2025北美华人人力资源洛杉矶论坛1月4日举办，报名开启
北美华人人力资源洛杉矶论坛将于2025年1月4日在洛杉矶隆重举行，这是一场为在美华人HR专业人士量身打造的盛会。论坛将聚焦人力资源管理的多个核心话题，从人才招聘、组织发展、薪酬福利，到多元化与包容性、HR科技等，全面探讨华人HR在职场中面临的独特挑战和机遇。
积极响应南加华人HR的呼声，特别举办本次洛杉矶论坛，诚邀南加的HR童鞋们积极参与！
作为华人HR社群的一员，您将有机会在这里与来自各领域的优秀同行直接交流，拓展专业人脉，为职业发展带来新思路。此外，论坛还特别欢迎HR服务机构、法律、猎头等等领域的专业合作伙伴加入，与参会者深入互动，共同探讨华人HR市场的最新动态与前沿解决方案。
期待您的参与，与我们共同打造一个推动北美华人HR领域发展的高质量交流平台！
Stay Together Stay Powerful
立即报名，锁定席位，探索人力资源的无限可能！
2025北美华人人力资源洛杉矶论坛
2025 North American Chinese HR Forum - Los Angeles
时间：2025年1月4日周六 9:30-16:30
地点：大洛杉矶地区 交通方便易达 （报名后告知）
报名地址：https://www.nacshr.org/Survey/D1098614-EA75-67CF-6B55-7DEA34FC1C4F
会议费用：100美元/人 12月1日前报名支付 150美元/人 12月25日前 现场门票200美元/人
会议期间提供咖啡和茶等 注：午餐需自理，届时各小组自行组队 （不含会议午餐）
、
你为什么不能错过NACSHR峰会：
聆听行业大咖的精心分享：
演讲嘉宾包括成功的企业家、重量级的行业内大咖、优秀的人才战略专家。
他们精通中国以及北美的人力资源市场，乐于分享他们的观点和经验。
确保您能听到行业内最专业成功人士的分享。
学习新知识，掌握新动态：
不论您是职场老将还是新兵，更新知识库是一个永恒的课题。
峰会设置了多种会议形式，各种方式获取行业动态和职场经验。
有行业内大咖的独家分享，帮助您打开新视野，更具竞争力。
职业发展新机遇，更广泛的选择：
NACSHR设置了北美地区HR岗位需求，现场更有机会面对面沟通交流。
非正式的会议交流，更有益深入交流，为您的职场铺就成功之路。
南加地区最大的华人HR行业盛会：
聚焦南加华人人力资源行业精英，汇聚南加职场华人力量。
汇集首屈一指的企业家、创业家和行业先锋，打造北美唯一、最大的华人HR盛会。
交流新资讯，结交新伙伴：
探讨行业热点话题，激发创新思维，共同推动HR行业的发展。
利用大会机会结识北美地区的华人HR同仁，拓展个人交际圈。
启发职场新思维，实现职业新突破：
探讨华人管理者如何实现职场发展目标。
设有职场人讨论环节，与嘉宾、行业专家和同行伙伴一起探讨如何在美国职场实现自我价值。
如何可以参与NACSHR峰会？
作为人力资源服务机构，有多种方式可以参与共襄盛举。你可以选择各种赞助形式，如钻石赞助、演讲赞助、设置展位、Demo展示，年度合作等多种方式，具体可以联系我们。
另外如果贵司还没有加入北美华人人力资源服务图谱，点击这里可以加入：
https://www.nacshr.org/map/Register/join
参展赞助与合作： Annie annie@nacshr.org
或者点击这里：https://www.nacshr.org/Survey/CDBE9324-6291-EB0E-3E50-91532A2A70BB
同时2025年NACSHR 活动计划和NACSHR年度合作伙伴计划也已经推出，欢迎索取加强合作
参与分享演讲：（仅限 inhouse HR）
Gavin nacshr818@gmail.com
嘉宾申请链接： https://www.nacshr.org/1732.html
The North American Chinese HR Forum will be held in Los Angeles on January 4, 2025, tailored specifically for Chinese HR professionals in the U.S. This forum will focus on multiple core topics in human resource management, ranging from talent acquisition, organizational development, and compensation & benefits to diversity and inclusion, HR technology, and more. It will comprehensively explore the unique challenges and opportunities faced by Chinese HR professionals in the workplace.
In response to the strong demand from Chinese HR professionals in Southern California, this Los Angeles forum is specially organized, inviting HR peers from SoCal to participate actively!
As a member of the Chinese HR community, you will have the opportunity to engage directly with top professionals from various fields, expand your network, and bring fresh perspectives to your career development. Additionally, the forum warmly welcomes partnerships from HR service providers, legal advisors, recruitment firms, and other specialized partners to interact with attendees and discuss the latest trends and innovative solutions in the Chinese HR market.
We look forward to your participation as we work together to build a high-quality exchange platform for advancing the Chinese HR field in North America!
Stay Together Stay Powerful
Register now to secure your spot and explore the endless possibilities in human resources!
2025 North American Chinese HR Forum - Los Angeles
Date: Saturday, January 4, 2025, 9:30 AM - 4:30 PM
Location: Los Angeles (details will be provided upon registration)
Registration Link: https://www.nacshr.org/Survey/D1098614-EA75-67CF-6B55-7DEA34FC1C4F
Registration Fees: $100 per person if paid by December 1st, $150 per person if paid by December 25th, $200 per person for on-site tickets
Note: Coffee and tea will be provided during the forum. Lunch is self-arranged, with groups forming to organize meals. Lunch is not included in the event.
The best HR & People Analytics articles of October 2024
Never forget what the ‘H’ in HR stands for...
This was the unanimous advice of the CEO panel, skilfully moderated by Charles-Henri Besseyre des Horts, at the recent Unleash World show in Paris, where I had the privilege of being emcee of the Main Stage. One of the main themes that emerged from the show (see my key learnings from Unleash) is that HR continues to make significant progress in its journey from support function to strategic partner. To complete this transition, HR must embrace data (as opening keynote Peter Hinssen put it: “You can’t connect the dots, if you don’t collect the dots”). Moreover, as I said in my opening words:
HR can’t lead the charge on AI, skills and new ways of working, if it doesn’t upskill itself.
This edition of the Data Driven HR Monthly is sponsored by our friends at Visier
Pay Equity: A Critical Workforce Challenge You Can No Longer Ignore.
According to a recent study by The Josh Bersin Company on pay equity, as it stands today, the gender pay gap won't close until 2048. Even worse: progress in some areas is slowing with less than 5% of companies excelling in pay equity despite it having 13 times the impact on employee experience compared to pay levels. Read the report.
The report, “The Surprising Truth about Gender Pay Equity”., examines:
The current state of gender pay equity
Barriers companies face in addressing pay
The projected timeline for closing the gender pay gap
Examples of companies implementing strategies to achieve pay equity
It’s time to face the challenge head-on, embed pay equity into everyday practices, and have informed conversations about compensation.
Get the report.
Visier gives you a Workforce AI Edge: the set of AI-powered capabilities every leader needs to confidently navigate an exponentially more challenging business environment.
October road report
October was a busy month. It started in New York, where I moderated a panel on Workestration at the NY Strategic HR Analytics Meetup Group before co-chairing the first People Analytics World to take place in the US. The next stop was Paris, for the aforementioned UNLEASH World, which had over 7,000 attendees. Finally, it was back to the US for a Peer Meeting for North American members of the Insight222 People Analytics Program®, which was hosted by Phil Wilburn and his team at Workday.
For more on People Analytics World, I recommend reading takeaways from Craig Starbuck, PhD (here), Al Adamsen (here), Christopher Cerasoli (here), Lore Muraina, PMP, PMI-ACP, CPP (here), Lydia Wu (here), and Melissa Arronte (here). Thanks to Barry Swales for entrusting me to co-chair with Michael M. Moon, PhD.
For more on Unleash, read my key learnings, as well as checking out the Unleash site for articles by Alexandra Nawrat, John Brazier and Lucy Buchholz. A huge thank you to Marc Coleman, Paige Richmond, Zoltán Kőváry and the whole Unleash team – it was a joy to work with you all again.
A huge thank you too to Phil Willburn and the Workday team for hosting the Insight222 Peer Meeting at Pleasanton, as well as the speakers at the Peer Meeting: Shannon Vallina, Kanwal Safdar, Dr. Sebastian Projahn, Ashley Goldsmith, Rex Blodgett, Kun Gu, Victoria Holland, Greta Stahl, Kinnari Desai, Sven Linsmaier
Finally, thanks as well to Stela Lupushor for inviting me to chair the panel on Workestration, Anna A. Tavis, PhD for hosting us at NYU, and Annie Dean, Brydie Lear and Chris Butler for making it such a rich conversation.
Attendees at the Insight222 Peer Meeting for members of the Insight222 People Analytics Program, hosted by Workday, October 22-23, 2024
Sign-up to receive the 5th annual Insight222 People Analytics Trends research report
The 5th Annual Insight222 People Analytics Trends study will be released on December 2. The report, which is informed by a survey of 340 participating organisations, will uncover how AI, data democratisation, and impactful people analytics strategies drive business value and elevate workforce decision-making.
You can pre-register to receive the report on the day of release here or by clicking on the image below.
Share the love!
Enjoy reading the collection of resources for October 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 September’s compendium.
If you enjoy a weekly dose of curated learning (and the Digital HR Leaders podcast), the Insight222 newsletter: Digital HR Leaders newsletter is published every Tuesday – subscribe here.
HYBRID, GENERATIVE AI AND THE FUTURE OF WORK
ERIC ANICICH AND DART LINDSLEY - Reimagining Work as a Product
If companies listen to employees the way they do customers, they can increase retention and engagement.
In their Harvard Business Review article, Eric Anicich and Dart Lindsley challenge the traditional approaches to employee experience by painting a vision where work is viewed as a product employers offer to employees. Drawing on Clayton Christensen’s the jobs to be done theory, they suggest that employees ‘hire’ their jobs to fulfil specific needs, much as customers choose products. This perspective shifts the focus from maximising productivity to something akin to customer satisfaction. The authors share examples from a myriad of companies including Asana, Eli Lilly, Shopify and Dropbox, explain how companies can better balance company needs with employee satisfaction (see FIG 1), and discuss the merits of splitting the manager role in two (see also ‘Managers Can’t Do It All’ by Lynda Gratton and Diane Gherson). Finally, the article examines four challenges of implementing the model: (1) Changing HR (“Work-as-a-product requires a new HR mindset”). (2) Balancing employee preferences and organisational needs. (3) Maintaining flexibility and fairness. (4) Aligning incentives.
FIG 1: Balancing company needs with employee satisfaction (Source: Anicich and Lindsley)
NICHOLAS BLOOM, JAMES LIANG, AND RUOBING HAN - One Company A/B Tested Hybrid Work. Here’s What They Found
With Amazon CEO Andy Jassy recently announcing that Amazon is going back to five days in the office: “to further strengthen our culture and teams”, this article by Nick Bloom, James Liang, and Ruobing Han based on A/B testing at Trip.com into different work modes makes for very interesting reading. The experiment involved 1600 employees being split into two groups. The first group worked five days a week in the office, with the second working three days in the office and two days a week at home. Over a two-year period, the experiment found no differences between the two groups in productivity, performance, promotion, learning or innovation. However, the study found that the hybrid group experienced higher satisfaction and lower attrition rates compared with their colleagues who worked exclusively from the office (see FIG 2). This reduction in turnover saved millions of dollars in recruiting and training costs, thereby increasing profits for the company. As the article explains, organisations can learn several valuable lessons from this study to implement a successful hybrid work model: (1) Establishing rigorous performance management systems, (2) Coordinating team or company-level hybrid schedules, (3) Securing support from firm leadership, and (4) A/B test their own management practices to find what works best for them.
Our results showed that under a hybrid-work policy, Trip.com was able to generate millions of dollars of profits by reducing expensive attrition without any impact on performance, innovation, or productivity.
FIG 2: Source: Hybrid working from home improves retention without damaging performance
MICHAEL ARENA AND PHILIP ARKCOLL - The collaboration mandate: Does returning to the office improve innovation?
What we need isn’t an office mandate—it’s a “collaboration mandate.” Shifting our focus from where we work to how we work could unlock the innovation we’re seeking.
In all the hullabaloo of return to office mandates, there’s still too much focus on where employees work rather than how they collaborate. As Michael Arena and Philip Arkcoll write in their excellent article, dragging employees back into the office won’t magically spark innovation. Instead of an office mandate, they advocate for a “collaboration mandate”. The article explains how innovation is generated through three critical phases of collaboration: (1) Discovery (“the generation of new ideas and insights, often benefiting from the intentional bridging of connections and in-person interactions”), (2) Development (“transforming those ideas into viable solutions, where the focused team interactions of experimentation and rapid iteration are essential. It also requires an environment with minimal distraction for focused concentration.” – see FIG 3) and (3) Scaling (“the process of implementing solutions across the organization, which requires more deliberate interactions with key influencers to ensure widespread adoption and buy-in.”). The article examines the impact of remote and in-person on each stage, and provides guidance on practices to improve collaboration in each. For more, I recommend listening to Michael on a recent episode of the Digital HR Leaders podcast with me: What the Impact of Distributed Work on Organisational Networks Tells Us About the Future of Talent Management.
