on our achievements, plan the next steps and celebrate our success.
I had the honour of moderating a LinkedIn Live on Skills-Powered Organisations in the Age of AI, organised by Mercer, with Ravin Jesuthasan, CFA, FRSA and Tanuj Kapilashrami. You can watch the recording here.
Welcome to the more than 2000 new subscribers to the Data Driven HR Monthly newsletter, who joined in the last month.
This edition of the Data Driven HR Monthly is sponsored by our friends at Visier
CASE STUDY: How Experian Cut Reporting Time by 70%
Struggling with manual reporting? Experian, a data analytics giant, did too. Their people analytics team spent hours in Excel and Oracle OBI-EE suite limiting strategic work. Visier slashed their reporting time by 70%. Read the case study.
Now, their People Analytics team focuses on:
Uncovering workforce insights
Empowering data-driven decisions
Building a data-driven HR culture
Visier empowers our people to leverage data for better decisions
Ready to unlock your people data's power? Read the case study.
Visier Inc.: Make data-driven HR decisions. Easier. Faster. On-Demand. At Scale.
To sponsor an edition of the Data Driven HR Monthly, and share your brand with more than 130,000 Data Driven HR Monthly subscribers, send an email to dgreen@zandel.org.
SHRM and the war on DEI
I’m not here to beat up on SHRM, but their flabbergasting decision to drop ‘Equity’ from its approach to ‘Inclusion, Equity and Diversity’ seems to have achieved the notable feat of being universally unpopular. To take this decision at a time when DEI is under sustained attack from politicians and when a growing number of prominent companies are backtracking from previous DEI commitments seems peculiar to say the least. It has led some commentators to conclude that SHRM’s surprise move is politically motivated rather than being driven by their stated objective, which SHRM explained as: “By emphasizing Inclusion-first, we aim to address the current shortcomings of DE&I programs, which have led to societal backlash and increasing polarization.” Whatever SHRM’s motive if, as likely, this decision by such an influential body undermines DEI then it is not only unhelpful but bad for employees, bad for organisations, and bad for society. As Shujaat Ahmad writes in his coruscating analysis:
Equity is one of the most clear, tangible measures for culture change on systemic discrimination. Without it, DEIB is lost in a maze of good intentions and half-baked commitments.
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Enjoy reading the collection of resources for July 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 June’s compendium.
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NEW: Insight222 research report on the People Analytics Ecosystem
Access the new Insight222 study here: Building the People Analytics Ecosystem: Operating Model v 2.0 - or by clicking on the image below.
HYBRID, GENERATIVE AI AND THE FUTURE OF WORK
JENS BAIER ET AL - How Work Preferences Are Shifting in the Age of GenAI
When it comes to GenAI’s impact on jobs, talent is aware but unafraid. Although only 5% think that GenAI will replace their jobs, 60% anticipate that they will need to reskill significantly. Most say that they will need help to understand what skills to build.
For the first time since its inception a decade ago, BCG’s Decoding Global Talent study finds that job security is ranked by workers as their number one work preference (see FIG 1). Analysis revealed that workers who expressed concern about the impact of GenAI on their jobs were more likely to prioritise job security. They also recognise the importance of learning, with 60% of workers anticipating they will need to reskill significantly. As the study highlights, to attract and retain talent, organisations will need to solve a complex puzzle. They must anticipate the impact of technology on their workforce and offer robust reskilling programs to help employees stay competitive. (Authors: Jens Stefan Baier Orsolya Kovacs-Ondrejkovic Dr. Tobias Zimmermann Pierre Antebi Dr. Susan Gritzka Sacha Knorr Vinciane Beauchene Carmen Márquez Castro Zoë McFarlane Anja Bates Niharika Jajoria Julie Bedard and Ashish Garg).
FIG 1: What workers value most in a job, 2014-2023 (Source: BCG)
NICOLE SCOBLE-WILLIAMS ET AL - Generative AI and the future of work: Boundless Potential
It’s ‘humans with machines’ and not humans or machines that will transcend leading organizations.
An insightful and comprehensive report by the Deloitte AI Institute on the seismic impact of generative AI on the future of work. The report is structured into three chapters each designed to answer a key question. (1) What is generative AI and how is it being used? (2) What is generative AI’s likely impact on jobs? (3) What are the strategies to prepare organisations for change? There are a ton of insights, case studies and frameworks to learn from. Three that resonated especially with me were: (1) The explanation of the difference between work, jobs, tasks and skills (see FIG 2). (2) Guidance for organisations on how to break down jobs in the generative AI era. (3) The five-step framework for adopting a researcher’s mindset for human-generative SI integration: a) hypothesis formation, b) data collection and analysis, c) broad organisational experimentation, d) iterative testing and feedback, and e) strategy refinement. Authors: Nicole Scoble-Williams GAICD Diane Sinti Jodi Baker Calamai Björn Bringmann Laura Shact Greg Vert Tara Murphy and Susan Cantrell)
FIG 2: Work vs Jobs vs Tasks vs Skills (Source: Deloitte)
JUSTIN SHEMELEY, ANDREW ELSTON, AND JASDEEP KAREER - Transforming HR and People Analytics with AI
AI helps us reclaim capacity for more complex workforce strategy questions. It enables us to identify internal mobility opportunities and conduct scenario planning and hypothesis testing.
In their article, Justin Shemeley Andrew Elston and Jasdeep Kareer, PhD (née Bhambra), summarise some of the key takeaways from the recent Insight222 webinar I moderated on how AI is transforming HR and people analytics. The topics covered include: (1) The current landscape of AI in HR. (2) Short- and long-term impacts on the HR operating model. (3) AI’s role in workforce planning and development. (4) Essential Skills for Leveraging AI in HR. (5) How to build a strong foundation for AI adoption. The article also provides the answers to the questions posed by those that attended the webinar. You can access the entire webinar recording here: Transforming HR and People Analytics with AI.
FIG 3: Demystifying AI in HR and People Analytics (Source: Insight222)
RAVIN JESUTHASAN - Achieving the productivity promise of generative AI requires redesigning work
When he coined The Productivity Paradox, Robert Solow outlined two fundamental reasons why new technologies often don’t deliver on their promise. First, early versions of technologies are often flawed and unsuitable for widespread adoption – this applies less to GenAI. In his thoughtful article, Ravin Jesuthasan, CFA, FRSA tackles Solow’s second reason, which relates to the architecture of work. He outlines that to address this issue, organisations need to undertake systemic work redesign through deconstructing the work, redeploying tasks and creating new ways of working. Ravin cites the six-step framework (see FIG 4) he advanced together with John Boudreau in their book, Reinventing Jobs, and describes the potential productivity gains arising as a result.
FIG 4: Achieving the optimal combinations of humans, automation and AI (Source: Jesuthasan and Boudreau)
PEOPLE ANALYTICS
DELOITTE - 2023 High-Impact People Analytics Research
Prioritizing PA customers means understanding their needs—and how those needs align (or don’t) with the function’s capabilities and broader business priorities.
