Employee Experience - 北美华人人力资源协会

Employee Experience

HR and HRIS Trends for 2025: Key Priorities for HR Leaders to Address Today 随着2025年的临近，人力资源（HR）和人力资源信息系统（HRIS）正经历着加速变革的时期。HR流程的数字化、不断变化的员工期望以及新的职场动态，正深刻地重塑组织在人才管理和运营方面的方式。面对这些挑战，HR领导者必须提前洞察趋势并作出调整，以成功推动HR职能的转型。 HR Path作为该领域的领导者，被列入Gartner®《2024年HR转型咨询市场指南》的代表性供应商名单。这一认可彰显了我们在帮助企业进行HR转型方面的专业知识和承诺，使它们能够采用针对未来需求的最佳实践和技术。到2025年，HR领导者不仅需要应对快速变化的环境，还要利用工具和策略，让组织在竞争中保持优势。本文概述了2025年的关键HR和HRIS趋势，并提供了实用的见解，帮助决策者制定策略并应对未来的挑战。 1. HR职能的数字化转型：至关重要的变革 HR流程的数字化已经成为战略重点。自动化行政任务并利用先进的HRIS工具，使HR领导者能够专注于更高价值的活动，如人才管理和提升员工体验。人工智能（AI）和机器人流程自动化（RPA）等技术正在重新定义企业在招聘、培训、绩效管理和福利管理方面的方法。到2025年，HR数字化的步伐将因员工期望和业务效率的需要而进一步加快。 2. 员工体验：HR战略的核心到2025年，员工体验仍将是HR的核心优先事项。员工期望迅速演变，灵活性、自主性、工作场所幸福感和成长机会成为吸引和留住人才的关键因素。 HR领导者需要实施能够为每位员工提供无缝且个性化体验的解决方案，无论他们的工作模式是现场、混合还是远程。HRIS工具通过集中信息、简化行政流程和改进组织内部的沟通，为员工创造一个他们感到被重视和投入的工作环境。 3. 人力资源数据在人才管理中的战略重要性 HR数据在战略决策中变得愈发重要。大数据和HR分析使HR领导者能够更好地理解员工行为、识别关键人才并预测未来技能需求。到2025年，利用HR数据进行战略决策将成为首要任务。企业必须投资于收集、分析和利用HR数据的工具，以优化招聘、绩效管理和劳动力规划流程。定制的仪表板和报告将帮助HR领导者监控其战略的有效性，并根据实际业务需求进行调整。 4. 远程办公与灵活性：混合模式的演变到2025年，混合工作模式将继续占主导地位，但会更加细化。许多公司可能会保留完全或部分远程的工作安排，而另一些公司则逐步恢复到更传统的现场模式，或实施符合其业务和员工需求的混合系统。后疫情时期表明，没有单一方法适合所有组织。有些公司发现远程办公提高了生产力并提供了更大的灵活性，而另一些公司更重视面对面的协作和公司文化的加强。企业需要找到平衡点：对一些公司来说，这可能意味着固定的办公室日以维持团队凝聚力和协同工作。对另一些公司而言，则可能是灵活的混合模式，让员工选择远程或办公室工作时间。 HRIS工具将在管理这种灵活性方面发挥关键作用，包括跟踪考勤、管理缺勤和优化工作日程。这些工具还将衡量这些实践对绩效和员工幸福感的影响。 5. 持续学习与技能发展：战略重点到2025年，持续学习和技能发展将成为中心议题。企业必须预测岗位角色和技能需求的变化，以应对未来挑战。提升技能和重新培养将成为支持员工职业成长的首要任务。 HR领导者应投资于在线培训解决方案、学习管理系统（LMS）和学习体验平台（LXP），以提供灵活、可访问和个性化的培训路径。这些工具将帮助员工保持技能的更新，同时促进他们在组织中的成长。 6. 多样性与包容性：2025年的关键目标多样性与包容性（D&I）将在2025年继续成为优先事项。企业必须实施具体的战略，以促进包容性的工作环境。HR领导者需要确保招聘、职业管理和薪酬实践的公平性和透明性。 HRIS工具应包括跟踪D&I计划和衡量进展的功能。目标是创造一个无论性别、背景或经验如何，每位员工都能茁壮成长的工作场所。 7. 员工幸福感：2025年的重点员工幸福感，特别是心理健康，将成为2025年HR领导者的关键关注点。企业必须引入心理支持计划，促进工作与生活的平衡，并提供更加适应员工需求的工作空间。 HRIS工具可以整合幸福感项目，衡量员工满意度并提供支持服务。到2025年，创造一个健康的工作环境将成为吸引和留住顶尖人才的重要因素。总结 2025年，HR和HRIS趋势将与组织的演进密不可分。为在这场转型中取得成功，HR领导者必须预测不断变化的员工期望，拥抱数字技术，并专注于灵活性、学习、多样性和幸福感为中心的战略。通过今天做出正确的决策，企业不仅可以应对当前的挑战，还能在未来职场中占据领导地位。 As we approach 2025, human resources (HR) and human resource information systems (HRIS) are undergoing a period of accelerated transformation. The digitalization of HR processes, evolving employee expectations, and new workplace dynamics are profoundly reshaping how organizations manage talent and operations. In light of these challenges, HR leaders must anticipate trends and adapt to drive the transformation of their HR functions successfully. HR Path, recognized as a leader in this field, was listed as a Representative Vendor in the Gartner® Market Guide for HR Transformation Consulting 2024. This acknowledgment underscores our expertise and commitment to helping businesses navigate HR transformations, enabling them to adopt best practices and technologies tailored to future demands. By 2025, HR leaders will not only have to manage a rapidly changing environment but also leverage the tools and strategies that will keep their organizations competitive. This article provides an overview of key HR and HRIS trends for 2025, offering practical insights to help decision-makers structure their strategies and address upcoming challenges. 1. The Digitalization of HR Functions: A Vital Transformation The digitalization of HR processes is now a strategic imperative. Automating administrative tasks and utilizing sophisticated HRIS tools allow HR leaders to focus on higher-value activities, such as talent management and enhancing employee experiences. Technologies like artificial intelligence (AI) and robotic process automation (RPA) are redefining how organizations approach recruitment, training, performance management, and benefits administration. In 2025, the pace of HR digitalization will continue to accelerate, driven by employee expectations and the need for overall business efficiency. 2. Employee Experience: The Core of HR Strategy Employee experience will remain at the heart of HR priorities in 2025. Employee expectations are evolving rapidly, with flexibility, autonomy, workplace well-being, and growth opportunities emerging as essential factors for attracting and retaining talent. HR leaders must implement solutions that provide a seamless and personalized experience for every employee, regardless of their role or work model (on-site, hybrid, or remote). HRIS tools play a crucial role in delivering this experience by centralizing information, simplifying administrative processes, and improving communication across the organization. The goal is to create a work environment where every employee feels valued and engaged. 3. The Strategic Importance of HR Data in Talent Management HR data is becoming increasingly central to strategic decision-making. Big data and HR analytics enable HR leaders to better understand employee behaviors, identify key talent, and predict future skill needs. By 2025, leveraging HR data for strategic decision-making will be a top priority. Organizations must invest in tools that collect, analyze, and utilize HR data to optimize recruitment, performance management, and workforce planning processes. Custom dashboards and reports will help HR leaders monitor the effectiveness of their strategies and make adjustments based on real business needs. 4. Remote Work and Flexibility: Evolving Hybrid Models By 2025, the hybrid work model will continue to dominate but with greater nuance. While many companies may maintain fully or partially remote work arrangements, others are gradually returning to more traditional on-site models or implementing hybrid systems tailored to their business and workforce needs. The post-pandemic period has demonstrated that no single approach works for everyone. Some organizations have seen telework boost productivity and offer greater flexibility, while others value physical presence for strengthening company culture and face-to-face collaboration. Businesses will need to strike a balance: For some, this might mean fixed in-office days to maintain team cohesion and synergy. For others, it may involve flexible hybrid models, allowing employees to choose when to work remotely or in-office. HRIS tools will play a key role in managing this flexibility by tracking attendance, managing absences, and optimizing work schedules. These tools will also measure the impact of these practices on performance and employee well-being. 5. Continuous Learning and Skills Development: A Strategic Priority In 2025, continuous learning and skill development will take center stage. Companies must anticipate changes in job roles and required skills to address future challenges. Upskilling and reskilling will become priorities for supporting employees in their professional growth. HR leaders should invest in online training solutions, learning management systems (LMS), and learning experience platforms (LXP) to provide flexible, accessible, and personalized training pathways. These tools will help keep employees’ skills up to date while fostering their growth within the organization. 6. Diversity and Inclusion: Achieving Key Objectives in 2025 Diversity and inclusion (D&I) will remain top priorities in 2025. Companies must implement concrete strategies to foster an inclusive work environment. HR leaders will need to ensure that recruitment, career management, and compensation practices are equitable and transparent. HRIS tools should include features to track D&I initiatives and measure progress. The goal is to create a workplace where every employee, regardless of gender, background, or experience, can thrive. 7. Employee Well-being: A 2025 Priority Employee well-being, particularly mental health, will be a key focus for HR leaders in 2025. Businesses must introduce psychological support initiatives, promote work-life balance, and provide more adaptable workspaces. HRIS tools can integrate well-being programs to measure employee satisfaction and offer support services. By 2025, creating a healthy work environment will be a critical factor in attracting and retaining top talent. In 2025, HR and HRIS trends will be inseparable from organizational evolution. To succeed in this transformation, HR leaders must anticipate changing employee expectations, embrace digital technologies, and focus on strategies centered around flexibility, learning, diversity, and well-being. By making the right decisions today, companies can not only address current challenges but also position themselves as leaders in the future of work.

