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
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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.
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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。
data-driven
2024年11月03日
data-driven
Why it’s time for HR Business Partners 2.0文章中强调了人力资源商业伙伴（HRBP）从通才到战略顾问的演变。最初旨在将人力资源战略与商业目标对齐，HRBP经常被日常运营任务分散注意力。Kathi Enderes 主张通过加强培训、指导和系统性的人力资源方法来复兴这一角色，这种方法整合了商业咨询能力。她引用了TomTom和乐高集团的例子，这些公司已成功地将其HRBP角色转变为更具战略性、数据驱动和有效促进业务增长和创新的角色。文章指出，只有11%的公司完全整合了这种模式，但见证了更高的增长和创新。
Kathi Enderes的观点强调了在当今由AI驱动的市场中，将HRBP转变为战略顾问不仅是一种改变，更是一种必需。
Global Industry Analyst Kathi Enderes, SVP of Research at The Josh Bersin Company, sees the need to clear the dust off a 30-year great idea of HRBPs.
Expert Insight
HRBPs are a crucial part of the success of the HR functions, and organizations as a whole.
However, as Kathi Enders, SVP of Research at The Josh Bersin Company, shares in this exclusive OpEd, they need to move from being a jack of all trades to becoming a business savvy consultant.
Here's how to achieve this!
Thirty years ago, HR embraced a groundbreaking concept: the HR Business Partner (HRBP).
The idea was that these professionals would collaborate closely with business leaders and line managers to align people strategies with the organization’s broader business objectives.
This remains a crucial concept and a contribution that organizations desperately need.
The problem is that somewhere along the way, we lost sight of the strategic part of the equation.
As a result, we’ve ended up misusing resources and devolving the role of the HRBP into a much more tactical, and less globally impactful, function.
In fact, the HRBP role is the most critical, yet the most misunderstood, of all HR jobs.
But by refreshing and modernizing the original concept and investing in HRBP capabilities, we can revitalize the role and get it back to its even more strategic purpose.
How we got here, and where we have to go next
We introduced HRBPs when we transitioned to the tiered HR service delivery model in the 1990s.
Originally, the HRBP was envisioned as a crucial connector between the various HR Centers of Excellence (COE) and the business.
But before too long, a lot of operational tasks were loaded onto their plates by business managers who needed immediate assistance with less strategic, day-to-day issues—think, “I need to hire someone but don’t know how to submit the requisition in the system,” or “I need to transfer someone: can you help me with that?”
When this happens frequently, the HRBP unintentionally becomes more of an HR workflow admin assistant.
While this helps solve short-term issues, it detracts from the original strategic intent of the role.
Consequently, many HRBPs end up not working “at top of license”—acting more like HR generalists than the specialized, strategic partners they could be.
To get things on track and empower HRBPs to grow into the strategic role you hired them for (and what they came on board to do), look to:
accept and encourage them to become business consultants, not just advisors or general admins, and support them in developing strong relationships with business leaders and the rest of HR
build the level of HR business partner capabilities they need to do that
organize their roles in new ways, and communicate clearly how you expect them to operate and contribute.
Leading the development of this critical in-house resource
It’s important to emphasize that all three elements noted above are crucial to the success of HRBPs – and they are interconnected.
Implementing just one recommendation won’t achieve the desired outcomes.
Equally importantly, this isn’t about increasing headcount costs; it’s about enhancing the training and utilization of the people you already have.
Indeed, in some organizations, there are significant numbers of HRBPs; myself and The Josh Bersin Company have worked with organizations where there are 200 or more in place.
So, the mission of the CHRO is to develop them, help them build the right relationships across the business, give them the support they need, and consciously organize them for success.
For capability development, some of that investment will go towards formal learning programs.
However, a significant portion will also be dedicated to facilitating mentorships and fostering connections.
This approach works best by consciously placing HRBPs in project roles where they can expand their knowledge and gain valuable exposure.
How to move to next-gen HRBP ground-level support
A Systemic HR approach, a concept The Josh Bersin Company introduced to the market last year, can be the driver of transformation here.
Why? Because by its very definition, Systemic HR transforms HR from a siloed service provider into an integrated, consultative function that tackles a company’s most pressing business challenges.
By doing so, the HRBP evolves from an HR ‘jack of all trades’ to a highly-skilled, data- and technology-savvy business consultant.
According to our research, only 11% of companies operate a truly Systemic HR function, so there is huge opportunity here – and these organizations have much higher company growth, delight their customers, innovate more, and create a great place to work.
Next-generation HRBPs can accelerate the journey towards Systemic HR and drive successful business outcomes.
However, to achieve this, you must be prepared to both pose and find answers to questions such as:
What are my new-style HRBPs’ specific accountabilities?
What does success look like?
How will our newly-energized and skilled-up HRBPs interact with managers and leaders?
Evidence from front-rank organizations, like TomTom, a geolocation technology company that specializes in mapping, navigation, and real-time traffic information services, suggests a move to a more integrated, fully data-driven, Systemic HR framework can deliver significant benefits.
In its case, TomTom has strategically restructured its HRBP team, moving away from a traditional, rigid HR model to a more fluid, team-based approach.
Its HRBPs are now organized into cross-functional teams that operate with flat hierarchies, allowing for quicker decision-making and more responsive HR practices.
Its HRBPs also now sit on the HR strategy and strategic business partnering team, which also includes HR strategy, people analytics and insights, HR portfolio management, and organizational development.
Working across this group, collaborating with the business, and supporting the highest-priority initiatives makes the HR function much more impactful.
Through this organizational model, TomTom ensures that its HRBPs are well-equipped to support the organization’s dynamic needs, driving effectiveness and efficiency.
Achieving ‘Master Builder’ HRBP capability
TomTom is not the only one looking at a new way to utilize HRBPs. Famous Danish toy leader The LEGO Group has taken a proactive approach to building HRBP capabilities.
Specifically, it implemented a series of initiatives aimed at enhancing business acumen, leadership skills, and understanding of complex organizational dynamics.
This includes specialized training programs to equip HRBPs with skills in change management, organization design, and coaching and developing leaders.
This new approach to the HRBP also centers on supporting their participation in cross-functional projects so as to develop a deeper understanding of its multiple business units and achieve a truly holistic view of the organization.
Doing so broadens their perspective and enhances their ability to contribute to strategic discussions and initiatives. This is an approach many other organizations can and should explore, as it’s a great way to develop full-stack HRBP capabilities.
In summary, HRBPs are incredibly important to organizational success, but along the way, we lost sight of how to maximize their potential fully.
As businesses accelerate under the influence of AI and other factors, this oversight becomes a luxury we cannot afford.
Therefore, the CHRO must prioritize developing HRBPs to enable their business to outperform competitors, nurture talent, and cultivate the innovation-driven organization necessary to thrive and endure.