FIG 3: High levels of focus, such as 4.4 hours daily versus a low focus level of 2.7 hours, significantly drive productivity in development (Source: Worklytics)
https://youtu.be/-giwBOuYwio
BCG - Five Must-Haves for Effective AI Upskilling
Embedding AI in daily tasks at all levels creates a network effect: the more people use and understand it, the more the entire organization gains in knowledge, innovation, and efficiency.
Upskilling its workforce on AI helps a company maximise its investments in the technology and equips it with a competitive edge. In a new study by BCG, Hean-Ho Loh, Vinciane Beauchene, Vladimir Lukic, and Rajiv Shenoy provide guidance on five actions to help achieve this: (1) Assess needs and measure outcomes (the article recommends using the Kirkpatrick method). (2) Prepare workers for change - individually, at the team level, and organisation-wide. (3) Introduce appropriate incentives to unlock employees’ willingness to learn (e.g. nudges). (4) Position the C-suite at the forefront of adoption and training initiatives. (5) Use AI tools and the network effect to upskill people on AI (see FIG 4).
FIG 4: AI learning and support tools fall into four categories (Source: BCG)
KAI HAHN | INTELLIGENT ENTERPRISE LEADERS ALLIANCE - AI & The Future of Work
Within People Analytics’ transformation into a strategic business partner the advance of AI is shaping up as an accelerator if used to drive business outcomes
Kai Hahn presents the results of a comprehensive study by the Intelligent Enterprise Leaders Alliance on the state of AI adoption in HR and people analytics. The report features a stellar list of contributors including: Arianna Huffington, Dave Ulrich, Dr Tomas Chamorro-Premuzic, Amit Mohindra, Nicole Lettich, Kalifa Oliver, Ph.D. and Alim A. Dhanji. Key findings include: (1) Talent Acquisition is at the forefront of embracing AI tools with 70% currently piloting/leveraging AI, followed by People Analytics and L&D with 65%. (2) Priorities for People Analytics in the next 6-12 months with AI are first and foremost automating HR operations. (3) The biggest barrier to adoption is resistance to change, ahead of skills gaps, challenges with data quality and security, privacy and trust, and ethical concerns and bias.
FIG 5: Where organisations are leveraging AI in HR (Source: IELA)
PEOPLE ANALYTICS
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 recent 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 new 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)
SCOTT ROGERS - People Analytics & HRBPs - Navigating the art of imperfect collaboration | ALDAR NIKOLAEV - People Analytics Recipes: Advancing Employee Turnover Story P.1 | RALF BUECHSENSCHUSS - Becoming a data-driven (HR) organization - Leveraging generative AI to democratize data and insights | PETER MEYLER – How much time do People Analytics teams spend on reporting vs. analytics? | PATRICK COOLEN – The Four Faces of People Analytics | YUYAN SUN - 5 Ways to Use AI in People Analytics Everyday
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. Six are highlighted in this month’s edition. (1) 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). (2) Aldar Nikolaev provides a practical guide on how to analyse and visualise employee turnover and conduct scenario planning (see FIG 8). (3) Ralf Buechsenschuss offers a practical guide – including videos – to showcase what is already possible when embedding generative AI into the flow of work in the context of people analytics. (4) Peter Meyler presents the findings of his survey, which finds that 48% of people analytics teams spend at least 75% of their time on data and reporting. (5) Patrick Coolen documents the four faces of people analytics practices: the strategist (see FIG 9), the gatekeeper, the specialist, and the designer. (6) Yuyan Sun breaks down five ways to use AI everyday in people analytics:
Don't just use AI as a tool. Use it as a thought partner.
FIG 8: Measuring employee turnover (Source: Aldar Nikolaev)
FIG 9: The Four Faces of People Analytics: The Strategist (Source: Patrick Coolen)
THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE
MARC EFFRON - It’s (Still) the Mortar not the Bricks
Some CHROs are not willing to drive significant change in reducing headcount, upgrading the capabilities of their team or holding their HRLT accountable to “wire” the business properly.
Marc Effron and his team at The Talent Strategy Group cut through the hyperbole to analyse the state of the HR operating model, critique what the consulting firms (EY, Deloitte, Gartner, Mercer and McKinsey) propose and where they fit with the Ulrich Model, and offer guidance on how to structure, upskill and wire your HR operating mode for success. Highlights include Effron’s views that: (1) Dave Ulrich’s model is the reference standard for good HR operating models. (2) That despite statements to the contrary by the consulting firms advocating why the HR operations model needs to change, the world of work remains largely the same. (3) HRBP’s should be fewer in number, stronger in capabilities and deployed against major business units and/or geographies. (4) The future HR service centre will perform a far larger percentage of overall HR work and do at least 80% of this through technology. (5) Companies should create an ‘HR Wiring Team’ to assess where the HR wiring is either not fully developed or isn’t being followed. Effron defines wiring as “Wiring means the agreement among HR team members about how vital processes will flow – the steps, the accountabilities, the technology, etc.” A compulsory read for any chief people officer considering whether to revamp their HR operating model.
FIG 10: People Value Chain (Source: EY)
SHARI CHERNACK AND JONATHAN GORDIN | MERCER - 2024 Voice of the CHRO: Maximizing HR effectiveness in a changing landscape Article | Full Report
While much of the focus and headlines of Mercer’s 2024 Voice of the CHRO report, authored by Shari Chernack and Jonathan Gordin, is understandably on the challenges and opportunities associated with AI (see FIG 11), what really stands out for me is the section on maximising HR’s influence with the C-suite and board. The results demonstrate that HR is increasingly a strategic partner: 56% of CHROs meet with the board every week, 51% report higher levels of C-suite engagement than previous years, and 71% report high alignment on HR and people priorities. Data is increasingly key, with 76% of CHROs believing that using data to showcase HR’s impact on business performance will help drive further engagement with the C-suite and board. The report highlights six key actions for CHROs: (1) Accelerate AI for HR readiness. (2) Drive AI adoption across the enterprise. (3) Strengthen C-suite relationships and alignment. (4) Understand and plan to bolster key skills. (5) Don’t sleep on employee experience. (6) Build your HR team for the future.
Build your HR team for the future. Reshape and develop your team to reflect the cross pressures of increasingly complex demands on HR, including an anticipated need for greater technology and analytical expertise on the team, and the lean HR team size in most organizations.
FIG 11: AI’s anticipated impact (Source: Mercer)
MARK WHITTLE, LIANA PASSANTINO AND MAGGIE SCHROEDER-O’NEAL | GARTNER - Top 5 Priorities for HR Leaders in 2025
Leader and manager development remains the No. 1 priority in 2025 for HR leaders for the third consecutive year, according to Gartner, with organisational culture, strategic workforce planning, change management and HR technology rounding off the top five (see FIG 12). The report (authors: Mark Whittle, Liana Passantino, PhD, and Maggie Schroeder-O’Neal) provides detailed analysis on each of the top five priorities, defining the problem statement and imperative for each along with a case study. My eyes were drawn to the section on Strategic Workforce Planning (SWP) and the rather stark finding that only 15% of organisations currently practice SWP. Guidance is provided on expanding the scope and complexity of SWP through small phases and a powerful case study is provided on Merck (kudos Ruben Groen Alexis Saussinan) (see FIG 13):
Instead of striving for perfection and getting stuck gathering every piece of information available, Merck’s SWP team reduces the complexity of SWP by narrowing their team’s focus to solving a problem, enabling them to take action and drive impact.
FIG 12: Top 5 Priorities for HR Leaders in 2025 (Source: Gartner)
FIG 13: How Merck prioritizes SWP needs by relevance and actionability (Source: Gartner)
ROB BRINER | CORPORATE RESEARCH FORUM - Driving Organisational Performance: HR’s Critical Role
HR functions can and should do more to contribute to organisational performance. But, in order to do this, they need to be able to identify for themselves and in their context what specifically they need to do to help the business meet its strategic objectives.
The purpose of this excellent new report, authored by Rob Briner for the Corporate Research Forum (CRF), is to provide a framework for HR functions to more effectively drive performance – within their own organisational context. There’s lots to unpack in the report, but highlights include: (1) The evaluation of six ways of thinking about how HR impacts organisational performance (see FIG 14). (2) Key questions HR should be able to answer about the business, its strategic objectives, and how HR can help achieve these objectives. (3) Guidance on joining the causal dots between HR practices and strategic objectives. (4) A self-assessment for HR leaders to assess how well their own function contributes to organisational performance. (5) An eight-step process model of how HR can drive organisational performance. For more from Rob Briner, I recommend listening to his conversation with me on the Digital HR Leaders podcast: What is Evidence Based HR and Why is it Important?
FIG 14: Perspectives of how HR contributes to organisational performance and likely value (Source: CRF, Rob Briner)
PwC - Saratoga Annual Benchmarking Report 2024
As the introduction to this report highlights, PwC Saratoga has over 30,000 benchmarks for 1000+ metrics covering a wide variety of HR and workforce topics. This annual report includes benchmarks for 400 organisations across 20 industries including those related to employee attrition, talent attraction, and diversity, equity and inclusion, as well as benchmarks relating to HR and people analytics FTE ratios (see FIG 15 for FTE ratios for business partners and people analytics). Similar to the annual People Analytics Trends study we publish at Insight222, Saratoga finds that people analytics is showing rapid growth in many industries including technology, financial services and manufacturing/engineering.
There is an increasing focus on people analytics as organizations invest deeper into digital capabilities and as the importance of data is elevated across industries.
FIG 15: HR Business Partners and People Analytics FTE ratios 2022 and 2023 (Source: PwC Saratoga)
WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS
JAEJIN LEE - Skill-based Transformation: “Don't Start with Skills, Start with Work!”
Jaejin Lee takes an incredibly thoughtful deep-dive on the shift towards a skills-based organisation. He analyses a number of factors driving this shift including why the consensus is shifting towards skills, the technology changes driving the movement, and the need to start with the work while viewing the transformation through an employee-centric lens. Jaejin also shares two examples from his consulting work of skills-based network analysis (see FIG 16 for example that clusters the company’s employees' skills based on their similar attributes). Finally, Jaejin shares resources from experts including John Boudreau, Ravin Jesuthasan, CFA, FRSA, and Tanuj Kapilashrami, and rounds proceedings off by providing a checklist for companies to conduct a self-diagnosis with regards to skills (see FIG 17). A tour de force.
FIG 16: Using network analysis to group skills with similar attributes into categories (Source: Jaejin Lee.
FIG 17: Skills-based organisational diagnostic self-checklist (Source; Jaejin Lee)
EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING
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.
STEPHANIE DENINO - Moving Beyond Work as a Black Box: Uncovering & Addressing the Hidden Friction
Work is more than just a black box of outputs—it’s a complex system with hidden friction that we often overlook. In her thoughtful article, Stephanie Denino, Managing Director at TI PEOPLE, examines the consequences of treating work like a black box. She breaks down the core components that make up work: “(1) a worker that is (2) trying to do something (key activities or moments of their work experience), in which (3) they interact with things like technology, people, and processes” (see FIG 18). Stephanie identifies that by capturing data on how work unfolds from the worker’s perspective, leaders can better identify and reduce work friction, ensuring productivity gains and enhancing employee satisfaction. The article presents strategies to move beyond surface-level metrics and focus on the intricate moments of work that truly drive business outcomes.
FIG 18: Work can be broken down into three components (Source: Stephanie Denino)
LEADERSHIP, CULTURE, AND LEARNING
MCKINSEY - Going all in: Why employee ‘will’ can make or break transformations
For a company undergoing transformation, cultivating employee “will” to change the way it operates is critical for success.
Writing for McKinsey, Dominic Skerritt, John Parsons, Mary Lass Stewart, Matthew Schrimper, and Nicolette Rainone, Ph.D. highlight the people element of successful transformations. They set out a three step-process (see FIG 19): Elevate, empower, energize to cultivate employees’ will to drive transformation. (1) Elevate a strong core of employees across all levels to lead the transformation. (2) Empower a broad coalition of change leaders to embody new ways of thinking and working. (3) Energize all employees to transform.
FIG 19: Organisations can galvanise a workforce’s will to transform with three actions (Source: McKinsey)
CONSTANCE NOONAN HADLEY AND SARAH L. WRIGHT – We’re Still Lonely at Work
In recent years, the huge impact that work loneliness is having on healthcare costs, absenteeism, and turnover has received widespread attention. Despite growing awareness, the problem remains, with one in five employees worldwide feeling lonely at work. In their article for Harvard Business Review, Connie Noonan Hadley and Sarah Wright debunk myths about work loneliness, such as the belief that in-person work or team assignments can solve the issue. They provide guidance on seven actions companies can take to put loneliness on the agenda: (1) Measure loneliness (see FIG 20); (2) Design slack into the workflow; (3) Create a culture of connections; (4) Build socialising into the rhythm of work; (5) Keep social activities simple; (6) Maximise each work mode for connection; (7) Actively recruit participants.
