12 Opportunities for HR in 2025: Thriving People, Thriving Organisation
This quote, most commonly attributed to Sun Tzu, aptly captures the essence of the 2020s as we reach the halfway point of what has been a turbulent decade thus far. The chaos element has been to the fore with a global pandemic, geopolitical tension, and economic uncertainty leading to an increasingly complex and volatile business environment. Sprinkle in the rapid advances in technology and artificial intelligence, then it’s not hard to see why 45% of CEOs believe their company will not be viable in ten years if it stays on its current trajectory (1).
Here comes the opportunity element. For the HR profession, there’s a strong case to be made this perfect storm has accelerated the transformation of the field from a support function to a strategic partner to the C-suite and the board. Josh Bersin argues that the chief people officer may now be the most important C-suite role of them all (2). Certainly, the opening words of Deloitte’s latest Global Human Capital Trends report encapsulates that many of the major challenges organisations face have people topics at their heart (3):
We’re operating in a world where work is no longer defined by jobs, the workplace is no longer a specific place, many workers are no longer traditional employees, and human resources is no longer a siloed function
Herein lies the opportunity for chief people officers: to align people strategy, analytics and technology to enable company growth, lead transformation both for the business and the function, act as the steward for ethical AI (4), and upskill HR professionals. Thriving people, thriving organisation.
During the 10+ years I’ve been publishing this annual look at the year ahead, it has evolved from a framing of predictions or trends to opportunities, given that much of what follows will likely take years to play out. As ever, the 2025 opportunities are informed by the research and work we do at Insight222 (5), interviews with guests on the Digital HR Leaders podcast (6), conversations with leaders in the field and market analysis. References are numbered throughout, and a comprehensive list with links is included at the end.
Get involved – what should opportunities #11 and #12 be?
Readers may note that the title and accompanying image indicate 12 opportunities, whereas only ten are outlined. That is because – as was the case in previous years - I’m keen to crowdsource the final two opportunities from readers. What other opportunities should be included? Please let me know in the comments section below, and I’ll add my favourite two to an updated version in January.
THE 2025 OPPORTUNITIES FOR HR
Ten opportunities for HR to realise in 2025…
1. Cultivating the thriving organisation
Ask not what your people can do for you, but ask instead what you can do for your people
A 2024 study by McKinsey estimates that the total global opportunity for optimising employee health and wellbeing could be up to $11.7 trillion (7). Numerous studies, including by Oxford University, find a strong positive relationship between employee wellbeing and firm financial performance (8). Indeed, according to Accenture, companies that take a people-centric approach could create $10.3 trillion in economic value (9). When people thrive, organisations thrive. Yet, employee burnout levels remain at an all-time high (10, 11). This presents an opportunity for HR to flip the script and, to paraphrase President John F. Kennedy, ask not what your people can do for you, but ask instead what you can do for your people. By focusing on creating value for employees and helping them to thrive, companies can create a virtuous cycle whereby employee outcomes enhance organisational outcomes and vice-versa (12, 13). For example, one PwC study found that making investments in 11 key areas of employee experience can yield savings equivalent to 12.6% of revenues (14). While Deloitte reports that the organisations that score highest on treatment of their workforce had a 2.2% higher five-year return on equity (15). Reimagining work as a product (16), becoming a listening organisation focused on turning employee feedback into action (17), as well as using people analytics to measure how wellbeing, purpose, learning, and attrition connect to business outcomes (18, 19), are three ways to create value. If successful in this mission, HR could elevate the function from its traditional role as a cost centre to a true value creation centre, while creating a fairer, healthier, and more humane organisation (20). What could be a bigger and better opportunity than that?
An organization that views its employees as its most important resource can maximize its return on talent (21)
FIG 1: Thriving stars have an outsize influence on organisations (Source: McKinsey)
2. Transforming HR into a strategic partner
The CHRO must transform the HR team, moving from the “service delivery” model to an HR team of consultants, problem-solvers, and analysts. (22)
With CEOs increasingly demanding more from HR and with data and AI enabling the transformation of HR into a more strategic, value-added and insight-driven function (23, 24), chief people officers have the opportunity to elevate HR from its traditional role as a support function into a true strategic partner (25). Six areas to consider are: i) Rethinking the HR operating model. Nearly two-thirds of companies have done so in the past two years (26). There’s certainly no shortage advice (27 – see FIG 2, 28, 29, 30). ii) Putting people analytics at the right-hand of the CHRO.Our research at Insight222 finds that a strong connection with the people analytics leader together with combining people strategy and analytics enhances the credibility and impact of the CHRO with the board (31, 32), as does embedding it as part of the HR service model (33). iii) Reimagining key HR roles and processes through automation toincrease the focus on high-value strategic work (34, 35). iv) Prioritising high-impact use cases for deploying AI across HR programs and the employee lifecycle (36, 37). v) Identifying future skills and capabilities of HR professionals together with a strategy to close any gaps. vi) Leading on the development of ethical and responsible AI policies and enablement programs (38) – and never forgetting the ‘H’ in HR.
FIG 2: Assessment of Ten Dimensions of HR Effectiveness (Source: The RBL Group)
3. Setting the agents to work
We're using AI in three broad categories: recommendations, assistants, and agents. This is transforming our HR function. (39)
The topic du jour is agentic AI – the next frontier of generative AI (40). Gartner predicts that by 2028, at least 15% of day-to-day work decisions will be made autonomously through agentic AI, up from 0% in 2024 (41). Josh Bersin believes that agentic AI will change the HR tech stack and make our HR roles easier (42, 43). The likes of SAP (Joule), Workday (Illuminate) and ServiceNow (AI Agents) have already launched tools (44). Early use cases in HR are also emerging such as HiRO, a digital worker, IBM has used to save 50,000 hours in its quarterly promotion process (45, 46). From what I’ve learned in the last few months (and I’m still learning about this too), agentic AI – in essence a shift from Large Language Models to Large Action Models - provides a huge opportunity to rapidly accelerate HR’s progress from support function to strategic partner. Some suggestions for chief people officers to prepare: i) stay informed with the latest developments by keeping in touch with your peers, enterprise and HR tech partners, ii) identify and prioritise potential use cases, iii) upskill and prepare your team, iv) double down on ethics, privacy and responsible AI (47, 48, 49). One additional recommendation is to engage your people analytics team. Our research at Insight222 identified that AI strategy for the HR function is increasingly coming under the auspices of the people analytics leader (50). Moreover, this is also seeing the people analytics leader in some companies taking on a wider portfolio for disciplines such as HR tech and digital transformation, people strategy and operations (51, 52, 53).
FIG 3: A System of Agents (Source: Foundation Capital)
4. Elevating hybrid from where to how
What we need isn’t an office mandate—it’s a ‘collaboration mandate.’ (54)
There’s still too much focus on where people work rather than how work gets done. Despite executives being 3x more likely to say the how is more important (55). Indeed, with more than 90% of companies having hybrid workers (56) and with employees working remotely on average more than 25% of the time (57) it’s time to elevate the conversation from an office to a collaboration mandate (58). HR has an opportunity to lead the redesign of work through conducting experiments and collecting data to learn how work is getting done, and how employees are feeling (59). The shift to hybrid has been one of the key factors driving growth in people analytics (60). The body of published research is growing with several studies finding that in comparison to their fully in-person or remote colleagues, hybrid workers have higher wellbeing (61), engagement (62) and retention but no difference in collaboration and innovation (63). Additional research provides guidance on when in-person matters (64), making the office a magnet not a mandate (65), cultivating culture (66), fostering trust (67), and focusing on outcomes (68 – FIG 4) including broadening how we measure productivity (69). Hybrid is here to stay, so let’s make hybrid work – for companies, and for workers – and let’s follow the science rather than the headlines (70).
FIG 4: Focus on Productivity, Not Physical Presence (Source: Brian Elliott)
5. Investing in a people analytics “A Team”
In “A” Teams, people analytics is embedded in the people strategy. “A” Teams regularly and dynamically prioritise their work according to the needs of the C-suite and the business agenda (71)
People analytics is now widely acknowledged as an organisational imperative (72), with chief people officers recognising that they need data and insights to gain traction with the board (73). Recent studies by Deloitte (74), Josh Bersin (75) and PwC (76), as well as our own fifth annual Insight222 People Analytics Trends study (77), all show significant growth in people analytics. Yet, together, they also highlight that most organisations are still only scratching the surface of what is possible. Only 10% of the 348 companies that participated in the Insight222 study are defined as “A” Teams (see FIG 4). Our research – and experience of working directly with over 100 organisations through the Insight222 People Analytics Program® – finds virtually all “A” Teams play a key role in defining the people strategy and effectively align their work to the most important business priorities accordingly (78), echoing other studies (79, 80). Additionally, chief people officers can realise more value with people analytics by focusing on: i) Improving the adoption and consumption of people data and insights by employees and managers. ii) Using intelligent automation to personalise analytics solutions. iii) Measuring the value of people analytics, working closely with finance (81). Success istarts with the right people analytics leader (82), who should be executive influencers, consultants, storytellers and marketeers. The role of the people analytics leader continues to evolve, and chief people officers should carefully consider the type of leader they need (83, 84). People analytics - and the ability to drive actions with insights – is the silver thread to unlock and realise all the opportunities outlined in this article, and a critical element of the drive to make HR more evidence-based (85). Remember, as Jonathan Ferrar and I wrote in our book, Excellence in People Analytics:
People Analytics is not about HR. People Analytics is about the business (86, 87).
