• Business Transformation
    Josh Bersin: 随着经济放缓，关注未来的技能：改变的能力 本周，我们看到美国失业率“上升”到 4.3%，经济学家开始呼吁降低利率。对于那些每天与公司和领导者交流的人来说，我会说我们正经历一个正常的经济周期。 上一次重大衰退（不包括疫情，因为那不是需求放缓）是在2008年和2009年。这意味着我们已经有近16年没有经历严重的经济周期了，几乎是通常周期的两倍。虽然疫情确实让公司放慢了脚步，但我们迅速恢复了。所以从失业率来看，它大致是这样的。 在经历了50年的失业率变化后，目前的失业率比五十年前降低了12%，这让我得出结论，我们正生活在“长期劳动力短缺”中。同时，美国的GDP在此期间增长了1500%。 虽然我们目前的GDP增长可能有所放缓（我认为这是由消费者价格使我们耗尽了支出引起的），但实际上我们只是看到从“工业化、高劳动密集型企业”向所谓的“后工业化”公司的长期转型，这些公司往往需要更少的“工人”和更多高技能员工。（阅读我们的后工业时代研究。） 仍然有大量的小时工工作：护理、医疗、交通、建筑、零售、娱乐、能源和许多其他行业依赖各种类型的“劳动”工人。这些工作随着时间的推移变得越来越自动化，导致工资提高和技能升级，但美国仍有约63%的工人没有大学学位，其中大多数人找到了工作。 虽然每个人似乎对英特尔、UKG, Intuit或其他“与AI相关”的裁员感到有些恐慌，但美国经济的反应良好。我知道许多公司正在试验AI和其他技术，每个公司都担心失去有价值的人才，因为劳动力市场依然竞争激烈。 是的，一些公司会进行裁员。通常这是由糟糕的领导、糟糕的规划或只是对投资者的本能反应引起的。最终，随着出生率保持在低水平，我们仍将面临劳动力短缺，人的价值将继续上升（正如我过去指出的，裁员并非不可避免）。 在过去的三周里，我与欧洲超过20家大公司会面，每家公司都在投资于员工发展、技能再培训、内部流动性和提高生产力的项目。在欧洲，裁员既困难又昂贵，因此公司感受到劳动力短缺的压力，他们仍在投资员工。 至于消费者需求开始下降，我们正面临一个“长期结束”阶段，这是由高价格的延续引起的。消费者对过去五年的高价格感到厌倦，而在此之前，我们经历了近十年的零利率时期，房价和大多数资本品价格持续上涨。现在这两个因素都结束了，我们只是回到了更正常的经济状态。 换句话说，如果你因为“可以”而提高价格，最终你将付出代价，当消费者反抗时。如果你停止投资于员工，他们会“悄然离职”或另寻他处。这些是我认为的“正常商业经济”，我认为我们正看到这种正常性的发生。 作为一个动态组织运营 当然，最大的“趋势”是各行业的数字化和AI革命。汽车制造商被“虚假”引导进入电动车领域，发现混合动力发动机、数字相机和电子产品以及新的购车方式非常具有破坏性。出版商正在找出如何应对AI平台，这次他们保留了自己的知识产权并协商了许可协议。能源公司正在慢慢转向新来源，其他公司都在找出如何实现数字化、AI赋能，并进一步简化我们生产和销售的产品。 这都是商业的“激动人心的工作”，一切都与成为一个动态组织有关。我们的研究指出，以动态方式运营完全是关于人。 经济，通常以周期性变化（通常由过度兴奋和随之而来的疲惫引起）为特征，只是需要应对的事情。对于我这样经历了许多这种高峰和低谷的人来说，当事情不再上升并且我们看到一些冷却期时，我总是感到有点“解脱”。 是的，股市可能会暴跌。它总会在某个时候发生。但那实际上是“众包”效应，通常与我们的公司无关。如果你照顾好你的客户，投资未来，迅速学习AI和所有新技术，你将顺利过渡。正如许多HR领导本月与我谈到的，你的成功很大程度上取决于人。 未来的技能很明确：推动变革的能力 今天我与一群我们每隔几周就交流的HR领导进行了一次有趣的会议。每一位CHRO和其他领导都告诉我们，他们正在投资于员工的“变革管理”和“业务转型”技能。这意味着什么？ 这意味着这样。虽然我们都希望公司有更多的工程师、制造专家、科学家和销售与营销专家，但我们最需要的“技能”是“推动变革的能力”。这种特定的技能非常复杂，需要时间来学习，并且在当前尤为重要。这引出了我的最后一点。 如果你是图凡·厄金比尔吉，劳斯莱斯的首席执行官，你正处于业务转型的过程中，旨在推动工程效率和卓越，你不仅要担心工程师。你要担心那些能够推动、领导、激励和创造变革的人。我相信，这些就是大家常谈的“未来技能”。如果你作为一个专业人士、经理或领导者真正知道如何“推动和执行变革”，这些经济周期在你的职业生涯中只是“一个小波折”。 在与HR领导交谈超过30年并在许多周期中经营我们自己的业务后，我敦促你“不要过于担心”这些大的经济数据。我们正生活在一个每个公司中每个人的经济价值飙升的时期。投资于你的员工和自己，随着经济的变化，你会做得很好。   https://joshbersin.com/2024/08/as-the-economy-changes-focus-on-the-real-skills-of-the-future/
    Business Transformation
    2024年08月03日
  • Business Transformation
    Josh Bersin谈首席人力资源官 (CHRO) 职责的扩展 推荐介绍：这是Josh Bersin最新的一篇文章，谈到了CHRO角色的问题，这确实是一个好问题！在当今快速变化的商业环境中，首席人力资源官（CHRO）的角色变得尤为重要。随着人工智能变革、全球劳工实践和组织重组等挑战，CHRO的职责显著扩大。企业面临广泛的人事问题，包括混合工作带来的压力、劳动力短缺以及需要提高生产力和内部流动性。CHRO在重新设计传统人力资源实践和整合全球及技术进步方面至关重要。 在劳动力短缺的背景下，CHRO需要将旧的“雇用以增长”模式转变为“提高生产力和内部流动性”的模式，这比看起来更难。全球化也是一个挑战，CHRO必须引领公司进行全球化领导力和薪酬实践的调整。此外，行业整合使得大多数CHRO都在处理收购或被收购的前景，带来裁员和组织整合等问题。 领导力的发展同样是CHRO的重要职责。随着组织趋向扁平化，公司需要在各个层面培养领导技能，这是所有人力资源投资中最重要的。 技术也是一个复杂的问题，CHRO必须整理遗留的人力资源系统，并应对技术带来的挑战。 优秀的CHRO不仅是聪明、有创造力的变革领导者，还是精明的商业人士。他们展示了在我们的领域内进行业务转型的能力。我们的CHRO研究计划将为CHRO的专业发展提供支持。   我们一起来看正文： 随着时代变迁，曾被认为是C级高管中地位较低的职位，如今CHRO可能是最重要的职位之一。随着AI不断改变我们的业务，CHRO的职责每天都在增加。（Jack Welch经常说 CHRO是公司中第二重要的职位，甚至比CFO更重要。） 公司面临着各处的人力挑战 首先显而易见的是：公司在各个方面都面临人力问题。大多数公司仍在努力适应混合办公模式，经理和员工压力巨大，员工幸福感处于历史最低点。疫情的创伤切断了公司与员工之间的联系，使各类员工能够自主做出许多决定。 应对劳动力短缺 在这种背景下，我们还面临着持续的劳动力短缺。低生育率和退休的婴儿潮一代将失业率推至50年来的最低点，这个问题在几十年内都不会消失。旧的“雇佣增长”模式正在失效，我们在快速增长的科技公司中看到了“雇佣，然后裁员”的循环。 CHRO们必须将这种模式转变为“提高生产力和内部流动性”，这个转变比看起来要困难得多。 重新设计组织 此外，在过去几年里，公司终于决定废除职能层级结构。我们交谈的大多数公司都在扁平化，取消中层管理人员，并以更跨职能的方式运营。前瞻性组织（如Bayer、ING Bank、Telstra、Mastercard、Netflix）正在采用我们称之为“动态组织 (Dynamic Organization)”的运营模式，创造新的敏捷性和市场响应时间。CHRO必须领导这一努力，并找出如何重新设计工作设计、薪酬、绩效管理和职业发展的传统实践。 每家公司现在都是全球性的 随着远程工作的普及，每家公司现在都具有全球性。这意味着我们必须了解全球劳工实践、不同的人才市场以及如何领导远程团队。CHRO必须领导决策，例如在哪里雇佣、在哪里设立设施，以及如何全球化领导力、薪酬实践、雇佣政策和劳资关系。 并购 我们也处于一个整合的周期。媒体、零售、医疗和科技等行业正在整合。这意味着大多数CHRO都在处理并购或被收购的前景。这些交易带来了裁员、组织整合和高级领导团队对齐的问题。许多人将波音的问题归咎于1997年收购McDonnell Douglas，这次收购创造了一种新的文化。我觉得我们都在成为收购新公司的专家，这迫使CHRO领导不断的整合和变革。 改变领导力培养路径 CHRO还有另一个棘手的角色：领导力模型已经发生了变化。我们不仅需要培养总经理，领导者现在无处不在。扁平化的组织迫使公司在各个层面建立领导技能。当做得好时（如我在下面讨论的Marriott和Delta），领导力发展是至关重要的。在我们所有的HR投资中，领导力发展带来的价值最大。这也落在了CHRO的肩上。 更新传统HR技术 HR技术有些混乱。公司拥有几十甚至上百个传统的HR系统，这些系统充斥着招聘、培训、排班、入职、调查和合规的工具。AI有望提供帮助，但即使是Workday的客户也对他们的系统感到厌倦，（阅读“为什么每个人都讨厌Workday”）。CHRO不能再忽视技术：他们必须解决这些问题。 重新设计HR职能 最后是运行HR这一极其复杂的工作。CHRO领导着公司中最复杂的职能之一，通常被认为是成本中心。CHRO必须改造自己的团队，建立一个敏捷、智能和咨询型的组织。这意味着创建一个系统性HR运营模型 (Systemic HR operating model)，简化员工体验，并培养能够与高级运营领导者咨询和建议的HR领导者。 高绩效的CHRO是什么样的？ 我们每年与数百位CHRO交谈，有许多衡量成功的方法。优秀的CHRO不仅是聪明、有创意的变革领导者，他们也是精明的商业人士。 这些个人帮助领导他们的消费导向公司渡过了疫情，达到了有史以来最大的增长。Delta现在是美国排名第一的航空公司，Marriott现在是世界上排名第一的酒店公司。在这两种情况下，正如我们的HR Hero奖所指出的，这些人展示了创意、商业头脑和我们领域的广泛技能。 介绍我们的CHRO研究计划：CHRO Insights™ 我们正在启动一个以CHRO为导向的大型研究计划，研究CHRO的角色。该计划包括研究、教育、工具和信息。我们已经发现了一些重要的事情（我们查看了47000名全球CHRO的数据，并将他们的职业与许多业务结果进行了比较）。 首先，我们看到CHRO角色在C级高管中的重要性大幅增加。 CHRO的薪酬迅速增加，越来越多的公司告诉我们，HR正在领导公司的AI计划、生产力计划和文化变革。 其次，CHRO的工作比看起来要难。 大多数公司没有为CHRO提供良好的继任计划（84%的高影响力CHRO职位是外部填补的），这告诉我们需要关注这个角色。这激励我们在这里集中精力，您将在接下来的几个月中看到我们关于CHRO职业发展的更多内容。 第三，CHRO角色必须融合对业务、技术、文化和多种HR领域的深刻理解。 我们的全球HR能力模型涵盖了94个不同的领域，超过11000名HR专业人士的平均信心水平约为3分（满分5分）。想象一下CHRO必须面对的各种问题：从AI战略到全球文化、员工体验、薪酬、多样性等等。 第四，CHRO角色正在扩展。 我交谈的许多CHRO现在负责设施战略（因为设施影响混合工作、福利和工作体验）、整体员工体验战略（包括健康和福祉）、员工沟通战略，以及公司中的所有合规、培训、招聘、薪酬和绩效计划。 最后，强大的CHRO正在改造他们的HR职能。 公司正在使用我们的系统性HR模型来整合HR中的职能孤岛，创建新的产品和解决方案团队，并对HR团队进行交叉培训，以应对AI和这些新问题。优秀的CHRO不仅是出色的领导者和高级HR从业者，他们还是商业变革专家。 今年夏天晚些时候，我们将发布我们的第一份CHRO角色研究，并详细描述我们的CHRO Insights计划。 与此同时，我想庆祝那些承担这些角色或渴望承担这些角色的人，并告诉你们我们正在准备一些令人兴奋的事情。
    Business Transformation
    2024年06月22日
  • Business Transformation
    Josh Bersin:AI最终会连通整个企业界吗？问问ServiceNow，他们的回答是肯定的。 本周，ServiceNow在其年度用户大会上迎来了超过22,000名IT和技术专业人士，同时公布了几项对其战略的重大增强。ServiceNow的目标是通过一个全新的工作流软件层整合企业资源，使之能够实现全面连接，进而让员工、顾客以及企业领导通过一个统一的界面访问信息和系统。 历史上，ServiceNow主要通过一系列案例管理和服务交付工具来实现这一目标，这些工具主要服务于IT部门。这个平台极大地帮助IT服务团队自动化和优化了他们日常面临的各种IT请求和问题处理。但随着公司的发展及其野心的扩大，尤其是在Bill McDermott这位我所见过的最杰出领导者的带领下，ServiceNow的发展已经远远超出了原有范畴。 在员工服务领域，ServiceNow即将推出一系列雄心勃勃的产品。首先，原名为HR的员工工作流服务现已扩展到包括工作场所管理、员工入职、调查问卷以及技能分析工具等，还包括从Hitch收购的人才智能平台、内部职位调动与招聘等功能。公司正在开发专门的招聘工作流程，以帮助企业简化面试安排、候选人管理以及内外部候选人关系协调等复杂问题。这个看似小众的领域实际上正变得越来越重要，因为越来越多的公司开始重视内部职位流动和动态。 但在我本周参加这次会议时，我注意到ServiceNow的战略叙述发生了显著变化。Bill McDermott花了近一个小时重申他之前的讲话，但这次他将重点从工作流转移到了人工智能。他基本上将原本的工作流引擎战略替换为了“商业转型的AI平台”，显然，他们不再仅仅关注“数字化转型”。 ServiceNow的商业转型AI平台 他们强调的一个非常重要的信息是，AI将成为企业变革的技术，这与数字化变革的影响相似。 几个月前我们还在讨论数字化转型，现在，这已成为过去式：未来的变革将借助AI实现。没错，从某种意义上来说，每种技术都能成为业务变革的工具，但AI带来的变革程度将远超过互联网本身。这一点我稍后将进一步解释。 ServiceNow将其视为一个集成了异构系统的集合，中心是一个AI引擎。会议上的一个关键案例是一家面包店，因应不同地点的天气变化而调整各种烘焙产品的生产。中心的AI系统能够感知这些变化，预测接下来的行动，并指导工厂调整生产策略，从而满足市场需求，提升销售额。这是一个非常吸引人的案例。 ServiceNow的AI架构 有趣的是，像SAP在20世纪80年代推广集成供应链管理，Qualtrics推广客户体验管理时讲的故事，似乎都在用不同的方法解决相似的问题。Bill McDermott凭借丰富的经验，将这一叙事应用于ServiceNow，展现了他作为CEO的卓越远见和沟通能力。 那么，AI真的能成为未来的企业协调系统吗，将各种遗留平台联系起来，提供解决方案吗？ 我确信这将成为现实。虽然这不会一夜之间实现，但最终会发生。这种变革同样适用于我们的消费者生活。 我们日常工作中的效率之所以低下，往往是因为在寻找信息、处理文档、查询库存等活动中分心。如果能直接通过AI查询并获取答案，无疑会极大提升工作效率。（正如我尝试让Siri帮忙却发现它做不到的那样。） 正如我在本周的播客中讨论的，通过语音或文本提出问题比在Workday、Oracle、SAP等系统中四处查找要简单得多。我们曾努力使这些系统更加用户友好，现在，生成式AI的出现将为这些努力带来新的变革。 ServiceNow之所以能够很好地定位自己，有两个主要原因。 首先，他们长期以来一直在开发工作流工具，很多系统都设计得非常用户友好，即便是普通用户也能轻松使用。这就是为什么有这么多IT开发者选择使用ServiceNow的原因。（我在这周的大会上亲眼见证了这一点。） 其次，他们对这些后端系统的工作原理非常熟悉。ServiceNow的工程和产品团队对SAP、Oracle、Workday等系统进行的工作流程和交易处理有深入了解。 我与HR产品团队有过深入的交流，他们向我展示了如何将员工交易集成到ServiceNow平台中，以便构建生成式AI解决方案，与公司内部的系统进行交互。这一过程需要时间，也不会十全十美，但他们已经在正确的道路上迈出了坚实的步伐。这也引出了一个问题：我们是否应该将所有企业系统整合到这种新的界面下。 ServiceNow的HR产品 然而，这种架构也有潜在的缺点。 首先，成本较高。你现在不仅要购买ServiceNow这一复杂的企业平台，还要维护你现有的复杂企业平台。Oracle、SAP、Workday、Salesforce和Hubspot等都在尝试提供类似服务。你已经为他们的建设付出了巨大的成本，现在又要为ServiceNow付费。ServiceNow的产品不便宜，这从他们的收入就可以看出。 其次，这可能会造成系统的脆弱性。ServiceNow的工作流本身可能会因为业务规则的嵌入而变得过时，你必须管理许多小型应用程序，这些应用程序位于你的其他应用程序之上。当这些应用程序更新或被替换时（很多软件公司被收购后，其产品线会发生变化），作为客户的你需要重新配置在ServiceNow中所做的设置。 这让我回想起我在IBM的日子，当时我在主机世界工作，我们的应用程序都是定制开发的，我们有大量的COBOL程序员在构建这些系统。我曾与数据处理部门合作，探讨他们是如何在公司内部整合所有这些系统的。现在，你可能需要在ServiceNow基础设施中构建类似的工具。 如果我现在能与Bill McDermott面对面交谈，我相信他会说：“这是一种更有效的运营方式，我们ServiceNow将为你自动化这一切。”我相信这将随着时间的推移逐渐成为现实。但这也引出了一个问题：你希望将多少组织功能和经验整合进ServiceNow，而不是选择其他核心系统？ 每当我们需要构建新功能时，我们都必须决定将其部署在何处。我们是应该将职业管理平台部署在Workday、Eightfold、Degreed还是Cornerstone？你的决定将决定你依赖于哪个供应商及其发展路线图。 考虑到ServiceNow已经取得了巨大的成功，许多公司都在说：“既然我们已经为此付出了代价，那就让我们继续吧。” 生成式AI能否实现这一承诺？例如，在天气变暖时，它能否提前告诉你需要烘焙更多的面包圈？ 根据我们通过Galileo®获得的AI经验，我认为答案是肯定的。 这项技术的重要性堪比电力的发明。虽然这听起来有些夸张，但我是认真的。我从未见过如此自我发展、强大并且发展迅速的技术。我们正处于生成式AI进入市场的初期阶段。 在未来几年内，生成式AI很可能会改善这些连接，开发代码，并优化这些端到端的“单一视窗系统”。Google正在消费者领域推进此类工作，Microsoft则在办公生产力领域努力。如果ServiceNow能成为企业级应用中的佼佼者，那将不足为奇。
    Business Transformation
    2024年05月10日
  • Business Transformation