Employee Experience
2025年01月16日
Employee Experience

David Green:The best HR & People Analytics articles of November 2024 The centrepiece of this month’s edition of the Data Driven HR Monthly is focused around two topics – Agentic AI and Diversity, Equity and Inclusion. One with a technology focus, the other very much a human topic. With Gartner predicting that that by 2028, at least 15% of day-to-day work decisions will be made autonomously through agentic AI (up from 0% in 2024), the word on everyone’s lips at UNLEASH World in Paris recently was Agentic AI. But what actually is Agentic AI, and what does it mean for HR technology and HR professionals? Some of the content this month explores these topics. It was also good to hear at Unleash, L’Oreal’s CHRO, Jean Claude Le Grand on the main stage saying in very clear terms that “DEI is not a trend. DEI is part of our DNA”. DEI shouldn’t be used as a political football. But with questions being asked about what Trump’s Second Term Could Mean for DEI, it is important to highlight that DEI is also about business performance. I’ve included two articles this month from Quinetta Roberson (on how to link DEI to business outcomes) and Brian Elliott (on why capitulating to DEI sceptics is counterproductive). When it comes to DEI, now is the time to stand up. This edition of the Data Driven HR Monthly is sponsored by our friends at TechWolf Transforming talent strategies with skills-based insights Skills are the currency of the modern workforce. For Workday, unlocking the power of skills was key to transforming their talent strategy—and the results speak for themselves. Workday faced common challenges: fragmented job architecture, costly manual processes, and a need for greater agility to adapt to shifting business needs. By partnering with TechWolf, they implemented a skills-based approach that delivered measurable impact: 32% faster hiring: AI-driven skills matching reduced time-to-hire by more than a third. 85% of the workforce had critical skills aligned to their jobs. Saved 12-18 months of manual effort, creating a standardized framework for decision-making. This partnership didn’t just solve today’s challenges—it prepared Workday for the future. TechWolf’s AI continuously updates skills data, ensuring their workforce strategy remains adaptable in a rapidly changing landscape. Want to know more about Workday’s journey? ? Watch the on-demand webinar: How Workday Leads the Skills Revolution with AI and Data? Explore how a skills-first approach can make a measurable impact on your workforce strategy. To learn more about how TechWolf can help your organization, reach out to us at hello@techwolf.ai or visit the contact page. To sponsor an edition of the Data Driven HR Monthly, and share your brand with more than 135,000 Data Driven HR Monthly subscribers, send an email to dgreen@zandel.org. November road report After a heavy travel schedule in September and October, November was a quieter month with my sole trip being to Germany for the final European Peer Meeting of 2024 for member companies of the Insight222 People Analytics Program®, which was hosted by Alexis Saussinan and Ruben Groen at Merck Group’s HQ in Darmstadt. During the two days, we learned about how Alexis and Khadija Ben Hammada, the CHRO, partner to deliver business value at Merck. We also learned from Ruben and Mariana Hebborn PhD on how Merck has established its enterprise data foundations, from Dawn Klinghoffer on how Microsoft has reconfigured its people analytics function in the age of intelligent automation, and Adam Tombor (Wojciechowski) on how Julius Bär democratised data across the company. If you are a people analytics leader interested in joining the People Analytics Program, and attending our 2025 Peer Meetings – including in Paris on January 28 and 29, and New York on March 4 and 5, please get in touch. Attendees at the Insight222 Peer Meeting for members of the Insight222 People Analytics Program, hosted by Merck, November 19-20, 2024 Sign-up to receive the 5th annual Insight222 People Analytics Trends research report The 2024 Insight222 People Analytics Trends study will be released publicly on December 9. The report, which is informed by a survey of 340 participating organisations, will uncover how AI, data democratisation, and impactful people analytics strategies drive business value and elevate workforce decision-making. You can pre-register to receive the report one week earlier on December 2 by signing up here or by clicking on the image below. Share the love! Enjoy reading the collection of resources for November and, if you do, please share some data driven HR love with your colleagues and networks. Thanks to the many of you who liked, shared and/or commented on October’s compendium. If you enjoy a weekly dose of curated learning (and the Digital HR Leaders podcast), the Insight222 newsletter: Digital HR Leaders newsletter is published every Tuesday – subscribe here. AGENTIC AI AND THE FUTURE OF WORK JOANNE CHEN AND JAYA GUPTA - A System of Agents brings Service-as-Software to life | McKINSEY - Why agents are the next frontier of generative AI With Gartner predicting that by 2028, at least 15% of day-to-day work decisions will be made autonomously through agentic AI, up from 0% in 2024, this is a topic we all need to learn about. Here are two resources that provide some helpful context. (1) A VC view from Joanne Chen and Jaya Gupta, writing for Foundation Capital, which they present as a “$4.6 trillion opportunity as AI transforms software from tool to worker”, with all the inherent implications that has for the workforce (see FIG 1). Thanks to Paul Daley, Gareth Flynn, Nico Orie, and Hung Lee (I recommend following all of these four people) for all highlighting this excellent article. (2) Writing for McKinsey, Lareina Yee, Michael Chui, Roger Roberts, and Stephen Xu, explore the opportunities that the use of gen AI agents presents including how they could work with potential use cases, the value they can bring, and how business leaders should prepare. FIG 1: A System of Agents (Source: Foundation Capital) JASON AVERBOOK - How AI Agents are Revolutionizing HR—and How to Get Ready | LARS SCHMIDT - Agents of (Massive) Change: How AI Agents Are Poised to Alter Work | JOSH BERSIN - AI Agents, The New Workforce We’re Not Quite Ready For (Agentic AI) | FELIPE JARA - HR - Let's Prepare for a Big Wave of Multi-Agents AI Systems For HR, Agentic AI means shifting away from repetitive administrative tasks to focusing on what truly matters: people. So, what does Agentic AI mean for HR in terms of the HR technology stack, how we deliver services to employees, and HR professionals themselves? Not surprisingly, with all the hype, there is a growing body of resources on these topics. Here are four I recommend to* Data Driven HR Monthly readers: (1) Definitely subscribe to Jason Averbook’s Now of Work Substack. In this blog, he provides five tips for HR to get ready for AI agents including: (i) Upskilling HR teams, (ii) Assessing current processes to identify and prioritise use cases, and (iii) Working on improving data quality. (2) Lars Schmidt’s primer is also highly recommended. It includes a guide to three categories of AI and how they are impacting work: bots, AI agents, and digital workers: “As we weave agentic AI capabilities into our businesses, we will likely deconstruct jobs into individual tasks and then identify the tasks that can be fully automated by these new AI technologies and agents.” (3) Josh Bersin has been all over agentic AI, and has recorded several podcasts on the topic as well as this article, which explains how the “’Large Language Models’ we’ve been learning about for the last two years are now turning into ‘Large Action Models’”, as well as outlining two potential uses cases in L&D and recruiting. As Josh mused in his keynote at Unleash World in Paris, AI is set to dominate the HR Tech stack (see FIG 2). (4) Last but not least, Felipe Jara provides a helpful synopsis of the emerging macro trends in enterprise AI for HR including a summary of the tools that major players like Workday, SAP, ServiceNow and One Model (see FIG 3) are introducing. He also lays out four focus areas of opportunity for HR including guidance on how to prepare your data foundation. FIG 2: AI dominates the HR Tech stack (Source: Josh Bersin at Unleash World, Paris, October 2024) FIG 3: The Evolution of Agents and Enterprise AI (Source: One Model – see here) ANDY SPENCE - The Next Wave of AI: Building Your Own Digital Workforce This is going to be fundamental change in how we interact with AI. It's moving us from being passive consumers of AI tools to active creators of personalized AI assistants. The great thing is we won’t need to be a machine learning expert or a seasoned programmer to get started. Finally on the Agentic AI theme this month, a twist as in an edition of his brilliant Workforce Futurist, Andy Spence writes about Agent Engineering, and how individuals (not just companies): “can create and deploy their own army of AI agents for a wide array of personal and professional tasks.” In his article, Andy breaks down what agent engineering is, the rise of personal AI agents, how to get started with agent engineering (including tools and platforms), and how it might reshape work, learning and our daily lives. FIG 4: Agent engineering framework process (Source: Andy Spence) MIT AND BCG - Learning to Manage Uncertainty, With AI Companies that boost their learning capabilities with AI are significantly better equipped to handle uncertainty from technological, regulatory, and talent-related disruptions compared with companies that have limited learning capabilities. A new study by Sam Ransbotham, David Kiron, Shervin Khodabandeh, Michael Chu, and Leonid Zhukov, Ph.D for MIT Sloan Management Review and BCG finds that companies that combine organisational learning with AI-specific learning, which they define as Augmented Learners, outperform those that apply either approach in isolation or neither (see FIG 5). For example, these Augmented Learner companies are twice as likely to weather talent-related disruptions, demonstrating that they are more resilient to workforce volatility. Thanks to Allison Ryder for highlighting the study. FIG 5: Learning Capabilities Vary (Source: MIT Sloan Management Review and BCG) DIVERSITY, EQUITY, INCLUSION, AND BELONGING QUINETTA ROBERSON - How Integrating DEI Into Strategy Lifts Performance By explicitly linking DEI goals to business outcomes, companies create a clear vision of how diversity adds value. In her timely article Quinetta Roberson presents the findings of a study on diversity, equity and inclusion and company financial performance, and highlights the practices for achieving competitive advantage through DEI. These findings include that a bundled practice approach to DEI amplifies the performance effects of individual practices – see example in FIG 6. Quinetta also presents a three-point blueprint for meaningful action to DEI: (1) Strategically align DEI with business goals. (2) Systemically integrate DEI practices. (3) Make evidence-based improvements. FIG 6: DEI practice bundles (Source: Quinetta Roberson) BRIAN ELLIOTT - How to Stand Up When It Comes to Diversity, Equity, and Inclusion The backlash against DEI is out of sync with the opinions held by the most important set of stakeholders: your employees. In this powerful column for MIT Sloan Management Review, Brian Elliott tackles the growing backlash by some companies in the US on diversity, equity and inclusion. He highlights two dangers of backing away. First, the fact that DEI programs are actually getting more popular with employees, not less, and increasingly view it as a business topic rather than a political one. Second, capitulating on DEI commitments doesn’t settle the issue with employees or customers especially as research by Edelman finds that 76% of employees want companies to recommit not retreat. Elliott also provides guidance on three approaches to having real conversations on this topic, highlighting examples from his experience in leading teams at Google and Slack: (1) Let people voice their concerns about DEI programs. Don’t stifle the conversation or run away. (2) Use the words diversity, equity, and inclusion — not DEI. Explain what the words mean, correct misinformation, and tie them back to business results. (3) Keep in mind that memos don’t create trust; employee engagement does. PEOPLE ANALYTICS PHIL WILLBURN - People Analytics Demystified: A Practitioner’s Handbook Highly effective HR organizations know that every area of the business makes people decisions. The best people analytics teams excel by scaling people insights to all business leaders, ensuring these insights reach those making critical people decisions Phil Willburn, the Head of People Analytics, and his team recently hosted a Peer Meeting for member companies of the Insight222 