FIG 5: Insight222 Leading Companies in People Analytics model (Source: Insight222)
6. Making workforce planning strategic
Strategic workforce planning is a perennial challenge. Although the core principles are not new, the urgency to act has increased, and the availability of data-driven insights has changed the competitive landscape (88)
Strategic workforce planning (SWP) is essentially a systematic and data-led approach for an organisation to ensure it has the right workforce to achieve its business objectives (89). With the speed and extent of change arising from the fifth industrial revolution, talent shortages and the shift to skills, SWP has arguably never been so important. It is consistently cited as a top three priority for people leaders (90, 91), a challenge compounded by studies suggesting that only 15% of organisations currently practice SWP (92). Our research at Insight222 finds a growing number of companies – 50% in a 2024 study - combine SWP with people strategy and analytics (93). These companies are more successful in connecting their SWP activities to their business priorities (94), have a better view of their future talent needs, and the strategies to close any gaps (95). Four other steps to increase success with SWP are: i) Aligning SWP efforts with business strategy (96, 97 – see example from Merck Group in FIG 6) including prioritising business critical roles and skills (98); ii) Bringing together people, business and external data to get the full picture (99); iii) Connecting SWP to other talent capabilities such as internal mobility, recruiting and learning (100); and, iv) Measuring the impact of workforce planning activities and linking these to business outcomes (101).
FIG 6: How Merck prioritises SWP needs by relevance and actionability (Source: Gartner)
7. Orchestrating skills for Impact
A cultural shift to skills-first approaches needs both sponsorship from executives and governance from human-resources professionals (102)
While ‘skills’ has been an opportunity for HR for several years, the topic continues to gather momentum. Skills gaps and shortages are one of the most pressing concerns for companies (103). Rapid advances in technology only exacerbate the challenge (104), with 44% of workers’ skills expected to be disrupted by 2028 (105) and reskilling workers a primary objective for many companies (106). Consequently, one study reports that 90% of companies are experimenting with a skills-based approach (107). Why? Because becoming skills-based can lead to greater agility, resilience, and flexibility in the face of rapid change (108). EPAM, which has adopted a skills-based approach for 30 years, believes it catalyses its business agility and enables the company to attract, develop and retain some of the best tech talent in a highly competitive market (109). Meanwhile, Standard Chartered has generated over 1,700 gigs and $6m of productivity from its initial talent marketplace pilot in India (110, 111) and has also calculated that reskilling and redeploying internal talent generates a saving of $49,000 per role versus hiring externally (112). We are continually learning more about what drives success in this space including at companies such as Ericsson (113), J&J (114, 115), IBM (116), Google (117), Mastercard (118) and Lloyds Banking Group (119). Some steps to consider: i) Do your homework – shifting to a skills-based approach is not cheap or easy, make sure there is a business problem to solve (120, 121, 122 – see FIG 7). ii) Experiment – a skills-based approach will likely not be right for every role in your company. Focus on critical roles, start with a pilot and an executive sponsor (123). iii) Focus on data quality – data is the foundation on which your skills initiative will succeed or fail (124). iv) Get your people analytics team involved – our research at Insight222 finds that 50% of people analytics teams are supporting their company in becoming skills-based (125). v) Communicate the value and use skills as the glue to connect recruiting, learning, mobility, compensation and workforce planning together.
FIG 7: Skills-based talent management strategy, business outcomes can guide your actions (Source: Gartner)
8. Turning up the volume on diversity, equity, inclusion and belonging
The backlash against DEI is out of sync with the opinions held by the most important set of stakeholders: your employees (126)
Some companies – particularly in the US – are backtracking on diversity, equity, and inclusion (DEI) commitments. The Society for Human Resource Management (SHRM) even inexplicably decided to drop the ‘E’ from its IED framework, despite this flying in the face of years of research on DEI in the workplace (127, 128). This is an opportunity for HR to lead the fightback and protect the networks of people engaged in DEI work (129). It was certainly good to hear L’Oreal CHRO Jean Claude Le Grand on the main stage at UNLEASH declare that “DEI is not a trend. DEI is part of our DNA (130).” In 2025, despite fears about what Trump’s second term could mean for DEI (131), let’s hope we hear more chief people officers – especially those based in the US – making similar declarations, and backing it up with action. They will be helping their companies if they do. Firstly, because DEI programs are getting more popular with employees, not less (132) and help organisations attract, retain and engage talent (133). Secondly, research finds DEI, particularly at the leadership level, is connected to financial performance, innovation, and societal impact (134). Thirdly, incorporating DEI practices into core business planning can provide a competitive edge (135). People analytics has an important role to play in measuring DEI efforts and connecting them to outcomes (136) including using advanced analytics to get deeper insights on belonging (137), inclusion (138) and psychological safety (139). Indeed, our own research at Insight222 finds, for the fourth consecutive year, that DEI is one of the top three areas where people analytics is adding the most business value (140). While some companies pause or roll back their DEI programs, those that stay the course and redouble their efforts will drive organisational performance. So, let’s turn up the volume to maximum on DEI in 2025 and beyond.
FIG 8: The business case for diversity on executive teams and financial outperformance
9. Advancing social capital
If ‘human capital’ is about what an individual knows, ‘social capital’ is about how well positioned that individual is to use what they know to get work done.
Social capital represents the next frontier for HR in gaining a deeper understanding of what drives individual, team and organisational effectiveness. As Michael Arena explains, if ‘human capital’ is about what an individual knows, ‘social capital’ is about how well positioned that individual is to use what they know to get work done. (141). The study of social capital is not new. Indeed, the likes of Arena and Rob Cross have been doing this work for decades – and specialist firms such as Worklytics, Cognitive Talent Solutions, Polinode and Innovisor have grown by specialising in this field. But like a lot of the 2025 opportunities presented here, a combination of the pandemic, the rise of distributed and hybrid work, and advances in technology mean that the need for analysing social capital and the ability to do so have increased dramatically. We can see this in the passive element of employee listening programs, which enables organisations to combine active data from surveys with passive data to understand the impact of topics such as hybrid working, meetings, and focus time on outcomes such as wellbeing, collaboration, innovation, productivity and attrition (142,143,144,145,146, 147, 148). Other use cases for network data exist to support work around topics as diverse as: M&A (149), performance (150), DEIB (151, 152), skills mapping (153), team effectiveness (154) and the identification of key influencers (155). For those looking to get started with a pilot, I recommend identifying a specific business problem to solve, getting a business sponsor, keeping the scope manageable, involving your IT and privacy team (and works council if appropriate), and considering partnering with a vendor (156).
FIG 9: Organization network analysis can help uncover collaboration within an organization (Source: Deloitte)
10. Enabling the HR professional of the future
41% of chief people officers wish they had had greater depth in people analytics prior to assuming their roles (157)
If HR is to become a true strategic partner to the business, then we must upskill ourselves, focusing on developing competencies that create value (158, 159). Chief people officers need to invest in attracting and developing HR professionals with the vision, agility and business acumen to navigate an everchanging landscape, raising the technology and analytical expertise of the function (160). Let’s take one area where the function needs to upskill that I know well from the work we do at Insight222 around improving the data literacy of HR professionals (161). Our research highlights five key skills to elevate data of literacy for HR: i) consulting, ii) influencing stakeholders, iii) interpreting data, iv) building recommendations from insights, and v) storytelling (162). While there has been steady progress with 58% of companies (163) now saying they have a data driven culture in HR (up from 42% in 2021), there is still some way to go – and the opportunities afforded by AI make it even more important for HR professionals to acquire these skills. Tellingly, this is an area of development for senior HR leaders too with 41% of chief people officers wishing they had had greater depth in people analytics prior to assuming their roles (164). With Insight222 research also finding that role-modelling of people data and analytics by the chief people officer and HR leadership team is paramount for the improvement of data literacy across the HR function overall (165), this is an opportunity that chief people officers can ill afford to squander. The HR function will continue to evolve with new roles emerging (166). We need to take the ethos of continuous learning that we advocate for the rest of the organisation and apply it to ourselves in HR.
