HR and HRIS Trends for 2025: Key Priorities for HR Leaders to Address Today
随着2025年的临近，人力资源（HR）和人力资源信息系统（HRIS）正经历着加速变革的时期。HR流程的数字化、不断变化的员工期望以及新的职场动态，正深刻地重塑组织在人才管理和运营方面的方式。面对这些挑战，HR领导者必须提前洞察趋势并作出调整，以成功推动HR职能的转型。
HR Path作为该领域的领导者，被列入Gartner®《2024年HR转型咨询市场指南》的代表性供应商名单。这一认可彰显了我们在帮助企业进行HR转型方面的专业知识和承诺，使它们能够采用针对未来需求的最佳实践和技术。到2025年，HR领导者不仅需要应对快速变化的环境，还要利用工具和策略，让组织在竞争中保持优势。
本文概述了2025年的关键HR和HRIS趋势，并提供了实用的见解，帮助决策者制定策略并应对未来的挑战。
1. HR职能的数字化转型：至关重要的变革
HR流程的数字化已经成为战略重点。自动化行政任务并利用先进的HRIS工具，使HR领导者能够专注于更高价值的活动，如人才管理和提升员工体验。
人工智能（AI）和机器人流程自动化（RPA）等技术正在重新定义企业在招聘、培训、绩效管理和福利管理方面的方法。到2025年，HR数字化的步伐将因员工期望和业务效率的需要而进一步加快。
2. 员工体验：HR战略的核心
到2025年，员工体验仍将是HR的核心优先事项。员工期望迅速演变，灵活性、自主性、工作场所幸福感和成长机会成为吸引和留住人才的关键因素。
HR领导者需要实施能够为每位员工提供无缝且个性化体验的解决方案，无论他们的工作模式是现场、混合还是远程。HRIS工具通过集中信息、简化行政流程和改进组织内部的沟通，为员工创造一个他们感到被重视和投入的工作环境。
3. 人力资源数据在人才管理中的战略重要性
HR数据在战略决策中变得愈发重要。大数据和HR分析使HR领导者能够更好地理解员工行为、识别关键人才并预测未来技能需求。到2025年，利用HR数据进行战略决策将成为首要任务。
企业必须投资于收集、分析和利用HR数据的工具，以优化招聘、绩效管理和劳动力规划流程。定制的仪表板和报告将帮助HR领导者监控其战略的有效性，并根据实际业务需求进行调整。
4. 远程办公与灵活性：混合模式的演变
到2025年，混合工作模式将继续占主导地位，但会更加细化。许多公司可能会保留完全或部分远程的工作安排，而另一些公司则逐步恢复到更传统的现场模式，或实施符合其业务和员工需求的混合系统。
后疫情时期表明，没有单一方法适合所有组织。有些公司发现远程办公提高了生产力并提供了更大的灵活性，而另一些公司更重视面对面的协作和公司文化的加强。
企业需要找到平衡点：
对一些公司来说，这可能意味着固定的办公室日以维持团队凝聚力和协同工作。
对另一些公司而言，则可能是灵活的混合模式，让员工选择远程或办公室工作时间。
HRIS工具将在管理这种灵活性方面发挥关键作用，包括跟踪考勤、管理缺勤和优化工作日程。这些工具还将衡量这些实践对绩效和员工幸福感的影响。
5. 持续学习与技能发展：战略重点
到2025年，持续学习和技能发展将成为中心议题。企业必须预测岗位角色和技能需求的变化，以应对未来挑战。提升技能和重新培养将成为支持员工职业成长的首要任务。
HR领导者应投资于在线培训解决方案、学习管理系统（LMS）和学习体验平台（LXP），以提供灵活、可访问和个性化的培训路径。这些工具将帮助员工保持技能的更新，同时促进他们在组织中的成长。
6. 多样性与包容性：2025年的关键目标
多样性与包容性（D&I）将在2025年继续成为优先事项。企业必须实施具体的战略，以促进包容性的工作环境。HR领导者需要确保招聘、职业管理和薪酬实践的公平性和透明性。
HRIS工具应包括跟踪D&I计划和衡量进展的功能。目标是创造一个无论性别、背景或经验如何，每位员工都能茁壮成长的工作场所。
7. 员工幸福感：2025年的重点
员工幸福感，特别是心理健康，将成为2025年HR领导者的关键关注点。企业必须引入心理支持计划，促进工作与生活的平衡，并提供更加适应员工需求的工作空间。
HRIS工具可以整合幸福感项目，衡量员工满意度并提供支持服务。到2025年，创造一个健康的工作环境将成为吸引和留住顶尖人才的重要因素。
总结
2025年，HR和HRIS趋势将与组织的演进密不可分。为在这场转型中取得成功，HR领导者必须预测不断变化的员工期望，拥抱数字技术，并专注于灵活性、学习、多样性和幸福感为中心的战略。通过今天做出正确的决策，企业不仅可以应对当前的挑战，还能在未来职场中占据领导地位。
As we approach 2025, human resources (HR) and human resource information systems (HRIS) are undergoing a period of accelerated transformation. The digitalization of HR processes, evolving employee expectations, and new workplace dynamics are profoundly reshaping how organizations manage talent and operations. In light of these challenges, HR leaders must anticipate trends and adapt to drive the transformation of their HR functions successfully.
HR Path, recognized as a leader in this field, was listed as a Representative Vendor in the Gartner® Market Guide for HR Transformation Consulting 2024. This acknowledgment underscores our expertise and commitment to helping businesses navigate HR transformations, enabling them to adopt best practices and technologies tailored to future demands. By 2025, HR leaders will not only have to manage a rapidly changing environment but also leverage the tools and strategies that will keep their organizations competitive.
This article provides an overview of key HR and HRIS trends for 2025, offering practical insights to help decision-makers structure their strategies and address upcoming challenges.
1. The Digitalization of HR Functions: A Vital Transformation
The digitalization of HR processes is now a strategic imperative. Automating administrative tasks and utilizing sophisticated HRIS tools allow HR leaders to focus on higher-value activities, such as talent management and enhancing employee experiences.
Technologies like artificial intelligence (AI) and robotic process automation (RPA) are redefining how organizations approach recruitment, training, performance management, and benefits administration. In 2025, the pace of HR digitalization will continue to accelerate, driven by employee expectations and the need for overall business efficiency.
2. Employee Experience: The Core of HR Strategy
Employee experience will remain at the heart of HR priorities in 2025. Employee expectations are evolving rapidly, with flexibility, autonomy, workplace well-being, and growth opportunities emerging as essential factors for attracting and retaining talent.
HR leaders must implement solutions that provide a seamless and personalized experience for every employee, regardless of their role or work model (on-site, hybrid, or remote).
HRIS tools play a crucial role in delivering this experience by centralizing information, simplifying administrative processes, and improving communication across the organization. The goal is to create a work environment where every employee feels valued and engaged.
3. The Strategic Importance of HR Data in Talent Management
HR data is becoming increasingly central to strategic decision-making. Big data and HR analytics enable HR leaders to better understand employee behaviors, identify key talent, and predict future skill needs. By 2025, leveraging HR data for strategic decision-making will be a top priority.
Organizations must invest in tools that collect, analyze, and utilize HR data to optimize recruitment, performance management, and workforce planning processes. Custom dashboards and reports will help HR leaders monitor the effectiveness of their strategies and make adjustments based on real business needs.
4. Remote Work and Flexibility: Evolving Hybrid Models
By 2025, the hybrid work model will continue to dominate but with greater nuance. While many companies may maintain fully or partially remote work arrangements, others are gradually returning to more traditional on-site models or implementing hybrid systems tailored to their business and workforce needs.
The post-pandemic period has demonstrated that no single approach works for everyone. Some organizations have seen telework boost productivity and offer greater flexibility, while others value physical presence for strengthening company culture and face-to-face collaboration.
Businesses will need to strike a balance:
For some, this might mean fixed in-office days to maintain team cohesion and synergy.
For others, it may involve flexible hybrid models, allowing employees to choose when to work remotely or in-office.
HRIS tools will play a key role in managing this flexibility by tracking attendance, managing absences, and optimizing work schedules. These tools will also measure the impact of these practices on performance and employee well-being.
5. Continuous Learning and Skills Development: A Strategic Priority
In 2025, continuous learning and skill development will take center stage. Companies must anticipate changes in job roles and required skills to address future challenges. Upskilling and reskilling will become priorities for supporting employees in their professional growth.
HR leaders should invest in online training solutions, learning management systems (LMS), and learning experience platforms (LXP) to provide flexible, accessible, and personalized training pathways. These tools will help keep employees’ skills up to date while fostering their growth within the organization.
6. Diversity and Inclusion: Achieving Key Objectives in 2025
Diversity and inclusion (D&I) will remain top priorities in 2025. Companies must implement concrete strategies to foster an inclusive work environment. HR leaders will need to ensure that recruitment, career management, and compensation practices are equitable and transparent.
HRIS tools should include features to track D&I initiatives and measure progress. The goal is to create a workplace where every employee, regardless of gender, background, or experience, can thrive.
7. Employee Well-being: A 2025 Priority
Employee well-being, particularly mental health, will be a key focus for HR leaders in 2025. Businesses must introduce psychological support initiatives, promote work-life balance, and provide more adaptable workspaces.
HRIS tools can integrate well-being programs to measure employee satisfaction and offer support services. By 2025, creating a healthy work environment will be a critical factor in attracting and retaining top talent.
In 2025, HR and HRIS trends will be inseparable from organizational evolution. To succeed in this transformation, HR leaders must anticipate changing employee expectations, embrace digital technologies, and focus on strategies centered around flexibility, learning, diversity, and well-being. By making the right decisions today, companies can not only address current challenges but also position themselves as leaders in the future of work.
AI in HR
2025年01月16日
AI in HR
The Top HR Articles of 2024: Creating Value with People Analytics
It was in 2014 that I first compiled a year-end compendium of 20 people analytics and data-driven HR articles from the previous 12 months and published it on LinkedIn.
Back then it was an achievement to find 20 articles. Now it is an impossible task to prune so many wonderful resources down to a single summary – such has been the explosion of people analytics in the last decade as it has shifted from the periphery to the centre of people strategy. Indeed, as I reminisced by reading the ten collections to date for 2014, 2015, 2016 2017, 2018, 2019, 2020, 2021, 2022 (Part 1 and Part 2) and 2023 (Part 1 and Part 2), it became abundantly clear that the growth in the field has been staggering.
The advance of people analytics has been mirrored by the human resources field in general as it elevates itself from a support function to a strategic partner. As I wrote in my article, 12 Opportunities for HR in 2025, the field has a huge opportunity to build a thriving workforce, a thriving culture, and a thriving organisation. People analytics is pivotal to this mission.
So, in the second decade of the Data Driven HR Monthly, it’s time to change up this annual reflection on the year that has just passed. As such, in the coming days and weeks, there will be five editions of this newsletter organised into the following five themes:
Part 1: Creating value through people analytics
Part 2: Orchestrating the future of work
Part 3: Enhancing employee experience and wellbeing
Part 4: Developing leaders, culture and inclusion
Part 5: Building the strategic HR function
I hope you enjoy reading the selections for 2024. If you do, please subscribe to my Data Driven HR newsletter, and tune in to the Digital HR Leaders podcast.
Join me for a Insight222 webinar on February 5 to discover they key themes shaping People Analytics in 2025.
If you want to learn how AI, close alignment with people strategy, and data democratisation, are enabling Leading Companies to drive business value with people analytics, register for the Insight222 People Analytics Trends Webinar. The webinar, which will take place on February 5, will be hosted by me and feature Naomi Verghese and Madhura Chakrabarti, PhD unpack the findings from the recently published 5th annual People Analytics Trend study. You can register for the webinar here – or by clicking the image below.
1. CREATING VALUE WITH PEOPLE ANALYTICS
JONATHAN FERRAR, NAOMI VERGHESE, AND MADHURA CHAKRABARTI - Harnessing Data for Growth: The Impact of People Analytics Article | Full Report
The fifth annual People Analytics Trends study, which was published in December 2024, was our biggest yet at Insight222, with 348 participating organisations. The four key findings were: (1) Growth: people analytics continues to expand in scope and investment. (2) Intelligent automation: the advent of GenAI has catalysed HR’s use of AI with people analytics at the core and central to AI strategy in HR. (3) Adoption crisis: the adoption of people analytics remains a challenge with a significant gap between the democratisation of people insights and data (71% of organisations) and a high-level of adoption within HR (47%) and outside HR (28%) – see FIG 1. (4) Value: measuring and demonstrating value is now essential for people analytics teams to increase their impact and drive greater ROI. Kudos to the authors: Jonathan Ferrar, Naomi Verghese, and Madhura Chakrabarti, PhD Thanks too to the practitioners featured in the study: Adam Tombor (Wojciechowski), Peter Ryan, and Phil Willburn.
FIG 1: Trends in the democratisation and adoption of analytics (Source: Insight222)
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.