    推荐：The best HR & People Analytics articles of March 2024 024年3月，David Green带领我们深入了解了人力资源和人力分析的最新趋势。在欧洲和美国的几场关键活动中，他强调了人力分析在提升员工体验、AI在工作场所的角色、以及四天工作周趋势的增长中的转型作用。此外，Culture Amp对Orgnostic的收购和在Culture First Leaders Forum上的见解，突出了培养适宜的组织文化对于未来工作的战略重要性。Green的观点强调了HR需要采用数据驱动策略，以实现有效的劳动力规划、技能发展和组织增长。 2024 HR TRENDS AND PREDICTIONS KATE BRAVERY, JOANA SILVA, AND JENS PETERSON - Workforce 2.0: Unlocking human potential in a machine-augmented world – Mercer Global Talent Trends 2024 The world of work is in full metamorphosis, forever changed by the seismic shifts of the past few years and accelerated by the imminent human-machine teaming revolution. Just as organizations were settling into a new normal — with a focus on hybrid working, comprehensive health and well-being, digitalization, and upskilling — Generative AI (Gen AI) burst onto the scene. Those are the opening words from the Mercer Global Talent Trends 2024 report, which has recently been published. As ever, the study, which is based on a survey of more than 12,000 executives, HR leaders, employees, and investors, and is authored by Kate Bravery Joana Silva and Jens Peterson is an absolute must-read. The study highlights a disconnect between what HR is prioritising for the 2024 people agenda and the initiatives that executives believe will have the most impact on business growth (see FIG 1).  The study highlights four priorities that firms that outpace their competitors are focusing on: (1) Driving human-centric productivity. (2) Anchoring to trust and equity. (3) Boosting the corporate immune system. (4) Cultivating a digital-first culture. My tip to enjoy the study: find a couple of hours, make yourself a cup of tea and have a pen and paper to hand. FIG 1: HR priorities for the 2024 people agenda (Source: Mercer Global Talent Trends 2024) FIG 2: Drivers and drainers of employee productivity(Source: Mercer Global Talent Trends 2024) HYBRID, GENERATIVE AI AND THE FUTURE OF WORK BRIAN ELLIOTT - Return-to-Office Mandates: How to Lose Your Best Performers There is mounting evidence that mandates don’t improve financial performance. Instead, they damage employee engagement and increase attrition, especially among high-performing employees and particularly those with caregiving responsibilities. That’s according to Brian Elliott in his latest column in MIT Sloan Management Review, which highlights that the workers most likely to be turned off by return-to-office mandates are the company’s highest performers. Elliott highlights the link between factors such as pressure from investors and the CEO echo chamber with RTO pronouncements, as well as how only one in three executives believe that RTO has had even a slight impact on productivity. He recommends instead focusing on productivity rather than physical presence (see FIG 3) and how this can inspire a boom loop in engagement as opposed to a doom loop in trust. Finally, Elliott presents findings from the Future Forum and i4CP, highlighting the negative impact of RTO mandates, before offering guidance on how to build an outcomes-driven organisation: “The bottom line is that when trust is balanced with accountability, people and organizations will thrive.” FIG 3: Focus on Productivity, Not Physical Presence (Sources: Future Forum, Centre for Transformative Work Design, and Slack) AARON DE SMET, SANDRA DURTH, BRYAN HANCOCK, MARINO MUGAYAR-BALDOCCHI, AND ANGELIKA REICH - The human side of generative AI: Creating a path to productivity As teams start using gen AI to help free up their capacity, the middle manager’s job will evolve to managing both people and the use of this technology to enhance their output. A fascinating new study from McKinsey, which provides analysis on workers who are at the forefront of gen AI usage (which as FIG 4 shows is dominated by those in non-technical roles) and dives into the job factors and skills these workers say they need. The authors emphasise how firms can enhance productivity by crafting jobs that put people before tech – rather than the other way around. They conclude that companies that set a people-centric talent strategy will give themselves a competitive edge as more workers and jobs are affected by the changes gen AI brings. The article is rich with data and powerful visualisations – kudos to the authors: Aaron De Smet Sandra Durth Bryan Hancock Marino Mugayar-Baldocchi and Angelika Reich ). FIG 4: Workers who use generative AI as part of their jobs comprise a much larger group than those who hold traditionally technical roles (Source: McKinsey) PETER CAPPELLI, PRASANNA (SONNY) TAMBE, AND VALERY YAKUBOVICH - Will Large Language Models Really Change How Work Is Done? LLMs are much more complicated to use effectively in an organizational context than is typically acknowledged, and they have yet to demonstrate that they can satisfactorily perform all of the tasks that knowledge workers execute in any given job. In their article, Peter Cappelli Prasanna Tambe and Valery Yakubovich look at the use and challenges of integrating Large Language Models (LLMs) in organisations, and present practical recommendations on how to work with LLMs successfully. The five challenges outlined in the article are: (1) The Knowledge Capture Problem. (2) The Output Verification Problem. (3) The Output Adjudication Problem. (4) The Cost-Benefit Problem. (5) The Job Transformation Problem – How will LLMs work with workers? Guidance includes developing and circulating standards for the use of LLMs in organisations, establishing a central office to produce important LLM output, and providing training to users. NICK BLOOM – Why WFH is a win-win-win | WFH research update (March 2024) Nick Bloom’s recent post on LinkedIn highlighting his research on why remote working is a win for firms (due to increased productivity of $20,000 a year for each remote day a week), employees, and society is extremely compelling. I also recommend reading Nick’s latest monthly data for March, which includes numerous insights such as that workers in their 50s and 60s are fully onsite more often than younger workers. For more from Nick, please tune in to his discussion with me on the Digital HR Leaders podcast: Unmasking Common Myths Around Remote Work. FIG 5: Workers in their 50s and 60s are fully onsite more often than younger workers (Source: WFH Research) 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, where he unpacks insights from transforming IBM's internal data platform for people analytics, 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 6). Watch out for an upcoming episode of the Digital HR Leaders podcast, where I discuss with CHRO Nickle LaMoreaux how IBM is augmenting HR programs with AI. The episode will air from April 9. FIG 6: Three tiers of KPIs to evaluate investments in a people data platform (Source: Pietro Mazzoleni) NAOMI VERGHESE - Influencing C-Suite and Board Decisions with People Analytics Insights Naomi Verghese shares key learnings from the recent Peer Meeting for member companies of the Insight222 People Analytics Program, hosted by HSBC in their global headquarters in London. The Peer Meeting, which was attended by over 60 people analytics leaders and practitioners from more than 40 companies focused on two of the key findings from the Insight222 People Analytics Trends study for 2023: influencing senior stakeholders and measuring value. In her article, Naomi covers four topics: (1) how to implement a people analytics operating model that drives business outcomes (based on insights shared at the Peer Meeting by Rob Etheridge and Bec Aoude). (2) how to use AI to democratise insights from people data, using an example of work Andrew Elston has led at HSBC. (3) how Microsoft’s employee listening ecosystem (see FIG 7) helped the firm identify the moments that matter for in-person collaboration (insights from a session led by Dawn Klinghoffer), and (4) how to influence the board of directors, with insights from Justine Thompson. If you would like to learn more about our People Analytics Program, contact us today. FIG 7: Microsoft’s employee listening ecosystem (Source: Dawn Klinghoffer, Microsoft) BRENT DYKES - The Future Of Data Storytelling Is Augmented, Not Automated Brent Dykes continues his rich vein of writing with an article exploring whether AI tools should be used to automate data storytelling. He provides reasons why data storytelling can’t or shouldn’t be automated including for reasons of oversimplification, transparency and trust, and the fact that storytelling is essentially a human skill. Instead, Brent advocates that the path forward should be augmented data storytelling, and lays out a powerful illustration of how this would work (see FIG 8) The most powerful person in the world is the storyteller. The storyteller sets the vision, values, and agenda of an entire generation that is to