People Analytics Program® at Workday’s global headquarters in California. During the two days, Phil and his team presented some of the amazing work they are doing with people analytics in areas such as workforce planning, employee experience and hybrid work. Some of the content they presented is in this insightful e-book, which shines a light on how Workday has scaled people analytics in its own company (see FIG 7), their product-oriented and persona-based approach, and provides details on three case studies including how the team provides insights on flexible work and collaboration. FIG 7: People analytics and insights at Workday (Source: Phil Willburn, Workday) COLE NAPPER, JIN YAN, AND BEN ZWEIG - What is happening to people analytics? A 15 Year Trend Part Two | Part Three Following on from Part One of their study on employment trends in the people analytics field over the last 15 years, which I featured in the September edition of Data Driven HR Monthly, Cole Napper, Jin Yan and Ben Zweig return for a second helping – and a third helping with Kristin Saboe, Ph.D. In Part Two, Cole, Jin and Ben turn their attentions to an analysis of the skills of people analytics professionals and the impact of the field during the last 15 years. The insights they uncover include: (1) While people analytics specialists are more likely to hold a doctoral degree (8.2%) than other HR specialists (1.4%), advanced skills (e.g. SQL, GenAI, Python) haven’t been adopted in the numbers expected. (2) There is a correlation between companies with ‘prestigious’ people analytics teams and companies being rated more highly for employee sentiment (see FIG 8). They also provide three recommendations for the field moving forward: (1) Add real value and break the cycle. (2) Mature the people analytics function. (3) Let’s get back to growth. In Part Three, Kristin takes the lead to shine the lens on how the composition of government people analytics jobs have changed over the last 15 years. FIG 8: Companies with a prestigious people analytics team are rated higher by employees (Source: Revelio Labs) ERIC LESSER, ERIC BOKELBERG, AND DEVON JOHNSON - Powering people analytics through HR data: How to strategically integrate data as a product Data products help analysts better grasp what data is available, where it comes from, how it can be used and how to put it together to gain insights effectively. When a new business question arises, the needed data is often already available in a data product, making it easy to gather the correct information. Eric Lesser, Eric Bokelberg, and Devon Johnson from Deloitte provide a helpful breakdown on how to implement data products through applying key principles of product management across the data lifecycle, namely: ownership, reuse, quality, cataloguing and security. They outline three steps to get started with data products: (1) Educate HR and IT teams about data products; (2) Focus on impactful use cases (“Instead of creating numerous data products, concentrate on those that effectively address pressing business needs”); (3) Establish a strong governance model. CHRISTOPHER ROSETT – Reporting, Analytics, Research, Statistics (RARS) | SERENA HUANG - The Future of Work: Human Skills in the Age of AI | GIOVANNA CONSTANT – The 10 Commandments for every People Analytics professional | MITCH MIHANOVIC – People Analytics Lessons | WILLIS JENSEN - An Unusual Application Using Organizational Network Data | A.J. TUFTE – Making Workforce Planning Strategic: Three Vs | BEN TEUSCH – A reflection on six years at Facebook The true value of people analytics lies in translating insights into actionable strategies and programs that enhance employee engagement and drive business performance. In each edition of the Data Driven HR Monthly, I feature a collection of articles by current and recent people analytics leaders. These are intended to act as a spur and inspiration to the field. Seven are highlighted in this month’s edition. (1) Christopher Rosett outlines the RARS (Reporting, Analytics, Research, Statistics) model he uses with his analytics teams and customers at Amazon (see FIG 9). (2) Serena H. Huang, Ph.D. presents seven human skills required in the age of AI (see FIG 10). (3) Giovanna Constant presents her ten commandments for people analytics professionals including i) You shall worship data quality, ii) You shall train HR teams in data literacy, iii) You shall not create confusing dashboards. (4) Mitch Mihanovic shares three things he has learned from working in the people analytics field, including: “The true value of people analytics lies in translating insights into actionable strategies and programs that enhance employee engagement and drive business performance.” (5) Willis Jensen walks through a case study of using ONA to support compensation decisions for employees. (6) A.J. Tufte breaks down his Three Vs of Strategic Workforce Planning: i) Value (“what value does the work provide”) ii) eVolution (“how does the work need to change”), and iii) Volume (“how much of the work is needed”). (7) Finally, Meta has made a number of layoffs including from its people analytics team in the last few weeks. One of those impacted is Ben Teusch, who penned a reflection on his six years with the company. Wherever Ben decides to go next will be very fortunate to land such a talented practitioner. FIG 9: The RARS model (Source: Christopher Rosett) FIG 10: Seven human skills required in the age of AI (Source: Serena Huang) THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE RAVIN JESUTHASAN, MIRIAM DAUCHER, AND ALEX ZEA - The future of human resources: Who will care for the human at work? As the trusted link between organizations and their employees, HR can lead the charge in creating fulfilling workplaces and helping people thrive in an era of transformative technological change, ensuring that AI serves humanity, not the other way around. Ravin Jesuthasan, CFA, FRSA, Miriam Daucher, and Alexandra Zea present a new paper from Mercer on the future of human resources in the fifth industrial revolution. They paint a compelling evolution for the function to move beyond being stewards of employment to being stewards of work, and ultimate being stewards of humanity through (1) Ethical use of AI. (2) Safeguarding ESG. (3) Preserving human well-being. FIG 11: HR’s changing role through the history of industrial revolutions (Source: Mercer) ASAF JACKOBY - Work, Workforce, and Workplace: The Role of CHROs in Leading Change As Asaf Jackoby, VP HR for Amdocs, writes, chief human resources officers have a pivotal role to play in transforming the landscape of work, workforce and workplace. His article presents a framework (see FIG 12), and provides detail about each of the three categories and the individual components within it: (1) The Work – AI will transform the way we define work, (2) The Workplace – Creating an inclusive and adaptable environment, and (3) The Workforce – who does the work. FIG 12: Source – Asaf Jackoby WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS BRIAN FISHER, KATE BRAVERY, KATIE JENKINS, AND LAUREN ROBERTSON - Measuring skills in the age of agile work A helpful primer from the Mercer team of Brian Fisher, Kate Bravery, Katie Jenkins, and Lauren Robertson on three ways to ascertain employee skills (see FIG 13): (1) Inferred skills (“The starting point for skills measurement”), (2) Rated skills (“The employee and manager view of skills proficiency”), and (3) Validated skills (“Approaches for validating behavioural and technical skills”). As the authors highlight: Although each method of collecting skills data has its respective merits, methods can also be combined to paint a more complete skills picture that strengthens talent decision-making and can better inform business strategy. FIG 13: Three components of a skills measurement strategy (Source: Mercer) EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING MICHAEL ARENA AND AARON CHASAN - Fostering Friendships: The Game Changer in Employee Retention One study found that an employee’s position in the network can predict turnover with 85% accuracy. This is especially true for friendship networks. Research consistently finds that those with friends at work are far more likely to stay. Indeed, in their article for HR Exchange Network, Michael Arena and Aaron Chasan share the results of a study with a technology company, which found that there was a 44% drop in turnover rate for those who went from 0 friends to just 1. They also provide guidance on how organisations can create a climate for friendships to blossom: (1) Create opportunities for employees to connect; (2) Actively encourage friendships among colleagues; (3) Evaluate the level of connections in the workplace; (4) Create an environment of belonging. KENNEDYFITCH – Employee Experience Report 2024: Humanized Growth In A Digital Era You need data to prove your cause, prove your arguments and prove your impact. This is a highly impressive report on the current state and long-term vision for employee experience by the team at KennedyFitch including Joan Beets, Frank van den Brink, Sander de Bruijn and Patrick Coolen. Highlights include: (1) Analysis on the current state of EX as it relates to maturity (see FIG 14), tools, skills, team responsibilities, leadership buy-in and main obstacles. (2) Insights into the goals, planned skills/tools development and anticipated challenges for the next 12 months. (3) Exploration of how AI and other factors will transform EX and HR. (4) Case studies from EX trailblazers including Sebastian Knepper (Deutsche Telekom), Vasuki Ranganath (Volvo), Lea Mikus (Celonis), Andreas Mayer (ING), Volker Schrank and Joachim Decock (Mondelez), and Ruth Bielderman (Royal BAM Group). An absolute must-read report for anyone working or interested in employee experience. FIG 14: EX Maturity Model (Source: KennedyFitch) DAVE ULRICH AND WENDY ULRICH - What Is the Next Step for Employee Experience? The Why, What, and How of Hope Hope is an emerging fifth wave of managing mental health challenges that shape employee experience which in turn impacts stakeholder value. The cost of mental illness and the related consequences is projected to be $6 trillion globally by 2030. As Dave Ulrich and Wendy Ulrich write, in the workplace, mental health often connects to the employee experience, which in turn impacts stakeholder and business outcomes (see FIG 15). The article then identifies hope as a new dimension of the employee experience (see FIG 16), and details six principles of what hope means in an organisational setting, so that organisations with hope: (1) Transform the future, (2) Are based in healthy relationships and conversation, (3) Ensure efficacy, (4) Rely on realistic optimism, (5) Empower people, and; (6) Address personal needs. Finally, Dave and Wendy offer seven skills for leaders to master to turn principles into actions that increase hope. An important and timely article. FIG 15: Logic of Mental Health, Employee Experience and Stakeholder Value (Source: Dave Ulrich and Wendy Ulrich) FIG 16: Evolution of Ideas Related to Employee Experience (Source: Dave and Wendy Ulrich) LEADERSHIP, CULTURE, AND LEARNING McKINSEY - Go, teams: When teams get healthier, the whole organization benefits Team effectiveness is less art, more science A new McKinsey study identifies the elements of team effectiveness that have the most significant impact on team performance: trust, communication, innovative thinking and decision-making. The authors debunk several other myths about how teams operate, and highlight the importance of context and how it determines the behaviours that matter most for a team to function effectively. A framework is presented that categorises teams into three archetypes: cycling, relay and rowing teams, which also highlights the top performance drivers for each (see FIG 17). Finally, the article details four actions for leaders to help their teams succeed: (1) Take a hard look in the mirror. (2) Make sure the changes stick. (3) If you are a team leader, don’t stand in the way of progress. (4) Embed team effectiveness in the organization’s DNA. (Authors: Aaron De Smet, Gemma D'Auria, Liesje Meijknecht, Maitham Albaharna, Anaïs Fifer, and Kimberly Rubenstein, PhD) FIG 17: Three archetypes of teams (Source: McKinsey) ALLAN H. CHURCH AND JANINE WACLAWSKI - Humpty Dumpty and the 9-Box: Five Steps to Putting it Back Together Again Using the Science of Leadership Potential (The 9-box) should be about understanding the consistency between what the organization thinks of its talent (designated potential) and what the data indicates against a validated predictive model (assessed potential). As Allan Church, Ph.D. and Janine Waclawski outline in their revealing article, while the 9-box model is commonly used talent management tools many companies struggle to use it effectively. Church and Waclawski believe this is because most organisations