The report by Eric Lesser Peter DeBellis and Marc Solow which is based on a 2023 study by Deloitte of more than 400 organisations across 18 countries, presents a People Analytics Maturity Model (see FIG 2) 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 2: High-Impact People Analytics Maturity Model (Source: Deloitte)
COLE NAPPER, JIN YAN, AND BEN ZWEIG - What is happening to people analytics? A 15- year trend: Part One | Part Two | Part Three (with KRISTIN SABOE)
How has people analytics employment changed in the last 15 years, and specifically how has the environment changed in the last two years? That was the question that Cole Napper along with Jin Yan and Ben Zweig sought to answer after being inspired by Alexis Fink to analyse these topics. The findings were delivered in three articles. Part One presented a number of interesting – and perhaps counterintuitive – findings, including that people analytics positions in the US actually declined in the last two years – the data collated by Revelio Labs suggests more than 1,000 people have left the field during this time (see FIG 3). In Part Two, the team turned their attentions to an analysis of the skills of people analytics professionals and the impact of the field during the last 15 years. Insights included that there is a correlation between companies with ‘prestigious’ people analytics teams and companies being rated more highly for employee sentiment. In Part 3, Kristin Saboe, Ph.D. gets involved to shine the light on how the composition of government people analytics jobs have changed over the last 15 years. Finally, the team provide three recommendations are provided to move the field forward: (1) Add real value and break the cycle. (2) Mature the people analytics function. (3) Let’s get back to growth.
FIG 3: People analytics positions have been decreasing in the last two years (Source: Revelio Labs)
MARGRIET BENTVELZEN, CORINE BOON, AND DEANNE N. DEN HARTOG - A person centered approach to individual people analytics adoption
In their paper, Margriet Bentvelzen Corine Boon and Deanne Den Hartog study people analytics adoption through the lens of the implementation of people analytics technology. They identify four profiles related to differences in user satisfaction and the frequency and versatility of PA technology use. They demonstrate that performance benefits, social influence, required effort, and facilitating conditions jointly affect the use of PA technology, but that the latter two might be the most influential factors. FIG 4 demonstrates the four user profiles identified in the paper: the skeptic diplomats, the optimistic strugglers, the optimists, and the enthusiasts.
FIG 4: Source – Bentvelze, Boon and Den Hartog (2024)
PATRICK COOLEN - The 10 golden rules for establishing a people analytics practice
A successful people analytics practice starts with the right people analytics leader
Patrick Coolen’s first iteration of his ’10 golden rules for people analytics’ (one prescient ‘rule’ was to combine strategic workforce planning and analytics) was published in 2014 when he was in the early stages of building the function at ABN Amro. A decade on, Patrick updates his seminal article, with insights from his own career journey, Ph.D research, and the evolution of the field itself. As ever, Patrick is right on the mark with his ten selections including these three: (1) The people analytics leader can make the difference, (2) Create a clear people analytics operating model, and (3) Upskill HR in data-driven decision making.
SHONNA WATERS, ERIN EATOUGH, SHEHZAD BASHIR, AND IAN O'KEEFE - People Analytics Across Company Growth Stages: Evolving Your Approach as You Scale
HR Analytics adoption is associated with higher return on investment by an average of 6.2% for return on capital employed
In their white paper, four esteemed experts in people analytics - Shonna Waters, PhD Erin Eatough, PhD Shehzad Bashir and Ian OKeefe, break down how to build and refine people analytics capabilities that grow with your organisation. The authors introduce a practical framework for people analytics based on four pillars - each with its own set of capabilities: Governance (with seven capabilities including strategy, ethics and compliance), Infrastructure (also with seven capabilities such as storage, performance and security), Methods (with eight capabilities including primary research, statistical models and machine learning), and Products (with nine capabilities including metrics, dashboards, and nudges), which they state form the basis for organisations to build and subsequently scale their people analytics function. This is a well-researched, practical and helpful paper.
NAOMI VERGHESE, JONATHAN FERRAR, AND JORDAN PETTMAN - Building the People Analytics Ecosystem: Operating Model v2.0 ARTICLE | FULL REPORT
One of the questions we get asked most by the people analytics leaders and chief people officers we work with at Insight222 is: What capabilities do I need to build into our people analytics function? Based on research of more than 250 companies, focus interviews with 20 organisations, and our experience of working with more than 120 global companies as part of the Insight222 People Analytics Program, my colleagues Naomi Verghese, Jonathan Ferrar and Jordan Pettman developed the report: Building the People Analytics Ecosystem: Operating Model v 2.0. The executive article provides a summary of the key highlights, while the full report breaks down the six elements of the People Analytics Ecosystem (see FIG 5): (1) A Value Chain: from client drivers to business outcomes. (2) People Strategy at the Centre: a symbiotic relationship exists between people strategy and people analytics. (3) Five Core Capabilities: consulting, data science and research, employee listening, analytics at scale, adoption. (4) Four Additional Capabilities: reporting, data governance, workforce planning, AI strategy. (5) Internal Partnerships: HR and other business stakeholders are key to operational effectiveness. (6) External Partnerships: external suppliers and expertise are important for enabling success.
FIG 5: The People Analytics Ecosystem (Source: Insight222 Building the People Analytics Ecosystem: Operating Model v 2.0)
JAAP VELDKAMP - Positioning People Analytics into the HR Service Model: A Path to Sustainable Impact
Embedding People Analytics within the HR Service Model is essential for creating a lasting and meaningful impact.
In his thoughtful article, Jaap Veldkamp, Global Head of People Analytics and Organisational Effectiveness at ABN AMRO, provides guidance on how people analytics should be positioned within the broader HR service model. Jaap provides a simplified view of the HR operating model (see FIG 6), which has three components: (1) Identifying needs. (2) Prioritising needs. (3) Executing and evaluating strategies. He then describes how the key capabilities of ABN AMRO’s people analytics function (Dashboarding and reporting, Employee listening, Data science and research, Organisational effectiveness, and Consulting) flow through the HR service model. As Jaap highlights: “the overall aim is to ensure that the capabilities of the People Analytics team are part of every step in the HR Service Model.”
FIG 6: Simplified HR Service Model (Source: Jaap Veldkamp)
RICHARD ROSENOW - From Data to Strategy: The New Role of Workforce Systems Leaders in Transforming HR
Without a Workforce Systems Leader, these decisions fall to the CHRO, pulling them into day-to-day inter-functional debates when they should focus on the strategic vision
In Insight222’s 2024 study, Building the People Analytics Ecosystem, we identified three types of people analytics leader that are emerging as the people analytics operating model continues to evolve. One of these – the Portfolio Analytics leader – has similarities to a trend identified by Richard Rosenow in his white paper for One Model. The findings are based on more than 40 HR teams hiring a Workforce Systems Leader combining people strategy, operations, technology, data and analytics (see FIG 7). In the paper, Richard covers: (1) Key challenges in people analytics – how the role of people analytics often extends far beyond their original role description. (2) Mastering the People Data Supply Chain – highlighting the essential steps to building a robust people analytics function. (3) The emergence of Workforce Systems Leaders. Read a preview in Richard’s LinkedIn post and download the full paper here.
FIG 7: The role of a Workforce Systems Leader (Source: One Model)
DIRK JONKER - Finance and Human Resources: A Strategic Partnership for Business Growth
Empathy has always been HR’s superpower, but it’s time to extend that empathy to seeing the workforce through a financial and business lens.
In our research into Leading Companies in people analytics at Insight222, one relationship stands out: the partnership with finance. Of the 25% of companies (86 out of 348 companies) who participated in our 2024 People Analytics Trends study and told us that they had built a partnership with finance, 93% reported that the people analytics team had delivered measurable outcomes over the last 12 months. In his article, Crunchr CEO Dirk Jonker explains why and how HR and Finance should work together, painting a vision where: “Together, HR and finance can unlock a future where employees are seen for what they truly are: a company’s most significant (and measurable) asset.” For more from Dirk on this topic, I recommend tuning into his conversation with me on the Digital HR Leaders podcast: Driving Business Transformation with Advanced People Analytics.
PIETRO MAZZOLENI - Transforming HR: How IBM measures the success of its people data platform investments
For those of you who haven’t already subscribed to Pietro Mazzoleni’s People Data Platform newsletter, I highly recommend you do. In this edition, Pietro walks through the three tiers of Key Performance Indicators (KPIs) IBM uses to evaluate investments in Workforce 360, its people data platform (see FIG 8). For more on how IBM infuses people analytics and AI into HR, listen to a recent episode of the Digital HR Leaders podcast, where I discuss with CHRO Nickle LaMoreaux - how IBM is augmenting HR programs with AI.
FIG 8: Three tiers of KPIs to evaluate investments in a people data platform (Source: Pietro Mazzoleni)
ETHAN BURRIS, BENJAMIN THOMAS, KETAKI SODHI, AND DAWN KLINGHOFFER - Turn Employee Feedback into Action
Ultimately, success (in employee listening) lies in empowering leaders to translate insights into concrete actions, effectively communicating progress, and fostering a continual feedback loop that values and respects the diverse voices within the organization.
"To manage the employee experience, leaders must deeply understand employees’ perceptions, feelings, and desires and respond thoughtfully. This is particularly crucial when immense resources are invested in gathering employee feedback through pulse surveys, town halls, and data scraping from internal communications. But leaders are often overwhelmed by the data and struggle to translate it into actionable insights." In their Harvard Business Review article, Ethan Burris, Benjamin Thomas, Ph. D, SHRM-CP, Ketaki Sodhi, PhD and Dawn Klinghoffer, share insights from interviews with more than two dozen companies to outline seven challenges and demonstrate how leading places to work have built an integrated process for assembling and understanding employee input and translating it into action. The seven challenges are: (1) Making sense of all that data. (2) Making sure employees feel heard. (3) Identifying the actual underlying problems. (4) Protecting employee privacy. (5) Navigating conflicting views. (6) Not burying bad news. (7) Providing meaningful follow-up.
PHIL WILLBURN - People Analytics Demystified: A Practitioner’s Handbook
Highly effective HR organizations know that every area of the business makes people decisions. The best people analytics teams excel by scaling people insights to all business leaders, ensuring these insights reach those making critical people decisions
Phil Willburn, the Head of People Analytics, and his team recently hosted a Peer Meeting for member companies of the Insight222 People Analytics Program® at Workday’s global headquarters in California. During the two days, Phil and his team presented some of the amazing work they are doing with people analytics in areas such as workforce planning, employee experience and hybrid work. Some of the content they presented is in this insightful e-book, which shines a light on how Workday has scaled people analytics in its own company (see FIG 9), their product-oriented and persona-based approach, and provides details on three case studies including how the team provides insights on flexible work and collaboration.
FIG 9: People analytics and insights at Workday (Source: Phil Willburn, Workday)
EMILY KILLHAM - From Insight to Action: New Data on the State of Employee Listening (Article) | The State of Employee Listening 2024 (Report)
(Leading firms ensure) listening efforts are aimed at the most important business and talent priorities facing their organizations today.
Emily Killham highlights the key findings from Perceptyx’s third annual State of Employee Listening report, which is informed by survey of more than 750 senior HR leaders from global firms with at least 1,000 employees. These include: (1) 78% of firms surveyed conduct some kind of listening event at least once a quarter, compared to 70% in 2023 and 60% in 2022. (2) Nearly 40% of organisations can share listening data with managers within two weeks. (3) When compared with their peers, the most mature listening organisations are 6x more likely to exceed financial targets, 9x more likely to achieve high levels of customer satisfaction, 4x more likely to retain talent, even during times of high attrition, 7x more likely to adapt well to change, and 7x more likely to innovate effectively.
FIG 10: Employee Listening Maturity (Source: Perceptyx)
RESOURCES FROM CURRENT AND PREVIOUS PEOPLE ANALYTICS LEADERS
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. Nine of the best from 2024 are presented here:
In Our Real-Life Journey with GenAI in Skills and Talent Management (with code!!), the Wolters Kluwer talent analytics team of Mariëlle Sonnenberg, Federico Bechini, Sietse Schröder and Caitlin van Mil share a case study of using GenAI to provide the foundation of their work to transition to a skills-based organisation.
Andrés García Ayala, Group Head of People Analytics and Strategic Workforce Planning at Legal & General, discusses five reasons why people analytics should be at the heart of AI’s successful workplace adoption.
Martha Curioni provides guidance on how to support HR to adopt people analytics harnessing insights from the likes of Isabel Naidoo, Patrick Coolen, Greg Newman, and Amit Mohindra.
In a two-part post, Hallie Bregman, PhD discusses the pros and cons of situating people analytics in or outside HR: Part 1 and Part 2.
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. The secret? Ask yourself: “Can I make a line chart of the metric?”
In The Three Most Common Statistical Tests You Should Deeply Understand, Keith McNulty explains that hypothesis testing is one of the most fundamental elements of inferential statistics. He uses an example to show three common hypothesis tests (Welch’s t-test, Correlation test, and Chi-square test of difference in proportion) and how they work under the hood, as well as showing how to run them in R and Python and to understand the results.
Having worked in both domains, Scott Rogers is well-qualified to explore the dynamics of the HRBP-People Analytics relationship. He presents a framework identifying the key focus areas for people analytics leaders (e.g. championing HR operational excellence) and HRBPs (e.g. engaging with and advocating for people analytics).
Jackson Roatch outlines how people analytics teams can move from correlation to causation and create more impact by adding econometric methods to its tools and capabilities.
Nelson Spencer presents his S.T.A.R.T Framework (see FIG 11), which is designed to solve a perennial problem for many HR functions: the disconnect between analytics, technology and operations. As Nelson explains, S.T.A.R.T has been designed “to consider these three critical functions holistically, acknowledging that they are part of a bigger puzzle and are all deeply interconnected.” The five pillars, which Nelson describes in detail in his article, are: (1) Strategy, (2) Technology, (3) Analytics, (4) Results, and (5) Transformation. He then provides guidance on how to implement the framework in organisations of varying sizes, from small to large.