A new report by Eric Lesser Peter DeBellis and Marc Solow based on a 2023 study by Deloitte of more than 400 organisations across 18 countries presents a People Analytics Maturity Model (see FIG 5) and discusses six key findings. These are: (1) People Analytics has become an organisational imperative. (2) Data culture is the single biggest predictor of people analytics performance. (3) Tech investments mean nothing without human capability (and vice versa). (4) Today’s challenges demand more data from more sources. (5) An expanding customer base means new demands on the people analytics function. (6) People data is business data – treat it as such.
FIG 5: High-Impact People Analytics Maturity Model (Source: Deloitte)
CATHERINE COPPINGER - 4 New Ways to Model Work
With the rise of distributed work, managers are being asked to work in a fundamentally different way than they’ve worked before
In her article, Catherine Coppinger of Worklytics, discusses four new ways to model how work gets done – and how it could be done better: (1) Workday Intensity – see FIG 6 - (“We measure intensity as time spent on digital work as a % of overall workday span”). (2) Work-Life Balance. (3) Manager Effectiveness (“With the rise of distributed work, managers are being asked to work in a fundamentally different way than they’ve worked before”). (4) Sales Effectiveness (“With sales stalling, People Analytics teams are increasingly being asked to weigh in on what can be done to reaccelerate revenue growth”). For more insights on the manager effectiveness topic, listen to Catherine on a recent episode of the Digital HR Leaders podcast: How to Use Passive Data to Enhance Manager Effectiveness.
FIG 6: Workplace Intensity: How do remote and in-office days compare (Source: Worklytics)
PREETHIKA SAINAM, SEIGYOUNG AUH, RICHARD ETTENSON, AND BULENT MENGUC - The High Cost of Misaligned Business and Analytics Goals
It is not only the level of analytics that matters, but also how aligned analytics capabilities are with business goals.
What does success in analytics really mean and how should companies measure it? This was the mission of a study by Preethika Sainam Seigyoung Auh Richard Ettenson PhD and Bulent Menguc. While they found that creating a data-driven culture, adopting advanced analytics capabilities, and employing a well-developed data strategy were all important, the key ingredient is the degree of alignment between business goals and analytics capabilities. Their article presents findings from the study, the differences between misaligned and aligned companies, the cost of misalignment (see FIG 7) and how to measure alignment in seven areas: (1) Culture, (2) Alignment with strategy, (3) Leadership commitment, (4) Operations and structure, (5) Employee empowerment, (6) Proactive market orientation, and (7) Skills and competencies.
FIG 7: The Cost of Misalignment (Source: Sainam et al)
ANDRÉS GARCÍA AYALA - People analytics at the heart of AI’s successful workplace adoption | LEA MIKUS – Five Steps to Kick-Start People Analytics | WILLIS JENSEN - What Makes a Good People Analytics Metric? | RAJA SENGUPTA – 1000 Generative AI Prompts for HR | GUILLAUME LHOTE - The Role of Talent Intelligence in Pharma
In recent editions of the Data Driven HR Monthly, I’ve featured a collection of articles by current and recent people analytics leaders. These act as a spur and inspiration to the field. Five are highlighted here. (1) In his compelling article, Andrés García Ayala, Group Head of People Analytics and Strategic Workforce Planning at Legal & General, discusses five reasons why People Analytics needs to be at the heart of AI’s successful adoption and implementation in the workplace. (2) In a LinkedIn post, Lea Mikus unveils five recommendations to kick-start people analytics in your organisation including getting started by focusing on answering one strategic business question through your people data. (3) In an edition of his excellent Making People Analytics Real Substack, Willis Jensen digs into what makes a ‘good’ and a ‘bad’ people analytics metric (see FIG 8). The secret? Ask yourself: “Can I make a line chart of the metric?” (4) Raja Sengupta provides an invaluable resource for HR and people analytics professionals in a 130 page booklet comprising 1,000 AI prompts for HR across ten HR topics. (5) Guillaume Lhote, Talent Intelligence Lead at Takeda, details the critical role of talent intelligence in the pharmaceutical industry – thanks to Toby Culshaw for highlighting this resource.
FIG 8: Examples of HR metrics (Source: Willis Jensen)
THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE
DAVE ULRICH - Update on HR Business Partner Model Continuing Evolution and Relevance
In the last seven years, HR’s contribution to the business has evolved and is increasing. The HR contribution comes from individual HR professionals who have the competencies to fully engage in business conversations. The HR contribution also comes from HR functions, practices, and analytics increasing stakeholder value.
There’s no one better informed to comment on the evolution of the HR business partner (HRBP) model than Dave Ulrich, given he coined and popularised the model in his seminal 1997 book, Human Resource Champions. In his article, Dave details nine evolutions that are combining to reshape and elevate the future role of the HRBP including these five: (1) People and organisation concerns have evolved to be more central to business success. (2) Talent has evolved to pay increased attention on worktask and meaning (see FIG 9). (3) Leadership has evolved to front-line leaders and emerging competencies. (4) HR delivery has evolved to AI–enabled HR (5) HR analytics has evolved from benchmarking to guidance.
FIG 9: From ‘Workforce’ to ‘Worktask’ (Source: Dave Ulrich)
SERENA HUANG - AI in HR: Missing the Forest for the Trees
By focusing on strategic workforce planning, responsible and ethical AI, and clear ownership for AI adoption, HR can become the strategic AI champion the organization needs.
In her From Data to Action LinkedIn newsletter, Serena H. Huang, Ph.D. bemoans the narrow focus of much of the discussion about AI in HR on automation and cost efficiency. Instead, Serena urges a bolder approach, presenting three ‘big-picture issues’ centred on organisational readiness that HR should focus on: (1) Strategic Workforce Planning (e.g. LinkedIn recently estimates that 55% of jobs will be augmented or disrupted by GenAI – see FIG 10). (2) Responsible and Ethical AI. (3) Clear Ownership: Who is Driving the AI Train? Thanks to Serena for highlighting the recent Digital HR Leaders podcast episode with IBM CHRO Nickle LaMoreaux in her article, where Nickle expanded on IBM’s Responsible AI policy and how this is applied to HR. You can listen to the whole episode here: How IBM Uses AI to Transform its HR Strategies.
FIG 10: GAI’s expected effect on LinkedIn members’ skills globally (Source: LinkedIn Economic Graph Research Institute)
CHIEF ETHERIDGE – 3 Strategies to Position HR for Innovation
Only 28% of HR employees agree that their HR function encourages them to take risks, even if they result in failure. This risk aversion is a major obstacle to innovation.
As the preface for this paper by Chief Etheridge for Gartner states, HR is under pressure to develop innovative solutions for a unique set of organisational challenges such as incorporating new ways of working, establishing digital workplaces, and leveraging artificial intelligence. The paper outlines three strategies HR can implement: (1) Define Innovation’s Value and Benefits to HR. (2) Embed Innovation Networks in HR (see FIG 11 for example from Toyota). (3) Establish Structured Innovation Process for HR (with an example from Fannie Mae).