原文来自：https://www.unleash.ai/strategy-and-leadership/why-its-time-for-hr-business-partners-2-0/
data-driven
2024年08月31日
data-driven
David Green: The best HR & People Analytics articles of July 2024这个月的《数据驱动HR月报》由Insight222发布了他们的新研究报告《构建人力分析生态系统：运营模式2.0》。在Insight222庆祝成立七周年之际，团队成员们齐聚一堂，共同回顾过去的成就，规划未来的步骤，并庆祝这一成功。此外，本月的重点还包括我有幸在由Mercer组织的LinkedIn直播中担任主持人，主题是“AI时代的技能驱动组织”，并欢迎在上个月加入的2000多名《数据驱动HR月报》新订阅者。本期由Visier赞助。
在案例研究部分，展示了Experian如何通过Visier将报告时间减少了70%。Experian的数据分析团队曾在Excel和Oracle OBI-EE套件中花费大量时间，限制了战略工作。Visier帮助他们显著提高了效率，使其团队能够专注于发掘劳动力洞察力、赋能数据驱动决策，并建立数据驱动的HR文化。
此外，本期还讨论了SHRM在其DEI（多样性、公平与包容性）计划中移除“公平”一词的决定。这一决定在DEI受到持续攻击、许多知名公司撤回DEI承诺的背景下显得尤为令人震惊。一些评论认为，SHRM此举的动机可能是政治性的，而非其所声明的“通过强调首先包容性，旨在解决DE&I项目的当前不足，减少社会反弹和极化”。
I’m just about to go out on vacation in the South of France for three weeks (hurrah!) and with growing evidence that taking a vacation improves physical and mental wellbeing, I’m looking forward to having time to relax, reflect and recharge. Before I go, I’m looking forward to the release this week of our new Insight222 research study: Building the People Analytics Ecosystem: Operating Model v 2.0 (click on the link to register to receive a copy).
Other highlights in July included:
We marked our seventh anniversary at Insight222 by gathering the team together for a whole week to reflect on our achievements, plan the next steps and celebrate our success.
I had the honour of moderating a LinkedIn Live on Skills-Powered Organisations in the Age of AI, organised by Mercer, with Ravin Jesuthasan, CFA, FRSA and Tanuj Kapilashrami. You can watch the recording here.
Welcome to the more than 2000 new subscribers to the Data Driven HR Monthly newsletter, who joined in the last month.
This edition of the Data Driven HR Monthly is sponsored by our friends at Visier
CASE STUDY: How Experian Cut Reporting Time by 70%
Struggling with manual reporting? Experian, a data analytics giant, did too. Their people analytics team spent hours in Excel and Oracle OBI-EE suite limiting strategic work. Visier slashed their reporting time by 70%. Read the case study.
Now, their People Analytics team focuses on:
Uncovering workforce insights
Empowering data-driven decisions
Building a data-driven HR culture
Visier empowers our people to leverage data for better decisions
Ready to unlock your people data's power? Read the case study.
Visier Inc.: Make data-driven HR decisions. Easier. Faster. On-Demand. At Scale.
To sponsor an edition of the Data Driven HR Monthly, and share your brand with more than 130,000 Data Driven HR Monthly subscribers, send an email to dgreen@zandel.org.
SHRM and the war on DEI
I’m not here to beat up on SHRM, but their flabbergasting decision to drop ‘Equity’ from its approach to ‘Inclusion, Equity and Diversity’ seems to have achieved the notable feat of being universally unpopular. To take this decision at a time when DEI is under sustained attack from politicians and when a growing number of prominent companies are backtracking from previous DEI commitments seems peculiar to say the least. It has led some commentators to conclude that SHRM’s surprise move is politically motivated rather than being driven by their stated objective, which SHRM explained as: “By emphasizing Inclusion-first, we aim to address the current shortcomings of DE&I programs, which have led to societal backlash and increasing polarization.” Whatever SHRM’s motive if, as likely, this decision by such an influential body undermines DEI then it is not only unhelpful but bad for employees, bad for organisations, and bad for society. As Shujaat Ahmad writes in his coruscating analysis:
Equity is one of the most clear, tangible measures for culture change on systemic discrimination. Without it, DEIB is lost in a maze of good intentions and half-baked commitments.
Share the love!
Enjoy reading the collection of resources for July and, if you do, please share some data driven HR love with your colleagues and networks. Thanks to the many of you who liked, shared and/or commented on June’s compendium.
If you enjoy a weekly dose of curated learning (and the Digital HR Leaders podcast), the Insight222 newsletter: Digital HR Leaders is published every Tuesday - subscribe here.
NEW: Insight222 research report on the People Analytics Ecosystem
Access the new Insight222 study here: Building the People Analytics Ecosystem: Operating Model v 2.0 - or by clicking on the image below.
HYBRID, GENERATIVE AI AND THE FUTURE OF WORK
JENS BAIER ET AL - How Work Preferences Are Shifting in the Age of GenAI
When it comes to GenAI’s impact on jobs, talent is aware but unafraid. Although only 5% think that GenAI will replace their jobs, 60% anticipate that they will need to reskill significantly. Most say that they will need help to understand what skills to build.
For the first time since its inception a decade ago, BCG’s Decoding Global Talent study finds that job security is ranked by workers as their number one work preference (see FIG 1). Analysis revealed that workers who expressed concern about the impact of GenAI on their jobs were more likely to prioritise job security. They also recognise the importance of learning, with 60% of workers anticipating they will need to reskill significantly. As the study highlights, to attract and retain talent, organisations will need to solve a complex puzzle. They must anticipate the impact of technology on their workforce and offer robust reskilling programs to help employees stay competitive. (Authors: Jens Stefan Baier Orsolya Kovacs-Ondrejkovic Dr. Tobias Zimmermann Pierre Antebi Dr. Susan Gritzka Sacha Knorr Vinciane Beauchene Carmen Márquez Castro Zoë McFarlane Anja Bates Niharika Jajoria Julie Bedard and Ashish Garg).
FIG 1: What workers value most in a job, 2014-2023 (Source: BCG)
NICOLE SCOBLE-WILLIAMS ET AL - Generative AI and the future of work: Boundless Potential
It’s ‘humans with machines’ and not humans or machines that will transcend leading organizations.
An insightful and comprehensive report by the Deloitte AI Institute on the seismic impact of generative AI on the future of work. The report is structured into three chapters each designed to answer a key question. (1) What is generative AI and how is it being used? (2) What is generative AI’s likely impact on jobs? (3) What are the strategies to prepare organisations for change? There are a ton of insights, case studies and frameworks to learn from. Three that resonated especially with me were: (1) The explanation of the difference between work, jobs, tasks and skills (see FIG 2). (2) Guidance for organisations on how to break down jobs in the generative AI era. (3) The five-step framework for adopting a researcher’s mindset for human-generative SI integration: a) hypothesis formation, b) data collection and analysis, c) broad organisational experimentation, d) iterative testing and feedback, and e) strategy refinement. Authors: Nicole Scoble-Williams GAICD Diane Sinti Jodi Baker Calamai Björn Bringmann Laura Shact Greg Vert Tara Murphy and Susan Cantrell)
FIG 2: Work vs Jobs vs Tasks vs Skills (Source: Deloitte)
JUSTIN SHEMELEY, ANDREW ELSTON, AND JASDEEP KAREER - Transforming HR and People Analytics with AI
AI helps us reclaim capacity for more complex workforce strategy questions. It enables us to identify internal mobility opportunities and conduct scenario planning and hypothesis testing.