FIG 11: The S.T.A.R.T Framework (Source: Nelson Spencer)
READ THE OTHER INSTALMENTS OF THE BEST ARTICLES OF 2024
Don’t forget to check out the four other editions of Data Driven HR Monthly, where I reveal my best articles of 2024:
Part 2: Orchestrating the future of work (available from Sunday, January 12)
Part 3: Enhancing employee experience and wellbeing (available from Thursday, January 16)
Part 4: Developing leaders, culture and inclusion (available from Sunday, January 19)
Part 5: Building the strategic HR function (available from Thursday, January 23)
THANK YOU
Thanks to all the authors and contributors featured in the best articles of 2024 as well as across the monthly collections from 2024 – see January, February, March, April, May, June, July, August, September, October, November and December - your passion, knowledge and expertise continues to inspire. Thanks also to my colleagues at Insight222, the guests and sponsors of the Digital HR Leaders Podcast in 2024 and the great many of you that share and engage with the content I share. It’s much appreciated. I wish you all well for a happy, healthy, and successful 2025.
UNLOCK THE POTENTIAL OF YOUR PEOPLE ANALYTICS FUNCTION THROUGH THE INSIGHT222 PEOPLE ANALYTICS PROGRAM
At Insight222, our mission is to make organisations better by putting people analytics at the centre of business and upskilling the HR profession The Insight222 People Analytics Program® is your gateway to a world of knowledge, networking, and growth. Developed exclusively for people analytics leaders and their teams, the program equips you with the frameworks, guidance, learnings, and connections you need to create greater impact.
As the landscape of people analytics becomes increasingly complex, with data, technology, and ethical considerations at the forefront, our program brings together over one hundred organisations to collectively address these shared challenges.
Insight222 Peer Meetings, like this event in London, are a core component of the Insight222 People Analytics Program®. They allow participants to learn, network and co-create solutions together with the purpose of ultimately growing the business value that people analytics can deliver to their organisations. If you would like to learn more, contact us today.
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.
David Green：The best HR & People Analytics articles of June 2024
David Green整理了最近的HR和PA的文章，其实最近也不仅仅是这方面的内容了，推荐大家可以了解看看，文章谈到了一些内容可以简单了解下：
Justin Taylor, Keith Sonderling, Guru Sethupathy的演讲
总结: 讨论了人员分析生态系统的最新进展和未来趋势。
Insight222研究报告《构建人员分析生态系统：运营模式v2.0》预览
总结: 探讨了如何构建和优化人员分析的运营模式。
TechWolf完成4275万美元B轮融资
总结: 该融资将进一步推动其在AI和人员分析领域的发展。
Mercer和MIT发布的《技能策略指南》
总结: 解释了为什么技能应成为重新思考工作的首要任务，以及如何在AI时代克服挑战。
关于混合工作模式对员工保留和生产力的影响研究
总结: 混合工作提高了员工满意度并减少了离职率。
组织网络分析（ONA）的应用
总结: ONA能够揭示传统组织图中缺失的协作和决策影响，有助于优化工作场所策略。
Insight222的网络研讨会《HR和人员分析中的AI应用》
总结: 探讨了AI在HR和人员分析中的应用及其影响。
McKinsey关于生成式AI的研究
总结: 生成式AI的采用激增，为组织带来了可衡量的业务价值。
Mark Mortensen和Amy Edmondson关于重新定义办公室返工对话的文章
总结: 提供了领导者如何通过重新定义对话来平衡面临面的工作和灵活工作的策略。
Rashleen Kaur Arora关于制定平衡组织和员工需求的返工策略的文章
总结: 提供了如何通过证据和员工反馈制定有效的返工策略的案例。
Pietro Mazzoleni关于HR中生成式AI的应用
总结: 讨论了根据数据成熟度做出明智选择的重要性。
Greg Newman关于AI聊天机器人的员工旅程
总结: 阐述了如何通过使用员工旅程语言来最大化数字工人的价值。
Martijn Wiertz关于生成式AI重新定义工作设计的文章
总结: 提出了一个愿景，即生成式AI帮助我们重新定义工作设计，创造更多时间用于重要任务。
Max Blumberg关于AI时代的人员分析职业的文章
总结: 探讨了在AI时代保持相关性的技能需求及其透明性。
Scott Latham和Beth Humberd关于自动化对工作的四种影响的文章
总结: 讨论了基于价值类型和交付方式的工作响应自动化的四种方式。
Deloitte团队关于组织网络分析（ONA）的文章
总结: 讨论了ONA在测量员工绩效和优化工作场所策略中的应用。
Dave Hodges关于基于研究的HR决策的文章
总结: 强调了基于证据的HR决策的重要性。
Henrik Håkansson关于人员分析中的“错失恐惧症”的文章
总结: 将“错失恐惧症”概念应用于人员分析领域。
Amit Mohindra关于“72法则”的文章
总结: 提供了一个解释增长率的关键参数的简单方法。
Louise Baird关于机器学习及其在人员分析中的应用
总结: 解释了监督学习和非监督学习在人员分析中的应用。
Martha Curioni关于将可解释的AI引入HR流程的文章
总结: 提供了在招聘、预测离职和评估晋升准备度等HR流程中应用可解释AI的例子。
Nick Jesteadt和Erin Fleming关于人员分析领域前沿问题的文章
总结: 强调了生产力、技能和产品化等人员分析中的常见主题。
Christopher Rosett关于人员分析立方体的文章
总结: 介绍了人员分析立方体的概念及其应用。
Willis Jensen关于寻找人员分析工作的文章
总结: 分享了关于如何成功过渡到新角色的见解和策略。
Gregory Vial, Julien Crowe和Patrick Mesana关于高级分析中的数据隐私风险管理的文章
总结: 介绍了五种数据隐私保护方法及其对数据可用性的影响。
Cathy O’Neil, Jake Appel和Sam Tyner-Monroe关于算法风险审计的文章
总结: 提供了帮助组织评估其AI工具和算法的简单框架。
Öykü Işık, Amit Joshi和Lazaros Goutas关于生成式AI风险管理的文章
总结: 提供了管理四种生成式AI风险的蓝图。
Josh Bersin关于首席人力官（CHRO）角色演变的文章
总结: 强调了CHRO在C-suite中的重要性及其角色的多学科性。
Jeanne Meister关于未来HR工作角色的文章
总结: 介绍了未来十年HR领域的十三个新兴工作角色。
Naomi Verghese关于HR技能提升的文章
总结: 分享了HR专业人员在数据咨询和沟通方面所需的关键技能。
MIT和Mercer关于技能驱动型组织的报告
总结: 探讨了在AI时代，技能驱动型组织的重要性及其益处。
Business Roundtable关于基于技能的内部流动白皮书
总结: 提供了推动技能验证和连接人员与机会的战略。
Microsoft关于混合工作环境中新员工入职的研究
总结: 强调了角色职责、反馈和资源对新员工成功的重要性。
Dave Ulrich关于绩效管理的文章
总结: 提出了一个四步流程来改善绩效管理系统。
Erin Meyer关于构建有效企业文化的文章
总结: 提供了六条指导原则，帮助管理者应对文化建设的挑战。
Rob Cross和Katheryn Brekken关于团队网络效应的研究
总结: 发现80%的团队未能达到其生产力潜力，并提供了提高团队绩效的六种策略。
Shujaat Ahmad关于AI对生产力和繁荣的影响的文章
总结: 提倡从生产力优先转向繁荣优先的AI模型，以促进公平和可持续发展。
BCG关于女性技术领导者在生成式AI中的领先地位的研究
总结: 发现高级女性技术领导者在生成式AI的采用方面领先于男性同行。
Richard Rosenow关于人员分析新兴趋势的文章
总结: 分享了人员分析领域的六大新兴趋势。
Alicia Roach关于战略性劳动力规划的文章
总结: 讨论了战略性劳动力规划在业务成功中的重要性。
Annie Dean关于团队状态的报告
总结: 发现使用AI的团队在协作方面表现更好。
Shay David关于HR技术从自动化到增强的演变的文章
总结: 解释了HR技术如何增强人类能力和丰富员工体验。
I’m putting the finishing touches to June’s Data Driven HR Monthly in the airport lounge at Minneapolis-St Paul after a successful peer meeting for more than 50 North American members of the Insight222 People Analytics Program. The two-day peer meeting featured speakers including: Justin Taylor Keith Sonderling Guru Sethupathy and a collaboration between Bennet Voorhees and Eunice Ok. We also previewed the soon-to-be-published 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 June included:
We also ran a peer meeting for European members of the Insight222 People Analytics Program, which was hosted by Nestlé and featured sessions run by Nataliya Filonenko Michael Cox Alex Browne Thomas Tchako Nowe Piyush Mathur Jack Liu and Martin Janhuba.
We delivered an Insight222 webinar on AI in HR and People Analytics, which featured Andrew Elston Justin Shemeley and Jasdeep Kareer, PhD (née Bhambra). Watch the recording here.
In the HR Tech space, TechWolf announced a new $42.75m round of Series B funding. Congrats to Andreas De Neve ? Mikaël Wornoo? Jeroen Van Hautte ? and the team.
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 Mercer
Strategic Shift: Skills-Powered Organizations in the Age of AI
Forty-four percent of workers’ skills will be disrupted by technology in the next five years.*
To thrive through this disruption, businesses must adapt their operating models to perpetually reinvent themselves as demand for skills ebbs and flows with greater velocity and volatility.
The next-generation organization will be at the forefront of this strategic shift toward making skills the currency of work, cultivating a culture of talent sharing, automating work to take mundane tasks off employees’ hands, augmenting human creativity with AI, and reshaping the entire talent life cycle.
Find out how to make the shift to a skills-powered organization
The new Skills Strategy Guide from Mercer and MIT SMR Connections explores:
Why skills should be a top priority in rethinking work in the age of AI
The obstacles that stand in the way
Practical steps to overcome challenges and reap the rewards
Learnings from Standard Chartered Bank’s skills journey
How to build a skills-powered approach to work
Read the Strategy Guide
*Source: The World Economic Forum’s 2023 Future of Jobs report
To sponsor an edition of the Data Driven HR Monthly, and share your brand with close to 130,000 Data Driven HR Monthly subscribers, send an email to dgreen@zandel.org.
Heartfelt thanks to Richard Rosenow
It’s ten years since I published the first edition of the Data Driven HR Monthly (which featured pioneers like Luk Smeyers Andrew Marritt Ian OKeefe Jonathan Ferrar and Greta Roberts). Unbeknown to me, Richard Rosenow organised a wonderful surprise – see here. It’s such a kind gesture - thank you Richard and the One Model team for creating this and the 100 people - friends, colleagues, clients, and peers - many of whom have inspired me in my journey in the wonderful world of people analytics. Thank you too to my colleagues at Insight222 - and everyone who has contributed to the Data Driven HR Monthly over the last decade.
Share the love!
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 (see Thank You section at the end of this issue).
If you enjoy a weekly dose of curated learning (and the Digital HR Leaders podcast), the Insight222 newsletter: Digital HR Leaders newsletter is published every Tuesday – subscribe here.
HYBRID, GENERATIVE AI AND THE FUTURE OF WORK
MCKINSEY - The state of AI in early 2024: Gen AI adoption spikes and starts to generate value
If 2023 was the year the world discovered generative AI, 2024 is the year organizations truly began using—and deriving business value from—this new technology.
New research from McKinsey highlights that adoption of AI – and GenAI – has surged in the last 12 months, that organisations are reporting measurable benefits, that there is increased mitigation of the risk of inaccuracy, and that there are a small group of high-performers leading the way. From a HR perspective, the study finds: (1) 12% of respondents are regularly using GenAI in HR. (2) Organisations most often see meaningful cost reductions from GenAI use in HR (see FIG 1). (3) HR functions are most often able to put their GenAI capabilities to use within one to four months. (4) Talent is one of six areas of best practice where high-performers are leading with GenAI (see FIG 2). (Authors: Alex Singla Alexander Sukharevsky Lareina Yee and Michael Chui with Bryce Hall)
FIG 1: Organizations most often see meaningful cost reductions from generative AI use in HR and revenue increases in supply chain management (Source: McKinsey)
FIG 2: Organizations seeing the largest returns from generative AI are more likely than others to follow a range of best practices (Source: McKinsey)
MARK MORTENSEN AND AMY EDMONDSON - Leaders Need to Reframe the Return-to-Office Conversation
Framing refers to how an issue is presented; it’s the meaning layered onto an issue or situation that shapes how people think about its objective facts. More precisely, it’s about re-framing: deliberately replacing taken-for-granted cognitive frames with more helpful ones.
Mark Mortensen and Amy Edmondson discuss the concept of ‘framing’ and its role for leaders in engaging in dialogue with employees about the balance between in-person and flexible working. They offer a three-step process to communicate flexible work policies: (1) Acknowledge the bind and be patient. (2) Focus on mutual value, not just organisational benefits. (3) Approach the process as data-driven, co-created, iterative learning. For more on this topic, listen to Mark in conversation with me on the Digital HR Leaders podcast: How to Foster Collaboration Within Hybrid Working Teams.
RASHLEEN ARORA - Design a Return-to-Office Strategy That Balances Organizational and Employee Needs
It’s becoming increasingly evident that rigid return-to-office (RTO) mandates can backfire by antagonising employees and impacting retention. Rashleen Kaur Arora presents Gartner research that outlines how HR leaders can craft a RTO strategy that balances organisational objectives with employee buy-in. The article includes a powerful case study on how Scotiabank implemented an evidence-based hybrid RTO model (see FIG 3).
FIG 3: Scotiabank’s role aligned hybrid personas (Source: Gartner)
PIETRO MAZZOLENI - Generative AI in HR: making smart choices depending on your data maturity | GREG NEWMAN - What's the employee journey of an AI chatbot? | MARTIJN WIERTZ - How will we use GenAI to redefine our Work Design: Creating Great Places to Be | MAX BLUMBERG - Saving your People Analytics Career in the Face of AI | SCOTT LATHAM AND BETH HUMBERD - Four Ways Jobs Will Respond to Automation
Organizations which provide an environment where the needs of the workforce are aligned with the outlines of the future will have the competitive advantage.