FIG 20: A tool for measuring work loneliness (Source: Constance Noonan Hadley and Sarah L. Wright)
DIVERSITY, EQUITY, INCLUSION, AND BELONGING
McKINSEY AND LEANIN.ORG – Women in the Workplace: The 10th Anniversary Report
Organizational change is a marathon, not a sprint, and making meaningful strides for women requires both hope and resilience. When leaders create a compelling vision of what’s possible, workplaces are better equipped to drive and sustain progress.
Despite progress over the past decade, parity for all women in the workspace is almost 50 years away according to the 10th Women in the Workplace report by McKinsey and Leanin.Org. At the current trajectory, it will take 22 years for white women to achieve leadership parity—and more than twice as long for women of colour (see FIG 21). As ever, the report is an absorbing read with part 4, A Data-Driven Approach to Solutions, being required reading for people analytics professionals. In terms of implementing consistent processes, the report recommends four key building blocks: (1) making sure employees understand why a new practice is important; (2) teaching employees the skills they need to do their part; (3) putting mechanisms in place to support the practice; and (4) ensuring leaders role model the right behaviours. Finally, the report also provides guidance on tackling three areas that are especially important for advancing women and fostering inclusion: (1) De-biasing hiring and promotion (see FIG 22); (2) Inspiring and equipping employees to curb bias and practice allyship; and (3) Unlocking the power of managers to influence careers and team culture. Kudos to the authors: Alexis Krivkovich, Emily Field, Lareina Yee, and Megan McConnell, with Hannah Smith.
FIG 21: It will take nearly 50 years to achieve gender parity for all women (Source: McKinsey)
FIG 22: Research based tips for making hiring and performance reviews fairer (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 October that I recommend readers delve into:
LOUJAINA ABDELWAHED, LISA K. SIMON, TOBY CULSHAW, AND REMY GLAISNER - Stuck in Neutral: Why Employees are Staying Put – Loujaina Abdelwahed, PhD, Lisa K. Simon, Toby Culshaw, and Remy Glaisner highlight Revelio Labs data finding that employee attrition rates are at their lowest in a decade. They explore the reasons for this and outline the conditions that would return attrition rates to their long-term average e.g. an increase in demand (15% increase in job postings), combined with 10% higher salaries and a tighter labour market (job postings taking 10% longer to fill).
FIG 23: The decline in attrition in 2024 is unexplained by common factors (Source: Revelio Labs)
DIDIER ELZINGA AND AMY LAVOIE - Research: The Long-Term Costs of Layoffs – Didier Elzinga and Amy Lavoie share the findings of a study by Culture Amp to understand the impact of company layoffs on employee engagement. These include: (1) After layoffs, companies see a significant drop in employee experience in many key areas. (2) High employee engagement prior to layoffs won’t protect you from the negative impact of doing layoffs. (3) Recovery takes time (see FIG 24).
FIG 24: Change in favourability from pre-layoff (Source: Culture Amp)
FRANCISCO MARIN - The Power of Collaborative Freedom: Aligning Interests, Collaborators, and Schedules – Francisco Marin of Cognitive Talent Solutions explains how collaborative freedom, which he sees as the underlying principle of a network-first future of work, discusses how the key facets of collaborative freedom – from increased autonomy and cross-functional cooperation to enhanced transparency - contribute to creating a more effective, agile, and rewarding work environment, “where employees are motivated not just by individual success but by the shared goals and achievements of the organization.”
VISIER - Visier's Top 50 HR Leaders To Watch in 2025 – It’s a nice move (and a clever marketing one!) by Visier Inc. to highlight a group of their data-driven innovator clients. It’s certainly good to see the likes of Adam McKinnon, PhD., Angela LE MATHON, Jeremy Shapiro, Katherine Ward, Doug Shagam, Poonam Sirigidi, Julien Legret, Annalyn Jacob, Ph.D., Erik Otteson, Shannon Rutledge, Kai Wehmeyer, Jill Larsen, Ian Bailie, Alan Susi, and Scott Judd get some well-deserved recognition.
PODCASTS OF THE MONTH
In another month of high-quality podcasts, I’ve selected six gems for your aural pleasure: (you can also check out the latest episodes of the Digital HR Leaders Podcast – see ‘From My Desk’ below):
MARK PRICE AND BRUCE DAISLEY - Can happy workers improve your company results? – Mark Price, former CEO at Waitrose, joins Bruce Daisley on the consistently excellent Eat Sleep Work Repeat to discuss the business benefits of investing in happy employees. The episode features a powerful example of how after acquiring Somerfield, and focusing on motivating the inherited workforce, Mark was able to reduce employee turnover from 75% to 17% within months.
ETHAN BERNSTEIN AND MICHAEL HORN - The Real Reasons Employees Quit — and How to Retain Them – Ethan Bernstein and Michael Horn join Alison Beard on HBR IdeaCast to share their research on employee turnover, which points to a host of push and pull forces that cause workers to jump ship, and also outlines better retention strategies.
NICK LYNN - “Small Changes Can Add Up To Something Big” – Culture, Change Management and the Employee Experience – Nick Lynn joins Mike Petrusky on the Workplace Innovator podcast to discuss the current world of the workplace and how leaders can build a culture of trust and higher engagement
BRYAN HANCOCK AND EMILY FIELD - Will generative AI hurt middle managers—or help them? – In an episode of The McKinsey Podcast, together with host Lucia Rahilly, Emily Field and Bryan Hancock revisit their book, Power to the Middle: Why Managers Hold the Keys to the Future of Work, one year on to share how middle managers can use gen AI to support their teams more effectively—and update their image while they’re at it.
KELLY MONAHAN - What trends will have the most impact on the future of work? – Kelly Monahan, Ph.D. joins host JP Elliott, PhD on The Future of Work Podcast to discuss the key trends that are impacting the future of work including why she believes that the skills-based organisation movement is stuck in the theory phase and the challenges it faces in implementation.
GREG PRYOR - Why Social Network Perspective Matters – Greg Pryor joins Stacia Sherman Garr and Dani Johnson on Workplace Stories to share how social capital—our connections and relationships—drives business outcomes, sparks innovation, and boosts career growth. Listen to Greg, and then tune in to his sparring partner, Michael Arena, on the Digital HR Leaders podcast: What the Impact of Distributed Work on Organisational Networks Tells Us About the Future of Talent Management.
VIDEO OF THE MONTH
NICKLE LAMOREAUX - How IBM Uses AI to Transform HR
In celebration of IBM's CHRO Nickle LaMoreaux recently being recognised as HR Executive of the Year, this month's Video of the Month features Nickle in discussion with me earlier this year on the Digital HR Leaders podcast where she shares how IBM is pioneering the use of AI in HR, and how this is revolutionising its approach to talent management, employee engagement, and predictive analytics.
BOOK OF THE MONTH
YUVAL NOAH HARARI - Nexus
While I was on my travels at People Analytics World in New York and then Unleash World in Paris, at least ten people I respect told me that I simply had to read Nexus, the new book by Sapiens author Yuval Noah Harari. So, I ordered it in time to take with me to the US the week after Unleash – and they were right. It’s brilliant. It’s basically the story of how information networks have made, and unmade, our world. With the opportunity – and threat of AI – this is a book everyone in our field should read. Rory Stewart describes Nexus as: “Bold, original, erudite, provocative and entrancing,” and I couldn’t agree more.
RESEARCH REPORT OF THE MONTH
ALEXIS FINK AND COLE NAPPER - The World of HR Is Changing Rapidly: I-O Psychology Can Help – In their new paper for Society for Industrial and Organizational Psychology (SIOP), Alexis Fink and Cole Napper, people analytics leaders at Meta and FedEx respectively, break down the role of the industrial-organisational (IO) psychologist, and how they are helping organisations to manage the transformation being driven by advancements in artificial intelligence, emerging technologies, and evolving cultural landscapes. Insight222 ’s research on Leading Companies in People Analytics, identified I/O psychology as one of three key skills these companies are focused on hiring, developing and retaining to drive success (along with data scientists, and consultants), so this paper is an important read for chief people officers looking to advance their people analytics function.
FROM MY DESK
October saw the final episode of Series 41 of the Digital HR Leaders podcast, sponsored by Visier Inc. (thanks Adedamola Adeleke), and the first three episodes of Series 42, sponsored by Workday (thanks Sophie Barnes and Jennifer Neumann) as well as a number of articles penned by yours truly.
Key Learnings from Unleash World 2024 – My key learnings from the main stage at the recent Unleash World show in Paris - together with the slides I used to kick off the event.
Key Learnings from Insight222 Global Executive Retreat 2024 Insights: Shaping the Future of People Analytics – My key learnings from the recent 7th Annual Insight222 Global Executive Retreat, which features learnings from speakers including: Janine Vos , Prasad Setty, and Erin Meyer.
How can workforce analytics enhance HR decision-making and drive business success? – A round-up of Series 41 of the Digital HR Leaders podcast, with insights from episodes featuring: Diane Gherson, Lynda Gratton, Angela LE MATHON, Keith Bigelow, Tanuj Kapilashrami and Ravin Jesuthasan, CFA, FRSA.
Three ways to Upskill HR in Data Literacy – The team at Workday shared a summary of insights from my recent speech at Rising on how to improve the data literacy of HR professionals.
SHARON TAYLOR AND JACO VAN VUUREN - Digitising HR for 55,000 Employees: Lessons from Standard Bank – Sharon Taylor, Chief People and Culture Officer, and Jaco Van Vuuren, Chief Operating Officer for Human Capital, join me to share the HR transformation journey at Standard Bank.
MICHAEL FRACCARO - How Mastercard is Using AI to Drive Employee Success and Leadership Growth – Michael Fraccaro , Chief People Officer at Mastercard, shares how the company is using AI across HR, building a skills-based organisation, and how their Culture Health Index helps shape discussion and decisions with the Board.
MICHAEL ARENA - What the Impact of Distributed Work on Organisational Networks Tells Us About the Future of Talent Management – Michael Arena joins me to discuss what the latest research on network analysis teaches us about hybrid working, team sizes, and the importance of social capital.
JASON SCHECKNER - How Talent Orchestration Connects AI Investments to Real Business Results – Jason Scheckner of HiredScore by Workday joins me to discuss how talent orchestration is the key to unlocking AI’s full potential and transforming HR operations into a strategic powerhouse.
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 close to 500 roles – and has now been developed into a LinkedIn newsletter too.
THANK YOU
Nick Broughton for including me in his list of remote work leaders to follow.
Thomas Kohler for including the Digital HR Leaders podcast episode with Michael Fraccaro in his HR Resources of the Week.
Thinkers360 for including me in their Top Voices EMEA 2024.
Elaine Parr for sharing the Digital HR Leaders podcast episode with Nickle LaMoreaux on how IBM is pioneering the use of AI in HR.
Olimpiusz Papiez for his thoughtful learnings about the Digital HR Leaders podcast episode with Jason Scheckner.
Sven Hultin for publishing his analysis of Insight222's recent research on the People Analytics Operating Model: Democratizing workforce insight in a relevant context fuels adaption towards future relevance.
Stela Lupushor for inviting me to moderate a panel at the recent New York Strategic HR Analytics MeetUp on Workestration and Neeru Monga (here), Tony Ashton (here), Ekta Lall Mittal (here), Anna A. Tavis, PhD (here) and Olivia Li (here) for their LinkedIn posts sharing some of the key learnings and pictures from the event.