FIG 10: Example of a learning journey Insight222 delivers to HR leaders, BPs and professionals (see here)
FIG 11: 13 HR Jobs of the Future (Source: Jeanne Meister)
References
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(107) Susan Cantrell, Michael Griffiths, Robin Jones, and Julie Hiipakka - The skills-based organization: A new operating model for work and the workforce (Deloitte, 2022)
(108) Allan Schweyer, Barbara Lombardo, PhD, Matt Rosenbaum and Peter Sheppard, The Long but Rewarding Journey to Becoming a Skills-Driven Organization (The Conference Board, 2024)
(109) Sandra Loughlin, PhD and David Green ??, Building a Skills-Based Organisation: Lessons from a 30-Year Journey (Digital HR Leaders podcast episode, myHRfuture, 2024)
(110) World Economic Forum and PwC (see reference 102)
(111) Ravin Jesuthasan, CFA, FRSA and Tanuj Kapilashrami, The Skills-Powered Organization: The Journey to the Next Generation Enterprise (MIT Press, 2024)
(112) Tanuj Kapilashrami, Michael Fraccaro, Tamla Oates-Forney, and David Green ??, CHRO Panel: Delivering against the transformation imperative (Gloat, 2024) – see extract
(113) Schweyer et al (see reference 108)
(114) Nick van der Meulen, Olgerta Tona, and Dorothy Leidner, Resolving Workforce Skills Gaps with AI-Powered Insights (MIT, 2024)
(115) Christina Norris-Watts, Doug Shagam, and David Green ?? - How Johnson & Johnson are Scaling Their Skills-Based Approach to Talent (Digital HR Leaders podcast episode, myHRfuture, 2023)
(116) Lamoreaux and Green (see reference 34)
(117) Bo Cowgill, Jonathan Davis, Pablo Montagnes, Patryk Perkowski and Bettina Hammer - How to Design an Internal Talent Marketplace (Harvard Business Review, 2023)
(118) Michael Fraccaro and David Green ??, How Mastercard is Using AI to Drive Employee Success and Leadership Growth (Digital HR Leaders podcast episode, myHRfuture, 2024)
(119) Lara Wainwright, Duncan Reynell and David Green ??, How Digital Transformation Fuels Skills and EX at Lloyds Banking Group (Digital HR Leaders podcast episode, myHRfuture, 2024)
(120) Marc Effron, Is the Juice Worth the Squeeze? Questions About Becoming a Skills-based Organization (The Talent Strategy Group , 2024)
(121) Jaejin Lee, Skill-based Transformation: “Don't Start with Skills, Start with Work!” (LinkedIn, 2024)
(122) Gartner, Skills-based talent management strategy, business outcomes can guide your actions – Gareth Flynn, LinkedIn post (Gartner, 2024)
(123) Mikaël Wornoo? and David Green ??, How to Use Skills Data to Solve Business Challenges Digital HR Leaders podcast episode, myHRfuture, 2024)
(124) Sandra Loughlin, PhD, Seven Elements of Skills Data Quality (LinkedIn, 2024)
(125) Verghese et al (see reference 31)
(126) Brian Elliott, How to Stand Up When It Comes to Diversity, Equity, and Inclusion (MIT Sloan Management Review, 2024)
(127) Enrica Ruggs and Oscar Holmes IV, Why Dropping the E in DEI Is a Mistake (Harvard Business Review, 2024)
(128) Josh Bersin, DEI Attacked by SHRM, Civility In The Workplace, And The ROI of AI (Josh Bersin, 2024)
(129) Lori Nishiura Mackenzie, Sarah Soule, Shelley J. Correll, and Melissa C. Thomas-Hunt, How DEI Can Survive This Era of Backlash (Harvard Business Review, 2024)
(130) David Green ??, Key Learnings from Unleash World 2024 (LinkedIn, 2024)
(131) Kenji Yoshino, David Glasgow, and Christina Joseph, What Trump’s Second Term Could Mean for DEI (Harvard Business Review, 2024)
(132) Elliott (see reference 126)
(133) BCG, It’s Time to Highlight the Business Opportunity of DEI Initiatives (BCG, 2024)
(134) Dame Vivian Hunt, Sundiatu Dixon-Fyle, Celia Huber, Maria del Mar Martinez, Sara Prince, and Ashley Thomas - Diversity matters even more: The case for holistic impact (McKinsey, 2023)
(135) Quinetta Roberson, How Integrating DEI Into Strategy Lifts Performance (MIT Sloan Management Review, 2024)
(136) Lily Zheng, To Make Lasting Progress on DEI, Measure Outcomes (Harvard Business Review, 2023)
(137) Shujaat Ahmad, Real Measures that Matter for Real Change on DEIB (Diversity, Equity, Inclusion, and Belonging) (Belong & Lead, 2024)
(138) Serena H. Huang, Ph.D., DEI Funding Cuts? You Need Data Analytics and AI More Than Ever (LinkedIn, 2024)
(139) Henrik Bresman and Amy Edmondson, Research: To Excel, Diverse Teams Need Psychological Safety (Harvard Business Review, 2022)
(140) Ferrar et al (see reference 71)
(141) Michael Arena, Leveraging Social Capital (HR Exchange Network, 2018)
(142) Klinghoffer et al (see reference 64)
(143) Rob Cross, Mike Benson, Jack Kostal, PhD, and RJ Milnor, Collaboration Overload is Sinking Productivity (Harvard Business Review, 2021)
(144) Arena et al (see reference 66)
(145) Michael Arena, Adaptive Space (McGraw Hill, 2018)
(146) Rob Cross, Beyond Collaboration Overload (Harvard Business Review Press, 2021)
(147) Rob Cross and Karen Dillon, The Microstress Effect (Harvard Business Review Press, 2023)
(148) Michael Arena and David Green ??, What the Impact of Distributed Work on Organisational Networks Tells Us About the Future of Talent Management, (Digital HR Leaders podcast episode, myHRfuture, 2024)
(149) Francisco Marin, 5 Ways ONA Creates Value in Mergers and Acquisitions, (LinkedIn, 2020)
(150) Maya Bodan, Don Miller, Susan Cantrell, Gary Parilis, and Carissa Kilgour, Harnessing organization network analysis (ONA): Measure workforce performance and optimize strategies (Deloitte, 2024)
(151) Inga Carboni, Andrew Parker, and Nan Langowitz, Mapping Exclusion in the Organization (MIT Sloan Management Review, 2021)
(152) Jonathan Ferrar and David Green ??, How Can Passive ONA Highlight the Impact of Relationships on Diversity and Inclusion? (MyHRfuture, 2021)
(153) Lee (see reference 121)
(154) Michael Arena and Philip Arkcoll, Enabling High-Velocity Teams (HR Exchange Network, 2024)
(155) Jeppe Vilstrup Hansgaard, How to Rethink Change with the Three Percent Rule (Innovisor, 2019)
(156) Manish Goel and David Green ??, The Role of Network Analytics (ONA) in Ensuring Team Collaboration and Well Being (myHRfuture, 2020)
(157) Jonathan Gordin, Shari Chernack, Karen Shellenback, and Yamile Bruzza, Evolving the CHRO role in a rapidly changing world of work (Mercer 2023)
(158) Dave Ulrich, Update on HR Business Partner Model Continuing Evolution and Relevance (LinkedIn, 2024)
(159) Dave Ulrich, Patrick Wright, Mike Ulrich, Erin Wilson Burns, Do you want to be more effective as an HR professional? Here’s how (The RBL Group, 2021)
(160) Chernack and Gordin (see reference 67)
(161) Insight222 Building a Data-Driven Culture in HR, Immersive Learning Experiences, (Insight222, 2024)
(162) Naomi Verghese, Jonathan Ferrar - Upskilling the HR Profession: Building Data Literacy at Scale (Insight222, 2023)
(163) Ferrer et al (see reference 71)
(164) Gordin et al (see reference 157)
(165) Naomi Verghese Why is Role-modelling by the CHRO and HRLT Essential for Building Data Literacy in HR? (myHRfuture, 2023)
(166) Jeanne C M. 13 HR jobs of the future (HR Executive, 2024)
A selection of other 2025 HR predictions, opportunities and trends
There are a plethora of other resources documenting predictions, opportunities and trends for HR and the future of work in 2025 including (in alphabetical order):
Alexandra Nawrat, Five New Year’s resolutions for HR leaders in 2025
Andrew Spence, Beyond Prediction: Shaping Your Work Story in an Uncertain World - Andrew walks through seven dominant narratives on the Future of Work - from 'Dataism' to the 'Singularity' via 'Job Destruction.'
Daniel Zhao, Glassdoor Worklife Trends 2025 - includes data showing that Gen Z will make up 1 in 10 managers in 2025.
Gartner, Top 5 Priorities for HR Leaders in 2025
The Institute for Corporate Productivity (i4cp), 2025 Priorities & Predictions
Jen Colletta, 5 CHROs share what’s topping their 2025 HR strategy agenda - includes Melissa Werneck highlighting the HR's role as the ambassador for the responsible implementation of generative AI at work.
LinkedIn, Global Talent Trends
Dr. Solange Charas and Stela Lupushor, Crystal Balls and Cold Reality: HR Predictions for 2025
Steve Hunt, A guide to HR predictions, trends, and forecasts
Visier Inc., Embracing the AI Driven Workforce: 5 Workforce Trends for 2025
Unlock the potential of your people analytics function through the Insight222 People Analytics Program
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 early 2025:
January 21 - People Analytics in Italy: Insights from Research and Practice with Martha Curioni and Aizhan Tursunbayeva, PhD, GRP (VIRTUAL - Register here)
January 23 - The Strategic Outlook for People Analytics in 2025 with Ian Cook and Dawn Klinghoffer (WEBINAR - Register here)
February 26-27 - People Analytics World, Zürich
April 29-30 - People Analytics World, London
More events will be added as they are confirmed.