are doing it wrong, explaining the tendency to fall into “the performance-potential paradox”. They ten outline five steps towards having a best-in-class 9-box: (1) Throw Out Performance Ratings – They Should Be a Gatekeeper, not a Predictor. (2) Keep Your Current Talent Framework and Embrace it – But Re-label it as Designated Potential. (3) Introduce the Science of Leadership Potential – By Using Formal Assessments & Data (see the New 9-box in FIG 18). (4) Don’t Box Yourself In – Determine the Right Size Grid for Your Organization. (5) Use Data to Diagnose the Gaps – Between Designated Potential and Assessed Potential. FIG 18: Leadership potential for the new 9-box (Source: Allan H. Church and Janine Waclawski) HR TECH VOICES Much of the innovation in the field continues to be driven by the vendor community, and I’ve picked out a few resources from November that I recommend readers delve into. In a slight change-up this month, I’ll start with a couple of pieces that analyse the people analytics and wider HR technology market: DAVE ZIELINSKI - How GenAI is Transforming People Analytics Software – Analysis by David Zielinski for SHRM on how GenAI is democratising the use of people analytics and lowering the barrier to entry, which features insights from Stacia Sherman Garr, Jeremy Shapiro, Lydia Wu, and Sameer Raut. EKTA LALL MITTAL - The Realities of HR Tech Part 1 | Part 2 - In her column for Transform, Ekta Lall Mittal provides insights and guidance on the HR technology market. In Part 1, she looks at how to get started and ways to connect business and people strategy with technology. In Part 2, Ekta provides guidance on how to conduct a current state analysis of your tech stack. LISA SIMON - The Ripple Effect of Female Leadership in Data – Lisa K. Simon, Chief Economist at Revelio Labs, highlights some of the main findings from a report on the Career outlook for women in D&A and AI, she co-authored with Asha Saxena and Robert Parr. One of these was that companies with more women in senior executive data roles have higher female representation in data roles across the organisation. The difference is greatest for junior roles (see FIG 18). FIG 18: The more woman in leadership, the more women overall (Source: Revelio Labs) VISIER – Embracing the AI Driven Workforce: 5 Workforce Trends for 2025 – It’s that time of year when we start hearing the word ‘trends’ a lot, and Visier Inc. is one of the first out of the traps with their five workforce trends for 2025. It’s an insightful read featuring contributions from the likes of Angela LE MATHON, Jill Larsen, Keith Bigelow, and Dawn Klinghoffer. FIG 19: The ABCDs of Creating a Future-Proof Agile Workforce (Source: Visier) DIRK JONKER - Finance and Human Resources: A Strategic Partnership for Business Growth – Crunchr CEO Dirk Jonker explains why and how HR and Finance should work together, and paints a vision where: “Together, HR and finance can unlock a future where employees are seen for what they truly are: a company’s most significant (and measurable) asset.” FRANCISCO MARIN - The Shift from Authority to Influence: Power Distribution in a Network-First Future of Work – Francisco Marin of Cognitive Talent Solutions continues his excellent series of articles on moving to a network-first approach by analysing the shift of power from authority to influence. PODCASTS OF THE MONTH In another month of high-quality podcasts, I’ve selected six gems for your aural pleasure: (you can also check out the latest episodes of the Digital HR Leaders Podcast – see ‘From My Desk’ below): BROOKE WEDDLE, BRYAN HANCOCK, AND WENDY MILLER - Why being in HR is getting tougher—and how to break through – In a fascinating episode of McKinsey Talks Talent, Brooke Weddle, Bryan Hancock, and Wendy Stratman Miller join host Lucia Rahilly to discuss the dynamics that are making HR tougher than ever—as well as what leaders can do differently to begin turning morale around. CONNIE NOONAN HADLEY - Make it Safe for Employees to Speak Up – Connie Noonan Hadley guests on Steelcase’s Work Better podcast with host Chris Congdon to discuss why and how managers should encourage employees to speak up about mistakes, ideas, and questions – essentially by creating a psychologically safe work environment. DANIELLE BUSHEN – Navigating Pay Transparency with People Analytics - Danielle Bushen, Global Head of People Analytics Data Governance and Stewardship at Sanofi, joins David Turetsky on HR Data Labs to explore how people analytics intersects with compensation, how to modernise compensation through data-driven practices, and the importance of pay transparency. MATTHEW HAMILTON - How To Master People Analytics and Deliver Insights That Actually Work - Matthew Hamilton, VP of People Analytics & HRIS at Protective Life, joins host Christopher Rainey on HR Leaders to discuss the challenge of delivering actionable insights to leaders - the last mile problem - and the importance of storytelling with data. PAUL RUBENSTEIN AND JOSH BERSIN - What’s Holding Back People Analytics? – Josh Bersin and Paul Rubenstein, Chief Customer Officer at Visier, discuss how the people analytics market has evolved, and why only around 10% of People Analytics teams deliver strategic business value. VIDEO OF THE MONTH LEENA NAIR – View From the Top Leena Nair is that rarity of a chief people officer that rises to the role of CEO having transitioned from CHRO at Unilever to CEO at Chanel in January 2022. In this interview with Ayesha Kamik as part of Stanford’s View From the Top series, Leena shares her inspiring journey with insights from her life and career, including her time in human resources, how to build company culture, her leadership principles, how to break barriers and her thoughts on AI and the future of work. BOOK OF THE MONTH RUSSELL KLOSK – Talent Prophecy: Creating Strategic Impact Through Workforce Planning and Talent Strategy In Talent Prophecy, Russell Klosk (智能虎) provides a comprehensive guide to workforce planning, which should have particular resonance for HR professionals involved in workforce planning activities. The book provides readers with practical and accessible tools to: (1) Analyse your current workforce capabilities. (2) Predict future talent needs across various business scenarios. (3) Create adaptive strategies for talent acquisition and development. (4) Leverage AI and emerging technologies. (5) Build stakeholder support for talent initiatives. RESEARCH REPORT OF THE MONTH ZHEYUAN (KEVIN) CUI, MERT DEMIRER, SONIA JAFFE, LEON MUSOLFF, SIDA PENG, AND TOBIAS SALZ - The Effects of Generative AI on High Skilled Work: Evidence from Three Field Experiments with Software Developers This paper explains the findings from a study to evaluate the impact of generative AI on software developer productivity through analysing data from three trials conducted at Microsoft, Accenture, and an anonymous Fortune 100 electronics manufacturing company. The researchers ( Kevin Zheyuan Cui, Mert Demirer, Sonia Jaffe, Leon Musolff, Sida Peng, and Tobias Salz) found that introducing a generative AI tool to software developers did increase productivity, with less-experienced developers showing higher adoption rates and greater productivity gains. You can also read this summary of the paper by Dylan Walsh: How generative AI affects highly skilled workers. FROM MY DESK November saw the final two episodes of Series 42 of the Digital HR Leaders podcast, sponsored by Workday (thanks to Sophie Barnes and Jennifer Neumann), an article rounding up the key learnings from series 42, and the first two episodes of Series 43, sponsored by TechWolf (thanks Maaike Standaert, Mikaël Wornoo?, Andreas De Neve ?). ANISH LALCHANDANI - The Four Reskilling Principles Every HR Leader Should Know - Anish Lalchandani, Global Head of Talent Management at Maersk, joins me to discuss insights from his book, The Skills Advantage, including why reskilling should be a key component of talent management strategy, the four cornerstones of reskilling, and key metrics to tie reskilling efforts to business value. LARA WAINWRIGHT AND DUNCAN REYNELL - How Digital Transformation Fuels Skills and EX at Lloyds Banking Group - Lara Wainwright, Product Owner and Lab Lead, and Duncan Reynell, Group Talent & Development Director, join me to share how digital transformation is driving Lloyds Banking Group’s shift to a skills-based organisation. SANDRA LOUGHLIN - Building a Skills-Based Organisation: Lessons from a 30-Year Journey – Sandra Loughlin, PhD, Chief Learning Scientist, discusses the lessons EPAM Systems has learned over its 30-year skills journey and how organisations can apply these insights to their own skills transformations. KEITH SONDERLING – Responsible AI in HR: The Ethical Roadmap for Success – For four years, Keith Sonderling was the Commissioner at the United States Equal Employment Opportunity Commission (EEOC). During this time, Keith openly engaged with the HR tech and people analytics community on AI in HR. In this episode, recorded just before Keith’s term ended, we reflect on what AI in HR means for organisations and technology firms, as well as have a broader discussion on discrimination in the workplace. DAVID GREEN - How can organisations use workforce data to drive culture, inclusion and engagement? - A round-up of the key discussions and learning from series 42 of the Digital HR Leaders podcast featuring: Michael Fraccaro, Michael Arena, Jason Scheckner, Anish Lalchandani, Lara Wainwright and Duncan Reynell. SIGN UP TO PARTICIPATE IN THE PEOPLE ANALYTICS NETWORK CENSUS This is a great initiative by Andrew Pitts, Richard Rosenow, Matthew Diabes, PhD, and Stephanie Murphy, Ph.D. Together they have launched the People Analytics Network Census (PANC), which aims to map and understand the global people analytics network, tracking connections across professionals in our field through a single active organisational network analysis. You can find out more about the initiative and sign up to PANC here. LOOKING FOR A NEW ROLE IN PEOPLE ANALYTICS OR HR TECH? I’d like to highlight once again the wonderful resource created by Richard Rosenow and the One Model team of open roles in people analytics and HR technology, which now numbers over 475 roles, and has now been developed into a LinkedIn newsletter too – you can read the latest edition here. THANK YOU Richard Rosenow for including the Digital HR Leaders podcast episodes with Craig Starbuck, PhD and Rob Briner on his Election Day Playlist Veronika Birkheim for including me on her list of experts on LinkedIn to read, listen and follow Thomas Kohler for including the Digital HR Leaders podcast episode with Anish Lalchandani in his excellent list of HR resources Nick Broughton for including me on his list of top 40 voices in the remote work industry. Wolfgang Brickwedde for including me in his article on the Recruiting Tech Highlights of Unleash 2024 OpenHR UK for including the Digital HR Leaders podcast as one of four must-listen to podcasts, along with podcasts by Matt Alder Ben Geoghegan and Lucinda Carney ? Finally, a huge thank you to the following people who either shared the October edition of Data Driven HR Monthly and/or posted about the Digital HR Leaders podcast, conferences or other content. It's much appreciated: Scott Rogers Tobias W. Goers ツ Jordan Hartley David McLean Jaqueline Oliveira-Cella Tim Sharp Delia Majarín Andreea Lungulescu Dart Lindsley Sharna Wiblen Amardeep Singh, MBA Selina Yankson Olivier Vidal Lukasz Sowinski Lenka Máchová Nick Lynn Russ Fatum BS, BS, MSA, MBB, PMP Tanguy Dulac Aurélie Crégut Roshaunda Green, MBA, CDSP, Phenom Certified Recruiter Stephanie Denino Ian Grant FCIPD Purvi Vasani Lewis Garrad Rafael Senise David Simmonds FCIPD William Thai, Ph.D. Olivia Li Md Shahid Ullah Bhuyan Facundo Tomás García Bob Pulver Corine Boon Alessandro Cosentino Jose Luis Chavez Vasquez Kalifa Oliver, Ph.D. Samir Murgude , SPHR®, SHRM-SCP, IHRP-SP Jayashree Shivkumar Dr. Jeeta Sarkar Abbie Gnewuch Zachary Schurmann ?