Finally, a huge thank you to the following people who either shared the September edition of Data Driven HR Monthly and/or posted about my sessions at Unleash, People Analytics World, and Workday Rising. It's much appreciated: Craig Forman, Zornitza Iankova, SPHR, Brandon Merritt Johnson, Hrvoje Bulat, Rebecca Hone, Emma Mercer (Assoc CIPD, MLPI), Dr. Max Muge Bakkaloglu, Kerron Ramganesh, Kristina Schoemmel, Perri Ma, Justin Shemeley, Kelly Satterfield, Luis Maria Cravino, Zina Al Taie, MBA, Joachim Rotzinger, Tobias W. Goers ツ, Anna Gullstrand, Ian Bailie, John Guy, Ouarda Guergour, Markus Graf, Sydney Dolanch, Noam Mordechay, Dorothy Dalton, Victoria Holdsworth, Nima Sherpa Green, ✅ Sarah E. Danzl Nirit Cohen ?, Andrew Pitts, Pierre Dejonghe, Jane Bech, MA-OP, CODP, Shannon Peterson, Nicole Davis, Davina Erasmus, Blaine Ames, David Balls (FCIPD), Dan George, Amardeep Singh, MBA, Yotam Ainom, Roshaunda Green, MBA, CDSP, Phenom Certified Recruiter, Henrik Håkansson, Kouros Behzad, Marijana Brasiello, MHRM, Catriona Lindsay, Adam Tombor (Wojciechowski), María Esther Sánchez, Silvia Schleiffer-Gouveia, Rajarshee Mukherjee, Volker Jacobs, Laszlo Bock, Daniel Farrell, Kevin Legel, Aravind Warrier, Lewis Garrad, Francisca Solano Beneitez, Jose Luis Chavez Vasquez, Dr. Jeeta Sarkar, Jorge Arevalo, Andreea Lungulescu, Maria Alice Jovinski, Philip Arkcoll, Corine Boon, Pietro Mazzoleni, Dave Millner, Bob Pulver, Wayne Tarken, David McLean, Swechha Mohapatra (IHRP-SP, SHRM-SCP, CIPD), Aurélie Crégut, David van Lochem, Vivek Ojha, Hanadi El Sayyed, Phil Kirschner, David Hodges, Jean-Francois Riand, Malgorzata Langlois, Shujaat Ahmad, Graham Tollit, Sebastian Kolberg, Phil Inskip, Sebastian Knepper, Caitie Jacobson, Asaf Jackoby, Melissa Hopper Fritz, Stephanie Murphy, Ph.D. Paul Daley, Stephen Hickey, Sarajit Poddar, Søren Kold, Jacob Nielsen, Dolapo (Dolly) Oyenuga, Manisha Singh, Monalisa Routray, Courtney McMahon, Irada Sadykhova, Geetanjali Gamel, Dave Fineman, Megan Buttita, MLIS, Mariana Hebborn PhD, Rob Kok, Keran Dhillon, Alex Browne, Chris Long, Pedro Pereira, Gal Mozes, PhD, Aritra Majumdar, Mia Norgren, Matthew Fleisher, PhD, Matt Elk, Christina Bui, Agnes Garaba, Laurent Reich, Jeff Wellstead, Danielle Bushen, Nick Hudgell, Jordan Hartley, John Gunawan, Casey G. Brower, PMP, Serena H. Huang, Ph.D., Bo Vialle-Derksen, Trish Uhl, PMP ??, Ken Clar, Isabel Naidoo, Mariami Lolashvili, Sophia Huang, Ed.D., Philippa Penfold, Sonia Mooney, Ian Grant FCIPD, Dr. Peter Schulz-Rittich, Irene Wong, Tim Peffers, Marcela Mury, Andrés García Ayala, Giovanna Constant, John Golden, Ph.D. Tanguy Dulac
ABOUT THE AUTHOR
David Green ?? is a globally respected author, speaker, conference chair, and executive consultant on people analytics, data-driven HR and the future of work. As Managing Partner and Executive Director at Insight222, he has overall responsibility for the delivery of the Insight222 People Analytics Program, which supports the advancement of people analytics in over 100 global organisations. Prior to co-founding Insight222, David accumulated over 20 years experience in the human resources and people analytics fields, including as Global Director of People Analytics Solutions at IBM. As such, David has extensive experience in helping organisations increase value, impact and focus from the wise and ethical use of people analytics. David also hosts the Digital HR Leaders Podcast and is an instructor for Insight222's myHRfuture Academy. His book, co-authored with Jonathan Ferrar, Excellence in People Analytics: How to use Workforce Data to Create Business Value was published in the summer of 2021.
MEET ME AT THESE EVENTS
I'll be speaking about people analytics, the future of work, and data driven HR at a number of upcoming events in 2024 and early 2025:
November 19-20 - Insight222 European Peer Meeting (hosted by Merck in Darmstadt, Germany) - exclusively for member organisations of the Insight222 People Analytics Program
December 5 - Visier Outsmart Local - Building Your People Data Strategy, London
December 10-12 - Workday Rising EMEA, Amsterdam
February 26-27 - People Analytics World, Zürich
April 29-30 - People Analytics World, London
More events will be added as they are confirmed.
主要作者和贡献者：
David Green - Insight222的管理合伙人，专注于HR数据分析和未来工作趋势。
Eric Anicich 和 Dart Lindsley - 探讨“将工作视为产品”的方法。
Nicholas Bloom, James Liang, Ruobing Han - 基于Trip.com的混合办公A/B测试研究。
Michael Arena 和 Philip Arkcoll - 关于协作的重要性，倡导“协作要求”而非“办公要求”。
Hean-Ho Loh, Vinciane Beauchene, Vladimir Lukic, Rajiv Shenoy - 来自波士顿咨询公司（BCG），探讨AI技能提升的关键因素。
Kai Hahn - 智能企业领袖联盟的报告撰写者，探讨AI在HR中的应用。
Jaap Veldkamp - ABN AMRO的全球HR数据分析负责人。
Richard Rosenow - Insight222的一份研究报告撰写者，讨论HR系统的演变。
Scott Rogers, Aldar Nikolaev, Ralf Buechsenschuss, Peter Meyler, Patrick Coolen, Yuyan Sun - 各自讨论了HR数据分析在不同领域的应用。
Marc Effron - The Talent Strategy Group创始人，专注于HR运营模式。
Shari Chernack 和 Jonathan Gordin - Mercer的CHRO报告作者，探讨HR的战略角色。
Mark Whittle, Liana Passantino, Maggie Schroeder-O’Neal - 来自Gartner，讨论2025年HR的五大优先事项。
Rob Briner - Corporate Research Forum的作者，提供了HR推动组织绩效的框架。
Jaejin Lee - 探讨技能导向的组织转型。
Ethan Burris, Benjamin Thomas, Ketaki Sodhi, Dawn Klinghoffer - 在Harvard Business Review中讨论如何将员工反馈转化为行动。
Stephanie Denino - TI People的总监，讨论工作中隐藏摩擦的影响。
Dominic Skerritt, John Parsons, Mary Lass Stewart, Matthew Schrimper, Nicolette Rainone - McKinsey作者，探讨组织变革中的员工意愿。
Constance Noonan Hadley 和 Sarah L. Wright - 研究工作中的孤独感。
Alexis Krivkovich, Emily Field, Lareina Yee, Megan McConnell, Hannah Smith - 来自McKinsey和LeanIn.Org的性别平等报告的作者。
Loujaina Abdelwahed, Lisa K. Simon, Toby Culshaw, Remy Glaisner - Revelio Labs的数据分析师，研究员工流动率。
Didier Elzinga 和 Amy Lavoie - Culture Amp的研究人员，探讨裁员的长期影响。
Francisco Marin - Cognitive Talent Solutions的代表，关于协作自由的重要性。
Adam McKinnon, Angela LE MATHON, Jeremy Shapiro, Katherine Ward, Doug Shagam, Poonam Sirigidi, Julien Legret, Annalyn Jacob, Erik Otteson, Shannon Rutledge, Kai Wehmeyer, Jill Larsen, Ian Bailie, Alan Susi, Scott Judd - Visier公司列出的2025年HR领导者。
Mark Price 和 Bruce Daisley - 在Eat Sleep Work Repeat上探讨员工幸福感的影响。
Ethan Bernstein 和 Michael Horn - HBR IdeaCast上的嘉宾，讨论员工流失的原因。
Nick Lynn - Workplace Innovator的嘉宾，讨论文化和员工体验。
Bryan Hancock 和 Emily Field - 在McKinsey Podcast上讨论生成式AI对中层管理的影响。
Kelly Monahan - The Future of Work Podcast的嘉宾，讨论未来工作的关键趋势。
Greg Pryor - Workplace Stories的嘉宾，讨论社交资本的影响。
Nickle LaMoreaux - IBM的CHRO，讨论AI在HR中的应用（视频）。
Yuval Noah Harari - 其新书《Nexus》被推荐阅读，探讨信息网络对世界的影响。
Alexis Fink 和 Cole Napper - I-O心理学家，探讨心理学在HR转型中的作用。
专栏
2024年11月03日
专栏
LinkedIn推出AI招聘助手：重新定义未来招聘流程LinkedIn Enters AI Agent Race With LinkedIn Hiring Assistant
LinkedIn推出了首个AI Agent : Hiring Assistant，旨在帮助招聘人员重新成为招聘人员。
LinkedIn于本周推出了全新的AI招聘助手，这款工具旨在自动化招聘过程中高达80%的工作，特别是候选人筛选和招聘前的步骤。通过与LinkedIn平台的无缝集成，这款助手不仅提高了招聘人员的工作效率，也显著提升了候选人的质量。该工具的“体验记忆”和“项目记忆”功能，可以记录招聘人员的搜索和操作习惯，并将所有与招聘项目相关的信息进行整合，从而智能化地优化招聘流程。
这款助手已经在西门子、Canva等公司的招聘流程中得到了应用，这些公司报告称，通过LinkedIn招聘助手，招聘人员的生产力显著提升，候选人质量也得到了极大的改善。招聘前的AI辅助搜索仅需30秒即可完成，而传统的搜索通常需要15分钟。
LinkedIn招聘助手还通过AI驱动的沟通功能改善了候选人的体验。数据显示，使用AI辅助发送的招聘信息的接受率提高了44%，接受速度也加快了11%。此外，AI搜索的候选人接受率高出18%。
随着越来越多的公司采用AI技术，招聘与候选人之间的竞争日益加剧。求职者也在利用AI工具优化简历，甚至在面试中使用AI辅助表现，从而使HR在筛选候选人时面临更多挑战。因此，LinkedIn招聘助手等工具正成为招聘人员不可或缺的助手。
LinkedIn招聘助手不仅仅是提高效率的工具，它真正的价值在于解放招聘人员，使他们能够专注于与候选人和招聘经理的对话，改善雇主品牌，并更好地了解就业市场。这种转变反映了人才获取的战略性转变——从执行角色转变为人才顾问，帮助公司更好地实现增长。
详细请看Josh Bersin 写的这篇介绍
As I discussed in the article Digital Twins, Digital Employees, Agents Everywhere, tech vendors are creating AI-powered Agents as fast as they can. And in HR, where we deal with hundreds of mundane checklist-types of processes, the opportunity for automation is everywhere.
This week, just as Microsoft launched a tools to help companies build Agents in Copilot, LinkedIn announced its Hiring Assistant. And this is a pretty amazing product.
The Hiring Assistant is the first highly-integrated agent I’ve seen that fits right into the LinkedIn workflow. And the companies using it now (Siemens, Canva, AMS) are seeing recruiter productivity and candidate quality skyrocket.
Here’s how to think about it: consider a schematic of the recruitment workflow.
As you can see, there are more than 30 steps to complete, and this doesn’t even include background checking, offer-letter generation, benefits discussions, pre-boarding, and onboarding.
With this brand new Assistant LinkedIn believes they can automate almost 80% of this pre-offer workflow. And the LinkedIn Hiring Assistant is just getting started.
Here are some screenshots of the workflow:
As you can see, the agent prompts the recruiter with intelligent responses and questions along the way. And throughout the process it stores more and more information to get smarter and smarter.
This Is A Sophisticated Product
This is a well-engineered product. Not only does it include many subtle features (ie. “find me a candidate like Joe,” which brings in Joe’s profile and analyzes Joe’s role, skills, and experience), it includes several platform innovations.
The first is something LinkedIn calls “Experiential Memory,” storing the recruiter’s search and activity history for future work. The Hiring Assistant learns what this recruiter is doing, how they communicate, and how they operate, to tune its results to each recruiter’s needs (ie. a tech recruiter vs. an executive recruiter).
Second is a feature called “Project Memory,” which brings together all the information about a single search project. This means the candidate selection criteria, emails, and input from hiring managers are stored in the project, enabling the assistant to see the whole experience of selection. Recruiters understand this challenge: every hire and every hiring manager is different, and each project has unique and sometimes new requirements which have nothing to do with the job description.
Other Agents Will Have To Take Notice
LinkedIn is not the first mover in this space, but the company’s credibility will accelerate the market. Paradox, the current leader in recruitment automation, has been automating high-volume recruiting for almost a decade and offers an agent that not only helps recruiters but also supports job seekers. It isn’t focused on sourcing liked LinkedIn, but it automates the rest of the process (candidate inquiries, interview scheduling, assessment, onboarding).
And it really works: this week Chipotle announced that Paradox’s solution reduces time to hire by 75%, making it a central part of the company’s growth strategy.
LinkedIn Hiring Assistant is receiving similar accolades.
“Doing a normal search before AI took upwards of 15 minutes. Now, with AI-Assisted Search, it takes about 30 seconds to get results. The time saved is tremendous. It is so much more convenient and easier doing it this way,” said Victoria Östryd Söderlind, Senior Recruitment Specialist, Toyota Material Handling Europe.
“The AI features on LinkedIn have allowed our recruiters to do more, to be better and to grow faster in all of our activities. It’s about spending time in the right places where our time is more valuable and LinkedIn’s AI features have enabled us to do that. What it’s not doing is removing great conversations with candidates, stopping our ability to ask them questions or getting to know candidates as people and humans,” said Olivia Brown, Head of Talent Acquisition, Octopus Energy.
Improving Candidate Experience
While LinkedIn talks about the value to HR, the bigger value may be for candidates. The company found that AI-Assisted outreach messages generate a 44% higher acceptance rate and are accepted 11% faster by job seekers. And AI-based searches produce 18% higher candidate acceptance. As Paradox has discovered, candidates don’t like to waste time scheduling calls with recruiters if they can avoid it.