专栏
2024年12月19日
专栏
【招聘专题】洛杉矶HR岗位专题招聘活动-团结华人HR力量，共筑职业未来
洛杉矶HR岗位专题招聘活动-团结华人HR力量，共筑职业未来
时间：2025年1月4日启动， 持续1个半月
地点：Residence Inn By Marriott Anaheim Brea
主办：NACSHR Chuhai.tips
1月4日，NACSHR (北美华人HR协会) 将在洛杉矶隆重举办 2025洛杉矶华人HR论坛。这是南加州地区华人HR行业的一次盛会，不仅旨在搭建一个学习、分享和交流的平台，更承载着赋能华人职业发展的使命。
此次论坛将邀请南加州地区最优秀的华人HR专业人士齐聚一堂，探讨最新的HR趋势与实践，共话在北美职场中的发展经验与挑战。同时，我们特别策划了一个 洛杉矶HR岗位专场招聘活动，以实际行动支持更多华人在职场上找到属于自己的舞台。
活动亮点
洛杉矶HR岗位专场招聘活动：我们接受年薪超过$60,000的HR岗位信息，以大洛杉矶地区为佳，Remote职位也可，只需岗位真实有效。
双重展示机会：现场提供岗位推介机会（仅需购买参会门票），并同步通过线上平台进行全方位推广，让更多优秀人才看到您的招聘信息。
无额外费用：无论是现场展示还是线上发布岗位，除了参会门票，无其他费用。
如何参与招聘专题活动？
点击链接 https://www.nacshr.org/Survey/284371D0-0BB9-258F-DA2E-159D4DD34AF3，提交HR岗位信息。
购买参会门票即可申请现场推介岗位名额。
如果您仅发布线上招聘信息，完全免费，我们将集中展示您的职位需求，帮助您找到最适合的候选人。
为何参与？
职业新机遇：如果您正在寻找北美职场的HR新机会，这是一次难得的契机。我们为求职者与招聘企业搭建桥梁，助力职业发展。你可以直接报名参加现场活动
提升华人影响力：在竞争激烈的职场中，华人专业人士需要更多的支持和资源。此次论坛和招聘会旨在助力华人HR群体的职业成长，彰显华人在职场的卓越贡献。
招聘特别福利：如果您的企业正在洛杉矶地区招聘HR人才，论坛为您提供一个展示岗位的绝佳机会——我们将设置4个现场招聘展示名额 5分钟，并通过线上推广扩大您的招聘影响力。
作为北美华人HR领域的年度盛会，我们希望通过此次活动，凝聚华人力量，共同推动华人职场生态的建设。
无论是专业交流还是招聘推广，此次论坛都致力于为每一位华人职业人士提供一个互助、共享的桥梁。这不仅是一次职业发展的机会，更是一个增强华人社区归属感和影响力的重要实践。
点击链接报名或发布岗位信息： https://www.nacshr.org/Survey/284371D0-0BB9-258F-DA2E-159D4DD34AF3
让我们携手共创2025华人HR的辉煌未来！
附录 2025北美华人人力资源洛杉矶论坛 信息：
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 9:30-17:00 (8点30分开始签到)
地点：Residence Inn By Marriott Anaheim Brea (180 S State College Blvd , Brea, California, USA, 92821)
报名地址：https://www.nacshr.org/Survey/D1098614-EA75-67CF-6B55-7DEA34FC1C4F
会议费用：150美元/人 12月25日前 现场门票200美元/人
专栏
2024年12月10日
专栏
2025洛杉矶华人HR新年论坛—2025北美华人人力资源洛杉矶论坛1月4日举办，欢迎参加
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 9:30-17:00 (8点30分开始签到)
地点：Residence Inn By Marriott Anaheim Brea (180 S State College Blvd , Brea, California, USA, 92821)
报名地址：https://www.nacshr.org/Survey/D1098614-EA75-67CF-6B55-7DEA34FC1C4F
会议费用：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： nacshr818@gmail.com
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: Residence Inn By Marriott Anaheim Brea (180 S State College Blvd , Brea, California, USA, 92821)
Registration Link: https://www.nacshr.org/Survey/D1098614-EA75-67CF-6B55-7DEA34FC1C4F
Registration Fees:$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.
专栏
2024年12月04日
专栏
How To Make Productivity Soar: Four Stages of AI TransformationWe’ve been doing a lot of advisory work on skills and job design and now that AI tools have arrived, we’re reinventing work faster than ever. So let me give you some thoughts on this process, and you can also learn more from my recent podcast.
As you know, there are many types of AI business tools: Copilots, Assistants, Agents, Talent Intelligence Systems, and embedded applications. Each of these products are built on an AI-first foundation and they layer on domain expertise, use-case analysis, and iterative design to build smarter and smarter systems.
Self-driving cars started as voice assistants, automatic braking, and lane warnings. Now they keep you in the lane and slow your car when the speed limit changes. And soon enough they’ll be driving for us, so we can sit in the back seat and read a book.
Our HR Assistant Galileo started as a research and problem solving tool, and it’s rapidly becoming an AI coach, benchmarking tool, recruiting, and change management system. So all these tools go from simple use-cases to deeper applications and autonomy over time.
As the tools get smarter and more domain focused we are going to have to rethink our jobs and business processes. And unlike ERP, where we essentially trained people to “adopt” the system, now a lot of the groundbreaking applications come from the bottom up. Individuals will discover capabilities for AI and then apply them in increasingly innovative ways.
And over time, as they get smarter, our jobs move more to “supervisors” and “trainers” of AI, not just consumers. For example if our self-driving car took a bumpy route, we may “retrain it” to take a longer but smoother road.
As I discuss in the podcast, I believe there are four stages of adoption today. And we’re in the middle of doing all four at the same time.
Level 1: Make existing work easier. (Same job, better tools.)
This is where we click on the Microsoft Copilot or Zoom or Teams and the system analyzes a meeting, summarizes emails, or writes a document with our help. We do our jobs the same way we did before, but we now have a “super-productivity” tool to make it easier. These “add-on” use cases are emerging everywhere, and they already feel like a commodity.
In most cases employees see 10-15% or more improvements here, but life isn’t that much different. And sometimes the tool slows us down (Copilot doesn’t create slides well at all yet) and may actually get in the way. But we can expect this mode to continue and most of us figure this out on our own.
Level 2: Major steps eliminated, but the job is the same. (Same job, tools eliminate work.)
At level 2 we automated a lot. Software engineers now use copilots to develop 70% of their code, so they’re spending more time testing and prompting the AI. Their individual coding skills may atrophy, but they can now work on more architectural issues.
The “job” of software engineer may still be the same, but the output is far greater. So we’re making the same pay, doing the same work, but using highly automated tools.
This includes scenarios like chip designers, software engineers, supermarket checkout clerks, nurse scheduling jobs, and even recruiting assistants. Paradox customers, for example, virtually eliminate “scheduling assistants” for recruiting.
At this level companies can see 50-75% productivity improvement, and free time to focus on quality management, customer service, and ongoing improvements to the tools.
Level 3: Re-engineered work, partnered with agents. (New job, redesigned process, agents automate work.)
At level 3 we go further: we re-engineer the process and the work. Imagine how McDonald’s replaced its counter workers with a kiosk, eliminating the “may I take you order please?” role.
This took some major design effort but resulted in a whole new set of roles, workflow, and management structure in the restaurants. The “cost per burger” went down, and the customer experience is almost as good (not quite).
Here we need to be careful because sometimes the “self-service, AI-enabled” experience doesn’t work. A good example is the supermarket self-checkout. It rarely works well and usually takes longer than standing in line. But it will get better, and the resulting experience is faster throughput, more data (the self-service agent might offer you a discount since it knows your buying history), and far superior employee roles.
In level 3 the employees are still involved, and we are more or less “working with the machine,” aiding and supporting the process.
Level 4: Autonomous intelligent agents, people training and managing the AI. (New job, redesigned process, people “manage” the agents.)
At level 4 we go even further. Imagine an AI recruiter (Paradox does this) that could email a hiring manager and his team, gain feedback and requirements on a job and role, consolidate input, and create a total description. This Agent could then review this job against the company culture and pay policies, compare the job against similar jobs in the external market, and tweak the level, job title, and description to be competitive. And then it could start sourcing, and give the hiring manager and human recruiter a set of candidates ranked by various criteria.
That process, which takes dozens of steps for a recruiter, could be fully automated and vastly improved. The Agent could even look at prior hires and get even smarter about who to source based on the success of other candidates.
Now the human job is to “train” and “monitor” and “manage” this AI Agent, who has effectively become a digital employee. (Note: Salesforce is doing a terrific job of building this out for sales and service.)
The Rise of the SuperWorker
Our thesis is that AI is not a “job-replacement” technology, it’s a “SuperWorker empowerment” technology. In other words, most of these scenarios result in higher value jobs, higher pay, and value creation (not cost reduction) in the business.
This is happening fast.
We’re in the middle of a big study in this area and I’ll be explaining this more in our upcoming 2025 Predictions report. The upside of all this will be new and higher paying jobs, faster response to business change, but a lot of IT, design, and data management to do. But based on our research, this is coming soon.
专栏
2024年12月01日
专栏
David Green:The best HR & People Analytics articles of November 2024
The centrepiece of this month’s edition of the Data Driven HR Monthly is focused around two topics – Agentic AI and Diversity, Equity and Inclusion. One with a technology focus, the other very much a human topic.