️? Aurangzeb Soharwardi CDIS. CHRP. SAP HCM Aravind Warrier Catriona Lindsay Luis Maria Cravino Kerron Ramganesh Ralf Buechsenschuss David Hodges Ouarda Guergour Marijana Brasiello, MHRM Malgorzata Langlois Amit Mohindra Swechha Mohapatra (IHRP-SP, SHRM-SCP, CIPD) Lore Muraina, PMP, PMI-ACP, CPP Alan Susi Yuyan Sun Sven Hultin Greg Pryor Kathleen Kruse Jaap Veldkamp Aleksandra Borisova, RODP Hrvoje Bulat Jaejin Lee Wayne Tarken Caitie Jacobson Nathalie Kumbrink, PHR®, SAFe® APM Melissa Arronte Nicole Lettich Nils Bunde Mia Norgren Shane Walsh Irina Villacreces, M.S., SPHR, PMP Jaana Saramies ? Stacy Davies Ruben Santos Justin Shemeley Richie Citta Erin Gerbec, Ph.D. Mircea-Stefan Glavici Bri Klein Indre Radzeviciute Alex Paton Ramesh Karpagavinayagam Megan Cox (née Phelps) Natasha Ouslis, PhD Tina Peeters, PhD Joseph Frank, PhD CCP GWCCM Lucie Vottova John Fisher Whitney Giga, PHR, SWP Graham Tollit Dave Millner Nicole Davis Barry Swales Dr. Sebastian Projahn David Littlechild Tatu Westling Philipp Heller Blaine Ames Shujaat Ahmad Irene Wong Greg Newman Adam McKinnon, PhD. Kanwal Safdar Irada Sadykhova Hanadi El Sayyed Tanya Arrowsmith Nabil Dewsi Henrik Håkansson Lina Makneviciute Alejandro Giordanelli Andras Szabo Radka Krempova David van Lochem Andreas Maroulis Ohad Geron Placid Jover Sydney Dolanch Isabel Naidoo Rob Kok Kimberly Rose Nick Hayter Annia Balcazar Cabana Anna A. Tavis, PhD Claire Masson Agnes Garaba Sebastian Kolberg Sabine Bothe Sophia Huang, Ed.D. Mariami Lolashvili Philip Arkcoll Erik Otteson Alexandra Nawrat Kristina Schoemmel Craig Starbuck, PhD Maria Alice Jovinski Toon van der Veer Petra Noble Julia Brandon, PhD Aritra Majumdar Scott Nemeth Shannon Rutledge Gal Mozes, PhD Ken Clar Kelly Monahan, Ph.D. Jacob Nielsen Olimpiusz Papiez Nick Hudgell Sonia Mooney Marcela Mury Christopher Cerasoli Dr. Peter Schulz-Rittich Ludek Stehlik, Ph.D. Craig Forman Kelly Satterfield Perri Ma Anna Gullstrand Victoria Holdsworth Joanna Bloor Pietro Mazzoleni Andrés García Ayala Kristhy Bartels Tim Peffers John Golden, Ph.D. Nicole Hazard Søren Kold Kirsten Edwards Doug Shagam Geetanjali Gamel John Gunawan Jack Liu UNLOCK THE POTENTIAL OF YOUR PEOPLE ANALYTICS FUNCTION THROUGH THE INSIGHT222 PEOPLE ANALYTICS PROGRAM At Insight222, our mission is to make organisations better by putting people analytics at the centre of business and upskilling the HR profession The Insight222 People Analytics Program® is your gateway to a world of knowledge, networking, and growth. Developed exclusively for people analytics leaders and their teams, the program equips you with the frameworks, guidance, learnings, and connections you need to create greater impact. As the landscape of people analytics becomes increasingly complex, with data, technology, and ethical considerations at the forefront, our program brings together over one hundred organisations to collectively address these shared challenges. Insight222 Peer Meetings, like this event in London, are a core component of the Insight222 People Analytics Program®. They allow participants to learn, network and co-create solutions together with the purpose of ultimately growing the business value that people analytics can deliver to their organisations. If you would like to learn more, contact us today. ABOUT THE AUTHOR David Green ?? is a globally respected author, speaker, conference chair, and executive consultant on people analytics, data-driven HR and the future of work. As Managing Partner and Executive Director at Insight222, he has overall responsibility for the delivery of the Insight222 People Analytics Program, which supports the advancement of people analytics in over 100 global organisations. Prior to co-founding Insight222, David accumulated over 20 years experience in the human resources and people analytics fields, including as Global Director of People Analytics Solutions at IBM. As such, David has extensive experience in helping organisations increase value, impact and focus from the wise and ethical use of people analytics. David also hosts the Digital HR Leaders Podcast and is an instructor for Insight222's myHRfuture Academy. His book, co-authored with Jonathan Ferrar, Excellence in People Analytics: How to use Workforce Data to Create Business Value was published in the summer of 2021. MEET ME AT THESE EVENTS I'll be speaking about people analytics, the future of work, and data driven HR at a number of upcoming events in 2024 and early 2025: December 5 - Visier Outsmart Local - Building Your People Data Strategy, London December 10-12 - Workday Rising EMEA, Amsterdam January 23 - The Strategic Outlook for People Analytics in 2025 with Ian Cook and Dawn Klinghoffer (WEBINAR - Register here) February 26-27 - People Analytics World, Zürich April 29-30 - People Analytics World, London More events will be added as they are confirmed. 原文来自：https://www.linkedin.com/pulse/best-hr-people-analytics-articles-november-2024-david-green--aofje/

Employee Experience
2024年12月01日
Employee Experience

HR：清醒吧！员工更信任AI而非HR 多年来，我一直是HR的支持者和朋友。在与HR团队的每次交流中，我都对他们的热情、投入和善意印象深刻。然而，尽管我们尽了最大努力，一项针对851名职场专业人士的最新调查发现，“员工更信任AI，而非HR。” 什么？这怎么可能？在你否定这个结果之前，让我解释一下数据。这并不像表面看起来那样简单。数据揭示了什么？ 1. AI被认为更值得信任当被问到“你更信任AI还是HR专业人士”时，54%的受访者表示更信任AI，而27%表示更信任HR。这个数据虽然听起来奇怪，但实际上反映的是“信任”的问题。员工知道经理有偏见，因此任何由HR提供的绩效评估、加薪或其他反馈可能都会受到某种偏见的影响（甚至是近期偏见）。而AI没有“个人意见”。在基于真实数据的情况下，它的决策往往更“值得信赖”。65%的受访者相信AI工具会被公平使用。这很合理：我们已经从认为AI会毁灭世界的担忧中跨越了鸿沟，现在更多地将其视为统计和基于数据的决策系统。而且你可以问AI“为什么选择这个候选人”或“为什么这样评估这个员工”，AI会给出精准且明确的答案。（而人往往难以清楚地解释自己的决定。） 2. AI已被信任用于绩效评估尽管目前市场上可用的AI绩效评估工具还很少（如Rippling的工具），但39%的受访者认为AI的绩效评估会更公平，33%认为基于AI的薪酬决策不会有偏见。同样，这很可能是因为AI能够清晰地解释其决策，而管理者往往依赖“直觉”。 3. AI更受欢迎作为职业教练当被问到“你是否重视AI工具在职业目标设定方面的指导能力”时，64%的受访者表示“是”。这再次表明员工对反馈和指导的需求，而这是许多管理者做得不够好（或者不够开放）的地方。这不是对HR的否定，而是对管理者信任度的质疑对我而言，这些数据揭示了三个重要点，每个都可能让你感到意外： 1. 员工对管理者的决策能力存疑我们并不总是信任“管理者”在招聘、绩效和薪酬方面做出公正、不偏不倚的决定。员工知道偏见存在，因此希望有一个系统可以更公平地选择和评估他们。 2. AI从“令人恐惧”到“被信任”的转变我们已经跨越了“AI令人害怕”的心理鸿沟，开始更多地将其视为可信赖的工具，这使得企业可以更大规模地将AI用于人事决策。 3. HR需要迅速适应AI时代对于HR部门来说，前进的方向已经明确。我们现在必须立刻学习AI工具，将它们引入最重要的HR领域，并投入时间去管理、培训和利用这些工具。关于HR赢得信任的能力，现在的逻辑变成了这样：公司内部支持和信任的建立将越来越依赖于HR如何选择和实施AI系统。员工的期望很高，因此我们必须满足这些需求。不管你喜欢与否，AI正在改变我们管理人的方式。

Employee Experience
2024年11月21日
Employee Experience

The best HR & People Analytics articles of October 2024 Never forget what the ‘H’ in HR stands for... This was the unanimous advice of the CEO panel, skilfully moderated by Charles-Henri Besseyre des Horts, at the recent Unleash World show in Paris, where I had the privilege of being emcee of the Main Stage. One of the main themes that emerged from the show (see my key learnings from Unleash) is that HR continues to make significant progress in its journey from support function to strategic partner. To complete this transition, HR must embrace data (as opening keynote Peter Hinssen put it: “You can’t connect the dots, if you don’t collect the dots”). Moreover, as I said in my opening words: HR can’t lead the charge on AI, skills and new ways of working, if it doesn’t upskill itself. This edition of the Data Driven HR Monthly is sponsored by our friends at Visier Pay Equity: A Critical Workforce Challenge You Can No Longer Ignore. According to a recent study by The Josh Bersin Company on pay equity, as it stands today, the gender pay gap won't close until 2048. Even worse: progress in some areas is slowing with less than 5% of companies excelling in pay equity despite it having 13 times the impact on employee experience compared to pay levels. Read the report. The report, “The Surprising Truth about Gender Pay Equity”., examines: The current state of gender pay equity Barriers companies face in addressing pay The projected timeline for closing the gender pay gap Examples of companies implementing strategies to achieve pay equity It’s time to face the challenge head-on, embed pay equity into everyday practices, and have informed conversations about compensation. Get the report. Visier gives you a Workforce AI Edge: the set of AI-powered capabilities every leader needs to confidently navigate an exponentially more challenging business environment. October road report October was a busy month. It started in New York, where I moderated a panel on Workestration at the NY Strategic HR Analytics Meetup Group before co-chairing the first People Analytics World to take place in the US. The next stop was Paris, for the aforementioned UNLEASH World, which had over 7,000 attendees. Finally, it was back to the US for a Peer Meeting for North American members of the Insight222 People Analytics Program®, which was hosted by Phil Wilburn and his team at Workday. For more on People Analytics World, I recommend reading takeaways from Craig Starbuck, PhD (here), Al Adamsen (here), Christopher Cerasoli (here), Lore Muraina, PMP, PMI-ACP, CPP (here), Lydia Wu (here), and Melissa Arronte (here). Thanks to Barry Swales for entrusting me to co-chair with Michael M. Moon, PhD. For more on Unleash, read my key learnings, as well as checking out the Unleash site for articles by Alexandra Nawrat, John Brazier and Lucy Buchholz. A huge thank you to Marc Coleman, Paige Richmond, Zoltán Kőváry and the whole Unleash team – it was a joy to work with you all again. A huge thank you too to Phil Willburn and the Workday team for hosting the Insight222 Peer Meeting at Pleasanton, as well as the speakers at the Peer Meeting: Shannon Vallina, Kanwal Safdar, Dr. Sebastian Projahn, Ashley Goldsmith, Rex Blodgett, Kun Gu, Victoria Holland, Greta Stahl, Kinnari Desai, Sven Linsmaier Finally, thanks as well to Stela Lupushor for inviting me to chair the panel on Workestration, Anna A. Tavis, PhD for hosting us at NYU, and Annie Dean, Brydie Lear and Chris Butler for making it such a rich conversation. Attendees at the Insight222 Peer Meeting for members of the Insight222 People Analytics Program, hosted by Workday, October 22-23, 2024 Sign-up to receive the 5th annual Insight222 People Analytics Trends research report The 5th Annual Insight222 People Analytics Trends study will be released on December 2. The report, which is informed by a survey of 340 participating organisations, will uncover how AI, data democratisation, and impactful people analytics strategies drive business value and elevate workforce decision-making. You can pre-register to receive the report on the day of release here or by clicking on the image below. Share the love! Enjoy reading the collection of resources for October and, if you do, please share some data driven HR love with your colleagues and networks. Thanks to the many of you who liked, shared and/or commented on September’s compendium. If you enjoy a weekly dose of curated learning (and the Digital HR Leaders podcast), the Insight222 newsletter: Digital HR Leaders newsletter is published every Tuesday – subscribe here. HYBRID, GENERATIVE AI AND THE FUTURE OF WORK ERIC ANICICH AND DART LINDSLEY - Reimagining Work as a Product If companies listen to employees the way they do customers, they can increase retention and engagement. In their Harvard Business Review article, Eric Anicich and Dart Lindsley challenge the traditional approaches to employee experience by painting a vision where work is viewed as a product employers offer to employees. Drawing on Clayton Christensen’s the jobs to be done theory, they suggest that employees ‘hire’ their jobs to fulfil specific needs, much as customers choose products. This perspective shifts the focus from maximising productivity to something akin to customer satisfaction. The authors share examples from a myriad of companies including Asana, Eli Lilly, Shopify and Dropbox, explain how companies can better balance company needs with employee satisfaction (see FIG 1), and discuss the merits of splitting the manager role in two (see also ‘Managers Can’t Do It All’ by Lynda Gratton and Diane Gherson). Finally, the article examines four challenges of implementing the model: (1) Changing HR (“Work-as-a-product requires a new HR mindset”). (2) Balancing employee preferences and organisational needs. (3) Maintaining flexibility and fairness. (4) Aligning incentives. FIG 1: Balancing company needs with employee satisfaction (Source: Anicich and Lindsley) NICHOLAS BLOOM, JAMES LIANG, AND RUOBING HAN - One Company A/B Tested Hybrid Work. Here’s What They Found With Amazon CEO Andy Jassy recently announcing that Amazon is going back to five days in the office: “to further strengthen our culture and teams”, this article by Nick Bloom, James Liang, and Ruobing Han based on A/B testing at Trip.com into different work modes makes for very interesting reading. The experiment involved 1600 employees being split into two groups. The first group worked five days a week in the office, with the second working three days in the office and two days a week at home. Over a two-year period, the experiment found no differences between the two groups in productivity, performance, promotion, learning or innovation. However, the study found that the hybrid group experienced higher satisfaction and lower attrition rates compared with their colleagues who worked exclusively from the office (see FIG 2). This reduction in turnover saved millions of dollars in recruiting and training costs, thereby increasing profits for the company. As the article explains, organisations can learn several valuable lessons from this study to implement a successful hybrid work model: (1) Establishing rigorous performance management systems, (2) Coordinating team or company-level hybrid schedules, (3) Securing support from firm leadership, and (4) A/B test their own management practices to find what works best for them. Our results showed that under a hybrid-work policy, Trip.com was able to generate millions of dollars of profits by reducing expensive attrition without any impact on performance, innovation, or productivity. FIG 2: Source: Hybrid working from home improves retention without damaging performance MICHAEL ARENA AND