June saw a plethora of insightful reads about the impact of AI on HR and people analytics, so I’ve gathered five together here along with a prescient piece from 2018 on the professions most susceptible to automation. (1) Pietro Mazzoleni examines the importance of data maturity when it comes to the successful adoption of GenAI solutions in HR. (2) Greg Newman outlines why using the language of the employee journey will help your organisation maximise the value you gain from digital workers. (3) Martijn Wiertz presents a compelling vision where GenAI helps redefine our work design, creating time we can utilise for doing the work, care and training we need as a community – from great places to work to great places to be (see FIG 4). (4) Max Blumberg (JA) ?? explores how people analytics roles may evolve in the age of AI, the skills needed to remain relevant, and the importance of transparency in these issues within the people analytics community. (5) Finally, and thanks to Hung Lee for featuring it in a recent edition of Recruiting Brainfood, let’s revisit an article by Scott Latham and Beth Humberd that outlines four ways in which jobs will respond to automation based on two factors: the type of value provided and how it’s delivered (see FIG 5).
FIG 4: Source – Martijn Wiertz
FIG 5: Which Professions Are Most Vulnerable to Automation? (Source: Latham and Humberd)
PEOPLE ANALYTICS
MAYA BODAN, DON MILLER, SUE CANTRELL, GARY PARILLIS, AND CARISSA KILGOUR - Harnessing organization network analysis (ONA): Measure workforce performance and optimize strategies
ONA reveals insights absent in traditional organizational charts—such as how people collaborate, who influences decision-making and/or operates in silos, and sentiments surrounding trust and influence.
A helpful primer on how to use Organisational Network Analysis (ONA) from the Deloitte team of Maya Bodan Don Miller Susan Cantrell Gary Parilis and Carissa Kilgour. Their article discusses the myriad of use cases ONA can be used for, including to: (1) Measure workforce performance, (2) Understand individual workforce performance, and (3) Optimise workplace strategies.
FIG 6: ONA can help uncover collaboration within an organisation (Source: Deloitte)
DAVE HODGES - Facts Over Fads: HR Decisions Grounded in Research |HENRIK HÅKANSSON - People Analytics: The fear of missing out | AMIT MOHINDRA - The "Rule of 72": A Gentle Reminder | LOUISE BAIRD - Machine Learning and its Applications in People Analytics | MARTHA CURIONI - Building Explainable AI Into HR Processes | NICK JESTEADT AND ERIN FLEMING - People Analytics Frontiers aka Why are We Asking the Same Questions Again? | CHRISTOPHER ROSETT - The People Analytics Cube
If you’re not practising evidence-based HR, what type of HR are you practising?
In recent editions of the Data Driven HR Monthly, I’ve featured a collection of articles by people analytics leaders. These act as a spur and inspiration to the field. Seven are highlighted here. (1) David Hodges takes inspiration from Rob Briner’s research to make the case for evidence-based HR. As Dave asks: “If you’re not practising evidence-based HR, what type of HR are you practising?” (see FIG 7). (2) Henrik Håkansson applies the popular concept of “fear of missing out” to people analytics in his astute article. (3) Amit Mohindra provides a handy explanation of the ‘Rule of 72”, which can be used to extract a key parameter from a growth rate. (4) Louise Baird breaks down the two different types of machine learning – supervised and unsupervised – and how it can be applied to people analytics. (5) Martha Curioni provides examples of building explainable AI into a range of HR processes including: hiring, predicting attrition, and assessing promotion readiness. (6) Based on their survey of people analytics practitioners, Nick Jesteadt and Erin Fleming highlight three common yet seemingly elusive themes in the field: productivity, skills and productisation. (7) Christopher Rosett breaks down the People Analytics Cube (see FIG 8) in his LinkedIn post with a nod to Alexis Fink.
FIG 7: What is being used in HR instead of evidence? (Source: Evidence Based HR: A New Paradigm by Rob Briner, Corporate Research Forum)
FIG 8: People Analytics Cube (Source: Christopher Rosett)
WILLIS JENSEN - Finding a People Analytics Job
One of the features of the people analytics field is that it is pretty fluid with many that work within it moving roles in the last 12-18 months – as evidenced by the invaluable People Analytics Job Board that Richard Rosenow oversees. In his article, Willis Jensen shares insights from his recent transition to a new role including: (1) Being very clear about what you want in your next job. (2) Don’t write an AI-generated cover letter. (3) Use a resume tool to help you tailor your resume for each job. (4) Do not use a shotgun approach of applying for hundreds of jobs. (5) Use LinkedIn as a job-hunting tool. For more on people analytics careers, listen to Serena H. Huang, Ph.D. in discussion with me on the Digital HR Leaders podcast: How to Enhance Your Career in People Analytics.
ETHICS AND PRIVACY SPECIAL
GREGORY VIAL, JULIEN CROWE, AND PATRICK MESANA - Managing Data Privacy Risk in Advanced Analytics | CATHY O’NEIL, JAKE APPEL AND SAM TYNER-MONROE - Auditing Algorithmic Risk | ÖYKÜ ISIK, AMIT JOSHI, AND LAZAROS GOUTAS - 4 Types of Gen AI Risk and How to Mitigate Them
Three articles covering ethics, risk and privacy with regards to advanced analytics and AI, which should be invaluable to people analytics professionals and HR technologists alike. (1) Gregory Vial Julien Crowe and Patrick Mesana present five approaches to measuring data privacy and how each approach impacts on data usability (see FIG 9) before discussing mitigation strategies. (2) Cathy O’Neil Jacob Appel and Sam Tyner-Monroe, Ph.D. lay out a set of simple frameworks (see example in FIG 10) designed to help organisations evaluate that their AI tools and algorithms are fair and working as intended. (3) Öykü Işık Amit Joshi and Lazaros Goutas outline a blueprint for managing four types of generative AI risk (see FIG 11).
FIG 9: Five Approaches to Preserving Data Privacy (Source: Vial, Crowe and Mesana)
FIG 10: A Simplified Ethical Matrix (Source: O’Neil, Appel, and Tyner-Monroe)
FIG 11: Four types of AI risk (Source: Isik, Joshi, and Goutas)
THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE
JOSH BERSIN - The Ever Expanding Role Of The Chief HR Officer (CHRO)
The CHRO must transform the HR team, moving from the “service delivery” model to an HR team of consultants, problem-solvers, and analysts.
Josh Bersin lays out a compelling case for the CHRO being the most important role of all in the c-suite now. He highlights factors such as the abundance of people challenges, labour shortages, organisation redesign, and globalisation. Josh also introduces his initial findings from a study of 47,000 CHROs: (1) There is a major increase in the C-level importance of the CHRO. (2) The CHRO job is multi-disciplinary, and more difficult than it looks. (3) The CHRO role is expanding. (4) Strong CHROs are now transforming the HR function. (5) The HR function is not developing itself - 80% of high-performing CHROs are external hires.
FIG 12: The two roles of the CHRO (Source: Josh Bersin)
JEANNE MEISTER – 13 HR jobs of the future
In HR, this is our Promethean moment as we navigate a complex future, one with limitless possibilities in how we work, where we work, who we work with and what we expect in our workplace.
Based on her conversations with HR leaders, Jeanne C M. presents 13 HR jobs of the future, which will emerge between now and 2030 (see FIG 13). Jeanne then explains how each of these roles “embody five core workplace themes enabling leaders to embrace reinvention as a strategy where humans and machines collaborate to deliver in which to the organization.” The five themes are: (1) Building GenAI literacy, (2) Working from anywhere, (3) Building human-machine partnerships, (4) Driving innovation and wellbeing in the workplace, (5) Creating a personalised employee experience.
FIG 13: 13 HR Jobs of the Future (Source: Jeanne Meister)
NAOMI VERGHESE - Investing in the Right Approach to Upskilling HR
When the CHRO and HRLT role-model the use of people data and analytics in their day-to-day job, then other HR professionals also use people data and analytics in their work.
Naomi Verghese shares the key findings from research she led at Insight222 to identify the key skills HR professionals need to consult and communicate effectively with data. The study, Upskilling the HR Profession: Building Data Literacy at Scale, identified five essential skills for HR professionals: (1) Consulting, (2) Influencing Stakeholders, (3) Data Interpretation, (4) Building Recommendations from Insights, (5) Storytelling. The study also identified the importance of role-modelling by the CHRO and HR leadership team with regards to data literacy (see FIG 14, and above quote).
FIG 14: (Source: Insight222, Upskilling the HR Profession: Building Data Literacy at Scale)
WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS
MIT SMR CONNECTIONS AND MERCER - Strategic Shift: Skills-Powered Organizations in the Age of AI
By making skills the backbone of their talent practices, organizations can better allocate people to projects, help employees explore different career paths, and gain the flexibility to allocate their capital more effectively as their needs change.
In their collaborative study, MIT and Mercer break down why skills should be a priority in rethinking work and people management in the age of AI. The report highlights the benefits for employees and employers of a skills-based approach (see FIG 15), provides practical guidance on how to overcome challenges, and provides powerful learnings from Standard Chartered’s skills journey. Features contributions from experts including Peter Cappelli Tanuj Kapilashrami Ravin Jesuthasan, CFA, FRSA Brad Bell Joseph Fuller Tom Kochan and Audrey Mickahail.
FIG 15: Benefits of a skills-powered approach (Source: MIT and Mercer)
LINKEDIN LIVE: Skills-Powered Organizations in the Age of AI | JULY 24, 2024
Register to join Tanuj Kapilashrami, Ravin Jesuthasan and David Green for a LinkedIn Live discussion on Skills-Powered Organizations in the Age of AI on July 24 at 10.00am EST.
BUSINESS ROUNDTABLE - Skills-Based Internal Mobility Playbook Summary | White Paper
Skills are five times more predictive of a person’s future performance than their education
An excellent playbook compiled by the Business Roundtable on skills-based internal mobility, which is organised into five chapters covering critical areas such as stakeholder engagement, skills assessment and validation (see FIG 16), how to connect people with opportunities, how to measure success, and enabling technologies. Features examples from a myriad of companies including: Walmart, Chevron, Workday and Vistra. Thanks to Brian Heger for highlighting this resource in his excellent weekly Talent Edge newsletter.
FIG 16: Skill validation characteristics (Source: Business Roundtable)
EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING
DAWN KLINGHOFFER, KAREN KOCHER, AND NATALIE LUNA - Onboarding New Employees in a Hybrid Workplace
New hires who are provided with clarity about their role responsibilities, feedback on how they are doing, and resources to help them answer questions are three to four times more likely to contribute to their team’s success during the first 90 days.
Now we are in the era of hybrid work, what’s the ideal way to onboard new employees today? That was one question that the people analytics team at Microsoft sought to answer in a recent study, along with: How can we ensure that new hires thrive while also supporting flexibility? The findings confirmed that onboarding to a new role, team, or company is a key moment for building connections with the new manager and team and doing so a few days in person provides unique benefits. But just requiring newcomers to be onsite full time doesn’t guarantee success. In their article, Dawn Klinghoffer Karen Kocher and Natalie Luna explain and provide examples of how onboarding that truly helps new employees thrive in the modern workplace is less about face time and more about intention, structure, and resources. For example, the study found that the top factors that make the most difference in onboarding new employees are clarity about role responsibilities, feedback on how they are doing, and resources to help them answer questions. New hires who are successfully set up with these three elements are three to four times more likely to contribute to their team’s success during the first 90 days. For more on Microsoft’s approach to employee thriving, which they define as: being energized and empowered to do meaningful work, listen to Dawn in conversation with me on the Digital HR Leaders podcast: How Microsoft Created A Thriving Workforce By Going Beyond Employee Engagement.
LEADERSHIP, CULTURE, AND LEARNING
DAVE ULRICH - Reflections on Performance Management: How to Make Meaningful Progress
In May’s Data Driven HR Monthly, I featured a McKinsey article on a performance management system that puts people first. In his recent article, Dave Ulrich cites a number of sources highlighting that pretty much all stakeholders (including employees, executives and HR leaders) are unhappy with their performance management systems. Ulrich lays out a four-step process for performance management (see FIG 17) comprising: (1) Clarifying expectations with meaningful goals. (2) Measuring and tracking performance. (3) Allocating financial and non-financial rewards. (4) Having positive coaching conversations. Dave then highlights the recently launched Manifesto for Flourishing at Work, a collaboration of practitioners, consultants, and academics to reinvent performance management. He highlights three critical topics from the manifesto:
First, align performance and purpose by making sure that performance encourages progress towards a company’s purpose that includes all stakeholders. Second, manage the complex system of performance by focusing both on individuals within the system and also the system itself. Third, ensure that leaders are secure enough in themselves to use their power to empower others and to allow employees to contribute to their own improvement.
FIG 17: Performance management process – four steps (Source: Dave Ulrich)
ERIN MEYER - Build a Corporate Culture That Works
If you hire people whose personalities don’t align with your culture, no matter what else you get right, you are unlikely to get the desired behaviors.