FIG 11: How Toyota directly infuses HR with expertise and skills (Source: Gartner, adapted from Toyota)
WORKFORCE PLANNING, ORG DESIGN AND SKILLS
MCKINSEY - Help wanted: Charting the challenge of tight labour markets in advanced economies
Companies and economies will need to boost productivity and find new ways to expand the workforce
A comprehensive study by McKinsey on how labour markets in the G8 countries are among the tightest in two decades and are set to get worse as workforce continue to age. The study is packed full of insights, visualisations and charts and is a must-read for anyone involved in workforce planning, recruiting, talent intelligence and people analytics. Four actions are recommended for companies and policy makers: (1) Focus on skilling and reskilling, including attracting talent from unconventional pools, offering more flexible work, and internal mobility. (2) Encourage foreign-born workers with programs to properly integrate them into the workforce (one to note given the hysteria about immigration in all of the eight countries in the study). (3) Shape retirement policies to encourage people to work beyond standard retirement ages and take steps to attract more women into the workforce. (4) Prioritise investment in AI and automation to unlock productivity. (Authors: Anu Madgavkar Olivia White Sven Smit Chris Bradley Ryan Luby and Michael Neary).
FIG 12: 4 scenarios for GDP growth 2023-30 (Source: McKinsey)
JORGE TAMAYO, LEILA DOUMI, SAGAR GOEL, ORSOLYA KOVÁCS-ONDREJKOVIC, AND RAFFAELLA SADUN - Designing a Successful Reskilling Program
In today’s fast-changing work landscape, the ability to reskill will become increasingly vital to staying competitive.
In this article, written as a follow up to their award-winning “Reskilling in the Age of AI”, Jorge Tamayo Leila Doumi Sagar Goel Orsolya Kovacs-Ondrejkovic and Raffaella Sadunshare the results of a reskilling survey that they conducted with chief human resources officers and business leaders, and discuss six paradigms on reskilling. These are: (1) Reskilling is a strategic imperative. (2) Reskilling is the responsibility of every leader and manager. (3) Reskilling is a change management initiative. (4) Employees want to reskill – if programs are attractive. (5) Reskilling takes a village. (6) To reskill successfully, you need to be able to analyse and measure the benefit of your interventions and investments.
SKILLS-BASED ORGANISATIONS SPECIAL
ALLIE NAWRAT - Standard Chartered: ‘The people agenda is a strong enabler of the performance of the bank’ | ALLAN SCHWEYER, BARBARA LOMBARDO, MATT ROSENBAUM, AND PETER SHEPPARD - The Long but Rewarding Journey to Becoming a Skills-Driven Organization | JOSH BERSIN - TechWolf Accelerates Corporate Skills Tech Market With $43 Million Round | MARC EFFRON - Is the Juice Worth the Squeeze? Questions About Becoming a Skills-based Organization | DELOITTE - The skills-based organization: A new operating model for work and the workforce
Following the positive reaction to the MIT/Mercer study, Strategic Shift: Skills-Powered Organizations in the Age of AI, I included in the June edition of Data Driven HR Monthly, as well as the LinkedIn Live I participated in last week with Ravin Jesuthasan and Tanuj Kapilashrami, I thought it helpful to include a ‘special’ in the July edition of Data Driven HR Monthly on skills-based organisations. Six resources are included. (1) Tanuj Kapilashrami, Chief Strategy and Talent Officer at Standard Chartered, sits down with Alexandra Nawrat of UNLEASH to outline how the shift to being a skills-first employer is enabling business outcomes at the bank. (2) The Conference Board provides a compelling case study of Ericsson’s journey to becoming a skills-based organisation, which has seen skills become the language of the employee experience at the company (see FIG 13) – authors: Allan Schweyer Barbara Lombardo Matt Rosenbaum and Peter Sheppard. (3) Josh Bersin takes his cue from the latest round of investment in TechWolf plus the acquisition of SkyHive by Cornerstone by Cornerstone OnDemand to provide an overview of the burgeoning skills technology market as it moves from ‘pioneer stage’ to ‘early maturity’ (see FIG 14). (4) Marc Effron details 17 considerations for companies seeking to embark on the journey to becoming a skills-based organisation. (5) The Deloitte team of Susan Cantrell Michael Griffiths Robin Jones and Julie Hiipakka present their seminal operating model for a skills-based organisation (see FIG 15).
FIG 13: Skills are the language of the employee experience at Ericsson (Source: Ericsson)
FIG 14: Source – Josh Bersin
FIG 15: The skills-based organization: A new model for work and workforce (Source: Deloitte)
EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING
DERRICK P. BRANSBY, MICHAELA J. KERRISSEY, AND AMY C. EDMONDSON - New Hires’ Psychological Safety Erodes Quickly
Psychological safety is not the default in any workplace, and those who need it most — newcomers — are also most vulnerable to losing it.
Research finds that psychological safety is especially important for new hires as it enables them to overcome the challenge of admitting fallibility, tackle a steep learning curve and embrace new perspectives. So, it is concerning that in their new study, Amy Edmondson Derrick Bransby and Michaela Kerrissey identify a fascinating pattern: On average, newcomers joined their organisation with higher psychological safety relative to their more tenured colleagues, then lost it and waited years to reach levels comparable to when they arrived. Nevertheless, the study also found that departments with high psychological safety among colleagues help reduce that decline and facilitate quick recovery for new hires (see FIG 16). The article also discusses why newcomers are vulnerable to losing psychological safety and presents strategies to help preserve their early willingness to speak up.
FIG 16: Contrast between employees in departments with high and low psychological safety (Source: Bransby et al)
CHRISTINA BRADLEY, LINDY GREER, AND JEFFREY SANCHEZ-BURKS - When Your Employee Feels Angry, Sad, or Dejected
Leaders must be able to respond in a supportive manner to the emotions of their employees. That requires them to learn how to handle others’ feelings in different contexts, be more aware of their own behavior, and hone their skills. If they can master those three things, the result will be a healthier, more successful organization.
In their article for Harvard Business Review, three researchers from Michigan’s Ross School of Business provide a roadmap to leaders for providing employees with emotional support. As Christina Bradley Lindy Greer and Jeffrey Sanchez-Burks outline, the right response depends heavily on context, in particular, whether someone (1) is working on a time‑sensitive goal and (2) seems to be coping (see FIG 17).
FIG 17: Figuring out how to respond to an employee’s emotions (Source: Bradley et al)
LEADERSHIP AND CULTURE
MICHAEL ARENA, ANDRAS VICSEK, JOHN GOLDEN, AND SCOTT HINES – Cultivating Culture in a Hybrid Context
Because connections are more fragile in hybrid workplaces, it is increasingly important that managers understand the network dynamics of company culture.