And that leads to another important issue. There is now a growing AI battle between recruiter and candidates. AS AI helps recruiters source and screen candidates, the candidates are using AI to “power-up” their resumes. One of our clients told me that almost all their job applicants now submit resumes that look eerily similar to job descriptions. Why? Job candidates are using AI also!
This means is that tools like LinkedIn Hiring Assistant are more essential than ever. As job seekers tweak their identity and even use AI interview assessments to game interviews, HR has to beef up its tools to better differentiate candidates.
Liberating Recruiters To Recruit And Advise
The big story is actually this: while Hiring Assistant is an efficiency tool, what it really does is free up recruiters to talk to candidates. Recruiters who are bogged down with drudgery can talk with hiring managers, improve employment brand, and get to know candidates and the job market better. This is part of what we call Systemic HR: moving talent acquisition away from the “fulfillment center” role to that of a talent advisor, helping the company think about its best ways to grow.
As you look at these tools and think about automation, I encourage you to read our new research on the strategic shift in talent acquisition. Automation is not just about productivity and cost savings: it’s really about liberating our minds to think and add value in new and exciting ways.
专栏
2024年10月29日
专栏
Josh Bersin :SuccessFactors Leapfrogs HCM Capabilities: AI, Skills, Talent Intelligence, And More本周，SuccessFactors 宣布了一系列重大更新，巩固其在人力资本管理（HCM）市场的领先地位。这些新功能包括 AI 驱动的工作推荐、文本分析、绩效评估和全球工资单升级等。SuccessFactors 还推出了开放的技能系统，并与 Lightcast、Degreed 等技能供应商合作，提供更全面的职业发展工具。此外，通过整合 WalkMe，SuccessFactors 改善了用户体验，使其在实施和使用方面更具优势。Dan Beck 的领导下，SuccessFactors 持续推动 HR 技术的创新与发展。
有兴趣进一步了解下
This week SuccessFactors announced a vast array of new features, focused on taking the lead in the red hot HCM war against Workday, Oracle, and others. These capabilities fall into four areas, each of which bring SAP into a leading position in many areas of the global HCM market. (Product details here.)
As I learned about the release I noticed the fingerprints of Dan Beck, the company’s new president and chief product officer. Dan has been at SAP for 11 months and has accelerated the company’s technology roadmap and focus on total solutions.
Let me summarize what’s new.
1. More And More AI Capabilities Built-In
First, of course, is AI. Two years ago SAP announced its “Business AI” strategy, which describes how all SAP business applications are integrated and enhanced with AI. (Workday’s similar strategy Illuminate was launched a few months ago.) In the prior release SuccessFactors described 63 AI use-cases; this week they introduced 30 more. And all are integrated into Joule, SAP’s intelligent Agent.
Each “use-case” is essentially an AI application and many are quite complex: automatically developing job descriptions, analyzing performance reviews, setting and aligning goals, developing onboarding, creating growth plans, and evaluating pay inequities. In other words these AI “features” are really automation workflows that each eliminate hours of work for HR professionals. Since each is also integrated into Joule, you can use them through the conversational interface.
While many HR vendors are adding AI features, I find SAP’s particularly robust because they’re integrated into the entire lifecycle of an employee. SAP’s engineering focus really shows here.
Some of the new features include AI-based job recommendations to job seekers (and internal employees), text analysis and editing for performance reviews, and new mobile use-cases for Joule.
2. Upgrades to Global Payroll
The second set of announcements are a significant update to global payroll. SAP currently has the broadest global payroll solution in the market and now has a new UI, a Payroll Command Center, and a sophisticated AI offering called “Explain Pay Slip.” You will effectively be able to ask Joule “why has my pay changed from last month” and it will dig into all the details and explain the differences. This covers 70% or more of the questions employees ask HR service centers, so this feature has an enormous ROI.
Employee Central, the company’s core HR and payroll module, now has a more integrated view of all benefits and more integrations with Joule, making the 52-country payroll system the broadest in the market.
3. Open Skills System and Launch of Career and Talent Development
The third set of announcements will change the HR Tech market: SAP is formerly opening up its Talent Intelligence Hub to accommodate every skills and skillstech vendor. Providers like Lightcast, Korn Ferry, Techwolf (SAP invested in them), and Degreed can now feed the SuccessFactors skills system and SAP is going to build tools to normalize and harmonize skills.
This brings SAP to parity or beyond Workday Skills Cloud: the skills model is integrated into Opportunity Marketplace, Career and Talent Development (the new version of SuccessFactors learning), and SuccessFactors job architecture, team management, performance management, and recruiting.
The new Career and Talent Development offering also introduces AI-assisted career insights, leveraging skills and aspirations to find relevant jobs and career paths. The system lets managers create assignments, find and onboard internal candidates, and then use Work Zone (onboarding and enablement) to start their new internal position. This level of integration goes beyond tools from Gloat or Eightfold or others for internal talent marketplace.
Several years ago SuccessFactors introduced its comprehensive skills strategy and today it’s coming to fruition.
There are several major implications here. First, vendors like Eightfold, Gloat, Phenom, Beamery, and many others will have to decide how they partner or compete with SAP. Last month I met with both Delta Air Lines and Pepsi, both of which are using SuccessFactors Talent Intelligence hub as their new end-to-end platform. Each company told me that they no longer felt the need to use some of these other third party products.
Second, the SuccessFactors skills model is expansive. In addition to harmonizing and helping companies build technical and leadership models, the system itself has its “whole self” module which includes aspirations, styles, motivations, and preferences. Companies that use this can add subtle human needs to the model.
Other vendors have tried this (Cornerstone and Gloat both ask users to express career and personal work preferences) but SAP, with its enormous customer base, has the potential to leverage this across industries. Imagine an employee in IT who aspires to work in HR, for example – the system would find the HR Tech jobs within the company which leverage their architectural or technical skills.
SuccessFactors also includes a mature system for team-based work, which is missing in these other applications. This release adds AI-assisted 360 reviews, performance templates, and integration with Joule (employees and managers can share performance information through the agent.)
4. Integration of WalkMe into SuccessFactors.
The fourth major announcement is the bundling and integration of WalkMe. Given the vast and complex nature of SuccessFactors, there are many places to read documentation and learn how the system works. This forces customers to build large training programs for users. (All HCM platforms have this issue.)
WalkMe, which was acquired this year for $1.5 Billion, is the leading provider of “digital adoption platforms.” It is essentially an advanced AI system that watches a user’s interaction with a system to coach, train, and automate your work. Initially developed to help users learn how to use systems like SAP or Salesforce, WalkMe advanced into a highly intelligent real-time coach, similar to what we now expect out of an AI agent.
While I don’t know how this will be priced, this gives SuccessFactors an “ease of implementation” advantage. WalkMe is an open platform and does support many HCM applications, but now that it’s integrated and bundled into SAP customers will find SuccessFactors much easier to deploy and use.
(Just for your reference, the SuccessFactors and Workday “how to” manuals include nearly 1,000+ pages each.)
Bottom Line: SuccessFactors Leadership Emerges
SAP’s ambitious, long-term engineering approach to human capital management is clear. I’ve been watching SuccessFactors since it was a small independent company in California, now growing to a vast cloud business with 10,000+ customers and more than 150 million end users.
This release demonstrates how patience, engineering excellence, and relentless focus on customers pays off in enterprise software. Under the leadership of Dan Beck, SuccessFactors now offers industry-leading capabilities in most areas of HCM, giving customers an even deeper offering to consider as HR technology rapidly evolves.
专栏
2024年10月28日
专栏
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抓住机会，开启美好的假期之旅吧！
专栏
2024年10月24日
专栏
Josh Bersin:Digital Twins, Digital Employees, And Agents Everywhere2025 年，数字员工和人工智能助理的崛起将彻底改变人力资源运营，改变招聘、数据分析和员工管理等任务。 这些技术包括数字双胞胎和智能代理，它们将与人类专业人员一起工作，以提高生产力和优化工作流程。 随着人工智能工具成为日常业务不可或缺的一部分，人力资源领导者必须拥抱这些创新，同时继续关注技能培训、心理健康和包容性工作环境。 向人工智能的转变还将重塑团队动态，这对人力资源部门重新设计角色和流程以保持竞争力提出了挑战。
I recently heard Elon Musk predict that every citizen would have multiple Optimus robots in their homes within five years. And while I often ignore his predictions because they’re exaggerated, I think he’s on to something. We are about to witness an explosion of Digital Employees in our companies, and these may be the “robots” we’ve heard about for years.
Let me explain. This week I talked with dozens of vendors and clients at Unleash and then visited our development partner Sana Labs in Stockholm. It’s now clear that we’re going to be working with multitudes of “digital employees” in the year ahead.
(And as Dario Amodei, the founder of Anthropic explains, AI can do many more positive things in business, science, and health than we ever imagined.)
By “digital employee” I mean a software powered agent that can talk with us, answer detailed questions, solve complex analytic problems, and navigate a multitude of systems. ChatGPT and its peers, which introduced the idea of an agent, has now spawned dozens of “agentic” use cases, which I’d be willing to refer to as personalities.
Let me start with a “Digital Twin.” Imagine you have a superb customer service agent with years of experience helping your most demanding clients. If you load the last five years of their emails, coupled with all their internal documentation, and a log history of their last two years of service calls, you can essentially “create him or her” digitally with all the knowledge, style, and internal contacts this person has developed. This twin, which may look initially like an AI assistant, could then carry on this employee’s work when the real life worker is on vacation.
One of our clients, a large insurance company, has already built “digital twins” for claims processing. If you think about the complexity and workflow of processing a claim, much of it could be learned by an agent, making the “claims robot” an expert on this important process. And as you change claims rules and limits, the agent will learn new guidelines in only seconds.
Our AI assistant Galileo, a trained expert on HR (Galileo is trained on 25 years of research and thousands of conversations with clients and vendors), is essentially a “digital twin” of me and the other analysts in our firm. I’m not saying Galileo is as fun to talk with as we are, but I can assure you that he (or she) is as knowledgeable and supportive. And Galileo is even smarter than I am: he has instant knowledge of skills models, compensation benchmarks, turnover statistics, and other data bases which I can only access by looking them up on demand.
And using the Sana platform we can configure Galileo to have multiple personalities. Galileo the “Recruitment Agent” might have in-depth knowledge of screening, interviewing, and candidate skills assessment and he may have direct linkage to SeekOut, Eightfold, or any other sourcing applications. In his candidate facing personality he may be able to answer candidate questions, explain shift schedules, and “sell” the company to top job candidates. (This is what Paradox has done for years and vendors like Eightfold and LinkedIn are launching now.)
But there’s more. Imagine that this “digital twin” or “digital employee” has intimate knowledge of Workday, SuccessFactors, or a variety of other systems. Now the assistant can not only answer questions and help solve problems, he can also process transactions, look things up, and run reports against multiple system. The digital employee has turned into a “digital analyst,” who can find things and do work for you, saving you hours of effort in your daily life. (Vee from Visier is designed for this.)
Suppose you ask your digital friend to attend meetings for you, participate in conversations on certain topics, and alert you in real time when urgent issues come up for discussion. He could help you scale your time, keep you informed about decisions you need to know about, and help you manage your action items. And the list goes on and on and on.
Best of all, what if your digital twin can talk to you. Suppose he “checks in” with you about the project you asked for help with last week, so you inform him how things are going and he gets “smarter” about what you may need next. Galileo does this today, prompting you to dig into a problem and explore areas you may not have considered. And if you ask him about management or people issues, he could give you advice and coaching, based on the leadership models or even CEO interviews in your own company. (BetterUp, Valence and others are working on this.)
This is not science fiction, my friends. All this is becoming reality and will certainly be common next year.
Every vendor has a slightly different focus. The Microsoft Copilot specializes in MS Office-related activities, ServiceNow’s focuses on internal service and support, Galileo is focused on the needs of HR, and Joule is an expert on all the functions of SAP. Each of these “digital employees” needs training, feedback, and connections to stay current and relevant. So it’s doubtful that one digital employee will do everything. (Training a digital employee means managing his or her corpus of information, which will be a major new role in HR.)
One thing is very clear: we are going to be living and working with these guys. And as we use them and see what they’re capable of, we’re going to redesign work. Little by little we’ll offload tasks, projects, and workflows. And as we do, we’ll get smarter and smarter about redesigning our teams.
I liken the process to that of a carpenter who gets a new multi-function power drill. Before the drill he may have manually drilled holes, carefully selecting the drill bit and the level of pressure based on wood density. Now he drills holes faster, more accurately, and with more precision. Soon he just speeds through the process, spending more time on cabinet fit, finish, or design.
The same thing will happen to our HR tasks, projects, and designs. And these new digital employees are programmable! So once we figure out what they’re capable of we can adjust them, customize them, and connect them together. Eventually we’ll have intelligent assistants that operate as entire applications. And that’s the threat to incumbent software companies – the agents hollow out many of our existing applications.
How Do Our Digital Employees Impact Our Own Work?
One more observation. Many a few of the clients I talked with kept asking “what about our softskills?” What work is truly human?