In their article, Justin Shemeley Andrew Elston and Jasdeep Kareer, PhD (née Bhambra), summarise some of the key takeaways from the recent Insight222 webinar I moderated on how AI is transforming HR and people analytics. The topics covered include: (1) The current landscape of AI in HR. (2) Short- and long-term impacts on the HR operating model. (3) AI’s role in workforce planning and development. (4) Essential Skills for Leveraging AI in HR. (5) How to build a strong foundation for AI adoption. The article also provides the answers to the questions posed by those that attended the webinar. You can access the entire webinar recording here: Transforming HR and People Analytics with AI.
FIG 3: Demystifying AI in HR and People Analytics (Source: Insight222)
RAVIN JESUTHASAN - Achieving the productivity promise of generative AI requires redesigning work
When he coined The Productivity Paradox, Robert Solow outlined two fundamental reasons why new technologies often don’t deliver on their promise. First, early versions of technologies are often flawed and unsuitable for widespread adoption – this applies less to GenAI. In his thoughtful article, Ravin Jesuthasan, CFA, FRSA tackles Solow’s second reason, which relates to the architecture of work. He outlines that to address this issue, organisations need to undertake systemic work redesign through deconstructing the work, redeploying tasks and creating new ways of working. Ravin cites the six-step framework (see FIG 4) he advanced together with John Boudreau in their book, Reinventing Jobs, and describes the potential productivity gains arising as a result.
FIG 4: Achieving the optimal combinations of humans, automation and AI (Source: Jesuthasan and Boudreau)
PEOPLE ANALYTICS
DELOITTE - 2023 High-Impact People Analytics Research
Prioritizing PA customers means understanding their needs—and how those needs align (or don’t) with the function’s capabilities and broader business priorities.
A new report by Eric Lesser Peter DeBellis and Marc Solow based on a 2023 study by Deloitte of more than 400 organisations across 18 countries presents a People Analytics Maturity Model (see FIG 5) and discusses six key findings. These are: (1) People Analytics has become an organisational imperative. (2) Data culture is the single biggest predictor of people analytics performance. (3) Tech investments mean nothing without human capability (and vice versa). (4) Today’s challenges demand more data from more sources. (5) An expanding customer base means new demands on the people analytics function. (6) People data is business data – treat it as such.
FIG 5: High-Impact People Analytics Maturity Model (Source: Deloitte)
CATHERINE COPPINGER - 4 New Ways to Model Work
With the rise of distributed work, managers are being asked to work in a fundamentally different way than they’ve worked before
In her article, Catherine Coppinger of Worklytics, discusses four new ways to model how work gets done – and how it could be done better: (1) Workday Intensity – see FIG 6 - (“We measure intensity as time spent on digital work as a % of overall workday span”). (2) Work-Life Balance. (3) Manager Effectiveness (“With the rise of distributed work, managers are being asked to work in a fundamentally different way than they’ve worked before”). (4) Sales Effectiveness (“With sales stalling, People Analytics teams are increasingly being asked to weigh in on what can be done to reaccelerate revenue growth”). For more insights on the manager effectiveness topic, listen to Catherine on a recent episode of the Digital HR Leaders podcast: How to Use Passive Data to Enhance Manager Effectiveness.
FIG 6: Workplace Intensity: How do remote and in-office days compare (Source: Worklytics)
PREETHIKA SAINAM, SEIGYOUNG AUH, RICHARD ETTENSON, AND BULENT MENGUC - The High Cost of Misaligned Business and Analytics Goals
It is not only the level of analytics that matters, but also how aligned analytics capabilities are with business goals.
What does success in analytics really mean and how should companies measure it? This was the mission of a study by Preethika Sainam Seigyoung Auh Richard Ettenson PhD and Bulent Menguc. While they found that creating a data-driven culture, adopting advanced analytics capabilities, and employing a well-developed data strategy were all important, the key ingredient is the degree of alignment between business goals and analytics capabilities. Their article presents findings from the study, the differences between misaligned and aligned companies, the cost of misalignment (see FIG 7) and how to measure alignment in seven areas: (1) Culture, (2) Alignment with strategy, (3) Leadership commitment, (4) Operations and structure, (5) Employee empowerment, (6) Proactive market orientation, and (7) Skills and competencies.
FIG 7: The Cost of Misalignment (Source: Sainam et al)
ANDRÉS GARCÍA AYALA - People analytics at the heart of AI’s successful workplace adoption | LEA MIKUS – Five Steps to Kick-Start People Analytics | WILLIS JENSEN - What Makes a Good People Analytics Metric? | RAJA SENGUPTA – 1000 Generative AI Prompts for HR | GUILLAUME LHOTE - The Role of Talent Intelligence in Pharma
In recent editions of the Data Driven HR Monthly, I’ve featured a collection of articles by current and recent people analytics leaders. These act as a spur and inspiration to the field. Five are highlighted here. (1) In his compelling article, Andrés García Ayala, Group Head of People Analytics and Strategic Workforce Planning at Legal & General, discusses five reasons why People Analytics needs to be at the heart of AI’s successful adoption and implementation in the workplace. (2) In a LinkedIn post, Lea Mikus unveils five recommendations to kick-start people analytics in your organisation including getting started by focusing on answering one strategic business question through your people data. (3) In an edition of his excellent Making People Analytics Real Substack, Willis Jensen digs into what makes a ‘good’ and a ‘bad’ people analytics metric (see FIG 8). The secret? Ask yourself: “Can I make a line chart of the metric?” (4) Raja Sengupta provides an invaluable resource for HR and people analytics professionals in a 130 page booklet comprising 1,000 AI prompts for HR across ten HR topics. (5) Guillaume Lhote, Talent Intelligence Lead at Takeda, details the critical role of talent intelligence in the pharmaceutical industry – thanks to Toby Culshaw for highlighting this resource.
FIG 8: Examples of HR metrics (Source: Willis Jensen)
THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE
DAVE ULRICH - Update on HR Business Partner Model Continuing Evolution and Relevance
In the last seven years, HR’s contribution to the business has evolved and is increasing. The HR contribution comes from individual HR professionals who have the competencies to fully engage in business conversations. The HR contribution also comes from HR functions, practices, and analytics increasing stakeholder value.
There’s no one better informed to comment on the evolution of the HR business partner (HRBP) model than Dave Ulrich, given he coined and popularised the model in his seminal 1997 book, Human Resource Champions. In his article, Dave details nine evolutions that are combining to reshape and elevate the future role of the HRBP including these five: (1) People and organisation concerns have evolved to be more central to business success. (2) Talent has evolved to pay increased attention on worktask and meaning (see FIG 9). (3) Leadership has evolved to front-line leaders and emerging competencies. (4) HR delivery has evolved to AI–enabled HR (5) HR analytics has evolved from benchmarking to guidance.
FIG 9: From ‘Workforce’ to ‘Worktask’ (Source: Dave Ulrich)
SERENA HUANG - AI in HR: Missing the Forest for the Trees
By focusing on strategic workforce planning, responsible and ethical AI, and clear ownership for AI adoption, HR can become the strategic AI champion the organization needs.