Many companies are concerned about the impact of remote and hybrid work on their culture. In their article, Michael Arena Andras Vicsek John Golden, Ph.D. and Scott Hines, PhD, explore how cultural behaviours form and spread across organisations in three work modes: a physical environment, a remote environment, and a hybrid model. They find that prominent cultural behaviours tend to cluster in discernible patterns in each of these modes. The article discusses ways – and provides examples – on how to restore bridges between teams, harness influencers to facilitate change, engage exemplars to model desired behaviours, and reengage the hearts and minds of employees, to improve collaboration, wellbeing and outcomes. One example in the article describes how a large consumer products company launched a series of in-person events to restore bridging connections between their teams in parallel with a reengagement strategy to rebuild their employees’ sense of owning the company’s purpose. This enabled the company to increase connections by 37 percent and positive energy by 20 percent.
FIG 18: Shift of Positive Energy across Work Modes (Source: Arena et al)
DANIEL STILLMAN - The Four Quadrants of Employee Performance
In his essay, Daniel Stillman distils Shake Shack head honcho Danny Meyer’s Four Quadrants of Employee Performance to help explain how to harness the hiring, retention and development of talent to scale company culture intentionally. The four quadrants (see FIG 19) are: (1) Can and Will (“water these flowers”). (2) Can’t and Will (“coach them”). (3) Can’t and Won’t (“put the candle underneath their rear end”). (4) Can and Won’t (“The hardest one…”). For more from Danny Meyer, I recommend watching him in conversation with Adam Grant at the recent Wharton People Analytics Conference, where they discussed: The Hidden Potential of Frontline Workers.
FIG 19: The Four Quadrants of Employee Performance (Adapted by Daniel Stillman from Danny Meyer)
DIVERSITY, EQUITY, INCLUSION, AND BELONGING
ROUVEN KANITZ, MAX REINWALD, KATERINA GONZALEZ, ANNE BURMEISTER, YIFAN SONG, AND MARTIN HOEGL - 4 Ways Employees Respond to DEI Initiatives
In their article for Harvard Business Review, Rouven Kanitz Max Reinwald Katerina Gonzalez Anne Burmeister Yifan Song and Prof. Dr. Martin Hoegl present their research, which finds that employees respond to DEI initiatives in four ways (see FIG 20): excited supporters, calm compliers, torn shapers, and discontented opponents. The article outlines each of the four profiles, and provides guidance to managers on how they can use the typology to segment their employees, effectively understand the range of responses, and tailor specific interventions to address them.
FIG 20: The 4 Ways Employees Respond to DEI Initiatives (Source: Kanitz et al)
HR TECH VOICES
Much of the innovation in the field continues to be driven by the vendor community, and I’ve picked out a few resources from July that I recommend readers delve into:
RYAN WONG - With AI, HR Faces A Choice: Get Onboard Or Risk Getting Left Behind – Ryan Wong, CEO of Visier Inc., provides a compelling set of reasons why HR needs to embrace AI: (1) It helps source talent, faster. (2) It frees up HR to focus on strategic HR. (3) It unlocks people insights that drive the business.
BEN WIGERT - The Strengths, Weaknesses and Blind Spots of Managers – Ben Wigert, Ph.D, MBA unveils the findings of a Gallup study to compare how managers think they are currently leading their team versus how employees say they are being managed (see FIG 21). Thanks to Hung Lee for highlighting in his Recruiting Brainfood newsletter.
FIG 21: Current State of Management: Employee vs. Manager Perspectives (Source: Gallup)
FRANCISCO MARIN - Unlocking the Power of Centrality Metrics in Organizational Network Analysis – Francisco Marin of Cognitive Talent Solutions breaks down centrality metrics, and how they can be leveraged to make ONA more actionable and impactful.
CULTURE AMP - HR’s complete performance management guide – A hugely comprehensive Culture Amp guide on the what, the why, and the how of performance management. Thanks to Jodie Evans for highlighting.
FIG 22: The building blocks of performance management (Source: Culture Amp)
JOSEPH IFIEGBU - How do you ensure ethical practices in the implementation of People Analytics in your organization? – An insightful post – and meme (see FIG 23) – by Joseph Ifiegbu, CEO at eqtble, on people analytics, trust and ethics.
FIG 23: Source – Joseph Ifiegbu
PODCASTS OF THE MONTH
In another month of high-quality podcasts, I’ve selected five gems for your aural pleasure: (you can also check out the latest episodes of the Digital HR Leaders Podcast – see ‘From My Desk’ below):
DAVE ULRICH, BOB EICHINGER, AND ALLAN CHURCH – The Science of Talent Management – In an episode of the Future of HR podcast, Dave Ulrich, Bob Eichinger and Allan Church, Ph.D. join host JP Elliott, PhD to discuss the ‘knowing-doing’ gap in talent management, and why skills-based organisations are an incomplete method of talent management.
AARON DE SMET AND BROOKE WEDDLE - Gen AI talent: Your next flight risk - On an episode of The McKinsey Podcast, Aaron De Smet and Brooke Weddle talk to Lucia Rahilly about what workers who regularly use GenAI want most, as well as practical steps leaders can take now to keep them happy and engaged.
KIM SCOTT - Radical Respect in Polarized Times: Strategies for Leaders – Kim Scott, author of Radical Candor joins Lars Schmidt in an episode of Redefining Work to discuss the workplace application of ‘Radical Candor’, and the genesis of her latest work and book – Radical Respect, intended as a precursor to her initial book.
BRADFORD WILLIAMS - How People Analytics Can Transform or Destroy Your Workplace - Bradford Williams, Head of People Analytics at Northwestern Mutual, joins Christopher Rainey on the HR Leaders podcast to explore the pivotal role of managers in shaping culture, the impact of technology on HR, the significance of strong organisational networks, and the role of people analytics in enhancing business outcomes.
RICHARD ROSENOW - People Data Supply Chain, One Model, and The Power of No – Richard Rosenow joins hosts Cole Napper and Scott Hines, PhD on Directionally Correct to discuss the people data supply chain and its impact on people analytics.
VIDEO OF THE MONTH
TIM PEFFERS – How to measure productivity
For those of you who haven’t consumed Random Walks in HR, along with Heather Whiteman, Ph.D., Tim Peffers produces the best video blogs in the people analytics field. In this video, Tim builds on his premise that “people analytics will never deliver on its promise without being able to measure individual productivity”, by presenting his proposal to develop a new metric – Productivity Against Replacement (PAR), which as Tim explains is inspired by Bill James’ WAR (Wins Above Replacement) metric.
BOOK OF THE MONTH
MARTIN R. EDWARDS, KIRSTEN EDWARDS, AND DAISUNG JANG – Predictive HR Analytics: Mastering the HR Metric
Having a third edition of a book published is an impressive achievement – and testament to the quality of material. In this third edition of Predictive HR Analytics, Martin Edwards, Kirsten Edwards, and Daisung Jang provide a clear, practical and accessible framework for understanding people data, flourishing with people analytics, and using advanced statistical techniques. Predictive HR Analytics has been adopted by more than 20 universities across the world as a core or recommended text in HR and business analytics courses, and it’s clear to see why.