I think that’s the wrong question. Rather we should ask the opposite: how much can I delegate to my new friends as fast as possible!
Have you been upset that your vacuum cleaner took away the rewarding human work of sweeping a floor? How much joy do you get from washing dishes? Did your dishwasher make you feel deflated when you stopped splashing around in the soapy water?
Of course not – these tools eliminated tasks we considered to be “drudgery.”
Well today, thanks to digital assistants, creating a pivot table to do cross-tab analysis has become drudgery. You can stop getting your hands wet with that task – ask Galileo or Copilot to analyze the data, and then ask him to chart it, add more data, and try new assumptions. The more we learn to use these new digital employees the more “drudgery” we can stop doing.
And consider complex “human-centered” activities like “change management.” A client asked me “how could Galileo help me with change management for our new HCM system?”
I answered her with dozens of ideas: ask Galileo for case studies of other companies and have it build a checklist to consider based on what other companies did. Then ask Galileo to build a training plan; ask it to read the user documentation and create a table of what features are new; then ask Galileo to rewrite that change plan by role. And finally ask Galileo to write a press release about success, craft some compelling communications to employees, and ask it to compute the ROI of all the steps eliminated.
These are all “manual” human tasks we do today and they take time and ingenuity to figure out. If you went through this process in Galileo you could ask your digital employee to save these steps and prompts in a “template,” and you have just taught your digital employee how to do change management. The next time you need him he can step you through the process.
As I started to explain this to my client I stopped and said: wait a minute. I can’t possibly show you everything Galileo can do. You have to try it for yourself.
And that’s my big message. Don’t wait for a vendor to drop a finished solution in your lap. These are intelligent, trainable, digital experts. You have to get to know them so you can figure out where they fit in your job, your projects, and your company. Just like you do with any new hire.
I say it’s time to get started. No more sweeping floors or washing dishes by hand. Let’s meet our digital employees, tell them about our projects, and ask for their help. Step by step, day by day, we can redesign our jobs to be more more productive, liberating us to do greater things.
The best HR & People Analytics articles of September 2024
September has been a phenomenal month. Indeed, in the ten years I’ve been writing the Data Driven HR Monthly, I can’t recall a month when there has been so much insightful content to choose from. I believe this is indicative of the journey HR is on from its traditional role as a support function to becoming a true strategic partner to the CEO and the board. As Janine Vos, Managing Board Member and CHRO at Rabobank, highlighted this past week at the Insight222 Global Executive Retreat, people analytics has an important role to play in elevating the HR function and enabling it to successfully navigate this transition:
People Analytics helps give the chief human resources officer credibility (with the executive team and board).
This edition of the Data Driven HR Monthly is sponsored by our friends at Worklytics
A New Way to Approach Manager Effectiveness
If you’re using eSat scores to evaluate Manager Effectiveness, you’re moving too slowly.
eSat scores are a lagging indicator of how it’s going. And in today’s distributed work environment, you can’t afford to wait.
Instead, use ONA-powered outcome driver analysisto identify what your best managers are doing differently.
You might measure behaviours like:
Manager Cross-Department Connectivity
Co-Attendance in Directs’ Meetings
Manager-Driven Disruptions (Slack DMs)
Curious to see what that looks like in practice? Find out how your managers stack up.
To sponsor an edition of the Data Driven HR Monthly, and share your brand with more than 135,000 subscribers, send an email to dgreen@zandel.org.
The Changing Role of the People Analytics Executive
My personal highlight of September was the 7th annual Insight222 Global Executive Retreat, which took place from September 24 to 26 at the Duin en Kruidberg for member companies of the Insight222 People Analytics Program®. I’ll share more about the Retreat in a separate blog in a few days time, but for now I'll highlight this year’s theme: The Changing Role of the People Analytics Executive, and the stellar cast of inspirational speakers:
Janine Vos discussed the strategic influence of the CHRO and the close partnership she has at Rabobank with the people data and innovation team led by Marc Jansen.
Prasad Setty shared insights from his 14 years leading people analytics at Google as well as painting a vision of the future of people analytics in the age of generative AI.
Kevin Friesen, Neora Myrow PhD, and Nancy Duarte delivered an interactive workshop on influencing through data storytelling.
Erin Meyer ended proceedings with a tour de force masterclass on leading across cultures I global organisations.
The Retreat is one of the services included as part of the Insight222 People Analytics Program. If you are a people analytics leader and would like to find out more, you can contact the team here.
Attendees at the Insight222 Global Executive Retreat 2024, Duin en Kruidberg, Amsterdam
September and October World Tour
As well as the Retreat, I’m speaking at and attending a number of events in October. This week, I’m in New York, moderating a panel on Workestration at the New York Strategic HR Analytics Meetup (Sept 30), and chairing People Analytics World (Oct 2 and 3). The next stop after that will be Paris, where I’ll once again have the privilege of hosting the main stage at UNLEASH World (Oct 16 and 17) - thanks to Marc Coleman and the team. Then it’s back to the US for the North America Peer Meeting for member companies of the Insight222 People Analytics Program®, which will be hosted by Phil Willburn and his team at Workday in Pleasanton (Oct 22 and 23). I hope to see some of you at one of these events. Thanks too to Marcus Downing for hosting me at the recent Mercer event in London where I had the pleasure of sharing the stage with Ravin Jesuthasan, CFA, FRSA (see here), and Jennifer Neumann for inviting me to speak at Workday Rising in Las Vegas (see here), where it was great to meet up with the likes of Priyanka Mehrotra, Richard Rosenow, and Cory Edmonds.
Speaking onstage at Workday Rising, Las Vegas, 2024
Register for an Insight222 webinar on October 10: Building the People Analytics Operating Model
Join me and the Insight222 team on October 10 when we’ll be hosting a webinar on the recently published research on. You can register for the webinar here.
Share the love!
Enjoy reading the collection of resources for September 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 August’s compendium.
If you enjoy a weekly dose of curated learning (and the Digital HR Leaders podcast), the Insight222 newsletter: Digital HR Leaders newsletter is published every Tuesday – subscribe here.
HYBRID, GENERATIVE AI AND THE FUTURE OF WORK
ANDY JASSY - Message from CEO Andy Jassy: Strengthening our culture and teams | JOSE MARIA BARRERO, NICHOLAS BLOOM, SHELBY BUCKMAN, AND STEVEN J. DAVIS - The Survey of Working Arrangements and Attitudes – September 2024 | ANNIE DEAN – Lessons Learned: 1,000 Days of Distributed at Atlassian
This special on hybrid work was inspired by Amazon CEO Andy Jassy’s announcement that Amazon is going back to five days in the office: “to further strengthen our culture and teams.” This comes hot on the heels of KPMG’s CEO Outlook Survey, which finds that CEOs are hardening their stance on returning to pre-pandemic ways of working, with 83 percent expecting a full return to the office within the next three years. Forensic analysis by Bruce Daisley (here), Phil Kirschner(here) and Nick Bloom (here) examines Amazon’s move and the validity of KPMG’s claim. This confirms that (1) Amazon is an outlier. (2) The findings by KPMG contradict the WFH Research that Nick is publishing every month, which shows working from home has remained flat since early 2023 and has stabilised at around 25% (see FIG 1). As Bloom suggest “shock sells,” which explains the extent of the media coverage about Amazon and the KPMG survey. To balance things out, I recommend reading about Dropbox’s Virtual First model (which chief people officer, Melanie Rosenwasser explains has “led to clear benefits, including higher employee engagement and retention.”). I also recommend reading a new report authored by Annie Dean summarising the findings from the first 1,000 days of Atlassian’s Team Anywhere approach to distributed work. As Rabobank’s CHRO Janine Vos urged in her session at Insight222’s Global Executive Retreat this week, the role of HR and People Analytics teams is to provide data that steers executive decision making around hybrid and return to office. It would be interesting to learn what data (if any) was used to inform Amazon’s decision to return to the office five days a week.
FIG 1: WFH is stable at c35% of days (Source: WFH Research)
BCG HENDERSON INSTITUTE - GenAI Doesn’t Just Increase Productivity. It Expands Capabilities
The ability to rapidly take on new types of work with GenAI - particularly tasks that traditionally require niche skills that are harder to find, such as data science - can be a game-changer for individuals and companies alike.
The BCG Henderson Institute follow-up their first landmark study on GAI in the workplace (see: How People Can Create - and Destroy - Value with Generative AI). The sophomore experiment tests how workers can use GenAI to complete tasks that are beyond their current capabilities. The findings from the study are illuminating: (1) Participants were able to instantly expand their aptitude for new data-science tasks, even when they had no prior experience in coding or statistics. (2) Those with moderate coding experience performed better on all three tasks, even when coding was not involved. This suggests that an engineering mindset - which coding helps develop - could be a key success factor for workers adapting to GenAI tools. The article also provides guidance on: When and how to pair humans with GenAI (see FIG 2), as well as visualising and detailing the workforce change-management implications (see FIG 3). (Authors: Daniel Sack, Lisa Krayer, PhD, Emma Wiles, Mohamed Abbadi, Urvi A., Ryan Kennedy, Cristián Arnolds, and François Candelon).
FIG 2: When and How to Pair Humans and GenAI (Source: BCG Henderson Institute)
FIG 3: Workforce and Change-Management Implications (Source: BCG Henderson Institute)
GARTNER - Hype Cycle for the Future of Work, 2024
Only 14% of organizations have reached the level of maturity where they are able to empower workers to embrace new ways of working.
Gartner’s inaugural Hype Cycle for the Future of Work (see FIG 4) highlights the core technologies set to transform how work is done by augmenting and enhancing human capabilities with intelligent technology. Five standouts from the analysis are: (1) Workers want a more personalised experience, and are building it for themselves. (2) CEOs are captivated by AI and are investing in new strategies. (3) Low digital workplace maturity is a barrier to improving worker productivity and time to competency. (4) Data Storytelling and Generative AI (already!) have entered the Trough of Disillusionment. (5) Hybrid Work and Self-Service Analytics are on the Slope of Enlightenment. The article also contains some illuminating analysis on a number of the ‘on the rise’ innovations including Exoskeletons (Tori Paulman), Cyberpsychology (Cynthia P.), Digital Twin of the Employee (Helen Poitevin) and Workforce Nudgetech (Rania Stewart). Thanks to Phil Kirschner for alerting me to this work in his excellent LinkedIn post on the study, which linked to an insightful article Phil co-authored with Natasha Ouslis, PhD and Dr. Julia Sperling-Magro on applying behavioural science and nudging to the workplace.
FIG 4: Hype Cycle for the Future of Work, 2024 (Source: Gartner)
NICKY DRIES, JOOST LUYCKX, AND PHILIP ROGIERS - What 570 Experts Predict the Future of Work Will Look Like
While it’s impossible to know exactly what the future of work will look like, it doesn’t stop (lots of!) people from having opinions. In their study, Nicky Dries, Joost Luyckx, and Philip Rogiers from KU Leuven, asked 570 experts to rank the likelihood of predictions made by technologists, economists and journalists. They landed on the sequence of events laid out in FIG 5, which get increasingly concerning and dystopian by the decade. Not one for the faint hearted!
FIG 5: A timeline of future of work predictions (Source: Dries et al)
MCKINSEY - Charting a path to the data- and AI-driven enterprise of 2030
Generative AI has increased the focus on data, putting pressure on companies to make substantive shifts to build a truly data-based organization.
These are the opening words to a recent article by McKinsey’s Dr. Asin Tavakoli, Holger Harreis, Kayvaun Rowshankish, and Michael Bogobowicz, which provides guidance on seven essential priorities for leaders to focus on to realise the data-driven enterprise of 2030. They argue that the key enabler to realising the potential of GenAI is data: “Without access to good and relevant data, this new world of possibilities and value will remain out of reach.” Three of the seven priorities outlined are (1) Data Leadership (“Companies need to find leaders skilled in governance and compliance, engineering and architecture, and business value"). (2) Talent (see FIG 6), and (3) Digital Trust.
FIG 6: New skills to manage GenAI will likely lead to both expanded and new data roles (Source: McKinsey)
PwC - 2024 Workforce Radar Report Executive Summary | Full Paper
The workforce of today won’t become the workforce of tomorrow unless businesses act right now.
But how? That’s the exam question that PwC’s inaugural Workforce Radar study attempts to answer across an insightful and thought-provoking report of 48 pages. The research identifies five workforce signals (see FIG 7) that business leaders and chief people officers can use to deliver enterprise-wide transformation. (1) Taking both a talent magnet and talent factory approach (e.g. levers such as meaningful work, skill-building, and culture). (2) Devising a location strategy that appreciates over time. (3) The intelligent enterprise – through HR harnessing and taking the lead on GenAI (see FIG 8). (4) Empowering transformation with a workforce balance sheet. (5) Investing in building transformative leadership. Kudos to the authors: Anthony Abbatiello, Julia Lamm, Reid Carpenter, Craig O'Donnell, and Christopher Hannegan.