With Gartner predicting that that by 2028, at least 15% of day-to-day work decisions will be made autonomously through agentic AI (up from 0% in 2024), the word on everyone’s lips at UNLEASH World in Paris recently was Agentic AI. But what actually is Agentic AI, and what does it mean for HR technology and HR professionals? Some of the content this month explores these topics. It was also good to hear at Unleash, L’Oreal’s CHRO, Jean Claude Le Grand on the main stage saying in very clear terms that “DEI is not a trend. DEI is part of our DNA”. DEI shouldn’t be used as a political football. But with questions being asked about what Trump’s Second Term Could Mean for DEI, it is important to highlight that DEI is also about business performance. I’ve included two articles this month from Quinetta Roberson (on how to link DEI to business outcomes) and Brian Elliott (on why capitulating to DEI sceptics is counterproductive). When it comes to DEI, now is the time to stand up.
This edition of the Data Driven HR Monthly is sponsored by our friends at TechWolf
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To sponsor an edition of the Data Driven HR Monthly, and share your brand with more than 135,000 Data Driven HR Monthly subscribers, send an email to dgreen@zandel.org.
November road report
After a heavy travel schedule in September and October, November was a quieter month with my sole trip being to Germany for the final European Peer Meeting of 2024 for member companies of the Insight222 People Analytics Program®, which was hosted by Alexis Saussinan and Ruben Groen at Merck Group’s HQ in Darmstadt. During the two days, we learned about how Alexis and Khadija Ben Hammada, the CHRO, partner to deliver business value at Merck. We also learned from Ruben and Mariana Hebborn PhD on how Merck has established its enterprise data foundations, from Dawn Klinghoffer on how Microsoft has reconfigured its people analytics function in the age of intelligent automation, and Adam Tombor (Wojciechowski) on how Julius Bär democratised data across the company. If you are a people analytics leader interested in joining the People Analytics Program, and attending our 2025 Peer Meetings – including in Paris on January 28 and 29, and New York on March 4 and 5, please get in touch.
Attendees at the Insight222 Peer Meeting for members of the Insight222 People Analytics Program, hosted by Merck, November 19-20, 2024
Sign-up to receive the 5th annual Insight222 People Analytics Trends research report
The 2024 Insight222 People Analytics Trends study will be released publicly on December 9. 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 one week earlier on December 2 by signing up here or by clicking on the image below.
Share the love!
Enjoy reading the collection of resources for November 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 October’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.
AGENTIC AI AND THE FUTURE OF WORK
JOANNE CHEN AND JAYA GUPTA - A System of Agents brings Service-as-Software to life | McKINSEY - Why agents are the next frontier of generative AI
With Gartner predicting that by 2028, at least 15% of day-to-day work decisions will be made autonomously through agentic AI, up from 0% in 2024, this is a topic we all need to learn about. Here are two resources that provide some helpful context. (1) A VC view from Joanne Chen and Jaya Gupta, writing for Foundation Capital, which they present as a “$4.6 trillion opportunity as AI transforms software from tool to worker”, with all the inherent implications that has for the workforce (see FIG 1). Thanks to Paul Daley, Gareth Flynn, Nico Orie, and Hung Lee (I recommend following all of these four people) for all highlighting this excellent article. (2) Writing for McKinsey, Lareina Yee, Michael Chui, Roger Roberts, and Stephen Xu, explore the opportunities that the use of gen AI agents presents including how they could work with potential use cases, the value they can bring, and how business leaders should prepare.
FIG 1: A System of Agents (Source: Foundation Capital)
JASON AVERBOOK - How AI Agents are Revolutionizing HR—and How to Get Ready | LARS SCHMIDT - Agents of (Massive) Change: How AI Agents Are Poised to Alter Work | JOSH BERSIN - AI Agents, The New Workforce We’re Not Quite Ready For (Agentic AI) | FELIPE JARA - HR - Let's Prepare for a Big Wave of Multi-Agents AI Systems
For HR, Agentic AI means shifting away from repetitive administrative tasks to focusing on what truly matters: people.
So, what does Agentic AI mean for HR in terms of the HR technology stack, how we deliver services to employees, and HR professionals themselves? Not surprisingly, with all the hype, there is a growing body of resources on these topics. Here are four I recommend to* Data Driven HR Monthly readers: (1) Definitely subscribe to Jason Averbook’s Now of Work Substack. In this blog, he provides five tips for HR to get ready for AI agents including: (i) Upskilling HR teams, (ii) Assessing current processes to identify and prioritise use cases, and (iii) Working on improving data quality. (2) Lars Schmidt’s primer is also highly recommended. It includes a guide to three categories of AI and how they are impacting work: bots, AI agents, and digital workers: “As we weave agentic AI capabilities into our businesses, we will likely deconstruct jobs into individual tasks and then identify the tasks that can be fully automated by these new AI technologies and agents.” (3) Josh Bersin has been all over agentic AI, and has recorded several podcasts on the topic as well as this article, which explains how the “’Large Language Models’ we’ve been learning about for the last two years are now turning into ‘Large Action Models’”, as well as outlining two potential uses cases in L&D and recruiting. As Josh mused in his keynote at Unleash World in Paris, AI is set to dominate the HR Tech stack (see FIG 2). (4) Last but not least, Felipe Jara provides a helpful synopsis of the emerging macro trends in enterprise AI for HR including a summary of the tools that major players like Workday, SAP, ServiceNow and One Model (see FIG 3) are introducing. He also lays out four focus areas of opportunity for HR including guidance on how to prepare your data foundation.
FIG 2: AI dominates the HR Tech stack (Source: Josh Bersin at Unleash World, Paris, October 2024)
FIG 3: The Evolution of Agents and Enterprise AI (Source: One Model – see here)
ANDY SPENCE - The Next Wave of AI: Building Your Own Digital Workforce
This is going to be fundamental change in how we interact with AI. It's moving us from being passive consumers of AI tools to active creators of personalized AI assistants. The great thing is we won’t need to be a machine learning expert or a seasoned programmer to get started.
Finally on the Agentic AI theme this month, a twist as in an edition of his brilliant Workforce Futurist, Andy Spence writes about Agent Engineering, and how individuals (not just companies): “can create and deploy their own army of AI agents for a wide array of personal and professional tasks.” In his article, Andy breaks down what agent engineering is, the rise of personal AI agents, how to get started with agent engineering (including tools and platforms), and how it might reshape work, learning and our daily lives.
FIG 4: Agent engineering framework process (Source: Andy Spence)
MIT AND BCG - Learning to Manage Uncertainty, With AI
Companies that boost their learning capabilities with AI are significantly better equipped to handle uncertainty from technological, regulatory, and talent-related disruptions compared with companies that have limited learning capabilities.
A new study by Sam Ransbotham, David Kiron, Shervin Khodabandeh, Michael Chu, and Leonid Zhukov, Ph.D for MIT Sloan Management Review and BCG finds that companies that combine organisational learning with AI-specific learning, which they define as Augmented Learners, outperform those that apply either approach in isolation or neither (see FIG 5). For example, these Augmented Learner companies are twice as likely to weather talent-related disruptions, demonstrating that they are more resilient to workforce volatility. Thanks to Allison Ryder for highlighting the study.
FIG 5: Learning Capabilities Vary (Source: MIT Sloan Management Review and BCG)
DIVERSITY, EQUITY, INCLUSION, AND BELONGING
QUINETTA ROBERSON - How Integrating DEI Into Strategy Lifts Performance
By explicitly linking DEI goals to business outcomes, companies create a clear vision of how diversity adds value.
In her timely article Quinetta Roberson presents the findings of a study on diversity, equity and inclusion and company financial performance, and highlights the practices for achieving competitive advantage through DEI. These findings include that a bundled practice approach to DEI amplifies the performance effects of individual practices – see example in FIG 6. Quinetta also presents a three-point blueprint for meaningful action to DEI: (1) Strategically align DEI with business goals. (2) Systemically integrate DEI practices. (3) Make evidence-based improvements.
FIG 6: DEI practice bundles (Source: Quinetta Roberson)
BRIAN ELLIOTT - How to Stand Up When It Comes to Diversity, Equity, and Inclusion
The backlash against DEI is out of sync with the opinions held by the most important set of stakeholders: your employees.
In this powerful column for MIT Sloan Management Review, Brian Elliott tackles the growing backlash by some companies in the US on diversity, equity and inclusion. He highlights two dangers of backing away. First, the fact that DEI programs are actually getting more popular with employees, not less, and increasingly view it as a business topic rather than a political one. Second, capitulating on DEI commitments doesn’t settle the issue with employees or customers especially as research by Edelman finds that 76% of employees want companies to recommit not retreat. Elliott also provides guidance on three approaches to having real conversations on this topic, highlighting examples from his experience in leading teams at Google and Slack: (1) Let people voice their concerns about DEI programs. Don’t stifle the conversation or run away. (2) Use the words diversity, equity, and inclusion — not DEI. Explain what the words mean, correct misinformation, and tie them back to business results. (3) Keep in mind that memos don’t create trust; employee engagement does.