FROM MY DESK
July saw the first four episodes of series 40 of the Digital HR Leaders podcast, which is kindly being sponsored by our friends at HiBob – thanks to Louis Gordon. Additionally, July also saw the publication of a new article in Workday’s Smart CHRO magazine.
PATRICK EVENDEN - How people data empowers today’s CHRO – Writing for Workday’s Smart CHRO magazine, Patrick Evenden draws on my presentation from Workday Rising, where I discussed the need for CHROs to leverage people data and bolster their HR teams’ data literacy. Thanks to Sophie Barnes.
JOHN WINSOR - Addressing the Global Skills Shortage with Open Talent Strategies – John Winsor, co-author of Open Talent and Chairman of Open Assembly, joined me to discuss the three-legged stool ‘Open Talent’ framework: internal talent marketplaces, external talent clouds, and open innovation.
MAUREEN DUNNE - HR Strategies for Embracing Neurodiverse Talent – Maureen N. Dunne, Ph.D., author of The Neurodiveristy Edge, discusses why prioritising a neurodivergent culture is essential amidst the acceleration of digital transformation.
NIRIT PELED-MUNTZ - Evolving Culture & Employee Experience in Fast-Growth Companies – HiBob’s Chief People Officer, Nirit Peled-Muntz, joins me to share HiBob’s remarkable growth journey, explaining how the culture has evolved, how the North Star of world-class employee experience has been maintained, and how the HR team has played a pivotal role in the development of HiBob’s technology platform.
HEIDI MANNA - How to Create a Flexible Work Model That Enhances Inclusion and Employee Experience – Heidi Manna, Chief People Officer at Jazz Pharmaceuticals, joins me to share details about the company’s Flexible Work Model. She discusses why the company shifted to a flexible work model and the improvements seen as a result in hiring, employee experience and inclusion.
We have a pretty strong belief that a flexible work model benefits the business and our ability to serve our patients, and it allows employees to have a better work-life integration experience as well.
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 – and has now been developed into a LinkedIn newsletter too
THANK YOU
Olimpiusz Papiez for explaining how we can optimise our organisation's structure for greater efficiency, which was inspired by my conversation with Armand Sohet on the Digital HR Leaders podcast episode: Painting the Future of HR with AI, Analytics and Curiosity.
Huma HR for including the Digital HR Leaders podcast in their list of 10 HR Podcasts for the Summer, which also included podcasts hosted by Laurie Ruettimann, Damon Klotz and Lucy Adams.
Thomas Kohler for including the June edition of Data Driven HR Monthly in his round-up of resources for HR professionals.
Alejandra Barbarelli for recommending the June edition of Data Driven HR Monthly, and for her kind words about my content curation.
Judy Albers for summarising some of the highlights from the June edition of Data Driven HR Monthly.
Veronika Birkheim, whose post: “People analytics must be easy to use…” was inspired by the Digital HR Leaders podcast episode with Dirk Jonker: Driving Business Transformation with Advanced People Analytics
K Nair for including me in his list of 11 Influential HR Leaders, which included others that inspire me including: Laszlo Bock, Adam Grant and Josh Bersin.
Thinkers360 for including the Digital HR Leaders podcast in their List of Top Podcasts.
Anastasia Mizitova, SHRM-SCP, CPCC for her post sharing a resource from a special edition of the Insight222 Digital HR Leader newsletter: Essential Summer Reads.
Finally, a huge thank you to the following people who shared the June edition of Data Driven HR Monthly. It's much appreciated: David Balls (FCIPD) Mukesh Jain Amardeep Singh, MBA Phil Inskip Kalifa Oliver, Ph.D. Jacqui Brassey, PhD, MA, MAfN (née Schouten) Sophie Merckelbach Alison Doyle Gord Johnston MA, BHJ, BA, CHRP Asanka Gunasekara (PhD) Jayashree Shivkumar Andrews Cobbinah, MLPI, ACIHRM Henrik Håkansson Irakli Dadiani Jaqueline Oliveira-Cella Tamano Yamanaka Shay David Erin Fleming Louise Baird Bilal Laouah Jeff Wellstead Aravind Warrier Greg Newman Terri Horton, EdD, MBA, MA, SHRM-CP, PHR Susan Knolla Danielle Farrell, M.A. Alison Ettridge Adam Tombor (Wojciechowski) Roshaunda Green, MBA, CDSP, Phenom Certified Recruiter Karla Chavez Gomez Jay Polaki⚡️ SHRM-SCP/SPHR Dan Riley Emily Killham Rashleen Kaur Arora Kouros Behzad Nick Jesteadt Ken Oehler Juan Ignacio Perez Collado Jose Luis Chavez Vasquez Deviprasad Panda Swechha Mohapatra (IHRP-SP, SHRM-SCP, CIPD) Catriona Lindsay Debbie Harrison Neeru Monga Aurélie Crégut Faiza Tasneem(Associate CIPD) David Hodges Irada Sadykhova Yukiko Hosomi? David McLean Andrii Suslenko Gary Parilis Maria Alice Jovinski Erik Samdahl Tristan Hack Adam McKinnon, PhD. Kerrian Soong Dr. Peter Schulz-Rittich Timo Tischer Martijn Wiertz Shuba Gopal Martha Curioni Tobias W. Goers ツ Galo Lopez Noriega Patrick Coolen Brian Heger Hanadi El Sayyed Marcela Niemeyer Alicia Roach Dawn Klinghoffer Heather Muir Selina Millstam Dave Millner Dan George Nick Lynn Marc Voi Chiuli. (MSc. HRM. Assoc CIPD. MIHRM.) Ankit Saxena, MBA Volker Jacobs David Simmonds FCIPD Amit Mohindra Andrew Pitts Burak Bakkaloglu Malgorzata Langlois Isabel Naidoo David van Lochem Diane Gherson Marino Mugayar-Baldocchi Neha Asthana Irene Wong Jaejin Lee Anna A. Tavis, PhD Doug Shagam Geetanjali Gamel Matt Elk Tina Peeters, PhD Barry Swales Bob Pulver David Duewel Matt Higgs MBA FCIPD Meghan M. Biro Sebastian Knepper Kathleen Kruse Dorothy Dalton Kate Graham Laura Thurston Søren Kold Jacob Nielsen Ralf Buechsenschuss Nicole Hazard Tatu Westling Sue Lam Chris Lovato Joseph Frank, PhD CCP GWCCM Tom Morehead PCC,MBA,SPHR Ian OKeefe Lina Makneviciute RJ Milnor Nicole Lettich Mariana Saintive Sousa Jon Kirchhoff Roberto Amatucci Christopher Rosett Rebecca Thielen Morten Hartvig Berg John Gunawan Soumya Bonantaya MBA MS SWP Ronald Schep Daorong Lin Abhilash Bodanapu Morgan Baldwin Jack Liu Sanja Licina, Ph.D. Piyush Mehta Sebastian Kolberg Jaap Veldkamp Craig Starbuck, PhD Sukumaran Mariappan Felipe Jara Michal Gradshtein Dave Fineman Stephen Hickey Gal Mozes, PhD Agnes Garaba Emily Pelosi, PhD Kelly Satterfield Laurent Reich Brandon Roberts Lewis Garrad Danielle Bushen Nick Hudgell Andrew Kilshaw Higor Gomes Pietro Mazzoleni Marcela Mury Giovanna Constant Mia Norgren Ohad Geron
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.