FIG 7: Five Workforce Radar Signals (Source: PwC)
FIG 8: Emerging areas for Leading Digital HR Leaders to lean-in (Source: PwC)
PEOPLE ANALYTICS
NAOMI VERGHESE, JONATHAN FERRAR, AND JORDAN PETTMAN - Building the People Analytics Ecosystem: Operating Model v2.0 ARTICLE | FULL REPORT
In the August edition of the Data Driven HR Monthly, I highlighted the new Insight222 study on the evolution of the people analytics operating model. This month I’d like to highlight one specific aspect of the report about the role of the people analytics leader. The research, which was conducted by my colleagues, Naomi Verghese, Jonathan Ferrar and Jordan Pettman, found that three profiles of people analytics leader are emerging (see FIG 9): (1) Data and Analytics Specialist Leader (focused on a scope for data and analytics research, insights and analytical product development and deployment). (2) Analytics-led Strategy Leader (encompassing a broad set of analytics responsibilities: consulting, research, employee listening, product development, reporting, data governance, workforce planning and AI). (3) Portfolio Analytics Leader (responsibility for people analytics and one or more other closely associated topic, such as people strategy, HR technology, HR operations, skills management, or employee experience). Read the report for more detail on each of the profiles together with examples of each leader persona Featuring Anthony Ferreras, Aashish Sharma, and Alexis Saussinan.
FIG 9: Responsibilities of the three people analytics leader personas, aligned to the People Analytics Ecosystem (Source: Insight222)
COLE NAPPER, JIN YAN, AND BEN ZWEIG - What is happening to people analytics? A 15- year trend (Part 1)
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 study identified a number of interesting – and perhaps counterintuitive – findings. These include: (1) People analytics positions in the US have actually declined in the last two years – the data suggests more than 1,000 people have left the field during this time (see FIG 10). (2) 83% of people leaving the field move to roles outside people analytics but mostly in HR. (3) People analytics positions are sensitive to changes in interest rates and money supply.
FIG 10: People analytics positions have been decreasing in the last two years (Source: Revelio Labs)
PIETRO MAZZOLENI - People Data Excellence: Driving Quality through Empowerment, Standardization, and Automation
Ensuring high-quality (people) data is crucial for building leaders' trust in data-driven talent decisions and reducing the need for manual reconciliation. Moreover, maintaining top-tier data quality is essential for the successful implementation of AI and GenAI technologies.
In the latest edition of his excellent People Data Platform newsletter, Pietro Mazzoleni breaks down the three ingredients IBM brought together to build Workforce 360, IBM’s internal people data platform, and deliver people data excellence: (1) Empowerment (“Putting Data & Knowledge in the Hands of Users”). (2) Standardisation (“Establishing a Unified Approach for data and processes”). (3) Automation (“Enhancing Efficiency Through Technology”).
FIG 11: Source – Pietro Mazzoleni
HENRIK HÅKANSSON - People Analytics: Generative AI | AMIT MOHINDRA – Definitions of People Analytics | KEITH MCNULTY - The Three Most Common Statistical Tests You Should Deeply Understand | LAURA HILGERS - How to Measure Quality of Hire, According to 4 Experts | JILL BARTH - How people analytics transformed this org’s HR from old-school to inspirational
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. Five are highlighted in this month’s edition. (1) Henrik Håkansson highlights a common predicament for people analytics leaders – stakeholder requests to implement GenAI. He offers sage advice on the ideal response: “GenAI is a solution. So naturally I ask: What is the problem? What is the value? Why would GenAI be better than what we are doing today? Are we trying to save money and cut costs, or actually do things better or faster?” (2) Amit Mohindra assembles a handy list of definitions of people analytics. (3) As Keith McNulty explains, hypothesis testing is one of the most fundamental elements of inferential statistics. In his article, Keith 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. (4) Laura Hilgers’ article on the elusive quality of hire metric is a must-read for people analytics and talent acquisition professionals. It features guidance from four experts in the field: Hung Lee, Tim Sackett, SPHR, SCP (see FIG 12 for Tim’s equation to measure quality of hire), Stacey A. Gordon, MBA, and Jennifer McClure. (5) Finally, Sonia Boyle, CHRL - chief people officer at Gore Mutual, explains to Jill Barth HR Tech Editor how people analytics has been at the centre of the company’s HR transformation.
FIG 12: How to measure Quality of Hire (Source: Tim Sackett)
THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE
DAVE ULRICH - Realizing Talent Advantage: Evidence and Implications from the Organization Guidance System
In 2020, Dave Ulrich and his colleagues at The RBL Group, developed the Organization Guidance System (OGS), which was designed to align desired stakeholder outcomes across four human capital pathways: talent, organisation, leadership and human resources. Five years on, in a new series of articles, Dave provides an update on the key findings to date. In this article, Dave focuses on the talent pathway, highlighting ten talent investments that deliver stakeholder value, and then presents analysis from 187 companies on the relative impact of these investments across five stakeholder outcomes (see FIG 13). The article then describes how individual companies can use the OGS to guide investment in the areas that will provide them with the greatest return.
FIG 13: Heatmap of impact of ten talent initiatives on five stakeholder outcomes (Source: Dave Ulrich)
JILL GOLDSTEIN, CHRIS HAVRILLA, CHACKO THOMAS, AND CATHY FILLARE - Reimagine human potential in the gen AI era: Revolutionizing work to boost business value
With their unique perspective and understanding of organizational culture, workforce needs, skills development, and change management, HR leaders are well-positioned to take a leadership role in their organization’s future of work strategy.
A new study by the IBM Institute for Business Value and Oracle, highlights the top concerns facing executives around the future of work, including the need for a skills-focused foundation and a well-defined strategy. The big takeaway for HR leaders is that while executives acknowledge that HR contributes to their organisation’s future of work strategy, not enough of them are in the driver’s seat. Only one in five executives say HR owns the future of work strategy in their organisation today. The report provides guidance to HR leaders on possible actions: (1) Build a future-ready culture that encourages experimentation. (2) Give your workforce a voice in the future of work strategy. (3) Drive technology transformation and champion AI use case adoption. The report also highlights critical workforce skills that will increase in demand by 2026 (see FIG 14). (Authors: Jill Goldstein, Chris Havrilla, Chacko Thomas, and Cathy Fillare).
FIG 14: Critical workforce capabilities—increases from today to 2026 (Source: IBM Institute of Business Value)
WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS
MCKINSEY - The gen AI skills revolution: Rethinking your talent strategy
Developing the software talent companies need to grow means thinking in terms of skills rather than roles to navigate this period of uncertainty around talent.
According to McKinsey research, nearly 70 percent of top economic performers, versus just half of their peers, use their own software to differentiate themselves from their competitors. GenAI offers an opportunity to multiply this value. In the article, Alharith Hussin, Anna Wiesinger, Charlotte Relyea, Martin Harrysson, Suman Thareja, Prakhar Dixit and Thao Dürschlag, provide guidance on: (1) The new skills software teams will require. (2) How their evolution will alter roles and risks. (3) How companies can orient their talent management practices toward developing skills for greater flexibility and responsiveness. This includes grounding strategic workforce planning in business needs and skills.
The talent transformation starts with HR leaders developing a strategic workforce plan that’s built around skills.
FIG 15: Generative AI affects every phase of the software development life cycle (Source: McKinsey)
EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING
VOLKER JACOBS – Squaring the Circle: Why the old promise of P&O transformation –more for less – can finally be fulfilled
With effective, generative AI, P&O transformations can deliver a better, friction-free work experience for managers and employees. With a friction-free experience for managers and employees, we enable higher productivity and engagement levels. And it goes without saying that with AI taking on P&O tasks we can reduce cost of the function: More for less. Squaring the circle. Three ingredients: Data, AI, and EX.
In his thoughtful paper, Volker Jacobs, CEO at employee experience experts TI PEOPLE, highlights how HR transformations have historically undelivered their promise of more business value at lower cost. Instead, Volker argues, with the capabilities offered through AI and digitisation allied to rising expectations for better work experiences, the scene is now set to realise the dream of ‘more for less’. The catalyst? A shift from transformation focus on process to data as one of three ingredients to square the circle: Data, AI and Employee Experience leading to the business outcomes including improved productivity, better customer experience, and lower cost (see FIG 16).
FIG 16: Shifting HR transformation focus from process to data (Source: Volker Jacobs, TI People)
MALISSA CLARK - A Workaholic’s Guide to Reclaiming Your Life
In the latest edition of the Harvard Business Review, the Big Idea Series focuses on an increasingly important topic: Overcoming Overwork and Workaholism. Workaholism is defined in the lead article, by Malissa Clark, as: “Workaholism is when work dominates your thoughts and your activities, to the detriment of other aspects of your life, including but not limited to your relationships and your health.” Does that sound uncomfortably familiar? If so, like me you’ll probably welcome the six coping strategies Malissa outlines in her article: (1) Redefining “urgent”. (2) Reinventing the to-do list (see FIG 17). (3) Learning to say “no” and delegate. (4) Fixing the workaholic clock. (5) Controlling rumination. (6) Embracing rest and recovery.
Through mechanisms such as redefining what is and is not urgent, fixing the workaholic clock, and embracing rest and recovery, workaholics can unlearn toxic behaviors and reclaim their time and lives.
FIG 17: The Eisenhower Matrix (Source: Marissa Clark, Harvard Business Review)
LEADERSHIP, CULTURE, AND LEARNING
PER HUGANDER AND AMY EDMONDSON - Skills Training Links Psychological Safety to Revenue Growth
Organizational performance can be improved by viewing psychological safety as a trainable skill that individuals develop with practice.
Hugander Per and Amy Edmondson present a case study from Nordic bank SEB where training for executives on psychological safety and perspective taking was identified as the catalyst that enabled the investment bank to achieve revenues 25% above yearly targets in a strategically important market segment. The article provides four recommendations for leaders who want to make progress on strategic challenges and improve financial results by leveraging psychological safety and perspective-taking: (1) Focus on two levels in parallel: individuals and teams. (2) Expand leadership responsibility. (3) Keep strategy and performance front and centre. (4) Link skills to short-term gains to counteract perceived costs. For more on psychological safety, tune in to Amy’s conversation with me on the Digital HR Leaders podcast: How Learning to Fail Can Help People and Organisations to Thrive.
ANDREW WHITE, ADAM CANWELL, AND MICHAEL SMETS - Is Your Organizational Transformation Veering Off Course?
Leaders who achieve successful transformations create and maintain an environment where people can experiment, learn, and take ownership of their work — and ultimately feel good about their effort
According to a study by Andrew White, Adam Canwell and Michael Smets, 96% of all organisational transformations face significant challenges that can derail the whole program. Their research identified that changes in a team’s emotional energy (“the collective mood, vibe, and intensity of emotions within a group”) can signal when a transformation is in danger (see FIG 18). They then reveal the three-step process successful leaders use to navigate a turning point – increasing transformation performance by 12 times from 6 to 72 per cent: (1) They look for shifts in the team’s emotional energy (e.g. lack of clarity on how to proceed, ineffective collaboration, decreased engagement). (2) They dig into the underlying issue at play – by involving the whole team to decide the course of action. (3) They get to action — quickly (e.g. by creating team alignment, adjusting organisational priorities, and investing in the skills and mindset required for the transformed company).
FIG 18: How emotional energy can signal a transformational turning point (Source: White et al)
DIVERSITY, EQUITY, INCLUSION, AND BELONGING
LORI NISHIURA MACKENZIE, SARAH A. SOULE, SHELLEY J CORRELL, AND MELISSA C. THOMAS HUNT - How DEI Can Survive This Era of Backlash
When they’re given adequate support — like protected time, advancement opportunities, leadership development, and compensation for their DEI work — ERG leaders can act as a strategic conduit between employees and organizational leaders.
Despite recent backlash against and cuts to organisational DEI initiatives, researchers from the Stanford VMware Women’s Leadership Innovation Lab - Lori Nishiura Mackenzie, Sarah Soule, Shelley J. Correll, and Melissa C. Thomas-Hunt - argue in their Harvard Business Review article that DEI isn’t dead in the U.S. Instead, they say it’s experiencing a period of what social movement scholars call “closed doors,” where the obvious route for change is no longer easily accessible. They recently convened a gathering of 14 chief diversity officers (CDOs) to unpack what’s happening in their world. In the article, they highlight the striking similarities between current DEI strategies and the tactics used by feminist movement builders during times of closed doors — and present four strategies for continuing the important work of DEI while it’s under attack: (1) Sustain networks of people engaged in DEI work. (2) Preserve the collective memory. (3) Reframe and rename the work for survival. (4) Nurture the collective identity within the DEI community.
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 September that I recommend readers delve into:
JASON CORSELLO AND THOMAS OTTER | ACADIAN VENTURES - 2024 Future of Work 100 - An excellent resource compiled by Jason Corsello and Thomas Otter of Acadian Ventures counting down the top 100 venture-backed companies building businesses that make work better, fairer, more meaningful, and ultimately more productive. Together, the Future of Work 100 has raised a cumulative $29.5 billion with a total market valuation over $140.3 billion.