come. FIG 8: Data storytelling comparisons: Humans vs. AI (Source: Brent Dykes) HALLIE BREGMAN – Where should People Analytics sit in an Organisation? Part 1 & Part 2 | WILLIS JENSEN – Can Data Cleaning be Automated? | COLE NAPPER - Universal Models & People Analytics | ALEXANDER LOCHER - How to harness the value of people data and operational HR insights | ANGELA LE MATHON, STACIA GARR, AND DANI JOHNSON - Generating Value from People Data In recent editions of the Data Driven HR Monthly, I’ve been featuring a collection of articles by current and recent people analytics leaders. These act as a spur and inspiration to the field. Five are highlighted here. (1) If you don’t already follow Hallie Bregman, PhD on LinkedIn, you really should. Hallie regularly publishes thoughtful and insightful posts on topics important to the field. The two I’ve included here look at the pros and cons of situating people analytics in or outside HR. (2) Willis Jensen analyses whether AI will reduce the amount of data cleaning undertaken by people analysts given that much of this work involves judgement without hard, fast or consistent rules. (3) Cole Napper, who I’m looking forward to co-chairing People Analytics World with in London in April – also with Michael M. Moon, PhD – explains how many of the models we use in people analytics are borrowed from other disciplines. (4) Alexander S. Locher highlights some of the current trends in people analytics (see FIG 9) and offers guidance on how to harness value from your people data. (5) Angela LE MATHON, VP People Data and Analytics, shares how GSK generates value with their people data, how they’re using AI to gather information, and how skills verification ties in with Stacia Sherman Garr and Dani Johnson of RedThread Research. FIG 9: Current trends in people analytics (Source: Alexander Locher, EY) THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE JO IWASAKI, KAREN EDELMAN, AND YASMINE CHAHED - Time to rethink talent in the boardroom Just over a third of board and c-level executives believe their workforce related discussions are adequate to meet their organisation’s needs. That’s the standout finding from a new global survey by Jo Iwasaki Karen Edelman and Dr Yasmine Chahed for Deloitte of 500 board members and C-suite executives in more than 50 countries on corporate governance and talent. The three top insights from the study were: (1) Many boards could be focusing more on talent-related issues. (2) Most organisations are just starting to think about their AI strategies. (3) Amplifying the talent experience will require boards to adopt a broader perspective. FIG 10: Workplace related topics that are top board priorities (Source: Deloitte) DAVE ULRICH - Pre-flections on GenAI and HR: Where to Go and How to Get There GenAI will help shape HR’s future by offering both information symmetry to synthesize and optimize the past and present and information asymmetry to create and guide the future. Dave Ulrich offers some initial reflections on what the journey could look like for applying GenAI to HR work, as well as some possible actions to drive progress (see example in FIG 11 for ‘Talent’). Dave also highlights four important considerations to manage the risk and realise the opportunity of GenAI in HR. (1) Who should champion, sponsor, participate in, and be accountable for this journey? (2) What individual skills and organisation capabilities will be required to make GenAI in HR happen? (3) What will be the regulatory and legal policies and risks associated with the effort? (4) What metrics of value-added GenAI for HR will be most useful and tracked? FIG 11: Examples of GenAI/HR initiatives in the Talent domain (Source: Dave Ulrich) HEIN KNAPPEN - How HR Adds to Enterprise Value Hein J.M. Knaapen, a former chief people officer himself, shares his perspectives on the crucial role HR plays in driving business value, and offers practical advice to CHROs on how to make this a reality. Hein highlights the four people priorities that connect to value: (1) Performance management, (2) Succession management, (3) Leadership development, and (4) Capability building, providing guidance on each. Value creation should be the focus. Nothing else. And only four people priorities connect to value: performance management, succession management, leadership development and capability building. WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS STEFAN HIERL - Identifying the AI Potential in Your Organization: A Strategic Approach Leveraging Generative AI to assess the AI Potential in a workforce helps businesses go beyond just talking about how AI might change jobs. As Stefan Hierl astutely observes in his excellent article, in the rush to jump on the AI bandwagon, many companies fall into the trap of overlooking a critical preliminary step: conducting a systematic evaluation of where AI can deliver transformative value. In his article, Stefan outlines a five-step approach to quantify the potential of AI to support organisations identify opportunities for automating and augmenting work activities. The five steps (see FIG 12), which Stefan outlines in detail are: (1) Decomposing roles by breaking down each role into its main activities and respective time shares. (2) AI potential assessment – estimating the potential of AI at the activity level. (3) Expert validation – cross-verifying the generative AI findings with domain experts. (4) Identify high-value areas – creating an overview where AI can significantly enhance workforce productivity (see example in FIG 13). (5) Use case development – exploring specific AI applications to capitalise on identified potential. FIG 12: Five steps to perform an activity based AI potential assessment (Source: Stefan Hierl) FIG 13: AI potential by role – example (Source: Stefan Hierl) MATT SIGELMAN, JOSEPH FULLER, AND ALEX MARTIN - Skills-Based Hiring: The Long Road from Pronouncements to Practice For all its fanfare, the increased opportunity promised by Skills- Based Hiring was borne out in not even 1 in 700 hires last year (2023). This is one of the standout findings from a new study by Matt Sigelman and Alex Martin of The Burning Glass Institute and Joseph Fuller from Harvard Business School. Their analysis reveals three categories of firms, who have publicly stated they have removed degree requirements in hiring, based on their actual hiring outcomes: (1) Skills-based hiring leaders (e.g. Cigna) – who have increased their share of non-degree hires in the roles analysed by nearly 20%. (2) In name only (e.g. Bank of America) – 45% of firms studied have made the shift in name only with no meaningful difference in actual skills-based hiring. (3) Backsliders e.g. Uber) – 20% of the firms analysed had made short-term gains by dropping degree requirements, but the change doesn’t stick. The report also highlights the roles best positioned for skills-based hiring (see FIG 14). FIG 14: The roles best positioned for skills-based hiring (Source: Sigelman et al) JORDAN PETTMAN - How to Accelerate the Impact of Strategic Workforce Planning (SWP) through the Organisation Strategy Ecosystem Jordan Pettman, one of my colleagues at Insight222, knows a thing or two about workforce planning. In his recent article for myHRfuture, Jordan explores how strategic design can be brought to life through an integrated ecosystem (see FIG 15) encompassing four components: (1) Organisation strategy, (2) Operating model, (3) Organisation design and strategic workforce planning, and (4) Organisation effectiveness. FIG 15: The Organisation Strategy Ecosystem (Source: Jordan Pettman, Insight222) EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING JACQUELINE BRASSEY, LARS HARTENSTEIN, BARBARA JEFFERY, AND PATRICK SIMON – Working nine to thrive One of the few positives to emerge through and since the pandemic has been a stronger focus on employee health and wellbeing. According to new research by Jacqui Brassey, PhD, MA, MAfN (née Schouten) Lars Hartenstein Barbara Jeffery and Dr. Patrick Simon, on behalf of the McKinsey Health Institute, improving employee health and wellbeing doesn’t just benefit workers and organisations, it could generate between $3.7 to $11.7 trillion in global economic value (see FIG 16). Their article focuses on six drivers of health that employers can influence - social interaction, mindsets and beliefs, productive activity, stress, economic security, and sleep – and provides guidance on how organisations can move the dial on each. FIG 