PEOPLE ANALYTICS
PHIL WILLBURN - People Analytics Demystified: A Practitioner’s Handbook
Highly effective HR organizations know that every area of the business makes people decisions. The best people analytics teams excel by scaling people insights to all business leaders, ensuring these insights reach those making critical people decisions
Phil Willburn, the Head of People Analytics, and his team recently hosted a Peer Meeting for member companies of the Insight222 People Analytics Program® at Workday’s global headquarters in California. During the two days, Phil and his team presented some of the amazing work they are doing with people analytics in areas such as workforce planning, employee experience and hybrid work. Some of the content they presented is in this insightful e-book, which shines a light on how Workday has scaled people analytics in its own company (see FIG 7), their product-oriented and persona-based approach, and provides details on three case studies including how the team provides insights on flexible work and collaboration.
FIG 7: People analytics and insights at Workday (Source: Phil Willburn, Workday)
COLE NAPPER, JIN YAN, AND BEN ZWEIG - What is happening to people analytics? A 15 Year Trend Part Two | Part Three
Following on from Part One of their study on employment trends in the people analytics field over the last 15 years, which I featured in the September edition of Data Driven HR Monthly, Cole Napper, Jin Yan and Ben Zweig return for a second helping – and a third helping with Kristin Saboe, Ph.D. In Part Two, Cole, Jin and Ben turn their attentions to an analysis of the skills of people analytics professionals and the impact of the field during the last 15 years. The insights they uncover include: (1) While people analytics specialists are more likely to hold a doctoral degree (8.2%) than other HR specialists (1.4%), advanced skills (e.g. SQL, GenAI, Python) haven’t been adopted in the numbers expected. (2) There is a correlation between companies with ‘prestigious’ people analytics teams and companies being rated more highly for employee sentiment (see FIG 8). They also provide three recommendations for the field moving forward: (1) Add real value and break the cycle. (2) Mature the people analytics function. (3) Let’s get back to growth. In Part Three, Kristin takes the lead to shine the lens on how the composition of government people analytics jobs have changed over the last 15 years.
FIG 8: Companies with a prestigious people analytics team are rated higher by employees (Source: Revelio Labs)
ERIC LESSER, ERIC BOKELBERG, AND DEVON JOHNSON - Powering people analytics through HR data: How to strategically integrate data as a product
Data products help analysts better grasp what data is available, where it comes from, how it can be used and how to put it together to gain insights effectively. When a new business question arises, the needed data is often already available in a data product, making it easy to gather the correct information.
Eric Lesser, Eric Bokelberg, and Devon Johnson from Deloitte provide a helpful breakdown on how to implement data products through applying key principles of product management across the data lifecycle, namely: ownership, reuse, quality, cataloguing and security. They outline three steps to get started with data products: (1) Educate HR and IT teams about data products; (2) Focus on impactful use cases (“Instead of creating numerous data products, concentrate on those that effectively address pressing business needs”); (3) Establish a strong governance model.
CHRISTOPHER ROSETT – Reporting, Analytics, Research, Statistics (RARS) | SERENA HUANG - The Future of Work: Human Skills in the Age of AI | GIOVANNA CONSTANT – The 10 Commandments for every People Analytics professional | MITCH MIHANOVIC – People Analytics Lessons | WILLIS JENSEN - An Unusual Application Using Organizational Network Data | A.J. TUFTE – Making Workforce Planning Strategic: Three Vs | BEN TEUSCH – A reflection on six years at Facebook
The true value of people analytics lies in translating insights into actionable strategies and programs that enhance employee engagement and drive business performance.
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. Seven are highlighted in this month’s edition. (1) Christopher Rosett outlines the RARS (Reporting, Analytics, Research, Statistics) model he uses with his analytics teams and customers at Amazon (see FIG 9). (2) Serena H. Huang, Ph.D. presents seven human skills required in the age of AI (see FIG 10). (3) Giovanna Constant presents her ten commandments for people analytics professionals including i) You shall worship data quality, ii) You shall train HR teams in data literacy, iii) You shall not create confusing dashboards. (4) Mitch Mihanovic shares three things he has learned from working in the people analytics field, including: “The true value of people analytics lies in translating insights into actionable strategies and programs that enhance employee engagement and drive business performance.” (5) Willis Jensen walks through a case study of using ONA to support compensation decisions for employees. (6) A.J. Tufte breaks down his Three Vs of Strategic Workforce Planning: i) Value (“what value does the work provide”) ii) eVolution (“how does the work need to change”), and iii) Volume (“how much of the work is needed”). (7) Finally, Meta has made a number of layoffs including from its people analytics team in the last few weeks. One of those impacted is Ben Teusch, who penned a reflection on his six years with the company. Wherever Ben decides to go next will be very fortunate to land such a talented practitioner.
FIG 9: The RARS model (Source: Christopher Rosett)
FIG 10: Seven human skills required in the age of AI (Source: Serena Huang)
THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE
RAVIN JESUTHASAN, MIRIAM DAUCHER, AND ALEX ZEA - The future of human resources: Who will care for the human at work?
As the trusted link between organizations and their employees, HR can lead the charge in creating fulfilling workplaces and helping people thrive in an era of transformative technological change, ensuring that AI serves humanity, not the other way around.
Ravin Jesuthasan, CFA, FRSA, Miriam Daucher, and Alexandra Zea present a new paper from Mercer on the future of human resources in the fifth industrial revolution. They paint a compelling evolution for the function to move beyond being stewards of employment to being stewards of work, and ultimate being stewards of humanity through (1) Ethical use of AI. (2) Safeguarding ESG. (3) Preserving human well-being.
FIG 11: HR’s changing role through the history of industrial revolutions (Source: Mercer)
ASAF JACKOBY - Work, Workforce, and Workplace: The Role of CHROs in Leading Change
As Asaf Jackoby, VP HR for Amdocs, writes, chief human resources officers have a pivotal role to play in transforming the landscape of work, workforce and workplace. His article presents a framework (see FIG 12), and provides detail about each of the three categories and the individual components within it: (1) The Work – AI will transform the way we define work, (2) The Workplace – Creating an inclusive and adaptable environment, and (3) The Workforce – who does the work.
FIG 12: Source – Asaf Jackoby
WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS
BRIAN FISHER, KATE BRAVERY, KATIE JENKINS, AND LAUREN ROBERTSON - Measuring skills in the age of agile work
A helpful primer from the Mercer team of Brian Fisher, Kate Bravery, Katie Jenkins, and Lauren Robertson on three ways to ascertain employee skills (see FIG 13): (1) Inferred skills (“The starting point for skills measurement”), (2) Rated skills (“The employee and manager view of skills proficiency”), and (3) Validated skills (“Approaches for validating behavioural and technical skills”). As the authors highlight:
Although each method of collecting skills data has its respective merits, methods can also be combined to paint a more complete skills picture that strengthens talent decision-making and can better inform business strategy.
FIG 13: Three components of a skills measurement strategy (Source: Mercer)
EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING
MICHAEL ARENA AND AARON CHASAN - Fostering Friendships: The Game Changer in Employee Retention
One study found that an employee’s position in the network can predict turnover with 85% accuracy. This is especially true for friendship networks.
Research consistently finds that those with friends at work are far more likely to stay. Indeed, in their article for HR Exchange Network, Michael Arena and Aaron Chasan share the results of a study with a technology company, which found that there was a 44% drop in turnover rate for those who went from 0 friends to just 1. They also provide guidance on how organisations can create a climate for friendships to blossom: (1) Create opportunities for employees to connect; (2) Actively encourage friendships among colleagues; (3) Evaluate the level of connections in the workplace; (4) Create an environment of belonging.
KENNEDYFITCH – Employee Experience Report 2024: Humanized Growth In A Digital Era
You need data to prove your cause, prove your arguments and prove your impact.
This is a highly impressive report on the current state and long-term vision for employee experience by the team at KennedyFitch including Joan Beets, Frank van den Brink, Sander de Bruijn and Patrick Coolen. Highlights include: (1) Analysis on the current state of EX as it relates to maturity (see FIG 14), tools, skills, team responsibilities, leadership buy-in and main obstacles. (2) Insights into the goals, planned skills/tools development and anticipated challenges for the next 12 months. (3) Exploration of how AI and other factors will transform EX and HR. (4) Case studies from EX trailblazers including Sebastian Knepper (Deutsche Telekom), Vasuki Ranganath (Volvo), Lea Mikus (Celonis), Andreas Mayer (ING), Volker Schrank and Joachim Decock (Mondelez), and Ruth Bielderman (Royal BAM Group). An absolute must-read report for anyone working or interested in employee experience.
FIG 14: EX Maturity Model (Source: KennedyFitch)
DAVE ULRICH AND WENDY ULRICH - What Is the Next Step for Employee Experience? The Why, What, and How of Hope
Hope is an emerging fifth wave of managing mental health challenges that shape employee experience which in turn impacts stakeholder value.
The cost of mental illness and the related consequences is projected to be $6 trillion globally by 2030. As Dave Ulrich and Wendy Ulrich write, in the workplace, mental health often connects to the employee experience, which in turn impacts stakeholder and business outcomes (see FIG 15). The article then identifies hope as a new dimension of the employee experience (see FIG 16), and details six principles of what hope means in an organisational setting, so that organisations with hope: (1) Transform the future, (2) Are based in healthy relationships and conversation, (3) Ensure efficacy, (4) Rely on realistic optimism, (5) Empower people, and; (6) Address personal needs. Finally, Dave and Wendy offer seven skills for leaders to master to turn principles into actions that increase hope. An important and timely article.