PHILIP ARKCOLL - The collaboration mandate: Does returning to the office improve innovation? What we need isn’t an office mandate—it’s a “collaboration mandate.” Shifting our focus from where we work to how we work could unlock the innovation we’re seeking. In all the hullabaloo of return to office mandates, there’s still too much focus on where employees work rather than how they collaborate. As Michael Arena and Philip Arkcoll write in their excellent article, dragging employees back into the office won’t magically spark innovation. Instead of an office mandate, they advocate for a “collaboration mandate”. The article explains how innovation is generated through three critical phases of collaboration: (1) Discovery (“the generation of new ideas and insights, often benefiting from the intentional bridging of connections and in-person interactions”), (2) Development (“transforming those ideas into viable solutions, where the focused team interactions of experimentation and rapid iteration are essential. It also requires an environment with minimal distraction for focused concentration.” – see FIG 3) and (3) Scaling (“the process of implementing solutions across the organization, which requires more deliberate interactions with key influencers to ensure widespread adoption and buy-in.”). The article examines the impact of remote and in-person on each stage, and provides guidance on practices to improve collaboration in each. For more, I recommend listening to Michael on a recent episode of the Digital HR Leaders podcast with me: What the Impact of Distributed Work on Organisational Networks Tells Us About the Future of Talent Management. FIG 3: High levels of focus, such as 4.4 hours daily versus a low focus level of 2.7 hours, significantly drive productivity in development (Source: Worklytics) https://youtu.be/-giwBOuYwio BCG - Five Must-Haves for Effective AI Upskilling Embedding AI in daily tasks at all levels creates a network effect: the more people use and understand it, the more the entire organization gains in knowledge, innovation, and efficiency. Upskilling its workforce on AI helps a company maximise its investments in the technology and equips it with a competitive edge. In a new study by BCG, Hean-Ho Loh, Vinciane Beauchene, Vladimir Lukic, and Rajiv Shenoy provide guidance on five actions to help achieve this: (1) Assess needs and measure outcomes (the article recommends using the Kirkpatrick method). (2) Prepare workers for change - individually, at the team level, and organisation-wide. (3) Introduce appropriate incentives to unlock employees’ willingness to learn (e.g. nudges). (4) Position the C-suite at the forefront of adoption and training initiatives. (5) Use AI tools and the network effect to upskill people on AI (see FIG 4). FIG 4: AI learning and support tools fall into four categories (Source: BCG) KAI HAHN | INTELLIGENT ENTERPRISE LEADERS ALLIANCE - AI & The Future of Work Within People Analytics’ transformation into a strategic business partner the advance of AI is shaping up as an accelerator if used to drive business outcomes Kai Hahn presents the results of a comprehensive study by the Intelligent Enterprise Leaders Alliance on the state of AI adoption in HR and people analytics. The report features a stellar list of contributors including: Arianna Huffington, Dave Ulrich, Dr Tomas Chamorro-Premuzic, Amit Mohindra, Nicole Lettich, Kalifa Oliver, Ph.D. and Alim A. Dhanji. Key findings include: (1) Talent Acquisition is at the forefront of embracing AI tools with 70% currently piloting/leveraging AI, followed by People Analytics and L&D with 65%. (2) Priorities for People Analytics in the next 6-12 months with AI are first and foremost automating HR operations. (3) The biggest barrier to adoption is resistance to change, ahead of skills gaps, challenges with data quality and security, privacy and trust, and ethical concerns and bias. FIG 5: Where organisations are leveraging AI in HR (Source: IELA) PEOPLE ANALYTICS JAAP VELDKAMP - Positioning People Analytics into the HR Service Model: A Path to Sustainable Impact Embedding People Analytics within the HR Service Model is essential for creating a lasting and meaningful impact. In his thoughtful article, Jaap Veldkamp, Global Head of People Analytics and Organisational Effectiveness at ABN AMRO, provides guidance on how people analytics should be positioned within the broader HR service model. Jaap provides a simplified view of the HR operating model (see FIG 6), which has three components: (1) Identifying needs. (2) Prioritising needs. (3) Executing and evaluating strategies. He then describes how the key capabilities of ABN AMRO’s people analytics function (Dashboarding and reporting, Employee listening, Data science and research, Organisational effectiveness, and Consulting) flow through the HR service model. As Jaap highlights: “the overall aim is to ensure that the capabilities of the People Analytics team are part of every step in the HR Service Model.” FIG 6: Simplified HR Service Model (Source: Jaap Veldkamp) RICHARD ROSENOW - From Data to Strategy: The New Role of Workforce Systems Leaders in Transforming HR Without a Workforce Systems Leader, these decisions fall to the CHRO, pulling them into day-to-day inter-functional debates when they should focus on the strategic vision In Insight222’s recent study, Building the People Analytics Ecosystem, we identified three types of people analytics leader that are emerging as the people analytics operating model continues to evolve. One of these – the Portfolio Analytics leader – has similarities to a trend identified by Richard Rosenow in his new white paper for One Model. The findings are based on more than 40 HR teams hiring a Workforce Systems Leader combining people strategy, operations, technology, data and analytics (see FIG 7). In the paper, Richard covers: (1) Key challenges in people analytics – how the role of people analytics often extends far beyond their original role description. (2) Mastering the People Data Supply Chain – highlighting the essential steps to building a robust people analytics function. (3) The emergence of Workforce Systems Leaders. Read a preview in Richard’s LinkedIn post and download the full paper here. FIG 7: The role of a Workforce Systems Leader (Source: One Model) SCOTT ROGERS - People Analytics & HRBPs - Navigating the art of imperfect collaboration | ALDAR NIKOLAEV - People Analytics Recipes: Advancing Employee Turnover Story P.1 | RALF BUECHSENSCHUSS - Becoming a data-driven (HR) organization - Leveraging generative AI to democratize data and insights | PETER MEYLER – How much time do People Analytics teams spend on reporting vs. analytics? | PATRICK COOLEN – The Four Faces of People Analytics | YUYAN SUN - 5 Ways to Use AI in People Analytics Everyday In each edition of the Data Driven HR Monthly, I feature a collection of articles by current and recent people analytics leaders. These are intended to act as a spur and inspiration to the field. Six are highlighted in this month’s edition. (1) Having worked in both domains, Scott Rogers is well-qualified to explore the dynamics of the HRBP-People Analytics relationship. He presents a framework identifying the key focus areas for people analytics leaders (e.g. championing HR operational excellence) and HRBPs (e.g. engaging with and advocating for people analytics). (2) Aldar Nikolaev provides a practical guide on how to analyse and visualise employee turnover and conduct scenario planning (see FIG 8). (3) Ralf Buechsenschuss offers a practical guide – including videos – to showcase what is already possible when embedding generative AI into the flow of work in the context of people analytics. (4) Peter Meyler presents the findings of his survey, which finds that 48% of people analytics teams spend at least 75% of their time on data and reporting. (5) Patrick Coolen documents the four faces of people analytics practices: the strategist (see FIG 9), the gatekeeper, the specialist, and the designer. (6) Yuyan Sun breaks down five ways to use AI everyday in people analytics: Don't just use AI as a tool. Use it as a thought partner. FIG 8: Measuring employee turnover (Source: Aldar Nikolaev) FIG 9: The Four Faces of People Analytics: The Strategist (Source: Patrick Coolen) THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE MARC EFFRON - It’s (Still) the Mortar not the Bricks Some CHROs are not willing to drive significant change in reducing headcount, upgrading the capabilities of their team or holding their HRLT accountable to “wire” the business properly. Marc Effron and his team at The Talent Strategy Group cut through the hyperbole to analyse the state of the HR operating model, critique what the consulting firms (EY, Deloitte, Gartner, Mercer and McKinsey) propose and where they fit with the Ulrich Model, and offer guidance on how to structure, upskill and wire your HR operating mode for success. Highlights include Effron’s views that: (1) Dave Ulrich’s model is the reference standard for good HR operating models. (2) That despite statements to the contrary by the consulting firms advocating why the HR operations model needs to change, the world of work remains largely the same. (3) HRBP’s should be fewer in number, stronger in capabilities and deployed against major business units and/or geographies. (4) The future HR service centre will perform a far larger percentage of overall HR work and do at least 80% of this through technology. (5) Companies should create an ‘HR Wiring Team’ to assess where the HR wiring is either not fully developed or isn’t being followed. Effron defines wiring as “Wiring means the agreement among HR team members about how vital processes will flow – the steps, the accountabilities, the technology, etc.” A compulsory read for any chief people officer considering whether to revamp their HR operating model. FIG 10: People Value Chain (Source: EY) SHARI CHERNACK AND JONATHAN GORDIN | MERCER - 2024 Voice of the CHRO: Maximizing HR effectiveness in a changing landscape Article | Full Report While much of the focus and headlines of Mercer’s 2024 Voice of the CHRO report, authored by Shari Chernack and Jonathan Gordin, is understandably on the challenges and opportunities associated with AI (see FIG 11), what really stands out for me is the section on maximising HR’s influence with the C-suite and board. The results demonstrate that HR is increasingly a strategic partner: 56% of CHROs meet with the board every week, 51% report higher levels of C-suite engagement than previous years, and 71% report high alignment on HR and people priorities. Data is increasingly key, with 76% of CHROs believing that using data to showcase HR’s impact on business performance will help drive further engagement with the C-suite and board. The report highlights six key actions for CHROs: (1) Accelerate AI for HR readiness. (2) Drive AI adoption across the enterprise. (3) Strengthen C-suite relationships and alignment. (4) Understand and plan to bolster key skills. (5) Don’t sleep on employee experience. (6) Build your HR team for the future. Build your HR team for the future. Reshape and develop your team to reflect the cross pressures of increasingly complex demands on HR, including an anticipated need for greater technology and analytical expertise on the team, and the lean HR team size in most organizations. FIG 11: AI’s anticipated impact (Source: Mercer) MARK WHITTLE, LIANA PASSANTINO AND MAGGIE SCHROEDER-O’NEAL | GARTNER - Top 5 Priorities for HR Leaders in 2025 Leader and manager development remains the No. 1 priority in 2025 for HR leaders for the third consecutive year, according to Gartner, with organisational culture, strategic workforce planning, change management and HR technology rounding off the top five (see FIG 12). The report (authors: Mark Whittle, Liana Passantino, PhD, and Maggie Schroeder-O’Neal) provides detailed analysis on each of the top five priorities, defining the problem statement and imperative for each along with a case study. My eyes were drawn to the section on Strategic Workforce Planning (SWP) and the rather stark finding that only 15% of organisations currently practice SWP. Guidance is provided on expanding the scope and complexity of SWP through small phases and a powerful case study is provided on Merck (kudos Ruben Groen Alexis Saussinan) (see FIG 13): Instead of striving for perfection and getting stuck gathering every piece of information available, Merck’s SWP team reduces the complexity of SWP by narrowing their team’s focus to solving a problem, enabling them to take action and drive impact. FIG 12: Top 5 Priorities for HR Leaders in 2025 (Source: Gartner) FIG 13: How Merck prioritizes SWP needs by relevance and actionability (Source: Gartner) ROB BRINER | CORPORATE RESEARCH FORUM - Driving Organisational Performance: HR’s Critical Role HR functions can and should do more to contribute to organisational