In her From Data to Action LinkedIn newsletter, Serena H. Huang, Ph.D. bemoans the narrow focus of much of the discussion about AI in HR on automation and cost efficiency. Instead, Serena urges a bolder approach, presenting three ‘big-picture issues’ centred on organisational readiness that HR should focus on: (1) Strategic Workforce Planning (e.g. LinkedIn recently estimates that 55% of jobs will be augmented or disrupted by GenAI – see FIG 10). (2) Responsible and Ethical AI. (3) Clear Ownership: Who is Driving the AI Train? Thanks to Serena for highlighting the recent Digital HR Leaders podcast episode with IBM CHRO Nickle LaMoreaux in her article, where Nickle expanded on IBM’s Responsible AI policy and how this is applied to HR. You can listen to the whole episode here: How IBM Uses AI to Transform its HR Strategies.
FIG 10: GAI’s expected effect on LinkedIn members’ skills globally (Source: LinkedIn Economic Graph Research Institute)
CHIEF ETHERIDGE – 3 Strategies to Position HR for Innovation
Only 28% of HR employees agree that their HR function encourages them to take risks, even if they result in failure. This risk aversion is a major obstacle to innovation.
As the preface for this paper by Chief Etheridge for Gartner states, HR is under pressure to develop innovative solutions for a unique set of organisational challenges such as incorporating new ways of working, establishing digital workplaces, and leveraging artificial intelligence. The paper outlines three strategies HR can implement: (1) Define Innovation’s Value and Benefits to HR. (2) Embed Innovation Networks in HR (see FIG 11 for example from Toyota). (3) Establish Structured Innovation Process for HR (with an example from Fannie Mae).
FIG 11: How Toyota directly infuses HR with expertise and skills (Source: Gartner, adapted from Toyota)
WORKFORCE PLANNING, ORG DESIGN AND SKILLS
MCKINSEY - Help wanted: Charting the challenge of tight labour markets in advanced economies
Companies and economies will need to boost productivity and find new ways to expand the workforce
A comprehensive study by McKinsey on how labour markets in the G8 countries are among the tightest in two decades and are set to get worse as workforce continue to age. The study is packed full of insights, visualisations and charts and is a must-read for anyone involved in workforce planning, recruiting, talent intelligence and people analytics. Four actions are recommended for companies and policy makers: (1) Focus on skilling and reskilling, including attracting talent from unconventional pools, offering more flexible work, and internal mobility. (2) Encourage foreign-born workers with programs to properly integrate them into the workforce (one to note given the hysteria about immigration in all of the eight countries in the study). (3) Shape retirement policies to encourage people to work beyond standard retirement ages and take steps to attract more women into the workforce. (4) Prioritise investment in AI and automation to unlock productivity. (Authors: Anu Madgavkar Olivia White Sven Smit Chris Bradley Ryan Luby and Michael Neary).
FIG 12: 4 scenarios for GDP growth 2023-30 (Source: McKinsey)
JORGE TAMAYO, LEILA DOUMI, SAGAR GOEL, ORSOLYA KOVÁCS-ONDREJKOVIC, AND RAFFAELLA SADUN - Designing a Successful Reskilling Program
In today’s fast-changing work landscape, the ability to reskill will become increasingly vital to staying competitive.
In this article, written as a follow up to their award-winning “Reskilling in the Age of AI”, Jorge Tamayo Leila Doumi Sagar Goel Orsolya Kovacs-Ondrejkovic and Raffaella Sadunshare the results of a reskilling survey that they conducted with chief human resources officers and business leaders, and discuss six paradigms on reskilling. These are: (1) Reskilling is a strategic imperative. (2) Reskilling is the responsibility of every leader and manager. (3) Reskilling is a change management initiative. (4) Employees want to reskill – if programs are attractive. (5) Reskilling takes a village. (6) To reskill successfully, you need to be able to analyse and measure the benefit of your interventions and investments.
SKILLS-BASED ORGANISATIONS SPECIAL
ALLIE NAWRAT - Standard Chartered: ‘The people agenda is a strong enabler of the performance of the bank’ | ALLAN SCHWEYER, BARBARA LOMBARDO, MATT ROSENBAUM, AND PETER SHEPPARD - The Long but Rewarding Journey to Becoming a Skills-Driven Organization | JOSH BERSIN - TechWolf Accelerates Corporate Skills Tech Market With $43 Million Round | MARC EFFRON - Is the Juice Worth the Squeeze? Questions About Becoming a Skills-based Organization | DELOITTE - The skills-based organization: A new operating model for work and the workforce
Following the positive reaction to the MIT/Mercer study, Strategic Shift: Skills-Powered Organizations in the Age of AI, I included in the June edition of Data Driven HR Monthly, as well as the LinkedIn Live I participated in last week with Ravin Jesuthasan and Tanuj Kapilashrami, I thought it helpful to include a ‘special’ in the July edition of Data Driven HR Monthly on skills-based organisations. Six resources are included. (1) Tanuj Kapilashrami, Chief Strategy and Talent Officer at Standard Chartered, sits down with Alexandra Nawrat of UNLEASH to outline how the shift to being a skills-first employer is enabling business outcomes at the bank. (2) The Conference Board provides a compelling case study of Ericsson’s journey to becoming a skills-based organisation, which has seen skills become the language of the employee experience at the company (see FIG 13) – authors: Allan Schweyer Barbara Lombardo Matt Rosenbaum and Peter Sheppard. (3) Josh Bersin takes his cue from the latest round of investment in TechWolf plus the acquisition of SkyHive by Cornerstone by Cornerstone OnDemand to provide an overview of the burgeoning skills technology market as it moves from ‘pioneer stage’ to ‘early maturity’ (see FIG 14). (4) Marc Effron details 17 considerations for companies seeking to embark on the journey to becoming a skills-based organisation. (5) The Deloitte team of Susan Cantrell Michael Griffiths Robin Jones and Julie Hiipakka present their seminal operating model for a skills-based organisation (see FIG 15).
FIG 13: Skills are the language of the employee experience at Ericsson (Source: Ericsson)
FIG 14: Source – Josh Bersin
FIG 15: The skills-based organization: A new model for work and workforce (Source: Deloitte)
EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING
DERRICK P. BRANSBY, MICHAELA J. KERRISSEY, AND AMY C. EDMONDSON - New Hires’ Psychological Safety Erodes Quickly
Psychological safety is not the default in any workplace, and those who need it most — newcomers — are also most vulnerable to losing it.
Research finds that psychological safety is especially important for new hires as it enables them to overcome the challenge of admitting fallibility, tackle a steep learning curve and embrace new perspectives. So, it is concerning that in their new study, Amy Edmondson Derrick Bransby and Michaela Kerrissey identify a fascinating pattern: On average, newcomers joined their organisation with higher psychological safety relative to their more tenured colleagues, then lost it and waited years to reach levels comparable to when they arrived. Nevertheless, the study also found that departments with high psychological safety among colleagues help reduce that decline and facilitate quick recovery for new hires (see FIG 16). The article also discusses why newcomers are vulnerable to losing psychological safety and presents strategies to help preserve their early willingness to speak up.
FIG 16: Contrast between employees in departments with high and low psychological safety (Source: Bransby et al)
CHRISTINA BRADLEY, LINDY GREER, AND JEFFREY SANCHEZ-BURKS - When Your Employee Feels Angry, Sad, or Dejected
Leaders must be able to respond in a supportive manner to the emotions of their employees. That requires them to learn how to handle others’ feelings in different contexts, be more aware of their own behavior, and hone their skills. If they can master those three things, the result will be a healthier, more successful organization.