FIG 15: Logic of Mental Health, Employee Experience and Stakeholder Value (Source: Dave Ulrich and Wendy Ulrich)
FIG 16: Evolution of Ideas Related to Employee Experience (Source: Dave and Wendy Ulrich)
LEADERSHIP, CULTURE, AND LEARNING
McKINSEY - Go, teams: When teams get healthier, the whole organization benefits
Team effectiveness is less art, more science
A new McKinsey study identifies the elements of team effectiveness that have the most significant impact on team performance: trust, communication, innovative thinking and decision-making. The authors debunk several other myths about how teams operate, and highlight the importance of context and how it determines the behaviours that matter most for a team to function effectively. A framework is presented that categorises teams into three archetypes: cycling, relay and rowing teams, which also highlights the top performance drivers for each (see FIG 17). Finally, the article details four actions for leaders to help their teams succeed: (1) Take a hard look in the mirror. (2) Make sure the changes stick. (3) If you are a team leader, don’t stand in the way of progress. (4) Embed team effectiveness in the organization’s DNA. (Authors: Aaron De Smet, Gemma D'Auria, Liesje Meijknecht, Maitham Albaharna, Anaïs Fifer, and Kimberly Rubenstein, PhD)
FIG 17: Three archetypes of teams (Source: McKinsey)
ALLAN H. CHURCH AND JANINE WACLAWSKI - Humpty Dumpty and the 9-Box: Five Steps to Putting it Back Together Again Using the Science of Leadership Potential
(The 9-box) should be about understanding the consistency between what the organization thinks of its talent (designated potential) and what the data indicates against a validated predictive model (assessed potential).
As Allan Church, Ph.D. and Janine Waclawski outline in their revealing article, while the 9-box model is commonly used talent management tools many companies struggle to use it effectively. Church and Waclawski believe this is because most organisations are doing it wrong, explaining the tendency to fall into “the performance-potential paradox”. They ten outline five steps towards having a best-in-class 9-box: (1) Throw Out Performance Ratings – They Should Be a Gatekeeper, not a Predictor. (2) Keep Your Current Talent Framework and Embrace it – But Re-label it as Designated Potential. (3) Introduce the Science of Leadership Potential – By Using Formal Assessments & Data (see the New 9-box in FIG 18). (4) Don’t Box Yourself In – Determine the Right Size Grid for Your Organization. (5) Use Data to Diagnose the Gaps – Between Designated Potential and Assessed Potential.
FIG 18: Leadership potential for the new 9-box (Source: Allan H. Church and Janine Waclawski)
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 November that I recommend readers delve into. In a slight change-up this month, I’ll start with a couple of pieces that analyse the people analytics and wider HR technology market:
DAVE ZIELINSKI - How GenAI is Transforming People Analytics Software – Analysis by David Zielinski for SHRM on how GenAI is democratising the use of people analytics and lowering the barrier to entry, which features insights from Stacia Sherman Garr, Jeremy Shapiro, Lydia Wu, and Sameer Raut.
EKTA LALL MITTAL - The Realities of HR Tech Part 1 | Part 2 - In her column for Transform, Ekta Lall Mittal provides insights and guidance on the HR technology market. In Part 1, she looks at how to get started and ways to connect business and people strategy with technology. In Part 2, Ekta provides guidance on how to conduct a current state analysis of your tech stack.
LISA SIMON - The Ripple Effect of Female Leadership in Data – Lisa K. Simon, Chief Economist at Revelio Labs, highlights some of the main findings from a report on the Career outlook for women in D&A and AI, she co-authored with Asha Saxena and Robert Parr. One of these was that companies with more women in senior executive data roles have higher female representation in data roles across the organisation. The difference is greatest for junior roles (see FIG 18).
FIG 18: The more woman in leadership, the more women overall (Source: Revelio Labs)
VISIER – Embracing the AI Driven Workforce: 5 Workforce Trends for 2025 – It’s that time of year when we start hearing the word ‘trends’ a lot, and Visier Inc. is one of the first out of the traps with their five workforce trends for 2025. It’s an insightful read featuring contributions from the likes of Angela LE MATHON, Jill Larsen, Keith Bigelow, and Dawn Klinghoffer.
FIG 19: The ABCDs of Creating a Future-Proof Agile Workforce (Source: Visier)
DIRK JONKER - Finance and Human Resources: A Strategic Partnership for Business Growth – Crunchr CEO Dirk Jonker explains why and how HR and Finance should work together, and paints a vision where: “Together, HR and finance can unlock a future where employees are seen for what they truly are: a company’s most significant (and measurable) asset.”
FRANCISCO MARIN - The Shift from Authority to Influence: Power Distribution in a Network-First Future of Work – Francisco Marin of Cognitive Talent Solutions continues his excellent series of articles on moving to a network-first approach by analysing the shift of power from authority to influence.
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):
BROOKE WEDDLE, BRYAN HANCOCK, AND WENDY MILLER - Why being in HR is getting tougher—and how to break through – In a fascinating episode of McKinsey Talks Talent, Brooke Weddle, Bryan Hancock, and Wendy Stratman Miller join host Lucia Rahilly to discuss the dynamics that are making HR tougher than ever—as well as what leaders can do differently to begin turning morale around.
CONNIE NOONAN HADLEY - Make it Safe for Employees to Speak Up – Connie Noonan Hadley guests on Steelcase’s Work Better podcast with host Chris Congdon to discuss why and how managers should encourage employees to speak up about mistakes, ideas, and questions – essentially by creating a psychologically safe work environment.
DANIELLE BUSHEN – Navigating Pay Transparency with People Analytics - Danielle Bushen, Global Head of People Analytics Data Governance and Stewardship at Sanofi, joins David Turetsky on HR Data Labs to explore how people analytics intersects with compensation, how to modernise compensation through data-driven practices, and the importance of pay transparency.
MATTHEW HAMILTON - How To Master People Analytics and Deliver Insights That Actually Work - Matthew Hamilton, VP of People Analytics & HRIS at Protective Life, joins host Christopher Rainey on HR Leaders to discuss the challenge of delivering actionable insights to leaders - the last mile problem - and the importance of storytelling with data.
PAUL RUBENSTEIN AND JOSH BERSIN - What’s Holding Back People Analytics? – Josh Bersin and Paul Rubenstein, Chief Customer Officer at Visier, discuss how the people analytics market has evolved, and why only around 10% of People Analytics teams deliver strategic business value.
VIDEO OF THE MONTH
LEENA NAIR – View From the Top
Leena Nair is that rarity of a chief people officer that rises to the role of CEO having transitioned from CHRO at Unilever to CEO at Chanel in January 2022. In this interview with Ayesha Kamik as part of Stanford’s View From the Top series, Leena shares her inspiring journey with insights from her life and career, including her time in human resources, how to build company culture, her leadership principles, how to break barriers and her thoughts on AI and the future of work.
BOOK OF THE MONTH
RUSSELL KLOSK – Talent Prophecy: Creating Strategic Impact Through Workforce Planning and Talent Strategy
In Talent Prophecy, Russell Klosk (智能虎) provides a comprehensive guide to workforce planning, which should have particular resonance for HR professionals involved in workforce planning activities. The book provides readers with practical and accessible tools to: (1) Analyse your current workforce capabilities. (2) Predict future talent needs across various business scenarios. (3) Create adaptive strategies for talent acquisition and development. (4) Leverage AI and emerging technologies. (5) Build stakeholder support for talent initiatives.
RESEARCH REPORT OF THE MONTH
ZHEYUAN (KEVIN) CUI, MERT DEMIRER, SONIA JAFFE, LEON MUSOLFF, SIDA PENG, AND TOBIAS SALZ - The Effects of Generative AI on High Skilled Work: Evidence from Three Field Experiments with Software Developers
This paper explains the findings from a study to evaluate the impact of generative AI on software developer productivity through analysing data from three trials conducted at Microsoft, Accenture, and an anonymous Fortune 100 electronics manufacturing company. The researchers ( Kevin Zheyuan Cui, Mert Demirer, Sonia Jaffe, Leon Musolff, Sida Peng, and Tobias Salz) found that introducing a generative AI tool to software developers did increase productivity, with less-experienced developers showing higher adoption rates and greater productivity gains. You can also read this summary of the paper by Dylan Walsh: How generative AI affects highly skilled workers.
FROM MY DESK
November saw the final two episodes of Series 42 of the Digital HR Leaders podcast, sponsored by Workday (thanks to Sophie Barnes and Jennifer Neumann), an article rounding up the key learnings from series 42, and the first two episodes of Series 43, sponsored by TechWolf (thanks Maaike Standaert, Mikaël Wornoo?, Andreas De Neve ?).
ANISH LALCHANDANI - The Four Reskilling Principles Every HR Leader Should Know - Anish Lalchandani, Global Head of Talent Management at Maersk, joins me to discuss insights from his book, The Skills Advantage, including why reskilling should be a key component of talent management strategy, the four cornerstones of reskilling, and key metrics to tie reskilling efforts to business value.
LARA WAINWRIGHT AND DUNCAN REYNELL - How Digital Transformation Fuels Skills and EX at Lloyds Banking Group - Lara Wainwright, Product Owner and Lab Lead, and Duncan Reynell, Group Talent & Development Director, join me to share how digital transformation is driving Lloyds Banking Group’s shift to a skills-based organisation.