Ever since Peter Drucker’s infamous assertion that “culture eats strategy for breakfast,” it has been widely acknowledged that managing corporate culture is the key to business success. Yet the link between ‘values’ and ‘behaviours’ is often stark. As INSEAD professor Erin Meyer asks in her latest Harvard Business Review article: “If culture eats strategy for breakfast, how should you be cooking it?” Erin blends in examples from the likes of Amazon, Netflix, Airbnb, Pixar and others and presents six guidelines to help managers who are confronting the challenges of culture building: (1) Build Your Culture Based on Real-World Dilemmas. (2) Move Your Culture from Abstraction to Action. (3) Paint Your Culture in Full Colour. (4) Hire the Right People, and They Will Build the Right Culture. (5) Make Sure that Culture Drives Strategy. (6) Don’t Be a Purist. An absolute must-read. At Insight222, we’re delighted that Erin Meyer will be speaking at our Global Executive Retreat in Amsterdam in September. The Retreat is exclusively for member companies of the Insight222 People Analytics Program. Click on this link to find out more.
ROB CROSS AND KATHERYN BREKKEN | I4CP - The Team Network Effect™: How Precision Collaboration Unleashes Productivity
A new study of 1,400 organisations on team effectiveness, led by Rob Cross and Katheryn Brekken, Ph.D. for The Institute for Corporate Productivity (i4cp), finds that 80% of teams fall short of reaching their full productivity potential due to corporate dysfunction. The study identifies six snares that stifle team performance (see FIG 18), and provides powerful examples including from Roche, which found that efforts to increase geographic and cross-functional collaboration across teams in 89 countries reaped a direct revenue impact of $500 million in less than two years.
FIG 18: How companies rank against the six dysfunctions that stifle team performance (Source: i4CP)
DIVERSITY, EQUITY, INCLUSION, AND BELONGING
SHUJAAT AHMAD - From Productivity to Prosperity: The AI Shift Leaders Must Embrace
The jobs most at risk from AI automation are jobs occupied by women and minority racial groups. In his compelling essay, Shujaat Ahmad argues that this calls for a shift from the current focus on a productivity-only AI model (with an emphasises on cutting costs at the expense of worker well-being and creativity) to a prosperity-first AI model, championing AI's potential to improve human life, promote fairness, and ensure sustainable progress alongside economic growth. Shujaat then breaks down the differences between the two models in four scenarios: software development, product management, go-to market, and recruitment (see FIG 19), as well as outlining three steps for leaders seeking to build a prosperity-first AI strategy: (1) Adopt a Prosperity-First True North and Accountability Measures for AI Adoption. (2) Put Employees in the Pilot Seat. (3) Commit to Responsible AI Development; Integrate AI Ethically and Inclusively.
FIG 19: Productivity Only vs. Prosperity First AI – Recruitment (Source: Shujaat Ahmad)
BCG - Women Leaders in Tech Are Paving the Way in GenAI
A recent BCG study finds that that senior women in technical functions are ahead of their male peers in adopting GenAI—but junior women are lagging behind (see FIG 20). The study identifies three key attributes that correlate with gender disparities in GenAI adoption: (1) Awareness of GenAI’s criticality to job success. (2) Confidence in GenAI skills. (3) Risk tolerance for using GenAI prior to having a company policy. The authors (Maria Barisano Neveen Awad Adriana Dahik Julie Bedard Uche M. Gunjan Mundhra and Katherine Lou) conclude that if the number of senior and junior women with GenAI skills increases, then it’s likely that women’s representation in tech leadership will grow, and call for highly targeted upskilling programs, leadership advocacy and change management.
FIG 20: Women leaders in tech are ahead in GenAI adoption (Source: BCG)
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 June that I recommend readers delve into:
RICHARD ROSENOW - 6 Emerging People Analytics Trends for a People-Focused Future – Richard Rosenow of One Model shares his observations on shifts in the people analytics field including related to regulation, team structure and focus, and the people data supply chain (see FIG 21). Definitely worth a read.
FIG 21: The People Data Supply Chain (Source: One Model)
ALICIA ROACH - Want Better Business Planning? Budgeting? Recruiting? Read This! – Alicia Roach of eQ8 provides a treatise on the rising importance of strategic workforce planning: “SWP is a business planning and forecasting process that just happens to be grounded in people.”
FIG 22: Source – eQ8
ANNIE DEAN – State of Teams 2024 – Annie Dean presents Atlassian’s newly published report on the State of Teams, which has a plethora of insights including that teams and leaders who use AI are better at collaborating.
FIG 23: Team that use AI on a regular basis (Source: Atlassian)
SHAY DAVID - From Automation To Augmentation: The Evolution Of HR Tech – Shay David of retrain.ai explains how leveraging HR technology to enhance human capabilities and enrich the employee experience is transforming the workplace.
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):
REID HOFFMAN - Gen AI: A cognitive industrial revolution - In this episode of At the Edge, Reid Hoffman speaks with McKinsey’s Lareina Yee about the generative AI revolution and how it can teach users to understand and harness its power.
PATRICK COOLEN – The Evolution of People Analytics – In a fascinating episode of the Talent Intelligence Collective podcast, Patrick Coolen joins hosts Toby Culshaw Alan Walker and Alison Ettridge to discuss all things people analytics and the factors that drive success.
MARCO BURELLI – Shaking Up Silos – Marco Burelli joins the HR Visionaries podcast to walk through the HR transformation journey at TomTom including breaking down old silos to create a more unified and dynamic team structure.
JOSH BERSIN - A New, Transformed Role For The HR Business Partner – Josh Bersinoutlines some of his latest research in relation to the new and transformed role of the HR Business Partner, which as Josh says has become pivotal to a company’s successful people strategy.
SHUBA GOPAL - Computational Biology Helps People Analytics with Small Samples & More – In another must-listen episode of the Directionally Correct podcast, Shuba Gopal joins hosts Cole Napper and Scott Hines, PhD to discuss how techniques gleaned from computational biology can help in people analytics.
VIDEO OF THE MONTH
PRASAD SETTY – Tech It Up a Notch: GenAI for HR Leaders
In his keynote at the i4CP Next Practices Now Conference, Prasad Setty, formerly Head of People Analytics at Google, breaks down the opportunities and challenges of GenAI in organisations and posits a path forward for HR leaders to champion humanity in the workplace. At Insight222, we’re delighted that Prasad will be speaking at our Global Executive Retreat in Amsterdam in September. The Retreat is exclusively for member companies of the Insight222 People Analytics Program. Click on this link to find out more.
BOOK OF THE MONTH
SHARNA WIBLEN - Rethinking Talent Decisions: A Tale of Complexity, Technology and Subjectivity
In ReThinking Talent Decisions, Sharna Wiblen, presents an uncomfortable truth: Talent decisions are always subjective. Drawing on examples from business, sports, movies and everyday interactions, Sharna emphasises the importance of understanding complexity and encourages deliberate, intentional, and informed decisions and conversations around talent. For a teaser from the book, read my expert interview with Sharna: Rethinking Talent Decisions and Navigating Subjectivity in HR.
RESEARCH REPORT OF THE MONTH
NICHOLAS BLOOM, RUOBING HAN, AND JAMES LIANG - Hybrid working from home improves retention without damaging performance
There are a lot of opinions about the impact of hybrid work and some executives argue that it damages productivity, innovation and career development. But what does the data say? In their study, Nick Bloom Ruobing Han and James Liang find that hybrid working improved job satisfaction and reduced quit rates by one-third. The reduction in quit rates was significant for non-managers, female employees and those with long commutes (see FIG 24). For more from on this topic, listen to Nick Bloom in conversation with me on the Digital HR Leaders podcast: Unmasking Common Myths Around Remote Work.
FIG 24: WFH cut attrition by 33% overall, and had a particularly strong effect for non-managers, women and those with longer commutes (Source: Bloom et al)
FROM MY DESK
June saw the final three episodes of series 39 of the Digital HR Leaders podcast, which was kindly sponsored by our friends at Crunchr. Thank you to Ralf Bovers and Dirk Jonker for your partnership and support. Also included are two articles inspired by series 38 and 39 of the podcast respectively.
DIRK JONKER – Driving Business Transformation with Advanced People Analytics - Dirk Jonker, one of the most knowledgeable and passionate leaders in the people analytics field, joins me to discuss how people analytics is enabling HR to play a more active role in business transformation and strategy.
ARMAND SOHET - Painting the Future of HR with AI, Analytics and Curiosity - Armand Sohet, Chief Sustainability, HR, and Communications Officer, joins me to discuss how a data-driven approach to HR has led to substantial cost savings and efficiency gains at AkzoNobel.
ERIN GERBEC – How Cardinal Health Transformed Their People Analytics Function – Erin Gerbec, Ph.D. shares insights from her three-year journey of transforming the people analytics operating model at Cardinal Health, and how they shifted from a build to a buy strategy for its people analytics platform.
DAVID GREEN - Revolutionising Workplace Experience through Employee Insights and Analytics – In this article for myHRfuture, I look at how people analytics and AI is reshaping the employee experience through the eyes of recent guests on the Digital HR Leaders podcast including Loren I. Shuster Nickle LaMoreaux and Craig Starbuck, PhD.
DAVID GREEN - How can HR leaders use people analytics to uncover and address inclusivity gaps? – A round up of series 39 of the Digital HR Leaders podcast, with insights from Daisy Auger-Domínguez (she/her/ella), Kate Bravery, and Ilya Bonic as well as Dirk, Armand, and Erin.
PETER SCHULZ-RITTICH AND DAVID GREEN – D as in Data Analytics – In June, I also had the pleasure of joining Dr. Peter Schulz-Rittich Caroline Amalie Allard and Christina May on ISS’s A People and Culture Podcast to discuss the power of people analytics within HR, where we are today – and where we are going.
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.
THANK YOU
Thomas Kohler for including the May edition of Data Driven HR Monthly in his round-up of resources for HR professionals
Amit Mohindra (here), Oliver Kasper (here) and Michelle Deneau (here) for sharing details on the Insight222 People Analytics Trends survey for 2024
Neeru Monga (here), Agostina Verni (here), and Tristan Hack (here) for sharing takeaways from the recent Insight222 webinar on Transforming HR and People Analytics with AI.
Sharon Saldanha for sharing her key learnings on the Digital HR Leaders podcast episode with Kate Bravery and Ilya Bonic on the importance of skills and trust
Similarly, Olimpiusz Papiez also highlighted the relationship between trust and employee engagement, productivity and retention, which Ilya, Kate and I discussed in the Digital HR Leaders podcast episode: Navigating the Future of Work: AI, Skills, and Trust in the Modern Workforce.
Marcela Niemeyer for recommending and sharing her key learnings on the Digital HR Leaders podcast episode with Nickle Lamoreaux on How IBM uses AI to transform HR.
Harisenin.com for including me in their list of 12 people to follow for HR professionals on LinkedIn.
Aurélie Crégut for sharing her key takeaways (here) from the Digital HR Leaders podcast episode with Dirk Jonker: Driving Business Transformation with Advanced People Analytics
Alicia Roach for posting about the fifth anniversary of the Digital HR Leaders podcast (see here), which included her episode, How Strategic Workforce Planning Contributes to Business Success, ranking in the top 10 most listened to episodes!
Sonali Kumar for sharing her learnings on the Digital HR Leaders podcast episode with Piyush Mehta, How to Create Personalised Employee Experiences.
Thank you to everyone that contributed to the amazing video celebrating ten years of the Data Driven HR monthly: Sue, Jeremy. Eden, Kalifa, Lexy, Greg, Adam, Dawn, Chris, John, Jonathon, Kris, Greg, Paul, Anna, Cole, Shannon, Al, Toby, Thomas, Dirk, Antony, Alan, Michael, Ian, Chris, Craig, Andrew, Alexis, Patrick, Sanja, Dan, Mark, Ben, Sukumaran, Stela, David, Christopher, Daisy, Serena, Tony, Chad, Pietro, Kathi, Casey, Gabe, Lydia, Mark, Allen, Nicole, Nicholas, Stephanie, Andrew, Ramesh, Hallie, Dave, Roxanne, Matt, Max, Stacia, Travis, Jordan, Kelly, Ethan, Bethany, Rob, Anthony, Meg, Shawn, RJ, Jordan, Justin, Tanmay, Jon, Christine, Nick, Madhura, Brian, Raja, Henrik, Ben, Ben, Prasad, Maja, Stacey, Courtney, Buddy, Kristin, Shujaat, Gary, Alicia, Fabian, Philipp, Irene, Nick, Ryan Hammond, Amit Mohindra Gregor Teusch and of course Richard Rosenow.
Finally, a huge thank you to the following selection of people who shared the May edition of Data Driven HR Monthly. It's much appreciated: Viktoriia Kriukova (Вікторія Крюкова) Juan Antonio Vega Davina Erasmus Dan Riley Danielle Farrell, MA Ugur Zel (Prof. / ACC) Veronika Birkheim Chris Louie Jaqueline Oliveira-Cella Ganchimeg Gantulga EDLIGO Talent Analytics and Learning Analytics Ken Oehler Nick Lynn Sohil Varshney Jackson Roatch Graham Tollit RADICL Adam Tombor (Wojciechowski) Reshma Mawji Jeremy Carpenter, M.S., MPA Terri Horton, EdD, MBA, MA, SHRM-CP, PHR Bilal Laouah Catriona Lindsay Ayomide Ebietomiye Irada Sadykhova Caroline Arora Lawson Iduku German Arciniegas Brandon Merritt Johnson Jim de Vries Dave Millner Aravind Warrier Terrance Edwards David Simmonds FCIPD Stefano Di Lauro Francesca Caroleo, SHRM-SCP, ICF-ACC Emmanuel Dominick Chris Long Cedric Borzee Maria Alice Jovinski Aurélien GOZET Aizhan Tursunbayeva, PhD, GRP Susan Knolla Markus Graf Matt Elk Robert Newry Anil Saxena Fresia Jackson Conor Gilligan Alexandra Nawrat Hanadi El Sayyed Kannu Priya Arora Patrick Svensson Phil Inskip Jennifer Moore John Gunawan Ann-Marie Clayton Johnson Roshaunda Green, MBA, CDSP, Phenom Certified Recruiter Rebecca Thielen Shilpa Shah Tom Morehead PCC,MBA,SPHR David Balls (FCIPD) Meghan M. Biro Sebastian Kolberg Olivier Bougarel Catherine Coppinger Aimee Wilkinson Andrew Bamber Matt Higgs MBA FCIPD Chandresh Natu David Duewel Nicola Wood Andrew Pitts Kerrian Soong Andrés García Ayala Sanja Licina, Ph.D. Jeremy Shapiro Chris Lovato Tatu Westling Ken Clar Brandon Roberts David van Lochem Placid Jover Ohad Geron Carly Fordham Tobias W. Goers ツ Dave Fineman Laura Thurston Higor Gomes Kirandeep Chakrabarti Stephen Hickey Liz Mackay Lina Makneviciute David McLean
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:
June 25-26 - Insight222 North American Peer Meeting (Minneapolis, US) - exclusively for member organisations of the Insight222 People Analytics Program
July 24 - LinkedIn Live - Skills-powered organizations in the Age of AI, with Ravin Jesuthasan and Tanuj Kapilashrami
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.