In their article for Harvard Business Review, three researchers from Michigan’s Ross School of Business provide a roadmap to leaders for providing employees with emotional support. As Christina Bradley Lindy Greer and Jeffrey Sanchez-Burks outline, the right response depends heavily on context, in particular, whether someone (1) is working on a time‑sensitive goal and (2) seems to be coping (see FIG 17).
FIG 17: Figuring out how to respond to an employee’s emotions (Source: Bradley et al)
LEADERSHIP AND CULTURE
MICHAEL ARENA, ANDRAS VICSEK, JOHN GOLDEN, AND SCOTT HINES – Cultivating Culture in a Hybrid Context
Because connections are more fragile in hybrid workplaces, it is increasingly important that managers understand the network dynamics of company culture.
Many companies are concerned about the impact of remote and hybrid work on their culture. In their article, Michael Arena Andras Vicsek John Golden, Ph.D. and Scott Hines, PhD, explore how cultural behaviours form and spread across organisations in three work modes: a physical environment, a remote environment, and a hybrid model. They find that prominent cultural behaviours tend to cluster in discernible patterns in each of these modes. The article discusses ways – and provides examples – on how to restore bridges between teams, harness influencers to facilitate change, engage exemplars to model desired behaviours, and reengage the hearts and minds of employees, to improve collaboration, wellbeing and outcomes. One example in the article describes how a large consumer products company launched a series of in-person events to restore bridging connections between their teams in parallel with a reengagement strategy to rebuild their employees’ sense of owning the company’s purpose. This enabled the company to increase connections by 37 percent and positive energy by 20 percent.
FIG 18: Shift of Positive Energy across Work Modes (Source: Arena et al)
DANIEL STILLMAN - The Four Quadrants of Employee Performance
In his essay, Daniel Stillman distils Shake Shack head honcho Danny Meyer’s Four Quadrants of Employee Performance to help explain how to harness the hiring, retention and development of talent to scale company culture intentionally. The four quadrants (see FIG 19) are: (1) Can and Will (“water these flowers”). (2) Can’t and Will (“coach them”). (3) Can’t and Won’t (“put the candle underneath their rear end”). (4) Can and Won’t (“The hardest one…”). For more from Danny Meyer, I recommend watching him in conversation with Adam Grant at the recent Wharton People Analytics Conference, where they discussed: The Hidden Potential of Frontline Workers.
FIG 19: The Four Quadrants of Employee Performance (Adapted by Daniel Stillman from Danny Meyer)
DIVERSITY, EQUITY, INCLUSION, AND BELONGING
ROUVEN KANITZ, MAX REINWALD, KATERINA GONZALEZ, ANNE BURMEISTER, YIFAN SONG, AND MARTIN HOEGL - 4 Ways Employees Respond to DEI Initiatives
In their article for Harvard Business Review, Rouven Kanitz Max Reinwald Katerina Gonzalez Anne Burmeister Yifan Song and Prof. Dr. Martin Hoegl present their research, which finds that employees respond to DEI initiatives in four ways (see FIG 20): excited supporters, calm compliers, torn shapers, and discontented opponents. The article outlines each of the four profiles, and provides guidance to managers on how they can use the typology to segment their employees, effectively understand the range of responses, and tailor specific interventions to address them.
FIG 20: The 4 Ways Employees Respond to DEI Initiatives (Source: Kanitz et al)
HR TECH VOICES
Much of the innovation in the field continues to be driven by the vendor community, and I’ve picked out a few resources from July that I recommend readers delve into:
RYAN WONG - With AI, HR Faces A Choice: Get Onboard Or Risk Getting Left Behind – Ryan Wong, CEO of Visier Inc., provides a compelling set of reasons why HR needs to embrace AI: (1) It helps source talent, faster. (2) It frees up HR to focus on strategic HR. (3) It unlocks people insights that drive the business.
BEN WIGERT - The Strengths, Weaknesses and Blind Spots of Managers – Ben Wigert, Ph.D, MBA unveils the findings of a Gallup study to compare how managers think they are currently leading their team versus how employees say they are being managed (see FIG 21). Thanks to Hung Lee for highlighting in his Recruiting Brainfood newsletter.
FIG 21: Current State of Management: Employee vs. Manager Perspectives (Source: Gallup)
FRANCISCO MARIN - Unlocking the Power of Centrality Metrics in Organizational Network Analysis – Francisco Marin of Cognitive Talent Solutions breaks down centrality metrics, and how they can be leveraged to make ONA more actionable and impactful.
CULTURE AMP - HR’s complete performance management guide – A hugely comprehensive Culture Amp guide on the what, the why, and the how of performance management. Thanks to Jodie Evans for highlighting.
FIG 22: The building blocks of performance management (Source: Culture Amp)
JOSEPH IFIEGBU - How do you ensure ethical practices in the implementation of People Analytics in your organization? – An insightful post – and meme (see FIG 23) – by Joseph Ifiegbu, CEO at eqtble, on people analytics, trust and ethics.
FIG 23: Source – Joseph Ifiegbu
PODCASTS OF THE MONTH
In another month of high-quality podcasts, I’ve selected five gems for your aural pleasure: (you can also check out the latest episodes of the Digital HR Leaders Podcast – see ‘From My Desk’ below):
DAVE ULRICH, BOB EICHINGER, AND ALLAN CHURCH – The Science of Talent Management – In an episode of the Future of HR podcast, Dave Ulrich, Bob Eichinger and Allan Church, Ph.D. join host JP Elliott, PhD to discuss the ‘knowing-doing’ gap in talent management, and why skills-based organisations are an incomplete method of talent management.
AARON DE SMET AND BROOKE WEDDLE - Gen AI talent: Your next flight risk - On an episode of The McKinsey Podcast, Aaron De Smet and Brooke Weddle talk to Lucia Rahilly about what workers who regularly use GenAI want most, as well as practical steps leaders can take now to keep them happy and engaged.
KIM SCOTT - Radical Respect in Polarized Times: Strategies for Leaders – Kim Scott, author of Radical Candor joins Lars Schmidt in an episode of Redefining Work to discuss the workplace application of ‘Radical Candor’, and the genesis of her latest work and book – Radical Respect, intended as a precursor to her initial book.
BRADFORD WILLIAMS - How People Analytics Can Transform or Destroy Your Workplace - Bradford Williams, Head of People Analytics at Northwestern Mutual, joins Christopher Rainey on the HR Leaders podcast to explore the pivotal role of managers in shaping culture, the impact of technology on HR, the significance of strong organisational networks, and the role of people analytics in enhancing business outcomes.
RICHARD ROSENOW - People Data Supply Chain, One Model, and The Power of No – Richard Rosenow joins hosts Cole Napper and Scott Hines, PhD on Directionally Correct to discuss the people data supply chain and its impact on people analytics.
VIDEO OF THE MONTH
TIM PEFFERS – How to measure productivity
For those of you who haven’t consumed Random Walks in HR, along with Heather Whiteman, Ph.D., Tim Peffers produces the best video blogs in the people analytics field. In this video, Tim builds on his premise that “people analytics will never deliver on its promise without being able to measure individual productivity”, by presenting his proposal to develop a new metric – Productivity Against Replacement (PAR), which as Tim explains is inspired by Bill James’ WAR (Wins Above Replacement) metric.