16: Improving global employee health and wellbeing could create up to $11.7 trillion in economic value (Source: McKinsey Health Institute) LEADERSHIP, CULTURE AND LEARNING LINKEDIN LEARNING – Workplace Learning Report 2024: L&D powers the AI future As AI reshapes how people learn, work, and chart their careers, L&D sits at the center of organizational agility, delivering business innovation and critical skills. Aligning learning programs to business goals emerges as the top L&D focus area for 2024 in LinkedIn Learning’s annual report on the L&D field, which is based on analysis of LinkedIn behavioural data and focus interviews with L&D professionals around the globe. The report is structured into three chapters: (1) The State of L&D (the study finds that a strong learning culture derives retention, mobility, and promotion. – see FIG 17), (2) Skills agility (the study finds that only 33% of organisations have internal mobility programs), and (3) How L&D succeeds) with priorities #1 and #2 being to lean into analytics and build the right metrics – see FIG 18). The report features contributions from the likes of: Amanda Nolen (who asks: “What if Chief Learning Officers become Chief Skills Officers”), Chris Louie Geraldine Murphy Terri Horton, EdD, MBA, MA, SHRM-CP, PHR Alexandra Halem Ekpedeme "Pamay" M. Bassey Shruti Bharadwaj and Dani Johnson. FIG 17: Business outcomes and learning culture (Source: LinkedIn Learning) FIG 18: How L&D tracks business impact (Source: LinkedIn Learning) AYSE KARAEVLI AND SERDEN ÖZCAN - Make Better Allies of Your Workforce When the board takes the recommendations of employee advisory groups seriously and incorporates them into decisions, employees become more empowered, and their perspectives become embedded into their company’s long-term objectives. In their article for MIT Sloan Management Review, Ayse Karaevli and Serden Ozcan present findings from their interviews with board directors, CEOs, CFOs, and employee representatives to understand how to manage conflict and engage workers. From their analysis, Ayse and Serden identified three strategies effective leaders use to include employees (see FIG 19): (1) Identify mutual goals and interests, (2) Foster inclusive decision processes, and (3) Give employees strategic responsibilities. The article then describes each of these in detail with examples from the likes of ThyssenKrupp, Allianz, Siemens, and Bayer before highlighting the importance of employee advisory groups, engagement with board members and the role of committees and task forces to imbue governance and participation. FIG 19: Three Strategies to Avert Workforce Controversies (Source: Ayse Karaevli and Serden Özcan) DIVERSITY, EQUITY, INCLUSION, AND BELONGING SUNDIATU DIXON-FYLE, MASSIMO GIORDANO, TANIA HOLT, TUNDE OLANREWAJU, DARA OLUFON, AND SANDRA SANCIER-SULTAN - Ethnocultural minorities in Europe: A potential triple win Greater inclusion of ethnocultural minorities could fill talent gaps and spur company growth, increase economic empowerment of these groups, and generate benefits for the economy and broader society. Despite the anti-immigration policies of many current European governments (that includes you, Rishi Sunak), stagnant economies, tight labour markets, and shrinking working populations mean that immigration is key to unlocking economic growth. In their superb analysis for McKinsey, Sundiatu Dixon-Fyle Massimo Giordano Tania Zulu Holt Tunde Olanrewaju Dara Olufon and Sandra Sancier-Sultan provide data insights on what they classify as ethnocultural minorities in Europe, and their (mostly challenging) experiences. The authors also provide guidance for companies on ethnocultural minority employee inclusion across five dimensions (see FIG 20). FIG 20: Companies can consider ethnocultural minority employee inclusion across five dimensions (Source: McKinsey) HR TECH VOICES Much of the innovation in the field continues to be driven by the vendor community, and I’ve picked out a few resources from March that I recommend readers delve into: ANDREA DERLER, PETER BAMBERGER, MANDA WINLAW, AND CUTHBERT CHOW - When New Hires Get Paid More, Top Performers Resign First - To attract talent to the organisation, employers often pay new hires more than they pay equivalent workers in the same role. Analysis by the Visier Inc. team of Andrea Derler, Ph.D. Peter Bamberger Manda Winlaw and Cuthbert Chow shows that in these times of increasing pay transparency, this strategy risks your high-performers resigning. ANDREW PITTS AND CHAD MITCHELL - Exploring a few largely untapped sources of data for passive Organizational Network Analysis – This article by Andrew Pitts and Chad Mitchell of Polinode looks at a number of data sources that are typically overlooked for ONA including: 360 reviews, peer to peer recognition tools, opportunity marketplaces, and talent intelligence data. FRANCISCO MARIN - Key Considerations for Defining the Scope of an ONA Pilot – Francisco Marin of Cognitive Talent Solutions provides a helpful guide to defining the scope of an ONA pilot including tips on clarifying the objective, data privacy and securing executive sponsorship. HAKKI OZDENOREN AND JOHN BOUDREAU – Is the Future of Work Lost in Translation – John Boudreau joins forces with Hakki Ozdenoren of Revelio Labs to conduct analysis on resumes and jobs mentioning the ‘future of work’, with HR featuring prominently (see FIG 21). FIG 21: A diverse set of roles contribute to the Future of Work (Source: Revelio Labs) 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): JAMIL ZAKI, BRYAN HANCOCK, BROOKE WEDDLE, AND LUCIA RAHILLY  - It’s cool to be kind: The value of empathy at work – In this episode of McKinsey Talks Talent, Jamil Zaki (author of The War for Kindness) joins Bryan Hancock Brooke Weddle and Lucia Rahilly to make the case for investing in empathic behaviour—for reasons including higher productivity, a stronger workplace culture, and better organisational health—as well as to discuss how to go about cultivating kindness at work. CAL NEWPORT AND ADAM GRANT – How to be productive without burning out – Cal Newport discusses insights from his new book, Slow Productivity: The Lost Art of Accomplishment Without Burnout, with Adam Grant on WorkLife. They dig into the data on productivity, debate the benefits and drawbacks of doing fewer things (and spending less time on email and social media), and discuss individual habits and organisational practices for preventing burnout and promoting worthwhile work. JOSH BERSIN - Why “Talent Density” Is So Critical In Business Today – Fresh from discussing his Dynamic Organizations research at Gloat Live, Josh Bersin discusses why ‘Talent Density’ is becoming one of the key strategies for growth. DONNA MORRIS AND LARS SCHMIDT - Inside Walmart’s Bold Strategy to Transform Retail Work – Walmart’s chief people officer, Donna Morris, joins Lars Schmidt on his Redefining Work podcast to discuss how Walmart is not just navigating but leading the revolution in workplace technology—with people firmly at its core. This was an especially insightful listen as only two days before I had seen Marty Autrey speaking at the Wharton People Analytics conference on how Walmart provides data-based nudges to its store managers to help them drive business outcomes and enhance employee experience. RYAN HAMMOND, COLE NAPPER AND SCOTT HINES - Turnover Prediction, ML Ethics, & The HiQ Story – Ryan Hammond shares the epic story of HiQ Labs with Directionally Correct hosts Cole Napper and Scott Hines, PhD, as well as insights from his practitioner and academic backgrounds including how to ethically use internal and external data to do turnover prediction. VIDEO OF THE MONTH TANUJ KAPILASHRAMI, MICHAEL FRACCARO, TAMLA OATES-FARNEY, AND DAVID GREEN – CHRO Panel: Delivering against the transformation imperative March’s Video of the Month proved to be a highlight for me as it features me moderating the CHRO Panel at the recent Gloat Live event in New York. The panel was comprised of Tanuj Kapilashrami Michael Fraccaro and Tamla Oates-Forney, and featured discussion on the increasingly pivotal role of the CHRO in business transformation, lessons learnt and successes from transitioning to a skills-based organisation, and how technology can enable a culture of inclusivity and opportunity. BOOKS OF THE MONTH With a lot of travelling back and forth from the US in March, I found time to dig into two new books, which I recommend to readers of this newsletter: MARC SOKOL