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 2024:
September 11 - Productivity, Purpose, and Profit: How to thrive in ‘25 (London)
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 2-3 - People Analytics World (New York)
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
More events will be added as they are confirmed.
【评选】2024北美华人人力资源年度大奖提名开始，期待您的参与！北美华人人力资源协会（North American Chinese Society of Human Resource，简称 NACSHR）于2024年7月正式启动2024北美华人人力资源年度大奖（2024 North American Chinese Human Resource Awards）评选。我们的使命是发掘和表彰华人HR在人力资源管理领域的卓越实践，认可在专业领域表现杰出的华人HR经理人、HR管理团队和HR服务机构。通过这一享有盛誉的评选活动，我们致力于展示华人HR的专业能力和贡献，提升华人人力资源品牌及其在职场的影响力，促进行业的交流、发展和进步。
NACSHR2016年发起成立，一直致力于搭建华人HR专业交流和发展的平台，更好的帮助和团结在北美的华人人力资源工作者以及在北美职场的华人。我们相信通过本次评选活动将发掘更多优秀的华人HR专业人士和管理人员、服务机构，可以树立良好的典范，激励同行，推动所在行业持续发展！
2024北美华人人力资源年度大奖是卓越和成就的象征，为组织和个人提供了在全球范围内获得认可的平台。赢得这一奖项不仅代表着在行业内的卓越表现、创新和成功，还能激励其他人追求卓越，设定新的基准。
通过2024北美华人人力资源年度大奖，NACSHR致力于表彰和鼓励在职场上展现出色的华人HR专业人士和机构，促进华人在北美职场的交流、合作与发展。
诚挚邀请参与2024北美华人人力资源年度大奖的提名
2024北美华人人力资源年度大奖奖项设置
▶面向华人优秀的HR和HR团队
2024 Best HR Practice Award （2024最佳人力资源实践奖）
2024 Best HR Leader Award（ 2024最佳人力资源经理人奖）
2024 Best HR Team Award（2024最佳HR团队奖）
▶面向华人HR服务机构及其创业者
2024 Best HR Entrepreneur Award（2024最佳人力资源创业者）
2024 Best HR Service Provider Award（2024最佳人力资源服务机构）
2024 Innovative HR Service Provider Award（2024创新人力资源服务机构奖）
评选对象
2024年北美华人人力资源年度大奖面向华人HR、HR团队、华人人力资源科技或服务群体设置不同的细分奖项，参评的主体更加丰富和多元化，并提升更广泛的行业和职场影响力；
·北美地区华人HR专业人士或者HR管理团队
·为北美华人HR同仁提供人力资源产品或服务的华人人力资源机构或创业者
评选流程
评选启动：7月18日
报名阶段：7月18日至9月15日
评审阶段：9月15日至10月1日
颁奖典礼：10月5日 周六 加州硅谷
参与提名链接：https://www.nacshr.org/Survey/F618BF01-8AC0-8CC8-E821-4A59C7763DE3
具体流程：
1.提名登记，支付评审费用
2.收到提名后内部初步审查，预计3-5个工作日
3.内部审查通过后，需要提交参评案例
4.专家评审和工作人员回访
5.大众评审和综合评审
6.颁奖典礼，现场表彰及留念
评审服务费用：500美元，包含NACSHR年度晚宴门票一张
同一个组织或个人增加一个奖项提名，需增加 150 美元评审服务费
*评审服务费是为奖项评选的行政服务提供支持，包含奖项策划，推广，评审、晚宴及物料组织成本。
注意
1.参评申请一经提交，可在截止日期前撤回。请注意，申请费是一次性的将不予退还。
2.提交评选申请的主体需在北美地区有团队或公司；如果您意向为您的客户提交评选，我们建议您客户自行提交申请信息。
3.初审通过后需根据申请的奖项提供实践案例（企业实践、机构实践、个人实践）作为佐证信息。
参与奖项评选的收益
参与北美华人人力资源协会年度评选为个人和机构带来了诸多收益。以下是一些关键优势：
1. 荣誉与声望：赢得北美华人人力资源协会奖项是一项极具声望的荣誉，能够提升您的行业声誉和信誉。它将您与竞争对手区分开来，突显您的领导力和创新精神。
2. 曝光与可见性：该评选计划为您的品牌、产品或服务提供了宝贵的曝光机会，能够吸引行业专业人士和潜在客户的关注，开启新的机遇、合作和伙伴关系。
3. 卓越的验证：北美华人人力资源协会奖项是对您辛勤工作、奉献和成功的外部认可，证明您在您的领域中表现卓越并产生了积极影响。
4. 交流机会：参与评选可以让您与多元化的行业专业人士、思想领袖和影响者建立联系和互动，创造有助于新业务联系、合作和伙伴关系的网络机会。
5. 学习与对标：北美华人人力资源协会奖项为您提供了向行业内最佳实践学习的平台。通过研究和对标其他优秀的参赛作品，您可以获得洞察、启发和最佳实践，从而推动组织内部的持续改进和创新。
6. 员工士气与动力：通过北美华人人力资源协会的认可可以提升员工士气和动力。这种认可能激发员工的自豪感和成就感，进而提高员工满意度、留存率和忠诚度。
7. 营销与推广：作为北美华人人力资源协会评选的参与者或获奖者，您可以利用这一认可来增强您的营销活动、网站、社交媒体、新闻稿和其他沟通渠道，吸引更多的客户和利益相关者。
参与北美华人人力资源协会年度评选能够为您的专业声誉、业务增长和行业地位带来积极影响，是展示您成就并获得应有认可的宝贵机会。
奖项评选的影响力与影响
赢得北美华人人力资源协会奖项对个人或组织的成功有着重要的影响力和影响。以下是一些关键方式：
1. 行业认可：赢得北美华人人力资源协会奖项将您定位为行业内公认的领导者和创新者，建立信誉并增强您的声誉，使您更容易吸引新客户、合作伙伴、投资者和其他利益相关者。
2. 品牌可见性提升：获奖所带来的认可和宣传能显著提升您的品牌可见性，打开媒体报道、演讲机会和行业活动的大门，使您能够接触更广泛的受众并获得宝贵的曝光。
3. 竞争优势：赢得北美华人人力资源协会奖项赋予您相对于竞争对手的竞争优势，证明您的卓越表现、产品或服务的优越性，有助于在竞争激烈的市场中吸引和留住客户。
4. 客户信任与忠诚：北美华人人力资源协会奖项是卓越和质量的象征，通过获奖，您能够获得现有客户的信任和忠诚，并吸引新客户。客户更倾向于选择获得认可的企业。
5. 员工动力与参与：赢得北美华人人力资源协会奖项可以提升员工士气和动力，认可他们的辛勤工作和奉献，激发自豪感和成就感，从而提高员工参与度、生产力和留存率。