BOOK OF THE MONTH
MARTIN R. EDWARDS, KIRSTEN EDWARDS, AND DAISUNG JANG – Predictive HR Analytics: Mastering the HR Metric
Having a third edition of a book published is an impressive achievement – and testament to the quality of material. In this third edition of Predictive HR Analytics, Martin Edwards, Kirsten Edwards, and Daisung Jang provide a clear, practical and accessible framework for understanding people data, flourishing with people analytics, and using advanced statistical techniques. Predictive HR Analytics has been adopted by more than 20 universities across the world as a core or recommended text in HR and business analytics courses, and it’s clear to see why.
FROM MY DESK
July saw the first four episodes of series 40 of the Digital HR Leaders podcast, which is kindly being sponsored by our friends at HiBob – thanks to Louis Gordon. Additionally, July also saw the publication of a new article in Workday’s Smart CHRO magazine.
PATRICK EVENDEN - How people data empowers today’s CHRO – Writing for Workday’s Smart CHRO magazine, Patrick Evenden draws on my presentation from Workday Rising, where I discussed the need for CHROs to leverage people data and bolster their HR teams’ data literacy. Thanks to Sophie Barnes.
JOHN WINSOR - Addressing the Global Skills Shortage with Open Talent Strategies – John Winsor, co-author of Open Talent and Chairman of Open Assembly, joined me to discuss the three-legged stool ‘Open Talent’ framework: internal talent marketplaces, external talent clouds, and open innovation.
MAUREEN DUNNE - HR Strategies for Embracing Neurodiverse Talent – Maureen N. Dunne, Ph.D., author of The Neurodiveristy Edge, discusses why prioritising a neurodivergent culture is essential amidst the acceleration of digital transformation.
NIRIT PELED-MUNTZ - Evolving Culture & Employee Experience in Fast-Growth Companies – HiBob’s Chief People Officer, Nirit Peled-Muntz, joins me to share HiBob’s remarkable growth journey, explaining how the culture has evolved, how the North Star of world-class employee experience has been maintained, and how the HR team has played a pivotal role in the development of HiBob’s technology platform.
HEIDI MANNA - How to Create a Flexible Work Model That Enhances Inclusion and Employee Experience – Heidi Manna, Chief People Officer at Jazz Pharmaceuticals, joins me to share details about the company’s Flexible Work Model. She discusses why the company shifted to a flexible work model and the improvements seen as a result in hiring, employee experience and inclusion.
We have a pretty strong belief that a flexible work model benefits the business and our ability to serve our patients, and it allows employees to have a better work-life integration experience as well.
LOOKING FOR A NEW ROLE IN PEOPLE ANALYTICS OR HR TECH?
I’d like to highlight once again the wonderful resource created by Richard Rosenow and the One Model team of open roles in people analytics and HR technology, which now numbers over 500 roles – and has now been developed into a LinkedIn newsletter too
THANK YOU
Olimpiusz Papiez for explaining how we can optimise our organisation's structure for greater efficiency, which was inspired by my conversation with Armand Sohet on the Digital HR Leaders podcast episode: Painting the Future of HR with AI, Analytics and Curiosity.
Huma HR for including the Digital HR Leaders podcast in their list of 10 HR Podcasts for the Summer, which also included podcasts hosted by Laurie Ruettimann, Damon Klotz and Lucy Adams.
Thomas Kohler for including the June edition of Data Driven HR Monthly in his round-up of resources for HR professionals.
Alejandra Barbarelli for recommending the June edition of Data Driven HR Monthly, and for her kind words about my content curation.
Judy Albers for summarising some of the highlights from the June edition of Data Driven HR Monthly.
Veronika Birkheim, whose post: “People analytics must be easy to use…” was inspired by the Digital HR Leaders podcast episode with Dirk Jonker: Driving Business Transformation with Advanced People Analytics
K Nair for including me in his list of 11 Influential HR Leaders, which included others that inspire me including: Laszlo Bock, Adam Grant and Josh Bersin.
Thinkers360 for including the Digital HR Leaders podcast in their List of Top Podcasts.
Anastasia Mizitova, SHRM-SCP, CPCC for her post sharing a resource from a special edition of the Insight222 Digital HR Leader newsletter: Essential Summer Reads.
Finally, a huge thank you to the following people who shared the June edition of Data Driven HR Monthly. It's much appreciated: David Balls (FCIPD) Mukesh Jain Amardeep Singh, MBA Phil Inskip Kalifa Oliver, Ph.D. Jacqui Brassey, PhD, MA, MAfN (née Schouten) Sophie Merckelbach Alison Doyle Gord Johnston MA, BHJ, BA, CHRP Asanka Gunasekara (PhD) Jayashree Shivkumar Andrews Cobbinah, MLPI, ACIHRM Henrik Håkansson Irakli Dadiani Jaqueline Oliveira-Cella Tamano Yamanaka Shay David Erin Fleming Louise Baird Bilal Laouah Jeff Wellstead Aravind Warrier Greg Newman Terri Horton, EdD, MBA, MA, SHRM-CP, PHR Susan Knolla Danielle Farrell, M.A. Alison Ettridge Adam Tombor (Wojciechowski) Roshaunda Green, MBA, CDSP, Phenom Certified Recruiter Karla Chavez Gomez Jay Polaki⚡️ SHRM-SCP/SPHR Dan Riley Emily Killham Rashleen Kaur Arora Kouros Behzad Nick Jesteadt Ken Oehler Juan Ignacio Perez Collado Jose Luis Chavez Vasquez Deviprasad Panda Swechha Mohapatra (IHRP-SP, SHRM-SCP, CIPD) Catriona Lindsay Debbie Harrison Neeru Monga Aurélie Crégut Faiza Tasneem(Associate CIPD) David Hodges Irada Sadykhova Yukiko Hosomi? David McLean Andrii Suslenko Gary Parilis Maria Alice Jovinski Erik Samdahl Tristan Hack Adam McKinnon, PhD. Kerrian Soong Dr. Peter Schulz-Rittich Timo Tischer Martijn Wiertz Shuba Gopal Martha Curioni Tobias W. Goers ツ Galo Lopez Noriega Patrick Coolen Brian Heger Hanadi El Sayyed Marcela Niemeyer Alicia Roach Dawn Klinghoffer Heather Muir Selina Millstam Dave Millner Dan George Nick Lynn Marc Voi Chiuli. (MSc. HRM. Assoc CIPD. MIHRM.) Ankit Saxena, MBA Volker Jacobs David Simmonds FCIPD Amit Mohindra Andrew Pitts Burak Bakkaloglu Malgorzata Langlois Isabel Naidoo David van Lochem Diane Gherson Marino Mugayar-Baldocchi Neha Asthana Irene Wong Jaejin Lee Anna A. Tavis, PhD Doug Shagam Geetanjali Gamel Matt Elk Tina Peeters, PhD Barry Swales Bob Pulver David Duewel Matt Higgs MBA FCIPD Meghan M. Biro Sebastian Knepper Kathleen Kruse Dorothy Dalton Kate Graham Laura Thurston Søren Kold Jacob Nielsen Ralf Buechsenschuss Nicole Hazard Tatu Westling Sue Lam Chris Lovato Joseph Frank, PhD CCP GWCCM Tom Morehead PCC,MBA,SPHR Ian OKeefe Lina Makneviciute RJ Milnor Nicole Lettich Mariana Saintive Sousa Jon Kirchhoff Roberto Amatucci Christopher Rosett Rebecca Thielen Morten Hartvig Berg John Gunawan Soumya Bonantaya MBA MS SWP Ronald Schep Daorong Lin Abhilash Bodanapu Morgan Baldwin Jack Liu Sanja Licina, Ph.D. Piyush Mehta Sebastian Kolberg Jaap Veldkamp Craig Starbuck, PhD Sukumaran Mariappan Felipe Jara Michal Gradshtein Dave Fineman Stephen Hickey Gal Mozes, PhD Agnes Garaba Emily Pelosi, PhD Kelly Satterfield Laurent Reich Brandon Roberts Lewis Garrad Danielle Bushen Nick Hudgell Andrew Kilshaw Higor Gomes Pietro Mazzoleni Marcela Mury Giovanna Constant Mia Norgren Ohad Geron
ABOUT THE AUTHOR
David Green ?? is a globally respected author, speaker, conference chair, and executive consultant on people analytics, data-driven HR and the future of work. As Managing Partner and Executive Director at Insight222, he has overall responsibility for the delivery of the Insight222 People Analytics Program, which supports the advancement of people analytics in over 90 global organisations. Prior to co-founding Insight222, David accumulated over 20 years experience in the human resources and people analytics fields, including as Global Director of People Analytics Solutions at IBM. As such, David has extensive experience in helping organisations increase value, impact and focus from the wise and ethical use of people analytics. David also hosts the Digital HR Leaders Podcast and is an instructor for Insight222's myHRfuture Academy. His book, co-authored with Jonathan Ferrar, Excellence in People Analytics: How to use Workforce Data to Create Business Value was published in the summer of 2021.