AND BEVERLY TARULLI – Strategic Workforce Planning: Best Practices and Emerging Directions Strategic workforce planning – the process of looking forward, assessing how to compete and win in your chosen market or business arena, and linking those insights to your existing and potential future workforce – is core to any institution that aspires to sustain itself over time. Those are the opening words of Marc Sokol and Beverly Tarulli, Ph.D., the editors of an indispensable new volume of SIOP’s Professional Practice Series. It provides an overview of SWP, covering best practices, methodologies and new directions in the field as well as featuring contributions and case studies from a stellar list of contributors. These include: Sheri Feinzig Alexis Fink Adam Gibson Brian Heger Adam McKinnon, PhD. Kanella Salapatas and Dave Ulrich. Grab yourself a copy! SALVATORE V. FALLETTA – Creepy Analytics: Avoid Crossing the Line and Establish Ethical HR Analytics for Smarter Workforce Decisions In Creepy Analytics, Dr. Salvatore Falletta provides a thoughtful approach to HR Analytics that is both evidence-based and ethical – ensuring that organisations get the insights they need while respecting employee privacy. The book is built around the author’s seven-step HR Analytics Cycle (see FIG 22) and is well-researched. Thanks to Salvatore too for referencing Excellence in People Analytics several times, particularly in relation to the guidance Jonathan Ferrar and I offer around governance and the development of an ethics charter. As Alec Levenson opines in his endorsement of the book: “Falletta has done a masterful job addressing some of the most important ethical issues for workforce analytics.” FIG 22: The HR Analytics Cycle (Salvatore V. Falletta) RESEARCH REPORT OF THE MONTH MAX BLUMBERG, ALEC LEVENSON, AND DAVE MILLNER - A Strategically Aligned HR Operating Model In their recently published paper, three eminent and progressive thinkers in our field – Max Blumberg (JA) ?? Alec Levenson and Dave Millner – set out a pivot in how HR is structured and works in order to more closely align the function to the capabilities required for successful strategy execution. They present a new HR structure (see FIG 23) designed around four key pillars, before describing each pillar in detail and providing some diagnostic steps to implement this new operating model. FIG 23: A new HR structure (Source: Blumberg, Levenson, and Millner) FROM MY DESK March saw four episodes from Series 37 of the Digital HR Leaders podcast, sponsored by our friends at Culture Amp - thank you to Ellisa Packer and Jodie Evans, a round-up of series 36 and a guest appearance by yours truly on the Future Work/Life podcast: DAVID GREEN AND OLLIE HENDERSON - Driving growth in people and businesses using data – In a role reversal, it was my turn in the hotseat as I joined Ollie Henderson on his Future Work/Life podcast to talk people analytics, talent marketplaces, AI, hybrid work models and the future skills required by HR professionals. DORIE CLARK - How to Embrace Long-Term Thinking in HR Leadership – Dorie Clark and I discuss how to pivot to long-term thinking, how to prioritise effectively, and why embracing failure can drive innovation and creativity. DIDIER ELZINGA - How to Prove the ROI of a Positive Company Culture – Didier Elzinga joins me to discuss ways of engaging the board on culture topics, the relationship between a healthy culture and business performance, and how to demonstrate the ROI of culture and engagement initiatives. ROB BRINER - What is Evidence Based HR and Why is it Important? – Rob Briner shares the principles of evidence-based HR, how it differs from people analytics, and offers recommendations to chief people officers on how they can incorporate EBHR into their work. LOUISE MILLAR AND OLIVIA EDWARDS - Actionable People Analytics Strategies to Influence Senior Leadership – In a powerful example of people analytics in practice at a SME, Louise Millar and Olivia Edwards share insights from the people analytics journey at Chetwood. DAVID GREEN – How will AI transform the role of HR? – A round-up of series 36 of the Digital HR Leaders podcast, with insights from episodes featuring Dawn Klinghoffer Jeremy Shapiro Thomas Hedegaard Rasmussen Serena H. Huang, Ph.D. Luke Farrugia Kaz Hassan Eric Siegel and Bernard Marr. THANK YOU Thomas Kohler for including the February edition of Data Driven HR in his round-up of HR resources. Reb Rebele for referencing me in his post about the Wharton People Analytics Conference – you were missed, Reb. Olimpiusz Papiez for providing a great set of takeaways on the Digital HR Leaders podcast episode with Dawn Klinghoffer, Jeremy Shapiro, and Thomas Rasmussen on People Analytics, AI and ML. Peter Johnson for including me in his list of HR thought leaders. Mokkup.ai for including my article on How Will AI Impact People Analytics in 2024 and Beyond? in their collection of Top 14 reads for Data Professionals. Thinkers360 for including me in their list of the Top 50 B2B Thought Leaders, Analysts & Influencers You Should Work With In 2024 (EMEA) Joveo for including me in their list of Top 9 Twitter Influencers Every Talent Acquisition Specialist Should Follow To the following people who sharing the February edition of Data Driven HR Monthly. It's much appreciated: Allison Ardianto Eakkasit Toratana Jillian Meade David Balls (FCIPD) Kingsley Taylor Military Veterans of LinkedIn Robin Carlin Amy C. Lewis, PhD Russ Fatum Kouros Behzad Emily Klein Madison Clary Robert Rogowski Phillip M. Randall, PhD, CPG Gord Johnston MA, BHJ, BA, CHRP ANDRES CAMPOVERDE Aravind Warrier Francisca Solano Beneitez Satya Prakash Pandey Malgorzata (GOSIA) LANGLOIS Dr. Zohaib Azhar (PhD-HR) Jane Datta David McLean John Lawson Alice Damonte Martha Curioni Vipul M. Mali ↗️ Jens Keuter Phil Inskip Andrew Smith MBA Ekta Vyas Ph.D Oswaldo Machado Bill Brown Barry Marshall Paola Carranco Murthy Nibhanipudi VS Jaana Saramies ? Robert Houghton Aysegul Tigli Indre Radzeviciute Radha Jeevan Melissa Hopper Fritz Tina Peeters, PhD Morten Hartvig Berg Pedro Pereira Gavin Wiseman 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 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.
    Business Transformation
    2024年03月31日
  • Business Transformation
    Workday: It’s Time to Close the AI Trust Gap Workday, a leading provider of enterprise cloud applications for finance and human resources, has pressed a global study recently recognizing the  importance of addressing the AI trust gap. They believe that trust is a critical factor when it comes to implementing artificial intelligence (AI) systems, especially in areas such as workforce management and human resources. Research results are as follows: At the leadership level, only 62% welcome AI, and only 62% are confident their organization will ensure AI is implemented in a responsible and trustworthy way. At the employee level, these figures drop even lower to 52% and 55%, respectively. 70% of leaders say AI should be developed in a way that easily allows for human review and intervention. Yet 42% of employees believe their company does not have a clear understanding of which systems should be fully automated and which require human intervention. 