performance. But, in order to do this, they need to be able to identify for themselves and in their context what specifically they need to do to help the business meet its strategic objectives. The purpose of this excellent new report, authored by Rob Briner for the Corporate Research Forum (CRF), is to provide a framework for HR functions to more effectively drive performance – within their own organisational context. There’s lots to unpack in the report, but highlights include: (1) The evaluation of six ways of thinking about how HR impacts organisational performance (see FIG 14). (2) Key questions HR should be able to answer about the business, its strategic objectives, and how HR can help achieve these objectives. (3) Guidance on joining the causal dots between HR practices and strategic objectives. (4) A self-assessment for HR leaders to assess how well their own function contributes to organisational performance. (5) An eight-step process model of how HR can drive organisational performance. For more from Rob Briner, I recommend listening to his conversation with me on the Digital HR Leaders podcast: What is Evidence Based HR and Why is it Important? FIG 14: Perspectives of how HR contributes to organisational performance and likely value (Source: CRF, Rob Briner) PwC - Saratoga Annual Benchmarking Report 2024 As the introduction to this report highlights, PwC Saratoga has over 30,000 benchmarks for 1000+ metrics covering a wide variety of HR and workforce topics. This annual report includes benchmarks for 400 organisations across 20 industries including those related to employee attrition, talent attraction, and diversity, equity and inclusion, as well as benchmarks relating to HR and people analytics FTE ratios (see FIG 15 for FTE ratios for business partners and people analytics). Similar to the annual People Analytics Trends study we publish at Insight222, Saratoga finds that people analytics is showing rapid growth in many industries including technology, financial services and manufacturing/engineering. There is an increasing focus on people analytics as organizations invest deeper into digital capabilities and as the importance of data is elevated across industries. FIG 15: HR Business Partners and People Analytics FTE ratios 2022 and 2023 (Source: PwC Saratoga) WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS JAEJIN LEE - Skill-based Transformation: “Don't Start with Skills, Start with Work!” Jaejin Lee takes an incredibly thoughtful deep-dive on the shift towards a skills-based organisation. He analyses a number of factors driving this shift including why the consensus is shifting towards skills, the technology changes driving the movement, and the need to start with the work while viewing the transformation through an employee-centric lens. Jaejin also shares two examples from his consulting work of skills-based network analysis (see FIG 16 for example that clusters the company’s employees' skills based on their similar attributes). Finally, Jaejin shares resources from experts including John Boudreau, Ravin Jesuthasan, CFA, FRSA, and Tanuj Kapilashrami, and rounds proceedings off by providing a checklist for companies to conduct a self-diagnosis with regards to skills (see FIG 17). A tour de force. FIG 16: Using network analysis to group skills with similar attributes into categories (Source: Jaejin Lee. FIG 17: Skills-based organisational diagnostic self-checklist (Source; Jaejin Lee) EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING ETHAN BURRIS, BENJAMIN THOMAS, KETAKI SODHI, AND DAWN KLINGHOFFER - Turn Employee Feedback into Action Ultimately, success (in employee listening) lies in empowering leaders to translate insights into concrete actions, effectively communicating progress, and fostering a continual feedback loop that values and respects the diverse voices within the organization. "To manage the employee experience, leaders must deeply understand employees’ perceptions, feelings, and desires and respond thoughtfully. This is particularly crucial when immense resources are invested in gathering employee feedback through pulse surveys, town halls, and data scraping from internal communications. But leaders are often overwhelmed by the data and struggle to translate it into actionable insights." In their Harvard Business Review article, Ethan Burris, Benjamin Thomas, Ph. D, SHRM-CP, Ketaki Sodhi, PhD, and Dawn Klinghoffer, share insights from interviews with more than two dozen companies to outline seven challenges and demonstrate how leading places to work have built an integrated process for assembling and understanding employee input and translating it into action. The seven challenges are: (1) Making sense of all that data. (2) Making sure employees feel heard. (3) Identifying the actual underlying problems. (4) Protecting employee privacy. (5) Navigating conflicting views. (6) Not burying bad news. (7) Providing meaningful follow-up. STEPHANIE DENINO - Moving Beyond Work as a Black Box: Uncovering & Addressing the Hidden Friction Work is more than just a black box of outputs—it’s a complex system with hidden friction that we often overlook. In her thoughtful article, Stephanie Denino, Managing Director at TI PEOPLE, examines the consequences of treating work like a black box. She breaks down the core components that make up work: “(1) a worker that is (2) trying to do something (key activities or moments of their work experience), in which (3) they interact with things like technology, people, and processes” (see FIG 18). Stephanie identifies that by capturing data on how work unfolds from the worker’s perspective, leaders can better identify and reduce work friction, ensuring productivity gains and enhancing employee satisfaction. The article presents strategies to move beyond surface-level metrics and focus on the intricate moments of work that truly drive business outcomes. FIG 18: Work can be broken down into three components (Source: Stephanie Denino) LEADERSHIP, CULTURE, AND LEARNING MCKINSEY - Going all in: Why employee ‘will’ can make or break transformations For a company undergoing transformation, cultivating employee “will” to change the way it operates is critical for success. Writing for McKinsey, Dominic Skerritt, John Parsons, Mary Lass Stewart, Matthew Schrimper, and Nicolette Rainone, Ph.D. highlight the people element of successful transformations. They set out a three step-process (see FIG 19): Elevate, empower, energize to cultivate employees’ will to drive transformation. (1) Elevate a strong core of employees across all levels to lead the transformation. (2) Empower a broad coalition of change leaders to embody new ways of thinking and working. (3) Energize all employees to transform. FIG 19: Organisations can galvanise a workforce’s will to transform with three actions (Source: McKinsey) CONSTANCE NOONAN HADLEY AND SARAH L. WRIGHT – We’re Still Lonely at Work In recent years, the huge impact that work loneliness is having on healthcare costs, absenteeism, and turnover has received widespread attention. Despite growing awareness, the problem remains, with one in five employees worldwide feeling lonely at work. In their article for Harvard Business Review, Connie Noonan Hadley and Sarah Wright debunk myths about work loneliness, such as the belief that in-person work or team assignments can solve the issue. They provide guidance on seven actions companies can take to put loneliness on the agenda: (1) Measure loneliness (see FIG 20); (2) Design slack into the workflow; (3) Create a culture of connections; (4) Build socialising into the rhythm of work; (5) Keep social activities simple; (6) Maximise each work mode for connection; (7) Actively recruit participants. FIG 20: A tool for measuring work loneliness (Source: Constance Noonan Hadley and Sarah L. Wright) DIVERSITY, EQUITY, INCLUSION, AND BELONGING McKINSEY AND LEANIN.ORG – Women in the Workplace: The 10th Anniversary Report Organizational change is a marathon, not a sprint, and making meaningful strides for women requires both hope and resilience. When leaders create a compelling vision of what’s possible, workplaces are better equipped to drive and sustain progress. Despite progress over the past decade, parity for all women in the workspace is almost 50 years away according to the 10th Women in the Workplace report by McKinsey and Leanin.Org. At the current trajectory, it will take 22 years for white women to achieve leadership parity—and more than twice as long for women of colour (see FIG 21). As ever, the report is an absorbing read with part 4, A Data-Driven Approach to Solutions, being required reading for people analytics professionals. In terms of implementing consistent processes, the report recommends four key building blocks: (1) making sure employees understand why a new practice is important; (2) teaching employees the skills they need to do their part; (3) putting mechanisms in place to support the practice; and (4) ensuring leaders role model the right behaviours. Finally, the report also provides guidance on tackling three areas that are especially important for advancing women and fostering inclusion: (1) De-biasing hiring and promotion (see FIG 22); (2) Inspiring and equipping employees to curb bias and practice allyship; and (3) Unlocking the power of managers to influence careers and team culture. Kudos to the authors: Alexis Krivkovich, Emily Field, Lareina Yee, and Megan McConnell, with Hannah Smith. FIG 21: It will take nearly 50 years to achieve gender parity for all women (Source: McKinsey) FIG 22: Research based tips for making hiring and performance reviews fairer (Source: McKinsey) HR TECH VOICES Much of the innovation in the field continues to be driven by the vendor community, and I’ve picked out a few resources from October that I recommend readers delve into: LOUJAINA ABDELWAHED, LISA K. SIMON, TOBY CULSHAW, AND REMY GLAISNER - Stuck in Neutral: Why Employees are Staying Put – Loujaina Abdelwahed, PhD, Lisa K. Simon, Toby Culshaw, and Remy Glaisner highlight Revelio Labs data finding that employee attrition rates are at their lowest in a decade. They explore the reasons for this and outline the conditions that would return attrition rates to their long-term average e.g. an increase in demand (15% increase in job postings), combined with 10% higher salaries and a tighter labour market (job postings taking 10% longer to fill). FIG 23: The decline in attrition in 2024 is unexplained by common factors (Source: Revelio Labs) DIDIER ELZINGA AND AMY LAVOIE - Research: The Long-Term Costs of Layoffs – Didier Elzinga and Amy Lavoie share the findings of a study by Culture Amp to understand the impact of company layoffs on employee engagement. These include: (1) After layoffs, companies see a significant drop in employee experience in many key areas. (2) High employee engagement prior to layoffs won’t protect you from the negative impact of doing layoffs. (3) Recovery takes time (see FIG 24). FIG 24: Change in favourability from pre-layoff (Source: Culture Amp) FRANCISCO MARIN - The Power of Collaborative Freedom: Aligning Interests, Collaborators, and Schedules – Francisco Marin of Cognitive Talent Solutions explains how collaborative freedom, which he sees as the underlying principle of a network-first future of work, discusses how the key facets of collaborative freedom – from increased autonomy and cross-functional cooperation to enhanced transparency - contribute to creating a more effective, agile, and rewarding work environment, “where employees are motivated not just by individual success but by the shared goals and achievements of the organization.” VISIER - Visier's Top 50 HR Leaders To Watch in 2025 – It’s a nice move (and a clever marketing one!) by Visier Inc. to highlight a group of their data-driven innovator clients. It’s certainly good to see the likes of Adam McKinnon, PhD., Angela LE MATHON, Jeremy Shapiro, Katherine Ward, Doug Shagam, Poonam Sirigidi, Julien Legret, Annalyn Jacob, Ph.D., Erik Otteson, Shannon Rutledge, Kai Wehmeyer, Jill Larsen, Ian Bailie, Alan Susi, and Scott Judd get some well-deserved recognition. PODCASTS OF THE MONTH In another month of high-quality podcasts, I’ve selected six gems for your aural pleasure: (you can also check out the latest episodes of the Digital HR Leaders Podcast – see ‘From My Desk’ below): MARK PRICE AND BRUCE DAISLEY - Can happy workers improve your company results? – Mark Price, former CEO at Waitrose, joins Bruce Daisley on the consistently excellent Eat Sleep Work Repeat to discuss the business benefits of investing in happy employees. The episode features a powerful example of how after acquiring Somerfield, and focusing on motivating the inherited workforce, Mark was able to reduce employee turnover from 75% to 17% within months. ETHAN BERNSTEIN AND MICHAEL HORN - The Real Reasons Employees Quit — and How to Retain Them – Ethan Bernstein and Michael Horn join Alison