MEET ME AT THESE EVENTS
I'll be speaking about people analytics, the future of work, and data driven HR at a number of upcoming events in 2024:
September 11 - Productivity, Purpose, and Profit: How to thrive in ‘25 (London)
September 16-19 - Workday Rising (Las Vegas)
September 24-26 - Insight222 Global Executive Retreat (Colorado, US) - exclusively for member organisations of the Insight222 People Analytics Program
October 2-3 - People Analytics World (New York)
October 16-17 - UNLEASH World (Paris)
October 22-23 - Insight222 North American Peer Meeting (hosted by Workday in Pleasanton, CA) - exclusively for member organisations of the Insight222 People Analytics Program
November 12-14 - Workday Rising EMEA (London)
November 19-20 - Insight222 European Peer Meeting (hosted by Merck in Darmstadt, Germany) - exclusively for member organisations of the Insight222 People Analytics Program
More events will be added as they are confirmed.
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2024年08月02日
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Top 7 Recruitment Strategies for 2024Hear from the HR leaders delivering breakthrough experiences for their people and get the latest insights and advice from our team of XM Scientists. Nicole Parish and Ruth D'Alessandro working at Qualitrics for many years are introducing us the top 7 recruitment strategies for 2024.
As the disrupted world of work evolves, so do the challenges and opportunities for recruiters. We explore the top 7 recruitment strategies - from employer branding to AI and data-driven decision making - to help you attract and hire the best talent in 2024.
The challenges for recruiters and HR teams over the last four years have been immense. The Covid-19 pandemic and its aftermath, the almost overnight switch to remote working, workplace disruption, global instability, talent shortages, The Great Resignation, balancing hybrid working with business outcomes, and the explosion of AI technology have tested even the most experienced human resources specialists.
And HR departments themselves, especially those in the tech sector, have been hard hit since the spring of 2022, with lots of layoffs further stretching the teams. As a result of high recruiter unemployment, these teams may be short-handed, and unable to take on more responsibility.
This is where recruitment strategies need to help people work smarter, not harder. The key to staying competitive in talent acquisition and recruitment is understanding the important new trends and where HR technology slots in to be friend, not foe.
Free eBook: Employee lifecycle feedback
1. Get your employer branding right
Employer brand has historically been seen as a ‘nice to have’, but is now moving into the ‘must have’ space - highlighting how recruiters need to be employer brand focused, even if they don’t have an employer brand team.
Employer branding is how a company markets itself to both internal and potential employees. If you were to ask employees what it’s like to work for a company, they’re unlikely to talk about the products, goods and services – instead they’ll highlight management, conditions, culture, and values.
What if you could capture all the above in a single, comprehensive document to present to job seekers that says,‘what can we offer you as an employee?’ You can. It’s called an EVP (employer value proposition) and it’s your shop window to show that you’re a desirable employer.
An EVP outlines:
Opportunities
What the people are like
Organization’s prestige
What the work is like
The rewards
The very best EVPs focus on the ‘Give and Get’ concept: while they outline what the organization offers, they’re brutally honest about what employees are expected to do in return. This ‘warts and all’ transparency naturally sorts applicants by attracting the right, passionate, resilient candidates who embrace challenge, and putting off casual applicants who might be a fit for the job, but who might find a mismatch between their expectations and what the company provides. When a company aligns great employer branding with an enviable EVP, it’s a recipe for attracting and retaining top talent.
2. Go all out with recruitment marketing
While employer branding and your EVP defines who you are as an organization, what makes you different and the value you can give candidates in return for their commitment and hard work, recruitment marketing is how you get that message out there.
It’s a marketing process that begins before candidates even apply for a job: using specific campaigns to attract and nurture talented people so that they apply for specific jobs in specific locations as they become open.
There’s a trifecta of stages in the recruitment marketing process:
Awareness: moving from “I haven’t heard of this brand” to “this brand seems interesting”
Interest: then moving from “this brand seems interesting” to “I might apply for a job there”
Consideration: finally, moving from “I might apply for a job there” to “I have applied for a job there”
And some of the ways to get your recruitment marketing rolling include:
Attractive job ads
Bright, bold design, screaming your brand and littered with snappy, search-optimized copy will ensure your ads get found in searches, and that they catch the eye and pique interest.
Content marketing
Great content that informs, educates and entertains, offering more than advertising, will bring your brand to life. Ideally create your own content, or use materials that are already circulating in the organization to publish blogs, articles and listicles that add value for readers.
Social media campaigns
Nearly everyone’s scrolling through the likes of TikTok, Instagram, LinkedIn, Threads, X, Facebook, and Snapchat, so it follows that social media is a powerful recruitment marketing tool. But your postings have to be engaging and authentic, catching the trends and memes of the moment, not boring corporate job ads.
Build multi-purpose content and then activate it everywhere you can! Identify the channels and types of content you can produce, then ensure each piece of content you create can be used in all of those spaces in some way. Niche job boards, popular job fairs, your careers page, college recruiting. You’ll maximize your inputs and create a seamless brand look and feel.
3. Create the best candidate experience
Today’s candidate that you turn down may be tomorrow’s candidate, or maybe tomorrow’s client, so it pays to treasure every candidate, successful or not, and keep that positive connection going.