1 in 4 employees (23%) are not confident that their organization will put employee interests above its own when implementing AI. (compared to 21% of leaders) 1 in 4 employees (23%) are not confident that their organization will prioritize innovating with care for people over innovating with speed. (compared to 17% of leaders) 1 in 4 employees (23%) are not confident that their organization will ensure AI is implemented in a responsible and trustworthy way. (compared to 17% of leaders) “We know how these technologies can benefit economic opportunities for people—that’s our business. But people won’t use technologies they don’t trust. Skills are the way forward, and not only skills, but skills backed by a thoughtful, ethical, responsible implementation of AI that has regulatory safeguards that help facilitate trust.” said Chandler C. Morse, VP, Public Policy, Workday. Workday’s study focuses on various key areas: Section 1: Perspectives align on AI’s potential and responsible use. “At the outset of our research, we hypothesized that there would be a general alignment between business leaders and employees regarding their overall enthusiasm for AI. Encouragingly, this has proven true: leaders and employees are aligned in several areas, including AI’s potential for business transformation, as well as efforts to reduce risk and ensure trustworthy AI.” Both leaders and employees believe in and hope for a transformation scenario* with AI. Both groups agree AI implementation should prioritize human control. Both groups cite regulation and frameworks as most important for trustworthy AI. Section 2: When it comes to the development of AI, the trust gap between leaders and employees diverges even more. “While most leaders and employees agree on the value of AI and the need for its careful implementation, the existing trust gap becomes even more pronounced when it comes to developing AI in a way that facilitates human review and intervention.” Employees aren’t confident their company takes a people-first approach. At all levels, there’s the worry that human welfare isn’t a leadership priority. Section 3: Data on AI governance and use is not readily visible to employees. “While employees are calling for regulation and ethical frameworks to ensure that AI is trustworthy, there is a lack of awareness across all levels of the workforce when it comes to collaborating on AI regulation and sharing responsible AI guidelines.” Closing remarks: How Workday is closing the AI trust gap. Transparency: Workday can prioritize transparency in their AI systems. Providing clear explanations of how AI algorithms make decisions can help build trust among users. By revealing the factors, data, and processes that contribute to AI-driven outcomes, Workday can ensure transparency in their AI applications. Explainability: Workday can work towards making their AI systems more explainable. This means enabling users to understand the reasoning behind AI-generated recommendations or decisions. Employing techniques like interpretable machine learning can help users comprehend the logic and factors influencing the AI-driven outcomes. Ethical considerations: Working on ethical frameworks and guidelines for AI use can play a crucial role in closing the trust gap. Workday can ensure that their AI systems align with ethical principles, such as fairness, accountability, and avoiding bias. This might involve rigorous testing, auditing, and ongoing monitoring of AI models to detect and mitigate any potential biases or unintended consequences. User feedback and collaboration: Engaging with users and seeking their feedback can be key to building trust. Workday can involve their customers and end-users in the AI development process, gathering insights and acting on user concerns. Collaboration and open communication will help Workday enhance their AI systems based on real-world feedback and user needs. Data privacy and security: Ensuring robust data privacy and security measures is vital for instilling trust in AI systems. Workday can prioritize data protection and encryption, complying with industry standards and regulations. By demonstrating strong data privacy practices, they can alleviate concerns associated with AI-driven data processing. SOURCE Workday
    Business Transformation
    2024年01月11日
  • Business Transformation
    Josh Bersin:2024: The Year That Changes Business Forever (Podcast) The podcast "2024: The Year That Changes Business Forever" by Josh Bersin explores anticipated transformations in business by 2024. It highlights the impact of AI, labor shortages, and evolving organizational structures. The podcast delves into the 2023 economic performance, changes in employee engagement, and the necessity for businesses to adapt strategically. It emphasizes a shift towards dynamic, flatter organizations and the critical role of systemic HR practices in shaping future business landscapes. Josh Bersin探讨了2024年企业预期的转型。这些转型由AI的应用、劳动力短缺和组织结构的变化驱动。播客讨论了2023年的经济表现、员工参与度的变化以及企业为应对未来挑战所需的适应策略。它强调了向动态、扁平化组织的转变和系统性人力资源实践在塑造未来商业环境中的重要作用。 In this podcast I recap 2023 and discuss the big stories for 2024, and to me this year is a tipping point that changes business forever. Why do I say this? Because we’re entering a world of labor shortages, redesign of our companies, and business transformation driven by AI. We’ll look back on 2024 and realize it was a very pivotal year. (Note: In mid-January we’re going to be publishing our detailed predictions report. This article is an edited transcript of this week’s podcast, so it reads like a conversation.) Podcast Begins: Interestingly, the entire year 2023 people were worried about a recession and it didn’t happen. In fact, economically and financially, we had a very strong year. Inflation in the United States and around the world went down. We did have to suffer rising interest rates, and that was a shock, but it was long overdue. I really think the problem we experienced is we had low interest rates for far too long, encouraging speculative investment. Now that the economy is more rational, consumer demand is high, the business environment is solid, and the stock market is performing well. The Nasdaq is almost at an all time high, the seven super stocks did extremely well: the big tech companies, the big retailers, the oil companies, many of the consumer luxury goods companies did extremely well. And the only companies that didn’t do well were the companies that couldn’t make it through the transformation that’s going on. On the cultural front we had the Supreme Court overturning affirmative action in education, which led to a political backlash on diversity and inclusion. The woke mind virus by Elon Musk and similar discussions further pushed back DEI programs, which has made chief diversity officers life difficult. We’re living through two wars, which have been very significant for many companies. I know a lot of you have closed down operations in Russia, and anybody doing business in Israel is having a tough time. And we’ve had this continuous period where every piece of data about employee engagement shows that employees are burned out, tired, stressed. They feel that they’re overworked. Despite this employee sentiment, wages went up by over 5% and people who changed jobs saw raise wages of 8% or more. The unemployment rate is very low so there are a lot of jobs. You could ask yourself, why are people stressed? I think it’s a continued overhang of the pandemic: the remote work challenges, the complexities and inconsistencies in hybrid work. And something else: the younger part of the workforce, those who are going to be living a lot longer than people who are baby boomers, are basically saying I don’t really want to kill myself just to get ahead. I want to have a life. I want to quietly quit. If my company don’t take care of me, I’m going to work my wage, meaning I’m going to work as hard as I’m paid, no more than that. And that mentality has created an environment for the four-day work week, which I think is coming quicker than you realize. And unions, which are politically in favor, are rising at an all time increase in about 25, 30 years. Inflation and the need to raise wages to attract talent leads to pay equity problems. This domain is more complex than you think. You can read about it in our research and in 2024 it belongs on your list. 2024 will also see enormous demand for career reinvention, career development, growth programs, coaching, mentorship, allyship and support amongst the younger part of the workforce. And that means that if you’re in retail, healthcare, hospitality, or one of the other industries that hires younger people you have to accommodate this tremendous demand for benefits. These are things that became very clear in 2023. But let’s talk about the elephant in the room:  the biggest thing that happened in 2023 was AI. AI has transformed the conversations we have about everything from media to publishing to HR technology to recruiting to employee development to employee experience. As you probably know, I’m very high on AI. I think it’s going to have a huge transformational effect on our companies, our jobs, our careers, and our personal lives. AI will improve our health, our ability to learn, the way we consume news (note that the NYT just sued OpenAI and Microsoft for copyright infringement). Almost every part of our life will be transformed by AI. I know from our conversations that most of you are trying to understand it and see where it fits. And many of you have been told by your CEO, “we need an AI strategy for the company as well as in HR.” And the AI strategy in HR is one thing, but the bigger topic is the rest of the company. So HR is going to have to be a part of this transformation: the new