6. 商业机会与合作伙伴关系：与北美华人人力资源协会奖项相关的认可和声誉可以为新商业机会和合作伙伴关系打开大门，吸引潜在的投资者、合作伙伴和战略伙伴，他们希望与成功和创新的组织结盟。
7. 持续改进与创新：赢得北美华人人力资源协会奖项证明您对卓越的承诺，鼓励组织内部的持续改进和创新。这种认可可以成为进一步增长的催化剂，激励您不断突破界限，追求更大的成就。
赢得北美华人人力资源协会奖项的影响力和影响不仅限于即时的认可，它可以塑造您的职业或业务轨迹，对您的声誉、品牌和行业成功产生持久的积极影响。
附录其他常见问题和如何赢得大奖
*北美地区包含加拿大、美国、墨西哥、危地马拉、萨尔瓦多、伯利兹、 洪都拉斯、尼加拉瓜、哥斯达黎加、巴拿马、巴哈马、古巴、牙买加、海地、多米尼加共和国、安提瓜和巴布达、多米尼加联邦、圣卢西亚、圣文森特和格林纳丁斯、巴巴多斯、格林纳达、特立尼达和多巴哥、圣克里斯托弗和尼维斯联邦等２３个独立的国家。
为什么要收取评审服务费？
评审服务费的收取是为了支持奖项评选过程中的各项行政服务成本。
以下是主要原因：
行政费用：管理和执行一个高质量的奖项评选需要大量的行政工作，包括申请的接收和处理、参赛者的沟通和协调等。这些都需要专业的行政支持。
营销和广告：为了确保奖项能够得到广泛的认可和参与，我们需要进行有效的市场营销和广告宣传。这些费用涵盖了在线推广、印刷材料以及媒体合作等方面。
活动策划和制作：奖项评选活动需要精心策划和组织，包括评审过程的安排、评审会的举办以及颁奖晚宴的策划和执行。所有这些环节都需要投入大量的时间和资源。
评审成本：为了确保评选过程的公平和专业，我们会有评审嘉宾和公开投票等环节
晚宴及物料组织：颁奖晚宴是整个评选活动的重要环节，包括场地租赁、晚宴餐饮、奖杯制作、纪念品准备等，都需要相应的费用支持。
参与一个NACSHR奖项评选计划的费用，应被视为企业品牌和声誉的一项有价值的投资。通过获奖，企业可以向客户、合作伙伴和更广泛的商业社区展示其卓越表现，这有助于提升企业的知名度和可信度。
因此，评审服务费被许多企业视为业务运营的一部分，是对其长期成功的一项投资。通过支付这笔费用，企业不仅能够参与到一个高质量的奖项评选中，还能够获得品牌推广和业务增长的机会。
如何赢得2024北美华人人力资源年度大奖
赢得2024北美华人人力资源年度大奖需要在各自的类别中展示卓越和创新。
以下是一些可能增加您获奖机会的步骤：
了解奖项类别和评选标准
熟悉奖项类别：了解各奖项类别，如2024最佳人力资源实践奖、2024最佳人力资源经理人奖、2024最佳HR团队奖、2024最佳人力资源创业者奖、2024最佳人力资源服务机构奖和2024创新人力资源服务机构奖。
评选标准：确保您的公司、产品、个人或团队成就符合奖项的评选标准和目标。
突出您的成就
清晰展示成就：明确且有效地传达您的成就和成果，展示其如何满足或超越奖项的评选标准。每个类别只需提名一项关键成就。
突出影响力：强调您的成就对组织、行业或社区产生的积极影响。
收集支持性证据
提供证据：为您的成就提供支持性证据，如客户推荐信、统计数据、案例研究和媒体报道，以证明您的卓越表现。
真实可信：确保所有提供的证据真实可信，能够客观支持您的申报内容。
提交强有力的申请
结构合理：提交一个结构清晰、专业的申请材料，有效展示您的成就并证明您符合奖项评选标准。
突出重点：在申请中突出您的关键成就和其独特性，确保评审委员能够一目了然。
合理的展示：你可以提交案例的文本版本，也可以是PPT版本，也可以是视频解说
寻求推荐
行业推荐：寻求行业专家、客户、合作伙伴和其他利益相关者的推荐，以增强您的申请力度。
多方支持：获得多方位的支持和认可，进一步证明您的卓越表现和行业影响力。
请记住，2024北美华人人力资源年度大奖竞争激烈，无法保证一定获奖。然而，按照以上步骤准备并提交强有力的申请材料，可以增加您因卓越成就而被认可的机会。
2024北美华人人力资源年度大奖奖项类别
面向华人优秀的HR和HR团队：
2024 Best HR Practice Award（2024最佳人力资源实践奖）
2024 Best HR Leader Award（2024最佳人力资源经理人奖）
2024 Best HR Team Award（2024最佳HR团队奖）
面向华人HR服务机构及其创业者：
2024 Best HR Entrepreneur Award（2024最佳人力资源创业者）
2024 Best HR Service Provider Award（2024最佳人力资源服务机构）
2024 Innovative HR Service Provider Award（2024创新人力资源服务机构奖）
希望这些步骤能够帮助您在2024北美华人人力资源年度大奖的评选中脱颖而出，获得应得的认可和荣誉。
NACSHR活动
2024年07月17日
NACSHR活动
【免费加入】HR采购指南-北美华人人力资源服务机构图谱开放登记中
New Opportunity: North American Chinese HR Service Companies Landscape Now Open for Registration, Setting a New Standard for Chinese HR Services in North America
我们诚挚邀请您加入北美地区最全面的华人人力资源服务机构图谱（North American Chinese HR Service Companies Landscape）。此图谱旨在助力HR服务机构树立强大品牌形象，帮助企业更高效地寻找专业HR服务。该图谱由北美华人人力资源协会（NACSHR）联合权威媒体全力打造。这将成为众多企业在北美地区采购HR服务的重要指南。
覆盖范围广泛
北美华人人力资源服务机构图谱将汇聚来自加拿大、美国、墨西哥等地的优秀华人人力资源服务机构，涵盖HR服务的各个方面，包括但不限于：招聘服务（猎头,RPO,校招等）、HR咨询培训、移民签证，劳动关系、薪酬福利、人力资源外包、薪酬外包、EOR、灵活用工等等。
参与机构条件
在北美地区设有实体和工作人员的HR服务机构均可参与。无论是华人创办的机构，还是客户对象包含华人公司，亦或是希望开拓企业市场的公司，皆欢迎加入。
加入NACSHR服务图谱的理由
加入NACSHR服务图谱将为您提供诸多好处：
品牌推广：通过NACSHR多个渠道展示您的品牌，提升品牌知名度。
客户获取：成为企业寻找HR服务的首选指南，带来潜在客户。
专业背书：与NACSHR和权威媒体合作，提升机构信誉和美誉。
市场拓展：扩大在北美地区的市场影响力。
如何加入
扫码登记：扫描提供的二维码登记相关信息。
点击链接：https://www.nacshr.org/map/Register/join
表现形式与收益
NACSHR服务图谱将以多种形式展示，包括图谱、海报、网页、短视频等，这些形式将确保您的品牌获得最大程度的曝光（部分形式仅限于VIP服务）。
北美华人人力资源服务机构图谱下载：https://www.nacshr.org/map/Index/download/