AI in HR
2024年07月03日
AI in HR
The best HR & People Analytics articles of May 2024
I’m writing the introduction to the May edition of the Data Driven HR Monthly on a flight to London from Mexico City. Together with Jonathan Ferrar, I was in Mexico to conduct an Insight222 workshop with the HR Leadership Team of one of the world’s largest global consumer goods companies. The workshop was composed of a number of modules including: consulting with data, prioritisation and data governance. It was the culmination of a month of notable milestones both within Insight222 and the external market:
The Digital HR Leaders podcast celebrated its fifth birthday (see here).
The fifth edition of the Insight222 People Analytics Trends study was launched (see below for details).
We also opened registration for an Insight222 webinar on AI in HR and People Analytics, which will take place on June 13 (see below for details).
In the HR Tech space, Crunchr and TechWolf announced a strategic partnership (see here), and Cornerstone OnDemand acquired SkyHive (read analysis from Alexandra Nawrat here).
Welcome to the 2,513 new subscribers to the Data Driven HR Monthly newsletter, who joined in the last month.
This month’s collection features new research from the likes of Microsoft, McKinsey, and the Talent Strategy Group, as well as resources from practitioners in companies including Mastercard, EY, Novartis, IBM, Intuit, Lego, Ericsson, and Marks & Spencer.
This edition of the Data Driven HR Monthly is sponsored by our friends at TechWolf
The Journey to the Skills-Based Organization
Transform your HR strategy with skill-based insights
Advancements in technology and evolving market demands are reshaping the skills landscape, making the transition to skill-based essential for organisations to remain competitive. Yet, despite widespread recognition of its value, research by Deloitte showed that less than 20% of companies have embarked on this transformative journey toward becoming a skill-based organisation (SBO).
Wondering where to start? Our guide, "Getting Started with Skills," is designed for HR leaders on this journey, covering three actionable steps:
Reasons for adopting a skill-based approach.
Challenges in becoming an SBO.
Practical steps to integrate skills into your strategy.
This journey is about setting a new direction for your organisation, one that is agile, resilient, and ready for the future.
Read our latest guide today. Download now
To sponsor an edition of the Data Driven HR Monthly, and share your brand with over 125,000 Data Driven HR Monthly subscribers, send an email to dgreen@zandel.org.
Join me for an Insight222 webinar on June 13 to discover how AI is reshaping HR and people analytics
As AI and Generative AI continue to dominate HR conversations, it's essential to explore practical applications, benefits, and challenges. Register to join me for an Insight222 webinar on June 13. In the webinar, Jasdeep Kareer, PhD (née Bhambra) Andrew Elston Justin Shemeley and I will discuss:
Real-world use cases demonstrating AI's impact on HR and People Analytics.
Common challenges encountered during AI adoption and strategies for overcoming them.
The importance of responsible AI practices and ethical considerations in HR.
Register for The Role of AI in HR People Analytics webinar.
Invitation: If you are a people analytics leader, participate in the 5th annual Insight222 People Analytics Trends survey...
The Insight222 People Analytics Trends study is now in its fifth year, and has grown to be the biggest and most important annual study in the field of people analytics. We have now opened the survey for 2024, which is intended to gain insights into: (1) People analytics operating model, roles, and technology. (2) Measuring the value of people analytics. (3) AI in HR.
If you are the people analytics leader at your company and would like to participate in the People Analytics Trends study for 2024, click this link and please complete the survey by Sunday 23 June.
Participate in the Insight222 People Analytics Trends Survey for 2024.
Share the love!
Enjoy reading the collection of resources for May and, if you do, please share some data driven HR love with your colleagues and networks. Thanks to the many of you who liked, shared and/or commented on April’s compendium (including those in the Comments section).
If you enjoy a weekly dose of curated learning (and the Digital HR Leaders podcast), the Insight222 newsletter: Digital HR Leaders newsletter is published every Tuesday – subscribe here.
HYBRID, GENERATIVE AI AND THE FUTURE OF WORK
MICROSOFT AND LINKEDIN - AI at Work Is Here. Now Comes the Hard Part
We’ve come to the hard part of any tech disruption: moving past experimentation to business transformation. Just as we saw with the advent of the internet or the PC, business transformation comes with broad adoption. Organizations that apply AI to drive growth, manage costs, and deliver greater value to customers will pull ahead.
Microsoft’s 4th annual Work Trend Index, in partnership with LinkedIn provides a comprehensive view of how AI is not only reshaping work, but the labour market more broadly. Three key findings are described in depth: (1) Employees want AI at work—and they won’t wait for companies to catch up. (2) For employees, AI raises the bar and breaks the career ceiling. (3) The rise of the AI power user—and what they reveal about the future. The report contains a series of powerful insights, visualisations, and analysis – such as the impact of AI skills on hiring (see FIG 1). I also recommend watching Johnny C. Taylor, Jr., SHRM-SCP, CEO of SHRM, talking to Kathleen Hogan and Jared Spataro about the integration of AI in enhancing work at Microsoft, insights on AI adoption strategies, and addressing the balance between AI opportunities and workforce implications.
FIG 1: The New Hiring Imperative: AI Aptitude Takes Centre Stage (Source: Microsoft Work Trends, 2024)
ANSHUL SHEOPURI AND LUCRECIA BORGONOVO - At the inflection of AI and HR: How Mastercard is equipping employees for the AI era
We recognize the best way to build trust is to bring our employees along with us on our AI journey, ensuring they are made aware of and educated about our commitment to responsible and ethical AI — in addition to the benefits that AI can bring to their day-to-day experiences and overall career path.
Anshul Sheopuri and Lucrecia Borgonovo share five areas where Mastercard is using AI to improve the way their employees work, grow and manage their careers: (1) AI as career coach. (2) AI as wellbeing guide. (3) AI as workflow assistant. (4) AI as co-pilot. (5) AI as workforce planning partner. For more insights, particularly with regards to how Mastercard is using AI in Unlocked, its internal talent marketplace, I recommend watching the recording of the CHRO Panel at the recent Gloat Live event in New York, where I moderated a panel featuring Michael Fraccaro, Mastercard’s chief people officer, as well as Tanuj Kapilashrami and Tamla Oates-Forney.
MCKINSEY - A new future of work: The race to deploy AI and raise skills in Europe and beyond
Up to 30 percent of hours worked could be automated by 2030, boosted by gen AI, leading to millions of required occupational transitions
An insightful McKinsey study, which explores labour markets in ten European countries and the United States, in the years to 2030 given factors including labour shortages, productivity challenges, and the inexorable rise of technology. The report identifies four key priorities for companies: (1) Understand the potential: Leaders need to understand the potential of how AI and gen AI can augment and automate work. (2) Plan a strategic workforce shift: Once they understand the potential of automation technologies, leaders need to plan the shift toward readiness for the automation and AI era. (3) Prioritise people development: To ensure that the right talent is on hand, leaders could consider strengthening their capabilities to identify, attract, and recruit future AI and gen AI leaders in a tight market. (4) Pursue the executive-education journey on automation technologies: Leaders also need to undertake their own education journey on automation technologies to maximise their contributions during the coming transformation. (Authors: Eric Hazan, Anu Madgavkar, Michael Chui, Sven Smit, Dana Maor, Gurneet Singh Dandona, and Roland Huyghues Despointes).
FIG 2: Source - McKinsey
JEREMIE BRECHEISEN - What Companies Don’t Know About How Workers Use AI
Managers influence 70% of team engagement and they can ensure that your AI strategy supports the organization’s goals and expectations in terms of innovation, agility, and productivity.
Jeremie K Brecheisen presents Gallup research, which finds that leaders do not fully understand their employees’ use of, and readiness for, AI. The study finds that seven in 10 employees never use AI in their job, with only one in 10 saying they use AI on a weekly basis or more often. Brecheisen offers three recommendations for leaders to find the right balance of control and trust around AI, including measuring how their employees currently use AI, cultivating trust by empowering managers, and adopting a purpose-led AI strategy that is driven by the company’s purpose instead of a rules-heavy strategy that is driven by fear.
FIG 3: Could AI improve how work gets done? (Source: Gallup)
HEIDI GRANT, GINNIE CARLIER, AND FRANK GIAMPIETRO - Using Data to Design Your Hybrid Work Policies | JOSE MARIA BARRERO, NICHOLAS BLOOM, SHELBY BUCKMAN, AND STEVEN J. DAVIS - Survey of Working Arrangements and Attitudes (SWAA) (May 2024)
In their article for Harvard Business Review, Heidi Grant, Ginnie Carlier, and Frank Giampietro outline how EY has taken a data-driven approach to questions around hybrid work. Their data comparing the performance and well-being of hybrid employees with their fully in-person and remote counterparts has yielded often surprising insights. For example, EY found that hybrid employees who spent 40% to 60% of their time in person experienced higher well-being, belonging, skills development, and engagement when compared to fully remote or in-person employees. The article also provides guidance on how enabling teams to co-create and commit to ways of working drives work-life balance and wellbeing. Read alongside the May 2024 update of the WFH Research report by Jose Maria Barrero, Nick Bloom, Shelby Buckman, and Steven J. Davis, which amongst its many highlights, finds that 66% of workers use an office at least once a month (see FIG 4).
FIG 4: Source – wfhresearch.com
PEOPLE ANALYTICS
PIETRO MAZZOLENI - Blueprint for Balance: IBM’s Guide to Managing and Protecting People Data
In another edition of what it proving to be consistently one of the best newsletters of 2024 – People Data Platform – Pietro Mazzoleni shares the three core principles of how IBM manages and protects people data (see FIG 5). He explains how his team effectively secures data, strikes a balance between protection and accessibility, and establishes clear ownership of every piece of data.
FIG 5: Three core principles for managing and protecting people data (Source: Pietro Mazzoleni)
MCKINSEY - Master data management: The key to getting more from your data
Master data management can give organizations a leg up by allowing them to easily organize and access data about customers, suppliers, products, and employees.
An essential read for HR and people analytics professionals looking to bring their people and other organisational data together to drive value for the company, customers and employees. The article by Aziz Shaikh Holger Harreis Jorge Machado and Kayvaun Rowshankish, provides findings from a McKinsey study on how large companies organise, use, and mature their master data management (MDM). It includes examples of how MDM creates value in five ways (e.g. how MDM standardises data across entities to provide a unified view across various systems), common challenges (e.g. poor data quality – see FIG 6), and guidance on how to implement MDM effectively (e.g. establishing a robust data governance model to maintain integrity and reliability of MDM capabilities).
FIG 6: MDM quality issues (Source: McKinsey)
ANNETT ZIPPEL AND PATRICK COOLEN - Finding the right People Analytics Leader for your organization | MARTHA CURIONI - People Analytics for HR: Demystifying People Analytics | SERENA HUANG - Winning Over Gen Z: How AI & Data Can Create the Ideal Workplace | RORY O’GALLAGHER - Bridging Surveys and Conversations with Generative Listening Tools | WILLIS JENSEN - Moving Beyond Correlation to Causation in People Analytics | LOUISE BAIRD - How To Use People Analytics to Improve Manager Effectiveness
In recent editions of the Data Driven HR Monthly, I’ve featured a collection of articles by current and recent people analytics leaders. Six are highlighted here. (1) In an interview with Annett Zippel of KennedyFitch, Patrick Coolen shares insights on the components of a successful people analytics practice, how to get started, and the skills to look for and build in a people analytics leader. (2) Martha Curioni outlines a five-step methodology to undertake a people analytics project, with the first step perhaps being the most important: Define the Problem Statement. (3) Serena H. Huang, Ph.D. provides guidance on how AI and data can help create effective wellbeing and DEI strategies that resonate with Gen Z. (4) Rory O'Gallagher breaks down the what, why, and how of generative employee listening tools, including how they differ from traditional surveys, how to integrate them into your employee listening ecosystem, and how they will evolve. (5) Willis Jensen sets out the challenges of establishing causation in people analytics and provides guidance on how to get past these challenges such as identifying actionable variables (see FIG 7). (6). Louise Baird, Head of People Analytics at Marks & Spencer, offers practical steps on how to drive manager effectiveness through people analytics.