roles, jobs, rewards, and skills we need. This year I’m very excited that we introduced Galileo™, which about 500 or so of you have been using. We’re going to launch the corporate version for everybody in the corporate membership in February, so corporate members stay tuned (or join). Galileo brings AI to HR in an easy-to-use, safe, and high-value way, so it will help you get your strategy together. It’s basically ready to go. Then later in the year we’ll launch a version to the JBA community and more. AI, despite all the fear-mongering, is already a very positive technology. Where are we going next? Well as the title of this article states, I think this is the year that changes business forever. And I’m not trying to be hyperbolic, I really see a tipping point. Let me give you the story. For about a decade I’ve been writing about the flattening of organizations, breaking down of hierarchies, creating what I used to call the networked organization. And this is now mainstream and we’ve decided to call it the Dynamic Organization. And what we mean by this, as you read about in the Dynamic Organization research or in the Post-Industrial Age study, is that the functional hierarchies of jobs, careers, organizations and companies are being broken down for really good reasons. The reason we have functional hierarchies, job levels and siloed business functions is because they’re patterned after the industrial age when companies made money by selling products and services at scale. The automobile industry, the oil and gas industry, the manufacturing industries, the CPG industries, even the pharmaceutical companies are essentially building things, bringing them to market, launching them, selling them, and distributing them in a linear chain. And that “scalable industrial business model” is how we designed our organizations. So we built large organizations for R&D, large organizations for product management and product design and packaging, large organizations for marketing, large organizations for sales, large organizations for business development and distribution, supply chain, and so on (including Finance and HR). And all these ten or fifteen business functions had their own hierarchies. So you, as an employee, worked your way up those hierarchies. When I graduated from college in 1978 as an engineer, I went into one of those hierarchies. For each employee you were an engineer, a salesperson, a marketing manager, or whatever and you worked your way up the pyramid. And at some point in your career you crossed over and did other things, but that was fairly unusual. That wasn’t really the career path. You worked about 35-40 years in that profession and then you retired. And a lot of companies had another construct: management and labor. Management decided “what to do” and labor “did it.” And all of these designs helped us build most of the HR practices we use today, including hiring, pay, performance management, succession, career management, goal setting, leadership development, and on and on. Today, if you look at how the most valued companies in the world, they don’t operate this way any more. Why? Because it slows them down like molasses. If you have to traverse a functional hierarchy to come up with a new idea it takes months or years to create something new. Today value is created through innovation, time to market, closeness to customers, and unique and high-value offerings. The “hierarchy” wasn’t designed for this at all. Here are a few dogmas to consider. We used to think that all new ideas come out of R&D. That’s crazy. Of course R&D is important, but some of the most innovative companies in the world don’t even have R&D departments, they have product teams. The Research Department at Microsoft didn’t even invent AI, the company had to partner with OpenAI, a company that has less than a thousand employees. Here’s another one to consider. Deloitte consultants used to talk about “innovation at the edge,” otherwise known as “skunk works.” We used to advise clients to “separate the new ideas from the scale business” so they new ideas don’t get crushed or ignored. Well today all the new ideas come from the operating businesses, and we iterate in a real-time way. So there’s another industrial organization structure that just no longer applies. So what we’ve been going through in the dynamic organization, and we’ve studied this in detail, is that we’ve got to design our companies to be flatter. We’ve got to simplify the job titles and descriptions so people can move around. We have to organize people into cross functional teams, we have to motivate and train people to work across the functional  silos. We have to build agile working groups, we have to redo performance management around teams and projects, not around individual goals and cascading goals. We need to build pay equity into the system so you’re paid fairly regardless of where you started. Let’s talk about pay. One of the problems with the hierarchy is you get a raise every year based on your performance appraisal. And after a few years your pay may have been quite a bit different than somebody sitting next to you simply because of your appraisals. But you may not be delivering any more than them. That wasn’t fair. If you came into the company with a background in marketing, you made less money than somebody who came into the company with a background in engineering. But five years later you might be doing the same stuff but making different amounts of money. And then there’s gender bias, age bias, and other non-performance factors. In a “skills meritocracy,” as we call it, pay equity has to get fixed. We’ve got to have developmental careers and talent marketplaces and open job opportunities and mentoring for people. And these people practices are the facilitation of becoming more dynamic. And the problem of not being dynamic is what happened at Salesforce, Meta, and other tech companies last year. Salesforce hired thousands of salespeople during the last upcycle after the pandemic, and then a year later laid most of them off. Meta did the same thing. Google’s probably next. These companies, operating in the industrial mindset, thought that the only way to grow is to hire more salespeople, more engineers, or more marketing folks. But the quantity of people in one of these business functions doesn’t necessarily drive growth and profitability. What matters is how they work together and what they do, not how many of them there are. This old idea that we’re going to grow the company by hiring, hiring, hiring is gone. It doesn’t work anymore. It’s still a part of the growth part of the company, you’re always hiring to replace people, to bring new skills, et cetera, and to bring new perspectives. But in a dynamic organization, a lot of the growth comes from within. People grow too. Even the word growth mindset has become overused. We need to have an organizational growth mindset so that we can grow as an organization. A great example of this is Intel. Intel lost their way in the manufacturing of semiconductors and also in the R&D. Now they’re reinventing themselves internally and their stock is skyrocketing. They didn’t hire some guru to tell them what to do, they know what to do. They just need to get around to doing it. Google has more AI engineers than OpenAI, Anthropic, and all the other little guys put together, but they didn’t execute well. Now they’re executing better. They brought their AI teams together into cross-functional groups and they’re sharing IP from YouTube with other business areas. I bet they stomp many of the others in AI once they get it going. That’s part of being a dynamic organization. You as HR people know better than anybody how dysfunctional it is when there are multiple groups in the company doing competing things and they’re not working together because they don’t know about each other, or they don’t talk to each other. There’s no cross fertilization or they’re protecting their turf. All of these are the things that get in the way of being a dynamic organization. And the reason it’s relevant in the next year is this has taken hold. Things like talent marketplaces and career pathways and skills-based organizations, skills based hiring, skills based pay, skills based careers, skills based development, et cetera…  these are not just HR fads, they’re solutions to this big shift: making companies more dynamic. Despite their value in the past, hierarchical stove-piped companies don’t operate very well anymore. Now