如何加入北美华人人力资源服务机构图谱
为了方便大家参与北美华人人力资源服务机构图谱，我们提供两种服务选择：
免费服务：适合所有希望加入的机构，只需要填写链接提交相关资料即可。
VIP服务：优惠：2000美元/年，3600美元/2年 包含诸多额外权益，是提升品牌的最佳选择。VIP服务将为您提供更全面的推广和支持，帮助您在竞争中脱颖而出。（2024年12月31日后，3000美元/年）
NACSHR图谱VIP服务权益：
· NACSHR图谱版本LOGO+简称展示，优先前排展示（其他仅为文字简称）
· 网页版本分类优先显示，LOGO展示，品牌形象好，实力展示
· 网页版本页面提供推荐的VIP徽章
· NACSHR推荐服务机构海报
· 客户需求优先对接
· NACSHR活动优先\优惠参加
覆盖人群
NACSHR服务图谱将覆盖北美地区的NACSHR用户和会员。我们将通过微信群、小红书、网站、LinkedIn等社交媒体渠道进行广泛传播，确保您的品牌信息触达更多潜在客户。
加入北美华人人力资源服务机构图谱，是提升品牌和拓展市场的绝佳机会。立即行动，抓住这次难得的机遇，成为众多企业信赖的HR服务提供者！
期待您的参与！
北美华人人力资源协会
North American Chinese Society of Human Resource, (known as NACSHR)
关于北美华人人力资源服务图谱
北美华人人力资源服务图谱（NACSHR Landscape）汇聚来自加拿大、美国、墨西哥等北美地区的顶尖华人人力资源服务机构，全面覆盖企业所需的各类HR服务。作为北美企业人力资源服务采购的权威指南，NACSHR图谱不仅是企业挑选优质服务伙伴的必备工具，更是服务机构展示品牌实力、拓展北美市场的绝佳平台。
NACSHR图谱将通过全方位、多渠道的广泛传播，精准触达北美地区的华人管理精英，成为企业开拓北美市场的首选资源。无论是本土扩张还是海外发展，NACSHR图谱都将助您抢占先机，赢得市场。加入NACSHR图谱，您的品牌将与北美最优秀的HR服务商齐名，共同引领行业未来！
常见问题
·哪些机构可以参与？
在北美地区有实体和工作人员的HR服务机构均可，华人创办或客户对象包含华人公司，希望开拓中企市场等
·为什么要加入NACSHR服务图谱？
太多理由！无论从品牌推广到获取客户，NACSHR服务图谱都是你不可错过的重要渠道
·如何加入？
请扫码登记，或者点击这里登记相关信息，并选择相关权益，所有服务为1年有效期
·图谱有哪些表现形式，收益有哪些？
多个形式，图谱、海报、网页、手册等诸多形式。
·是否需要支付费用？
为更广泛的参与，提供免费和VIP服务2种供选择。
VIP服务收费为2000美元（优惠价 原价3000美元/年），包含诸多权益，是你最佳的选择，当然你可以先从免费开始。
从收集整理到发布推广，都是需要相当成本。
·NACSHR服务图谱会覆盖哪些人群？
首先会覆盖北美地区NACSHR用户和会员，我们会通过诸多微信群、小红书、网站、LinkedIn等社交媒体等渠道发布和传播。
诸多推广海报，供参考
NACSHR活动
2024年07月14日
NACSHR活动
【报名事项】付款方式—欢迎参加NACSHR年度峰会，注意事项及付款方式，请查看相关信息（不断更新中）
hi您好，欢迎参加2024NACSHR年度峰会，相关信息如下，我们会不断更新！
时间：2024年10月5日-6日 周六周日，其中周六上午 8点开放签到,9点会议开始
地点：Crowne Plaza Silicon Valley North （ Union City） 如需预定酒店，直接拉到最下方查看
32083 Alvarado-Niles Rd. Union City CA 94587
10月5日周六第一天日程安排
10月6日周日第二天日程安排
会议详情：https://www.nacshr.org/2024.html （会不断更新）
付款方式如下：（为方便大家，特别提供2种付款方式）
因EventBrite手续费非常高，应大家要求，今年特别提供 Zelle 方式付款，收款人为本次会议运营负责人. 付款zelle地址为 gawain520@qq.com 或者扫码支付。支付时请memo处备注您的报名姓名及参会人数，感谢！ （这个是没有手续费的）
您可以选择通 Eventbrite的NACSHR会议链接进行报名和付费。报名及付费链接(https://nacshr10.eventbrite.com/) （注：Eventbrite 会收取一些手续费，信用卡或者美国之外的或如果无法使用zelle 建议可以使用，或者联系我们）
备注：如需银行账号转账或企业支付，或写支票，请直接联系我们获取详细信息（nacshr818@gmail.com）
如果人民币支付，请添加客服联系沟通。
NACSHR会议费用供参考：
费用：400美元/人 优惠票 （10月4日前报名支付） 现场门票 500美元。
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）
如有嘉宾推荐，可以根据优惠券扣除相关金额。
————————————————————————————————————————————
备注：
· 如果您有HR职位招聘，可以点击这里免费发布：https://www.nacshr.org/job
如果有任何问题可以联系我们：
联系人：Annie 邮件： nacshr818@gmail.com 网站：https://www.nacshr.org
*报名收到此邮件，意味着您已经报名参加NACSHR及合作伙伴主办的论坛，亦表示您已经清晰了解参会注意事项和用户隐私条款等事宜。
若非本人报名，请邮件告知：nacshr818@gmail.com
会议酒店：Crowne Plaza Silicon Valley North （ Union City）
32083 Alvarado-Niles Rd. Union City CA 94587
如需住宿，可以使用以下链接预定或者直接通过携程预定
点击这里可以直接预定酒店: ( https://www.ihg.com/crowneplaza/hotels/us/en/find-hotels/select-roomrate?fromRedirect=true&qSrt=sBR&qIta=99801505&icdv=99801505&qSlH=SFOUC&qCiD=04&qCiMy=092024&qCoD=06&qCoMy=092024&qGrpCd=NAZ&qAAR=6CBARC&qRtP=6CBARC&setPMCookies=true&qSHBrC=CP&qDest=32083%20Alvarado-Niles%20Road,%20Union%20City,%20CA,%20US&srb_u=1&qChAge=&qRmFltr= )
NACSHR活动
NACSHR活动
Josh Bersin
NACSHR活动
Josh Bersin
David Green
Josh Bersin
NACSHR活动
NACSHR活动
NACSHR活动