FIG 7: Examples of non-actionable and actionable variables in people analytics (Source: Willis Jensen)
THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE
NORM SMALLWOOD AND DAVE ULRICH - HR Transformation: Common Pitfalls and Tried and True Tips
Not developing the HR professionals to do strategic work is the #1 reason HR Transformation fails
Norm Smallwood, Dave Ulrich and The RBL Group outline four common HR Transformation pitfalls and tips to overcome each: (1) HR transformation is about transforming the entire HR Department to create value for the business. (2) It requires an understanding of the work that creates value for the business and then designing the organisation and building HR leaders and professionals to enable it (see FIG 8). (3) Invest in providing HR professionals with frameworks, tools, and shared language to do strategic work – “For impact on the business, HR must invest in itself.” (4) Capabilities are the link between business strategy and HR actions.
FIG 8: Source – The RBL Group
ZAC UPCHURCH | TALENT STRATEGY GROUP – CHRO Trends 2024: Insights from the Fortune 200 Chief Human Resources Officer and Chief People Officer Changes
Zac Upchurch presents the key findings from the seventh annual edition of The Talent Strategy Group’s CHRO Trends report. Three of the ten trends are: (1) A Decline In CHRO/CPO Appointments - 2023 had the fewest Fortune 200 CHROs/CPOs appointments since the report’s inception, with 22 new CHROs/CPOs appointed in 2023. (2) The Rapid Increase in Internal Succession - 73% of 2023 appointed CHROs/CPOs came to the role via internal succession, a rate not seen since 2017. (3) The HRBP as the CHRO/CPO Stepping Stone - The vast majority of the 2023 CHRO/CPO appointments consisted of individuals that served in a HRBP role prior to their CHRO/CPO appointment.
FIG 9: Internal vs. External CHRO/CPO hires in 2023 (top) and from 2017-2023 (bottom) (Source: Talent Strategy Group)
STORYTELLING WITH DATA SPECIAL
JAY DORIO - How to Empower HR Through Data Literacy | BRENT DYKES - Data Storytelling Arc: Demystifying Narrative Structure In Data Stories | NANCY DUARTE - How to Create Slides That Suit Your Superiors: 11 Tips | GANES KESARI - The Enduring Power of Data Storytelling in the Generative AI Era | COLE NUSSBAUMER KNAFLIC - How HR professionals can Master Storytelling with Data
As Jay Dorio reveals in his article, which is based on Insight222 research on how to build data literacy in HR at scale, storytelling is one of the five core skills HR professionals need to build to improve their data literacy. Four resources I recommend on storytelling are: (1) Brent Dykes analyses alternative narrative models for data storytelling and presents his Data Storytelling Arc (see FIG 10). (2) Nancy Duarte outlines 11 tips for preparing slides for an internal presentation, which includes four things you must have in every exec’s slides: start with an executive summary, have a logical organisation, make it skimmable, and focus on concise insights. (3) Ganes Kesari presents a 2x2 (see FIG 11) to help select the best approach to drive decision-making with data. (4) In a recent episode of the Digital HR Leaders Podcast, Cole Nussbaumer Knaflic discusses the transformative power of storytelling in the context of people data and analytics.
FIG 10: Data Storytelling Arc (Source: Brent Dykes)
FIG 11: What kind of decision are you making? Four Situations (Source: Ganes Kesari)
WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS
AMANDA EVANS - Applying People Analytics To Organizational Design
Amanda Jane Evans draws on recent collaborative research by Andrea Derler, Ph.D. of Visier Inc. and Amy C. Lewis, PhD to demonstrate how people analytics can inform actions on team size that drive business performance. The research highlighted that smaller teams—specifically those with six to 10 members—tend to harbour more high performers and have lower resignation rates (see FIG 12). In her article, Amanda explains that people analytics revealed that smaller teams at Partners Group are more likely to be successful in scenarios with direct client contact where high expectations for performance and stakeholder management are set. Amanda also explains how the firm proactively uses people analytics to analyse span of control during business transformation.
FIG 12: Smaller teams have lower resignation rates (Source: Visier)
EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING
MCKINSEY - To defend against disruption, build a thriving workforce
To build a thriving workplace, leaders must reimagine work, the workplace, and the worker.
Generative AI provides organisations – and HR professionals – with the opportunity to reimagine work, the workplace and the worker. In their article, the McKinsey team of Jacqui Brassey, PhD, MA, MAfN (née Schouten), Aaron De Smet, Emily Field, Taylor Lauricella, and Brooke Weddle, break down what a ‘thriving culture’ is (and what it isn’t) and offer five actions companies can adopt to maximise healthy work environments, team effectiveness, and employee well-being so that more workers can reach their peak performance.
FIG 13: Employee segments as a share of an organisation’s workforce (Source: McKinsey)
DAWN KLINGHOFFER - The Key to a Thriving Workforce? A Smart Approach to AI
What we find is that AI is really there to help you take friction and toil out of the system, and to remove the drudgery of work. And when people are able to remove some of that drudgery, we see that they’re more productive, and they thrive more.
Dawn Klinghoffer, Global Head of People Analytics at Microsoft, shares insights from the company’s recent Employee Signals survey. The findings not only highlighted the tangible benefits of thriving, but also identified a key catalyst for fostering it: access to AI. The article then highlights how thriving – and access to AI – has a positive impact on three indicators of high performance: (1) Meaningfulness (incorporating AI into the day correlated to a 20% jump in scores relating to meaningful work). (2) Empowerment. (3) Energy (scores on energy-related questions for those using AI jumped almost 27%). Dawn also shares the ABCs of thriving with AI: Accelerate alignment, Be inclusive, and Cultivate collective growth. This is another example of how Microsoft’s comprehensive approach to employee listening (see FIG 14) – coupled with the sponsorship of the CEO, Satya Nadella, leads to insights that drive positive outcomes for the business and the workforce. For more on Microsoft’s approach to employee thriving, listen to Dawn in conversation with me on the Digital HR Leaders podcast: How Microsoft Created A Thriving Workforce By Going Beyond Employee Engagement.
FIG 14: Microsoft’s Employee Listening Ecosystem (Source: Dawn Klinghoffer)
EMILY PELOSI AND PAIGE MCGLAUFLIN - Intuit’s ‘head of employee listening’ talks about the science of worker feedback—and the art of asking the right questions
In an interview with Fortune, Emily Pelosi, PhD, Head of Employee Listening at Intuit, discusses why her role was created, what it involves, and how she helps Intuit’s leaders harness employee feedback to make better and more informed decisions based on data. Two areas that really resonate, are (1) how Emily partners closely with Intuit’s CEO and chief people officer to shape their bi-annual survey and take action on the results. (2) the importance of asking the right questions.
BENJAMIN LAKER AND STEFANIA MARIANO - The Unexpected Upsides of Letting Employees Define Their Jobs | JACKSON ROATCH - The Work-GPT Paradox, AI and Job Crafting
Job crafting creates an environment of autonomy, encouraging employees to take initiative and innovate.
Three resources about ‘job crafting’, which in the article by Benjamin Laker and Stefania Mariano is described as: “Job crafting is a proactive approach where employees reshape their roles to infuse more meaning and engagement into their work.” Their article describes the three primary components – task crafting, relational crafting, and cognitive crafting – and discusses the benefits, challenges and considerations for implementing job crafting successfully. In the second article, Jackson Roatch explains how using AI more can enable employees to use job crafting to make their jobs 5-10% better. He cites research by Amy Wrzesniewski, as well as the work of Ravin Jesuthasan, CFA, FRSA and John Boudreau in deconstructing jobs, to provide an example of how AI can shape the role of a data analyst (see FIG 15). Finally, for more on job crafting, I recommend listening to Dan Cable in discussion with me on the Digital HR Leaders podcast: How to Help People Love What They Do At Work.
FIG 15: Using AI to ‘job craft’ the role of the data analyst (Source: Jackson Roatch)
LEADERSHIP, CULTURE, AND INCLUSION
ALLAN H. CHURCH, JAMES SCRIVANI, AND MARKUS GRAF - Unleashing The Power of Assessments for Leaders and their Organizations
Based on their experience of working with assessment tools in organisations such as PepsiCo and Novartis, Allan Church, Ph.D. Jim S. and Markus Graf present a three-step guide to building an effective, impactful and meaningful assessment system: (1) Focus Assessments on Future Capabilities Needed for Your Organisation. (2) Take a Multi-Trait, Multi-Method Approach to Assessment, aka Use Multiple Lenses. (3) Unlock the Value of Assessment Insights for Leaders, Teams, and the Organisation (see FIG 16).
FIG 16: The Three Levels of Assessment Insights (Source: Church et al)
MCKINSEY - In the spotlight: Performance management that puts people first
Companies that focus on their people’s performance are 4.2 times more likely to outperform their peers, realizing an average 30 percent higher revenue growth and experiencing attrition five percentage points lower.
While effective performance management systems support employees to develop, new research by McKinsey finds that most companies fall short of best practices. In their article, Amaia Noguera Andrea Pedroni Asmus Komm and Simon Gallot Lavallée provide insights on how leading companies approach performance management across four elements - goal setting, performance reviews, ongoing development, and rewards (see FIG 17). The article also digs into five enabling factors: (1) Ensure that performance management systems are agile. (2) Provide regular feedback. (3) Establish an effective fact base. (4) Maintain rating and differentiation. (5) Employ gen AI.
FIG 17: Designing a performance management system (Source: McKinsey)
CATHERINE COPPINGER - Manager Effectiveness: 5 Metrics That Matter More than eSat Scores
Catherine Coppinger presents findings from Worklytics research on manager effectiveness, which highlights the top drivers of low and high manager satisfaction (see FIG 18). The article also recommends metrics for measuring manager effectiveness, which are based on five things top-performing managers tend to do: (1) Provide regular coaching. (2) Define and implement reasonable team norms. (3) Support their team (without micromanaging). (4) Elevate and unblock their team via network connections. (5) Routinely engage with team members in-person. For more insights on this topic, listen to Catherine on a recent episode of the Digital HR Leaders podcast: How to Use Passive Data to Enhance Manager Effectiveness. I also recommend checking out the deck Philip Arkcoll and Michael Arena presented recently at Society for Industrial and Organizational Psychology (SIOP): The ONA Hype Cycle: Why this Time is Different.
FIG 18: The drivers of lower and higher manager satisfaction (Source: Worklytics)
HR TECH VOICES
Much of the innovation in the field is driven by the vendor community. I’ve picked out a few resources from May that I recommend readers delve into:
ARCTIC SHORES - The pragmatist’s playbook for skills-based hiring – An indispensable guide to skills-based hiring from Robert Newry and the team at Arctic Shores. It features: why companies are shifting from experience to skills-based hiring (see FIG 19) a seven-step framework for skills-based hiring, case studies from Siemens and Molson Coors, and contributions from the likes of Hung Lee, Gemma Aldridge, Joe Sidley, and Yasar Ahmad.
FIG 19: The shift from experience-based to skill-based hiring (Source: Arctic Shores)
ANDY PRZYSTANSKI - Lattice Data Reveals Lower Engagement, Stretched Managers, and More – Andy Przystanski presents findings from analysis of over one million employees on Lattice’s people platform including (1) Engagement is down - between 2022 and 2023, eNPS decreased from an already low 33.33 to 24.8 (see FIG 20). (2) Manager span of control is increasing. (3) Soft skills are in high demand.
FIG 20: Source - Lattice
FRANCISCO MARIN - Embracing Generative AI in Organizational Network Analysis: 8 Key Considerations for Success – Francisco Marin of Cognitive Talent Solutions sets out eight key considerations for successfully incorporating GenAI into organisational network analysis including: (1) Define clear objectives, (2) Ensure data quality, and (3) Prioritise privacy and ethics.
KEN OEHLER - Unlocking the Power of Personality – Ken Oehler presents new research from RADICL, which explores the link between personality traits and areas such as hybrid collaboration, trust, employee experience, and productivity. A fascinating read.
FIG 21: Source - RADICL
FRESIA JACKSON, HEATHER WALKER, AUBREY BLANCHE-SARELLANO - Workplace Diversity, Equity, and Inclusion 2024 Report – Culture Amp’s Workplace DEI Report is always an insightful read and the 2024 edition is no exception. As Aubrey Blanche-Sarellano writes in the Foreword: “DEI has become both a buzzword and the target of significant backlash.” The report by Fresia Jackson, Heather Rose Walker, PhD and the team provides detail on five key findings including: (1) Perception of DEI in the workplace is falling globally. (2) Intersectionality has a compounding effect. (3) Embedding DEI into existing programs has a bigger impact.
FIG 22: Source – Culture Amp
PODCASTS OF THE MONTH
In another month of high-quality podcasts, I’ve selected four gems for your aural pleasure:
COLE NAPPER, SCOTT HINES, AND GUESTS – Live from SIOP 2024 – If you only listen to one podcast this month, I highly recommend this episode of the Directionally Correct podcast, recorded live at the recent SIOP 2024 event. Joining hosts Cole Napper and Scott Hines, PhD, are a stellar list of people analytics practitioners: Anthony Ferreras, Amy Frost Stevenson, PhD, Rob Stilson, Ph.D., Emily Pelosi, PhD, and Kelsie L. Colley, M.S. PhD ABD.
SERGIO EZAMA - Unlocking the Secrets of Netflix's Innovative HR Strategy – Netflix CHRO Sergio Ezama joins Lars Schmidt on the Redefining Work podcast to share a unique approach to compensation that's setting new benchmarks in the HR landscape.
VIDYA KRISHNAN AND PETER SHEPPARD – Why Skills are like Oxygen – Vidya Krishnan and Peter Sheppard join Stacia Sherman Garr and Dani Johnson on RedThread Research’s Workplace Stories podcast to share Ericsson’s skills-based approach and why “Skills are like oxygen, invisible but necessary.”