FIG 19: Source – Acadian Ventures
PHIL WILLBURN - Global Workforce Report: Top Talent Is Hard to Find, Harder to Keep – Phil Willburn, head of people analytics at Workday summarises the key findings of the recently released Workday Global Workforce Report: Restoring Trust Before Your Top People Leave covering hiring, turnover of top performers, meaningful work, and internal mobility. Phil also highlights the key actions for business leaders: (1) Rebuild trust through transparency. (2) Make work meaningful. (3) Personalise your employee experience efforts based on tenure. (4) Embrace AI strategically. An absolute must-read.
FIG 20: Current use of AI and ML for recruiting (Source: Workday)
CATHERINE COPPINGER - Manager Facetime: Why It's Useful and How to Measure It – The latest in a series of insightful articles by Catherine Coppinger of Worklytics analyses the importance of manager facetime and provides guidance on how to use the insights identified to improve team effectiveness.
FIG 21 – Source: Worklytics
BEN COWAN - You Don’t Need to Abandon Jobs to Become a Skills-Based Organization – Ben Cowan of Degreed explains that while jobs aren’t likely to disappear this shouldn’t hinder efforts by companies to adopt skills-based talent practices: “The reality is that moving away from jobs is not something most organizations are likely to do in the near term and it does not need to hold you back from adopting other skills-based practices.”
FRANCISCO MARIN - Towards a Network-First Future of Work – Francisco Marin of Cognitive Talent Solutions provides an insightful breakdown of the differences between Hierarchy-First and Network-First approaches across then organisational concepts (see FIG 22): “While hierarchies have long been the norm, favoring clear lines of authority and collaborative control, the network-first model prioritizes collaborative freedom, decentralization, and the strength of informal relationships.”
FIG 22: Hierarchy-First vs. Network-First Approach (Source: Francisco Marin)
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):
JEREMY SHAPIRO AND CHRIS SHULTZ - HR, Workforce Automation, and GenAI at Merck – Jeremy Shapiro and Chris Shultz join Stacia Sherman Garr and Dani Johnson on RedThread Research’s Workplace Stories podcast to share how (and why) Merck is embracing AI to streamline HR processes, support innovation, and maintain ethical considerations.
COURTNEY MCMAHON – People Analytics at Colgate-Palmolive – Courtney McMahon joins Cole Napper and Scott Hines, PhD on the Directionally Correct podcast to discuss how to get a smaller people analytics function to punch above its weight, and how Colgate-Palmolive is using One Model to scale people analytics to HRBPs and the business.
KEITH MCNULTY – Applying Mathematical Principles to People Analytics Part 1 | Part 2 – In a two-part episode, Keith McNulty joins hosts Matthew Lampe, PsyD, Natasha Ouslis, PhD, and Bilal Alperen Ergun on the ScienceForWork podcast to discuss how mathematical principles can be applied to organizational data and people analytics.
JEFFREY PFEFFER - How Modern Work is Creating a Health Crisis - Jeffrey Pfeffer, professor of organizational behaviour at Stanford University and author of Dying for a Paycheck, joins Lars Schmidt on Redefining Work to discuss employee well-being and explore the harmful effects of workplace stress and poor working conditions on employee health.
SUE CANTRELL AND TRAVIS DION - Beyond productivity: Rethinking performance metrics – In an episode of Deloitte’s Capital H podcast, host David Mallon, talks to Susan Cantrell, and Travis Dion about moving beyond traditional employee productivity metrics —followed by a roundtable discussion featuring David, Sue, Julie Duda, and Diane Sinti.
VIDEO OF THE MONTH
LASZLO BOCK - Former Google exec talks about what makes a strong CHRO candidate
In an interview with Human Resource Executive, Laszlo Bock, former Head of HR at Google and a arch proponent of people analytics, provides guidance on what makes a strong chief people officer. He emphasises the need for HR executives to develop their understanding of business beyond a simple familiarity with their company’s products and services: “It’s not that (CHRO candidates) don’t understand that we make widgets. It’s that they don’t understand why we’re willing to pay $1.3 billion to buy a company but not $1.4 billion.” For aspiring chief people officers, I’d also recommend investigating the Berkeley Transformative CHRO Leadership Program, where Bock is co-faculty director.
BOOK OF THE MONTH
RAVIN JESUTHASAN AND TANUJ KAPILASHRAMI – The Skills-Powered Organization: The Journey to the Next-Generation Enterprise
Ravin Jesuthasan, CFA, FRSA and Tanuj Kapilashrami provide a step-by-step guide to designing, implementing and activating the skills-powered organisation. They outline why and how jobs are giving way to skills as the currency of work and why this pivot requires us to rethink everything we know about work. The inspiring cases presented in the book discuss how leading companies are reinventing themselves to be skills-based organisations and how this is helping them to transform value for customers, communities, and stakeholders.
RESEARCH REPORT OF THE MONTH
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, 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 23 demonstrates the four user profiles identified in the paper: the skeptic diplomats, the optimistic strugglers, the optimists, and the enthusiasts. Thanks to Dirk Jonker for highlighting this insightful contribution to the field.
FIG 23: Source – Bentvelze, Boon and Den Hartog (2024)
FROM MY DESK
September saw the return of the Digital HR Leaders podcast after its summer sojourn with the first four episodes of Series 41, kindly sponsored by our friends at Visier Inc.. Thanks to Adedamola Adeleke and the team.
LYNDA GRATTON AND DIANE GHERSON - The Key Role of HR In Successfully Integrating a Blended Workforce – Lynda Gratton and Diane Gherson join me to discuss the impact of a blended workforce on organisational structures, the evolving role of managers, and the opportunities and challenges for HR.
ANGELA LE MATHON - How GSK is Using Data, Analytics and AI to Drive its HR Transformation - Angela LE MATHON, Vice President of People Data and Analytics at GSK, joins me to explore how GSK is utilising data-driven strategies and AI integration to future-proof their HR initiatives.
KEITH BIGELOW - HR’s Strategic Role in Managing the AI-driven Talent Restructure – Keith Bigelow, Chief Product Officer at Visier, joins me to explore the critical role HR plays in leading digital transformation—and how AI is changing the game.
TANUJ KAPILASHRAMI AND RAVIN JESUTHASAN - How to Build the Skills-Powered Organisation – Tanuj Kapilashrami and Ravin Jesuthasan, CFA, FRSA join me to share insights from their book, The Skills-Powered Organisation: The Journey to the Next-Generation Enterprise (see Book of the Month). Tanuj also shares insights from the skills journey at Standard Chartered, including how the bank quantified a saving of $60,000 per person by upskilling and reskilling employees to redeploy talent from sunset jobs to sunrise jobs.
Skills [are] becoming the currency of work and work flowing not to jobs, but to skills... If done well, it has the massive power to unlock untapped productivity potential within the company.
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 close to 500 roles – and has now been developed into a LinkedIn newsletter too.
THANK YOU
Srikant Chellappa and the team at Engagedly Inc for including me in their 8th annual list of the 2024 Top 100 HR Influencers
Hallie Bregman, PhD for her wonderfully generous post following our meeting at the Boston People Analytics MeetUp organised by Ramesh Karpagavinayagam – Hallie, it was wonderful to meet you too.
Paul Daley for referencing the Digital HR Leaders podcast episode with Diane Gherson and Lynda Gratton in his post on how HR strategy needs to support the independent / blended / contingent workforce of the future
Similarly thanks to Olimpiusz Papiez for his post sharing his takeaways from the podcast episode with Diane and Lynda
Thanks also to Jaqueline Oliveira-Cella for her post, are you ready for the shift, which was also inspired by the podcast episode with Diane and Lynda
Piyush Mathur for providing his takeaways on insight without outcome is overhead in relation to his speaking sessions at the Peer Meetings in New York and Vevey for member organisations of the Insight222 People Analytics Program
Esther Abraas for including my article, The role of Organisational Network Analysis in People Analytics, in her excellent list of ONA resources.
Wayne Tarken for his post on How AI can Help HR, which was informed by the digital HR Leaders podcast episode with Nickle Lamoreaux on how AI is transforming HR at IBM.
Thomas Kohler for including the podcast episode with Keith Bigelow in his weekly round-up of future of work resources.
The Talent Games for including me in their list of HR Leaders redefining the Future of Workin recognition of HR Professionals Day.
Finally, a huge thank you to the following people who shared the August edition of Data Driven HR Monthly and other content in the last few weeks. It's much appreciated: Craig Forman Zornitza Iankova, SPHR Brandon Merritt Johnson Hrvoje Bulat Rebecca Hone Michael Arena Emma Mercer (Assoc CIPD, MLPI) Dr. Max Muge Bakkaloglu Priyanka Mehrotra Kerry Ghize Deviprasad Panda Richard Stein Stela Lupushor David Balls (FCIPD) Emily Ricci Danielle Farrell Dan George Patrick Coolen Catriona Lindsay Katrina A. Stevens, CHRE Kouros Behzad Kathleen Kruse Martha Curioni Adam McKinnon, PhD. Greg Newman Dr Philip Gibbs Sally Smith Hanadi El Sayyed David van Lochem Amardeep Singh, MBA Rick Rome Ken Oehler Vaibhav Deshmukh María Victoria Sáinz Roshaunda Green, MBA, CDSP, Phenom Certified Recruiter Aysun Öz Serena H. Huang, Ph.D. Nelson Spencer Tristan Hack Penny Newman Vivek Ojha Aravind Warrier Francisca Solano Beneitez Kalifa Oliver, Ph.D. Stephanie Murphy, Ph.D. John Healy Greg Pryor Lewis Garrad Jose Luis Chavez Vasquez Audrey Burke-McCarthy, MBA, Adv Dip Coaching, MII Grad Aurélie Crégut Max Blumberg (JA) ?? Vanessa Monsequeira Shujaat Ahmad Jeff Wellstead Jackson Roatch Maria Alice Jovinski Rafael Uribe Truong Hong Ha (Mr Niem Tin) Dan Weiss David Hodges Toby Culshaw David McLean Dr. Peter Schulz-Rittich Timo Tischer Stephanie Denino Jacqui Brassey, PhD, MA, MAfN ?️ (née Schouten) Gianni Giacomelli Terri Horton, EdD, MBA, MA, SHRM-CP, PHR Placid Jover Andrews Cobbinah, MLPI, ACIHRM Emily Killham Al Adamsen Tim Frazier Tim Peffers Julie Asselin Chandresh Natu Anabel Fall Ralf Buechsenschuss Anna A. Tavis, PhD Marcela Niemeyer Meta McKinney, MLIS Aritra Majumdar Gustavo Araujo Vijaya Das Kirsten Edwards Graham Tollit Joy Kolb Remco van Es Ahmed Salah ?? Sebastian Knepper Melissa Beasley Bo Vialle-Derksen Malgorzata Langlois Abhilash Bodanapu Isabel Naidoo Marino Mugayar-Baldocchi Nirit Peled-Muntz Ron Ben Oz Littal Shemer Haim (ליטל שמר חיים) Joseph Frank, PhD CCP GWCCM Bob Pulver Jaejin Lee Kristhy Bartels Geetanjali Gamel Chris Hare Alicia Roach Caitie Jacobson John Gunawan Doug Shagam Davey Nickels Paul Davies Tatu Westling Mia Norgren Nick Lynn Alexandra Nawrat Gal Mozes, PhD Dave Millner Prachi Agasti Jacob Nielsen Matt Elk Chris Long Kimberly Rose Ilse Venter Søren Kold Irada Sadykhova Dave Fineman Agnes Garaba Sebastián Mestre Victoria Holdsworth Elpida Ormanidou Megan Buttita, MLIS Danielle Bushen Robert Bolton Stephen Hickey Dolapo (Dolly) Oyenuga Higor Gomes Irene Wong Ludek Stehlik, Ph.D. Sonia Mooney Mariami Lolashvili Joonghak Lee Raja Sengupta Swechha Mohapatra (IHRP-SP, SHRM-SCP, CIPD) Alfonso Bustos, Ph.D. Marcela Mury Olivier Bougarel Martijn Wiertz Veronika Birkheim
ABOUT THE AUTHOR
David Green ?? is a globally respected author, speaker, conference chair, and executive consultant on people analytics, data-driven HR and the future of work. As Managing Partner and Executive Director at Insight222, he has overall responsibility for the delivery of the Insight222 People Analytics Program, which supports the advancement of people analytics in over 90 global organisations. Prior to co-founding Insight222, David accumulated over 20 years experience in the human resources and people analytics fields, including as Global Director of People Analytics Solutions at IBM. As such, David has extensive experience in helping organisations increase value, impact and focus from the wise and ethical use of people analytics. David also hosts the Digital HR Leaders Podcast and is an instructor for Insight222's myHRfuture Academy. His book, co-authored with Jonathan Ferrar, Excellence in People Analytics: How to use Workforce Data to Create Business Value was published in the summer of 2021.
MEET ME AT THESE EVENTS
I'll be speaking about people analytics, the future of work, and data driven HR at a number of upcoming events in 2024:
September 30 - New York Strategic HR Analytics MeetUp - Workestration: Working across human, digital and physical workplace dimensi (New York)
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.
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