Candidate experience is the sum of all the interactions a candidate has with you as a potential employer, across the whole recruitment cycle, from job ad to interview to hire (or not) and beyond. It’s crucial that you manage every candidate well. For those who join your company, it sets the tone for their employee experience – how engaged they’ll be and how well they’ll perform. For those who are not successful, you’ll leave a good impression that may make them want to reapply and recommend you to other people.
There are three areas where you can make a real impact on your candidates’ experience:
Application process
Communication
Feedback
Application process
All too often, the application process can be long-winded and clunky. For example, you have candidates’ resumes – they don’t need to keep retyping all their information into open text boxes over and over again. Similarly, you don’t need to have the same briefing call in person with every candidate before their interview – consider sending a pre-recorded video with all the necessary information, then giving candidates space to digest it before a follow up. Focus on efficient hiring and streamlining decision-making at critical milestones along the candidate journey.
Communication
One of the most dispiriting things for prospective candidates about job applications is spending several hours of their lives filling in application forms, crafting covering letters, maybe attending interviews – and then hearing nothing. And the chances are the candidates won’t have a good word to say about the brands that couldn’t be bothered to contact them.
Communicating well and often with candidates instantly sets you apart as a good employer. And with the availability of information technology and automation, there’s really no excuse not to send even an automated email or message to keep people updated about their application.
You can go a step further and make it easy for qualified candidates to contact you. Maybe appoint a designated contact person for questions or concerns, or even set up a Slack stream for candidates to chat with current employees while their application is processed.
And although it’s not fun to do, it’s also essential that you let your unsuccessful job seekers know when the position has been filled.
Feedback
For a lot of candidates, one of the most important aspects of any recruiting process is the feedback they receive — whether they’re successful or not. And the reason for this is simple: it helps them to identify where they can improve. And for the organization, as well as helping them decide whether to hire someone, it helps them understand how their interview and recruitment process is performing.
Interview feedback should:
Be concise and actionable
Cover the whole hiring process
Be collected in a timely way
And – importantly - don’t forget to ask candidates how they felt about the recruitment process – this is essential for identifying gaps in your candidate experience so you can close them, and meet the expectations of every job seeker who engages with your organization.
4. Use your hiring manager and hiring team
You already have powerful advocates for your recruiting process – your hiring manager and their teams. Their networks may give more access to appropriate talent than recruiters, and carry more weight. The hiring manager is often a candidate’s ‘go to’ professional to be convinced that they’re a great fit for the job. Conversely, some hiring managers tend to micromanage their recruiters, wanting more and more candidates, without appreciating quite how influential they themselves are for attracting them – if only they can direct their energies in the most useful way.
Here are some ideas for making your hiring managers and their teams useful:
Screen-record a short fireside chat with the manager and their team, talking about the new role and how it fits in their organization. Upload it to LinkedIn to create engaging content and attract more qualified candidates for very little work.
Get the hiring manager to make a short LinkedIn video about the job, and what they're like as a manager. Bonus points if they talk about how they’re developing based on feedback in their engagement scores!
Ask the hiring manager and the team to share the job on their professional networks, using EVP-aligned messaging about the role, the company, and the team
If you have a Brand Ambassador program, enroll the hiring manager or hiring team members in it, so they can be proactive about sharing company news, professional developments, team photos to show how they function – and the open job
Encourage the hiring manager to publicly celebrate their team or team wins where appropriate, (and if that's their management style)
Interact with the job posts made by the recruiter, hiring manager or a member of the team to drive better engagement from the LinkedIn algorithm.
All these things can bring additional value to the attraction phase of the recruiting process, and also add value to the recruiter’s communications (for example, use that same fireside chat in an In-Mail or a nurture campaign during the recruitment process).
These actions won’t take up much of a hiring manager’s time, but they’ll create:
Greater engagement with their jobs
Resources that can be used any time they recruit for that job
Higher candidate engagement through the recruitment process, resulting in better offer acceptance rates and higher new employee engagement
Increased brand influence
Speedier hiring.
And the best part? The hiring manager and their team can do all of these things in less than 20 minutes a week and with zero budget.
5. Nurture your talent communities
What is a talent community? In short, anyone showing an interest in your organization is your talent community, and they need nurturing in robust and meaningful ways. A talent community provides two-way communication and information sharing between recruiter, potential candidates, and sometimes current employees who act as brand ambassadors.
A talent community doesn’t form on its own. It needs to be created, nurtured and maintained, usually digitally, via social media, messaging and email newsletters. It’s your opportunity to build awareness and provide transparency into critical parts of the employee experience that applicants want to know about before they join your company, thereby avoiding late-stage withdrawals. And unsuccessful candidates receive short, nurturing emails that are consistent and useful.
At Qualtrics, we treat everyone as part of our talent community. We send a monthly global newsletter aligned to our EVP, and then segmented newsletters once a quarter to align with our focused areas of talent. We think this is best practice because it provides options for candidates to opt out, gives consistency, and ensures our EVP (and its Give and Get) are at the root of our relationship with the candidate.
6. Embrace automation to make candidate experience better…
Recruiters love to hold the reins for everything, but that can sometimes become too much, so AI and automation are your friends here. HR technology such as candidate relationship management systems (CRM) can help:
Identify and engage with passive, qualified candidates
Surface ‘good fit’ candidates for job opportunities
Screen suitable candidates
Track applicants with an applicant tracking system (ATS)
Update applicant status
Schedule interviews
Perform background checks
Keep in touch with talent communities
7.…but don’t lose the human touch
CRM systems can have so much automation that it’s easy to forget that, ultimately, you are dealing with real people. so, best practice is based on emphasizing the human experience:
Bring some humanity into the process
Everyone deserves basic courtesy. While most people accept a ‘thanks for applying’ to an initial application, once people have been through some interview rounds they deserve to be ‘courteously declined’. Providing feedback, suggestions for developing skills or experience, and/or an honest assessment of the candidate’s chances of being considered for another role, all make the process much more human.
Acknowledge every candidate
65% of people say they rarely, if ever, receive communication about their application status. Candidates with poor recruitment experiences are more likely to leave negative ratings on employer sites such as Glassdoor. Communicate personally and regularly with every applicant.
Keep the door open
Only around 25% of talent managers stay in touch with unsuccessful candidates. Yet a good CRM system can make much of this contact for you when all your candidates are added to it as a talent database.
How Qualtrics can help with your recruitment strategy
We know that candidate experience doesn’t just impact the quality of your recruitment strategy and hiring – it impacts your employer brand, the employee experience for those who get hired, and even organizational performance.
We’ll help you design and improve your candidate experience, to attract the best candidates and grow your talent pipeline, and tighten up processes around sourcing, recruiting, and interviewing talent – saving money.
You’ll receive insights into every candidate experience touchpoint that matters:
any stage of the candidate journey to see what went well and the actions you need to take to improve the experience
the data you need for every stage of the candidate’s experience, while making sure you’re not causing survey fatigue
total control over how often, when, and how your candidates are contacted, based on your preferences
We know that candidate experiences differ from role to role and organization to organization. That’s why Qualtrics® Candidate Experience Management Software is built to flex and contribute to any successful recruiting strategy.
SOURCE Qualtrics
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