TOMAS CHAMORRO-PREMUZIC - Why so many bad bosses still rise to the top – Dr Tomas Chamorro-Premuzic, Bryan Hancock, and Brooke Weddle join host Lucia Rahilly on the McKinsey Talks Talent podcast to discuss why the traits that propel us to the top seem to diverge so widely from those that make us great leaders—as well as how to choose stronger, more successful, and more diverse candidates for leadership roles.
VIDEO OF THE MONTH
NEHA UPADHYAYA – Building an Impactful People Analytics Practice
I recently had the privilege of attending the Wharton People Analytics Conference - thanks to Matthew Bidwell, Laura Zarrow, and team. All the sessions from the event can now be viewed including this one featuring Neha Upadhyaya presenting the findings of interviews and surveys of people analytics leaders. The talk presents the initial findings, including the trends they've uncovered, and the pitfalls to avoid in order to build and sustain an impactful people analytics team.
BOOK OF THE MONTH
ANISH LALCHANDANI – The Skills Advantage: A Human-Centered, Sustainable, and Scalable Approach to Reskilling
In the ‘Book of the Month’, Anish Lalchandani breaks down ‘why’ companies should make the paradigm shift towards a skill-centric approach, ‘how’ it contributes to business success, and provides guidance on ‘what’ steps practitioners can take with regards to Agility, Awareness, Application and Alliances in building a comprehensive reskilling strategy. The book is an indispensable guide for HR leaders looking to embrace a successful skills-based approach.
RESEARCH REPORT OF THE MONTH
STEFANO DI LAURO, AIZHAN TURSUNBAYEVA, GILDA ANTONELLI. AND LUIGI MOSCHERA - Disrupting human resource management with people analytics: a study of applications, value, enablers and barriers in Italy
In their paper, Stefano Di Lauro, Aizhan Tursunbayeva, PhD, GRP, Gilda Antonelli, and Luigi Moscheraexplore the adoption and impact of people analytics in Italy. Key findings suggest that people analytics, particularly descriptive, is growing, and that benefits are being enjoyed at both an organisational and employee level.
FIG 23: People Analytics value for organisations in Italy (Source: Di Lauro et al)
FROM MY DESK
May saw four episodes of the Digital HR Leaders podcast - with two each sponsored by our friends at Worklytics and Crunchr. Thank you to Philip Arkcoll and Laura Morris from Worklytics and Ralf Bovers and Dirk Jonker from Crunchr for your partnership and support.
LASSAAD ESSAFI AND DAVID GREEN - How EDLIGO Enhances Organisational Performance with Skills-Based Models - In this Expert Interview, I sit down with Lassaad Essafi, CEO at EDLIGO Talent Analytics and Learning Analytics to explore why a skills-based approach to talent management is not just a strategic imperative but a significant driver of business value and organisational performance, drawing upon recent studies and real-world examples.
LOREN SHUSTER - Lego’s Blueprint for Modern HR: People, Places and Culture - Loren I. Shuster, Chief People Officer at the LEGO Group joins me to discuss Lego’s blueprint for modern HR.
CRAIG STARBUCK – Understanding the Build vs. Buy Dilemma in People Analytics and HR Tech – Craig Starbuck, PhD reflects on his decade long journey in the field and provides insights on aligning people analytics with business priorities, build vs. buy, ONA use cases, partnering with finance, and building data literacy in HR professionals.
DAVID GREEN - How can HR use people analytics to revolutionise the workplace experience? – A round-up of Series 38 of the Digital HR Leaders podcast, with insights from Nickle LaMoreaux, Cole Nussbaumer Knaflic, Catherine Coppinger, Loren I. Shuster and Craig Starbuck, PhD.
DAISY AUGER-DOMINGUEZ - Four Steps Towards Building a More Diverse and Inclusive Company Culture – Daisy Auger-Dominguez (she/her/ella) joins me to share insights from her book, Inclusion Revolution, including her four-step model (Reflect, Vision, Act, Persist) and how these principles can be practically applied to instigate meaningful change.
KATE BRAVERY AND ILYA BONIC - Navigating the Future of Work: AI, Skills, and Trust in the Modern Workforce – Kate Bravery and Ilya Bonic of Mercer, two of the authors – along with Kai Anderson – of Work Different: 10 Truths for Winning in the People Age join me for a discussion on how AI and skills are shaping the future of work, workforce and workplace, and how organisations that prioritise trust and transparency will ultimately win.
DAVID GREEN - Five Ways HR Creates a Thriving Organisational Culture – An article inspired by Series 37 of the Digital HR Leaders podcast, where we dug in to the anchors of culture to identify five ways in which HR can support a thriving organisational culture. These include employee listening, continuous learning, and empowering line managers. The article features insights from episodes with Rebecca Thielen, Didier Elzinga, Rob Briner, and Louise Millar / Olivia Edwards.
LOOKING FOR A NEW ROLE IN PEOPLE ANALYTICS OR HR TECH?
I’d like to highlight once again the wonderful resource created by Richard Rosenow and the One Model team of open roles in people analytics and HR technology, which now numbers over 525 roles.
THANK YOU
Amit Mohindra for including me in his post about people analytics and power, and for calling out Jeremy Shapiro’s seminal 2010 Harvard Business Review article, Competing on Talent Analytics, which was co-authored by Tom Davenport and Jeanne Harris.
Paul David and the team at Literal Humans for including me in their list of The Top 43 HR Tech influencers to help promote your product.
Anastasia Mizitova, SHRM-SCP, CPCC for endorsing Excellence in People Analytics.
Sanja Licina, Ph.D. for her post about Excellence in People Analytics.
Olimpiusz Papiez for sharing his key learnings on storytelling in people analytics, inspired by the recent Digital HR Leaders podcast episode with Cole Nussbaumer Knaflic: Mastering Storytelling for HR Transformation.
Christopher Cerasoli for posting about the Digital HR Leaders podcast episode with Craig Starbuck, and highlighting the need for HR to speak the language of finance.
Helena Turpin for including the Digital HR Leaders podcast in her six recommended podcasts for learning.
Charlotte Chandler for also including the Digital HR Leaders podcast in her list of five recommended podcasts for HR professionals.
Similarly, Mirro.io for including the Digital HR Leaders podcast in their list of 13 top HR podcasts
Thomas Kohler for including the April edition in his round-up of recommended HR resources.
Julia Reis for also including the Data Driven HR Monthly in her list of resources for HR professionals
Juliette Matharan for including the podcast episode with Louise Millar and Olivia Edwards in her five podcasts of the month
Qandle for including me in their list of Top 25 HR Influencers and Leaders to follow
ABOUT THE AUTHOR
David Green ?? is a globally respected author, speaker, conference chair, and executive consultant on people analytics, data-driven HR and the future of work. As Managing Partner and Executive Director at Insight222, he has overall responsibility for the delivery of the Insight222 People Analytics Program, which supports the advancement of people analytics in over 90 global organisations. Prior to co-founding Insight222, David accumulated over 20 years experience in the human resources and people analytics fields, including as Global Director of People Analytics Solutions at IBM. As such, David has extensive experience in helping organisations increase value, impact and focus from the wise and ethical use of people analytics. David also hosts the Digital HR Leaders Podcast and is an instructor for Insight222's myHRfuture Academy. His book, co-authored with Jonathan Ferrar, Excellence in People Analytics: How to use Workforce Data to Create Business Value was published in the summer of 2021.
SEE ME AT THESE EVENTS
I'll be speaking about people analytics, the future of work, and data driven HR at a number of upcoming events in 2024:
June 4-5 - Insight222 European Peer Meeting (hosted by Nestlé in Vevey, Switzerland) - exclusively for member organisations of the Insight222 People Analytics Program
June 25-26 - Insight222 North American Peer Meeting (Minneapolis, US) - exclusively for member organisations of the Insight222 People Analytics Program
September 16-19 - Workday Rising (Las Vegas)
September 24-26 - Insight222 Global Executive Retreat (Colorado, US) - exclusively for member organisations of the Insight222 People Analytics Program
October 16-17 - UNLEASH World (Paris)
October 22-23 - Insight222 North American Peer Meeting (hosted by Workday in Pleasanton, CA) - exclusively for member organisations of the Insight222 People Analytics Program
November 12-14 - Workday Rising EMEA (London)
November 19-20 - Insight222 European Peer Meeting (hosted by Merck in Darmstadt, Germany) - exclusively for member organisations of the Insight222 People Analytics Program
AI in HR
2024年06月03日
AI in HR
Top 10 HR and People Analytics Themes of 2023
As we near the end of another successful year here at Insight222, we want to reflect on the top themes that have emerged in our content.
From data-driven insights to real-world examples, our team has worked meticulously to deliver informative and persuasive articles that aim to enhance the HR and people analytics function. And we have seen some exciting changes and advancements in the field this year.
So, without further ado, here are the top themes that have taken front stage in our content during 2023.
Psychological Safety in the Workplace
Psychological safety in the workplace has been proven time and time again that without it, a team cannot thrive. In fact, we like to think of it as the epitome of successful teams.
Therefore, it's no surprise that this theme carries over from last year. Some of our most popular blogs discuss measuring psychological safety in the workplace, understanding how organisational culture impacts it and exploring how companies like Microsoft are transforming their organisational culture to prioritise psychological safety and promote a positive work environment.
Behavioural Science in HR
(Source: People Analytics Trends 2021)
The integration of behavioural science into HR and people analytics practices has been gaining traction for the past few years, and this year was no exception. With the changing nature of skills and roles in HR, the need for understanding human behaviour and decision-making has become increasingly important in driving impactful business outcomes.
With this, our article on exploring the role of behavioural science in HR and how it can be leveraged to improve employee engagement, performance, and productivity was one of our most popular reads of 2023.
How AI is Changing the HR Landscape
No discussion about the future of work is complete without considering the role of artificial intelligence (AI).
(Source: The Impact of GPT and Generative AI Models on People Analytics (Interview with Andrew Marritt))
AI has been incorporated into HR for some time now. We have been using it to automate routine tasks, streamline recruitment processes and improve HR analytics. However, with the birth of generative AI models like Chat-GPT, it is an understatement to say that AI has revolutionised every aspect of HR. Better yet, it's safe to say that it has and will continue to revolutionise every business function within an organisation.
From utilising AI in people analytics to how it is transforming the HR landscape, our articles on the impact of Chat-GPT and generative AI models and how AI is changing HR analytics have been among the most popular reads of this year. And for good reason - with the potential to improve decision-making, streamline processes, and enhance employee experience, AI is a topic every HR and people analytics professional should pay attention to.
The Impact of Analytics on HR
Our Insight222 research has shown time and time again that organisations that invest in people analytics drive better business outcomes, which is why, this year, we continued to dig deeper into this topic by exploring the New Model for People Analytics.
With the rise of digital transformation and the increasing importance of data in driving strategic business decisions, our articles on using statistics to drive actionable outcomes, why people analytics is so important for HR, and how social capital can be measured have been highly sought-after reads.
Upskilling the HR Function and Building Data Literacy at Scale
Considering the previous points, it's understandable that upskilling the HR function and building data literacy at scale have emerged as key themes this year. To fully leverage the benefits of AI and data analytics, HR professionals must develop a strong understanding of data and how it can be used to drive strategic decision-making.
As such, in July, we released our research, Upskilling the HR Profession: Building Data Literacy at Scale, which outlines the skills and competencies that HR professionals need to succeed in the digital age. It also highlights how HR leaders need to build an effective skill-based workforce planning capability.
(Source: Measuring the ROI of Employee Training and Development)
Interestingly, this research has also sparked discussions on who holds the responsibility for scaling data literacy across HR, which we explore in our article Who Holds the Responsibility for Scaling Data Literacy Across HR?
Measuring the ROI of Employee Development
Building upon the theme of upskilling and data literacy, it's important to also focus on measuring the ROI of employee development. As professionals in the HR sector, we know all too well that investing in employee training and development is crucial for an organisation's long-term success.
But with senior executives increasingly asking (and expecting) HR to demonstrate the value of these investments, our article on measuring the ROI of employee training and development has been one of the most popular reads this year.
Delivering Greater Value for the Business Through People Analytics
At its core, people analytics is about delivering greater value for the business. Our 2022 research, Impacting Business Value: Leading Companies in People Analytics, is a testament to this. Leading Companies (organisations that drive the most business impact through people analytics) have consistently shown better financial performance, higher employee engagement and retention rates, and overall greater success compared to their less data-driven counterparts.
This is why, in 2023, we have seen a surge of interest in articles on delivering greater value for the organisation with people analytics and the growing influence of people analytics in strategic business decisions.
And this trend will only continue as more and more organisations recognise the importance of incorporating data-driven insights into their decision-making processes.
Challenges to Building Data Literacy
If there is one thing we have identified as a common theme this year, it's the challenges of building data literacy within HR. From understanding the technical aspects of data analysis to gaining buy-in from senior leadership, organisations face various hurdles when trying to build a culture of data literacy.
(Source: Insight222 Research: Upskilling the HR Profession: Building Data Literacy at Scale)
However, as we continue to uncover the value that analytics brings to HR and the business as a whole, these challenges will become easier to overcome. And with more resources and tools available to support data literacy efforts within organisations, we are confident that this theme will evolve in 2024.
Evolving the HR Practice
In all, as we wrap up another year, it's clear that people analytics and data-driven HR practices have become even more ingrained in our work. From the importance of psychological safety and behavioural science to the impact of AI, measuring ROI, and delivering greater value to the business - these are just a few key themes that have shaped our content this year.
However, as we move forward, HR professionals must continue developing their data literacy and upskilling themselves to drive the success of their organisations further.
To that end, we look forward to seeing how these themes will evolve and shape the future of HR in the coming years.
Manpreet RandhawaDecember 18, 2023
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