SANDRA LOUGHLIN - Building a Skills-Based Organisation: Lessons from a 30-Year Journey – Sandra Loughlin, PhD, Chief Learning Scientist, discusses the lessons EPAM Systems has learned over its 30-year skills journey and how organisations can apply these insights to their own skills transformations.
KEITH SONDERLING – Responsible AI in HR: The Ethical Roadmap for Success – For four years, Keith Sonderling was the Commissioner at the United States Equal Employment Opportunity Commission (EEOC). During this time, Keith openly engaged with the HR tech and people analytics community on AI in HR. In this episode, recorded just before Keith’s term ended, we reflect on what AI in HR means for organisations and technology firms, as well as have a broader discussion on discrimination in the workplace.
DAVID GREEN - How can organisations use workforce data to drive culture, inclusion and engagement? - A round-up of the key discussions and learning from series 42 of the Digital HR Leaders podcast featuring: Michael Fraccaro, Michael Arena, Jason Scheckner, Anish Lalchandani, Lara Wainwright and Duncan Reynell.
SIGN UP TO PARTICIPATE IN THE PEOPLE ANALYTICS NETWORK CENSUS
This is a great initiative by Andrew Pitts, Richard Rosenow, Matthew Diabes, PhD, and Stephanie Murphy, Ph.D. Together they have launched the People Analytics Network Census (PANC), which aims to map and understand the global people analytics network, tracking connections across professionals in our field through a single active organisational network analysis. You can find out more about the initiative and sign up to PANC here.
LOOKING FOR A NEW ROLE IN PEOPLE ANALYTICS OR HR TECH?
I’d like to highlight once again the wonderful resource created by Richard Rosenow and the One Model team of open roles in people analytics and HR technology, which now numbers over 475 roles, and has now been developed into a LinkedIn newsletter too – you can read the latest edition here.
THANK YOU
Richard Rosenow for including the Digital HR Leaders podcast episodes with Craig Starbuck, PhD and Rob Briner on his Election Day Playlist
Veronika Birkheim for including me on her list of experts on LinkedIn to read, listen and follow
Thomas Kohler for including the Digital HR Leaders podcast episode with Anish Lalchandani in his excellent list of HR resources
Nick Broughton for including me on his list of top 40 voices in the remote work industry.
Wolfgang Brickwedde for including me in his article on the Recruiting Tech Highlights of Unleash 2024
OpenHR UK for including the Digital HR Leaders podcast as one of four must-listen to podcasts, along with podcasts by Matt Alder Ben Geoghegan and Lucinda Carney ?
Finally, a huge thank you to the following people who either shared the October edition of Data Driven HR Monthly and/or posted about the Digital HR Leaders podcast, conferences or other content. It's much appreciated: Scott Rogers Tobias W. Goers ツ Jordan Hartley David McLean Jaqueline Oliveira-Cella Tim Sharp Delia Majarín Andreea Lungulescu Dart Lindsley Sharna Wiblen Amardeep Singh, MBA Selina Yankson Olivier Vidal Lukasz Sowinski Lenka Máchová Nick Lynn Russ Fatum BS, BS, MSA, MBB, PMP Tanguy Dulac Aurélie Crégut Roshaunda Green, MBA, CDSP, Phenom Certified Recruiter Stephanie Denino Ian Grant FCIPD Purvi Vasani Lewis Garrad Rafael Senise David Simmonds FCIPD William Thai, Ph.D. Olivia Li Md Shahid Ullah Bhuyan Facundo Tomás García Bob Pulver Corine Boon Alessandro Cosentino Jose Luis Chavez Vasquez Kalifa Oliver, Ph.D. Samir Murgude , SPHR®, SHRM-SCP, IHRP-SP Jayashree Shivkumar Dr. Jeeta Sarkar Abbie Gnewuch Zachary Schurmann ?️? Aurangzeb Soharwardi CDIS. CHRP. SAP HCM Aravind Warrier Catriona Lindsay Luis Maria Cravino Kerron Ramganesh Ralf Buechsenschuss David Hodges Ouarda Guergour Marijana Brasiello, MHRM Malgorzata Langlois Amit Mohindra Swechha Mohapatra (IHRP-SP, SHRM-SCP, CIPD) Lore Muraina, PMP, PMI-ACP, CPP Alan Susi Yuyan Sun Sven Hultin Greg Pryor Kathleen Kruse Jaap Veldkamp Aleksandra Borisova, RODP Hrvoje Bulat Jaejin Lee Wayne Tarken Caitie Jacobson Nathalie Kumbrink, PHR®, SAFe® APM Melissa Arronte Nicole Lettich Nils Bunde Mia Norgren Shane Walsh Irina Villacreces, M.S., SPHR, PMP Jaana Saramies ? Stacy Davies Ruben Santos Justin Shemeley Richie Citta Erin Gerbec, Ph.D. Mircea-Stefan Glavici Bri Klein Indre Radzeviciute Alex Paton Ramesh Karpagavinayagam Megan Cox (née Phelps) Natasha Ouslis, PhD Tina Peeters, PhD Joseph Frank, PhD CCP GWCCM Lucie Vottova John Fisher Whitney Giga, PHR, SWP Graham Tollit Dave Millner Nicole Davis Barry Swales Dr. Sebastian Projahn David Littlechild Tatu Westling Philipp Heller Blaine Ames Shujaat Ahmad Irene Wong Greg Newman Adam McKinnon, PhD. Kanwal Safdar Irada Sadykhova Hanadi El Sayyed Tanya Arrowsmith Nabil Dewsi Henrik Håkansson Lina Makneviciute Alejandro Giordanelli Andras Szabo Radka Krempova David van Lochem Andreas Maroulis Ohad Geron Placid Jover Sydney Dolanch Isabel Naidoo Rob Kok Kimberly Rose Nick Hayter Annia Balcazar Cabana Anna A. Tavis, PhD Claire Masson Agnes Garaba Sebastian Kolberg Sabine Bothe Sophia Huang, Ed.D. Mariami Lolashvili Philip Arkcoll Erik Otteson Alexandra Nawrat Kristina Schoemmel Craig Starbuck, PhD Maria Alice Jovinski Toon van der Veer Petra Noble Julia Brandon, PhD Aritra Majumdar Scott Nemeth Shannon Rutledge Gal Mozes, PhD Ken Clar Kelly Monahan, Ph.D. Jacob Nielsen Olimpiusz Papiez Nick Hudgell Sonia Mooney Marcela Mury Christopher Cerasoli Dr. Peter Schulz-Rittich Ludek Stehlik, Ph.D. Craig Forman Kelly Satterfield Perri Ma Anna Gullstrand Victoria Holdsworth Joanna Bloor Pietro Mazzoleni Andrés García Ayala Kristhy Bartels Tim Peffers John Golden, Ph.D. Nicole Hazard Søren Kold Kirsten Edwards Doug Shagam Geetanjali Gamel John Gunawan Jack Liu
UNLOCK THE POTENTIAL OF YOUR PEOPLE ANALYTICS FUNCTION THROUGH THE INSIGHT222 PEOPLE ANALYTICS PROGRAM
At Insight222, our mission is to make organisations better by putting people analytics at the centre of business and upskilling the HR profession The Insight222 People Analytics Program® is your gateway to a world of knowledge, networking, and growth. Developed exclusively for people analytics leaders and their teams, the program equips you with the frameworks, guidance, learnings, and connections you need to create greater impact.
As the landscape of people analytics becomes increasingly complex, with data, technology, and ethical considerations at the forefront, our program brings together over one hundred organisations to collectively address these shared challenges.
Insight222 Peer Meetings, like this event in London, are a core component of the Insight222 People Analytics Program®. They allow participants to learn, network and co-create solutions together with the purpose of ultimately growing the business value that people analytics can deliver to their organisations. If you would like to learn more, contact us today.
ABOUT THE AUTHOR
David Green ?? is a globally respected author, speaker, conference chair, and executive consultant on people analytics, data-driven HR and the future of work. As Managing Partner and Executive Director at Insight222, he has overall responsibility for the delivery of the Insight222 People Analytics Program, which supports the advancement of people analytics in over 100 global organisations. Prior to co-founding Insight222, David accumulated over 20 years experience in the human resources and people analytics fields, including as Global Director of People Analytics Solutions at IBM. As such, David has extensive experience in helping organisations increase value, impact and focus from the wise and ethical use of people analytics. David also hosts the Digital HR Leaders Podcast and is an instructor for Insight222's myHRfuture Academy. His book, co-authored with Jonathan Ferrar, Excellence in People Analytics: How to use Workforce Data to Create Business Value was published in the summer of 2021.
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:
December 5 - Visier Outsmart Local - Building Your People Data Strategy, London
December 10-12 - Workday Rising EMEA, Amsterdam
January 23 - The Strategic Outlook for People Analytics in 2025 with Ian Cook and Dawn Klinghoffer (WEBINAR - Register here)
February 26-27 - People Analytics World, Zürich
April 29-30 - People Analytics World, London
More events will be added as they are confirmed.
原文来自：https://www.linkedin.com/pulse/best-hr-people-analytics-articles-november-2024-david-green--aofje/
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。
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