this isn’t an A-B switch type of thing. This is an evolution, but it’s taking place very quickly. And the reason we came up with this concept of Systemic HR is we in HR have to do the same thing. The HR function itself operates in silos. We’ve got the recruiting group, the DEI group, the Comp group, the L&D group, the business partners, the group that does compliance, the group that worries about wellbeing. We’ve got somebody over here is doing an EX project, somebody over there is doing a data management project, a people analytics group. Okay. Those are all great functional areas that belong in HR. But if they’re not working together on the problems that the company has, and I mean the big problems, growth, profitability, productivity, M&A, etc., then who cares? Then you’re at level one or level two in systemic HR. We built the Systemic HR initiative around business problems. And that’s how we came up with the new HR operating model (read more details here or view the video overview). I think Systemic HR will be a very big deal for 2024, and there are many reasons. Not only are we living in a labor shortage but there’s another accelerant, and that is AI. For those of you that have used Galileo, and I hope you all get a chance to use it this year, it’s absolutely unbelievable how AI can pull together information, data, text from many sources in the company and make sense of what your company is doing. You know as well as I do, if you’ve worked in sales, if you’ve worked in marketing, if you worked in finance, these are siloed groups. Few companies have a truly integrated data management system for all of their customer data match to their sales, data match to their revenue, data match to their marketing.  Customer data platforms are a idea, but it doesn’t really happen very often, and it takes tens to hundreds of millions of dollars and many, many systems to do that. Well, AI does this almost automatically. So when you pull together a tool like Galileo, and you use our research as part of the corpus, and you add data about employee turnover, for example, in your company, or pay variations, you’ll see the relationship between pay and turnover just by asking a question. You don’t have to go spend months doing an analysis and trying to figure out if the analysis is any good. And that’s happening all over the company in sales and customer service and R&D and marketing – everywhere. So this more integrated, dynamic organization is happening before your eyes. In 2024, this is the context for almost everything we’re going to be working on now. The other context is the labor market, which is going to be very tough. You’ve read about from us and others about how tight the labor market is now. Unemployment in the United States is 3.8%, and it’s not going to get much better. Even if we do have a recession, which is questionable, there aren’t enough people to hire. The fertility rate is low, and even if every company gives employees fertility benefits and they all have babies, it will take twenty years for these people to go to work. So all of the developed countries: US, UK, Canada, Germany, Japan, the Nordics, China, Russia, the fertility rate has been low for a long time. The World Bank sees working population shrinking within ten years in almost every developed economy. Since hiring is going to get harder and we’ll see fewer and fewer working people, companies have to be much more integrated in hiring. And we all have to look the Four R’s: Recruit, Retain, Reskill, Redesign. This puts HR in the middle of a lot of job redesign, career reinvention, and a serious look at developing skills, not hiring skills, and using the tools we have as hr professionals to help the organization improve productivity without just hiring and hiring and hiring. I measure the success of companies by two things. One is their endurance: how well have they fared over ups and downs? The second is their revenue per employee. Companies with low revenues per employee tend to be poorly managed companies relative to their peers. Of course there’s a lot of industry differences. When we went through our GWI industry work: healthcare, consumer goods, pharma, banking, we could see the high performing companies were very efficient on a headcount basis. And we found out these companies are actually implementing Systemic HR practices. The other driver that we’re living in a service economy. Interestingly enough, in the United States, more than 70% of our GDP is now services. So the people you have, the humans in your company, are the product. And if you’re not getting good output per dollar of revenue per human, you’re not running the company very well. And this leads to many management topics. How are we going to build early and mid-level leaders? How can we rethink what employees really need? The topics of employee engagement and employee experience are really 25 to 30 years old. They need a massive update. How are we going to implement AI in L&D and replace a lot of these old systems that everybody kind of hates, but we’re stuck with? What’s going on with the ERP vendors and what role will they play as we replace our HR tech with AI powered systems? How will we implement scalable talent intelligence? In a world of labor shortages talent intelligence becomes even more important, whether you think of it for sourcing and recruiting or an internal mobility or just a strategic planning initiative. How do we all get comfortable with AI? And then there’s this issue of Systemic HR and developing your team, your function, your operating model to be more adaptive and more dynamic. So I look back on 2023 I feel it was one of the most fascinating and fun and enriching years that I’ve had. I am always amazed and impressed and energized by you, by you guys who were out there on the firing lines, dealing with these complex issues and companies with old technologies and all sorts of changes going on and how you’re adapting. I continue to be more impressed and more excited about the HR profession every year. I think a lot of people who aren’t in HR think we do a lot of compliance and administration stuff and we fire people. That is the tiniest part of what we do. 2024 is going to be an important year. You as an HR professional are going to have to learn a lot of things. You’re going to learn about Systemic HR issues, you’re going to learn about AI, and you’re going to learn to be a consultant. There’s no question in my mind that over the next decade or two dynamic organization management is going to become a bigger and bigger issue – how we manage people and companies. And I don’t mean manage like supervise, I mean develop, move, retain, pay, et cetera, culture, all of those things. I leave 2023 very energized about what’s to come with AI. And if you’re afraid of AI, just take a deep breath and relax. It’s not going to bite you. There’s nothing evil here. It’s a data driven system. If you don’t have your data act together, you’re not going to get a lot of good value out of AI. I talked to Donna Morris at Walmart last week; I talked to Nickle LaMoreaux at IBM; and I talked with the senior HR leaders at Microsoft. They’re all seeing huge returns on investment from the early implementations, and seeing hundreds of use cases. We’re going to have a lot of new tools and lots of vendor shakeout. (Check out what SAP is up to and where Workday is going.) Stay tuned for our big Predictions report coming out in mid January. That report is my chance to give you some deep perspectives on where I think things are going, recap things that have happened over the last couple of years, and give you some perspectives for the year ahead. As always we would be more than happy to walk through these things with your team. I hope you have a really nice holiday season and you take a deep breath. The world is never perfect. It’s never been perfect. It wasn’t perfect in the past. It won’t be perfect in the future. But the environment you live in and the environment that you create can be enriching, enjoyable, productive, and healthy, and fun if you decide. And I think we all have the opportunity to make those decisions. It has been a pleasure and an honor for me to serve and work with you this last year, and I’m really looking forward to an amazing 2024 together. –END OF PODCAST– Irresistible: The Seven Secrets of the World’s Most Enduring, Employee-Focused Organizations  
    Business Transformation
    2023年12月30日
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