Beard on HBR IdeaCast to share their research on employee turnover, which points to a host of push and pull forces that cause workers to jump ship, and also outlines better retention strategies. NICK LYNN - “Small Changes Can Add Up To Something Big” – Culture, Change Management and the Employee Experience – Nick Lynn joins Mike Petrusky on the Workplace Innovator podcast to discuss the current world of the workplace and how leaders can build a culture of trust and higher engagement BRYAN HANCOCK AND EMILY FIELD - Will generative AI hurt middle managers—or help them? – In an episode of The McKinsey Podcast, together with host Lucia Rahilly, Emily Field and Bryan Hancock revisit their book, Power to the Middle: Why Managers Hold the Keys to the Future of Work, one year on to share how middle managers can use gen AI to support their teams more effectively—and update their image while they’re at it. KELLY MONAHAN - What trends will have the most impact on the future of work? – Kelly Monahan, Ph.D. joins host JP Elliott, PhD on The Future of Work Podcast to discuss the key trends that are impacting the future of work including why she believes that the skills-based organisation movement is stuck in the theory phase and the challenges it faces in implementation. GREG PRYOR - Why Social Network Perspective Matters – Greg Pryor joins Stacia Sherman Garr and Dani Johnson on Workplace Stories to share how social capital—our connections and relationships—drives business outcomes, sparks innovation, and boosts career growth. Listen to Greg, and then tune in to his sparring partner, Michael Arena, on the Digital HR Leaders podcast: What the Impact of Distributed Work on Organisational Networks Tells Us About the Future of Talent Management. VIDEO OF THE MONTH NICKLE LAMOREAUX - How IBM Uses AI to Transform HR In celebration of IBM's CHRO Nickle LaMoreaux recently being recognised as HR Executive of the Year, this month's Video of the Month features Nickle in discussion with me earlier this year on the Digital HR Leaders podcast where she shares how IBM is pioneering the use of AI in HR, and how this is revolutionising its approach to talent management, employee engagement, and predictive analytics. BOOK OF THE MONTH YUVAL NOAH HARARI - Nexus While I was on my travels at People Analytics World in New York and then Unleash World in Paris, at least ten people I respect told me that I simply had to read Nexus, the new book by Sapiens author Yuval Noah Harari. So, I ordered it in time to take with me to the US the week after Unleash – and they were right. It’s brilliant. It’s basically the story of how information networks have made, and unmade, our world. With the opportunity – and threat of AI – this is a book everyone in our field should read. Rory Stewart describes Nexus as: “Bold, original, erudite, provocative and entrancing,” and I couldn’t agree more. RESEARCH REPORT OF THE MONTH ALEXIS FINK AND COLE NAPPER - The World of HR Is Changing Rapidly: I-O Psychology Can Help – In their new paper for Society for Industrial and Organizational Psychology (SIOP), Alexis Fink and Cole Napper, people analytics leaders at Meta and FedEx respectively, break down the role of the industrial-organisational (IO) psychologist, and how they are helping organisations to manage the transformation being driven by advancements in artificial intelligence, emerging technologies, and evolving cultural landscapes. Insight222 ’s research on Leading Companies in People Analytics, identified I/O psychology as one of three key skills these companies are focused on hiring, developing and retaining to drive success (along with data scientists, and consultants), so this paper is an important read for chief people officers looking to advance their people analytics function. FROM MY DESK October saw the final episode of Series 41 of the Digital HR Leaders podcast, sponsored by Visier Inc. (thanks Adedamola Adeleke), and the first three episodes of Series 42, sponsored by Workday (thanks Sophie Barnes and Jennifer Neumann) as well as a number of articles penned by yours truly. Key Learnings from Unleash World 2024 – My key learnings from the main stage at the recent Unleash World show in Paris - together with the slides I used to kick off the event. Key Learnings from Insight222 Global Executive Retreat 2024 Insights: Shaping the Future of People Analytics – My key learnings from the recent 7th Annual Insight222 Global Executive Retreat, which features learnings from speakers including: Janine Vos , Prasad Setty, and Erin Meyer. How can workforce analytics enhance HR decision-making and drive business success? – A round-up of Series 41 of the Digital HR Leaders podcast, with insights from episodes featuring: Diane Gherson, Lynda Gratton, Angela LE MATHON, Keith Bigelow, Tanuj Kapilashrami and Ravin Jesuthasan, CFA, FRSA. Three ways to Upskill HR in Data Literacy – The team at Workday shared a summary of insights from my recent speech at Rising on how to improve the data literacy of HR professionals. SHARON TAYLOR AND JACO VAN VUUREN - Digitising HR for 55,000 Employees: Lessons from Standard Bank – Sharon Taylor, Chief People and Culture Officer, and Jaco Van Vuuren, Chief Operating Officer for Human Capital, join me to share the HR transformation journey at Standard Bank. MICHAEL FRACCARO - How Mastercard is Using AI to Drive Employee Success and Leadership Growth – Michael Fraccaro , Chief People Officer at Mastercard, shares how the company is using AI across HR, building a skills-based organisation, and how their Culture Health Index helps shape discussion and decisions with the Board. MICHAEL ARENA - What the Impact of Distributed Work on Organisational Networks Tells Us About the Future of Talent Management – Michael Arena joins me to discuss what the latest research on network analysis teaches us about hybrid working, team sizes, and the importance of social capital. JASON SCHECKNER - How Talent Orchestration Connects AI Investments to Real Business Results – Jason Scheckner of HiredScore by Workday joins me to discuss how talent orchestration is the key to unlocking AI’s full potential and transforming HR operations into a strategic powerhouse. LOOKING FOR A NEW ROLE IN PEOPLE ANALYTICS OR HR TECH? I’d like to highlight once again the wonderful resource created by Richard Rosenow and the One Model team of open roles in people analytics and HR technology, which now numbers close to 500 roles – and has now been developed into a LinkedIn newsletter too. THANK YOU Nick Broughton for including me in his list of remote work leaders to follow. Thomas Kohler for including the Digital HR Leaders podcast episode with Michael Fraccaro in his HR Resources of the Week. Thinkers360 for including me in their Top Voices EMEA 2024. Elaine Parr for sharing the Digital HR Leaders podcast episode with Nickle LaMoreaux on how IBM is pioneering the use of AI in HR. Olimpiusz Papiez for his thoughtful learnings about the Digital HR Leaders podcast episode with Jason Scheckner. Sven Hultin for publishing his analysis of Insight222's recent research on the People Analytics Operating Model: Democratizing workforce insight in a relevant context fuels adaption towards future relevance. Stela Lupushor for inviting me to moderate a panel at the recent New York Strategic HR Analytics MeetUp on Workestration and Neeru Monga (here), Tony Ashton (here), Ekta Lall Mittal (here), Anna A. Tavis, PhD (here) and Olivia Li (here) for their LinkedIn posts sharing some of the key learnings and pictures from the event. Finally, a huge thank you to the following people who either shared the September edition of Data Driven HR Monthly and/or posted about my sessions at Unleash, People Analytics World, and Workday Rising. It's much appreciated: Craig Forman, Zornitza Iankova, SPHR, Brandon Merritt Johnson, Hrvoje Bulat, Rebecca Hone, Emma Mercer (Assoc CIPD, MLPI), Dr. Max Muge Bakkaloglu, Kerron Ramganesh, Kristina Schoemmel, Perri Ma, Justin Shemeley, Kelly Satterfield, Luis Maria Cravino, Zina Al Taie, MBA, Joachim Rotzinger, Tobias W. Goers ツ, Anna Gullstrand, Ian Bailie, John Guy, Ouarda Guergour, Markus Graf, Sydney Dolanch, Noam Mordechay, Dorothy Dalton, Victoria Holdsworth, Nima Sherpa Green, ✅ Sarah E. Danzl Nirit Cohen ?, Andrew Pitts, Pierre Dejonghe, Jane Bech, MA-OP, CODP, Shannon Peterson, Nicole Davis, Davina Erasmus, Blaine Ames, David Balls (FCIPD), Dan George, Amardeep Singh, MBA, Yotam Ainom, Roshaunda Green, MBA, CDSP, Phenom Certified Recruiter, Henrik Håkansson, Kouros Behzad, Marijana Brasiello, MHRM, Catriona Lindsay, Adam Tombor (Wojciechowski), María Esther Sánchez, Silvia Schleiffer-Gouveia, Rajarshee Mukherjee, Volker Jacobs, Laszlo Bock, Daniel Farrell, Kevin Legel, Aravind Warrier, Lewis Garrad, Francisca Solano Beneitez, Jose Luis Chavez Vasquez, Dr. Jeeta Sarkar, Jorge Arevalo, Andreea Lungulescu, Maria Alice Jovinski, Philip Arkcoll, Corine Boon, Pietro Mazzoleni, Dave Millner, Bob Pulver, Wayne Tarken, David McLean, Swechha Mohapatra (IHRP-SP, SHRM-SCP, CIPD), Aurélie Crégut, David van Lochem, Vivek Ojha, Hanadi El Sayyed, Phil Kirschner, David Hodges, Jean-Francois Riand, Malgorzata Langlois, Shujaat Ahmad, Graham Tollit, Sebastian Kolberg, Phil Inskip, Sebastian Knepper, Caitie Jacobson, Asaf Jackoby, Melissa Hopper Fritz, Stephanie Murphy, Ph.D. Paul Daley, Stephen Hickey, Sarajit Poddar, Søren Kold, Jacob Nielsen, Dolapo (Dolly) Oyenuga, Manisha Singh, Monalisa Routray, Courtney McMahon, Irada Sadykhova, Geetanjali Gamel, Dave Fineman, Megan Buttita, MLIS, Mariana Hebborn PhD, Rob Kok, Keran Dhillon, Alex Browne, Chris Long, Pedro Pereira, Gal Mozes, PhD, Aritra Majumdar, Mia Norgren, Matthew Fleisher, PhD, Matt Elk, Christina Bui, Agnes Garaba, Laurent Reich, Jeff Wellstead, Danielle Bushen, Nick Hudgell, Jordan Hartley, John Gunawan, Casey G. Brower, PMP, Serena H. Huang, Ph.D., Bo Vialle-Derksen, Trish Uhl, PMP ??, Ken Clar, Isabel Naidoo, Mariami Lolashvili, Sophia Huang, Ed.D., Philippa Penfold, Sonia Mooney, Ian Grant FCIPD, Dr. Peter Schulz-Rittich, Irene Wong, Tim Peffers, Marcela Mury, Andrés García Ayala, Giovanna Constant, John Golden, Ph.D. Tanguy Dulac ABOUT THE AUTHOR David Green ?? is a globally respected author, speaker, conference chair, and executive consultant on people analytics, data-driven HR and the future of work. As Managing Partner and Executive Director at Insight222, he has overall responsibility for the delivery of the Insight222 People Analytics Program, which supports the advancement of people analytics in over 100 global organisations. Prior to co-founding Insight222, David accumulated over 20 years experience in the human resources and people analytics fields, including as Global Director of People Analytics Solutions at IBM. As such, David has extensive experience in helping organisations increase value, impact and focus from the wise and ethical use of people analytics. David also hosts the Digital HR Leaders Podcast and is an instructor for Insight222's myHRfuture Academy. His book, co-authored with Jonathan Ferrar, Excellence in People Analytics: How to use Workforce Data to Create Business Value was published in the summer of 2021. MEET ME AT THESE EVENTS I'll be speaking about people analytics, the future of work, and data driven HR at a number of upcoming events in 2024 and early 2025: November 19-20 - Insight222 European Peer Meeting (hosted by Merck in Darmstadt, Germany) - exclusively for member organisations of the Insight222 People Analytics Program December 5 - Visier Outsmart Local - Building Your People Data Strategy, London December 10-12 - Workday Rising EMEA, Amsterdam February 26-27 - People Analytics World, Zürich April 29-30 - People Analytics World, London More events will be added as they are confirmed. 主要作者和贡献者： David Green - Insight222的管理合伙人，专注于HR数据分析和未来工作趋势。 Eric Anicich 和 Dart Lindsley - 探讨“将工作视为产品”的方法。 Nicholas Bloom, James Liang, Ruobing Han - 基于Trip.com的混合办公A/B测试研究。 Michael Arena 和 Philip Arkcoll - 关于协作的重要性，倡导“协作要求”而非“办公要求”。 Hean-Ho Loh, Vinciane Beauchene, Vladimir Lukic, Rajiv Shenoy - 来自波士顿咨询公司（BCG），探讨AI技能提升的关键因素。 Kai Hahn - 智能企业领袖联盟的报告撰写者，探讨AI在HR中的应用。 Jaap Veldkamp - ABN AMRO的全球HR数据分析负责人。 Richard Rosenow - Insight222的一份研究报告撰写者，讨论HR系统的演变。 Scott Rogers, Aldar Nikolaev, Ralf Buechsenschuss, Peter Meyler, Patrick Coolen, Yuyan Sun - 各自讨论了HR数据分析在不同领域的应用。 Marc Effron - The Talent Strategy Group创始人，专注于HR运营模式。 Shari Chernack 和 Jonathan Gordin - Mercer的CHRO报告作者，探讨HR的战略角色。 Mark Whittle, Liana Passantino, Maggie Schroeder-O’Neal - 来自Gartner，讨论2025年HR的五大优先事项。 Rob Briner - Corporate Research Forum的作者，提供了HR推动组织绩效的框架。 Jaejin Lee - 探讨技能导向的组织转型。 Ethan Burris, Benjamin Thomas, Ketaki Sodhi, Dawn Klinghoffer - 在Harvard Business Review中讨论如何将员工反馈转化为行动。 Stephanie Denino - TI People的总监，讨论工作中隐藏摩擦的影响。 Dominic Skerritt, John Parsons, Mary Lass Stewart, Matthew Schrimper, Nicolette Rainone - McKinsey作者，探讨组织变革中的员工意愿。 Constance Noonan Hadley 和 Sarah L. Wright - 研究工作中的孤独感。 Alexis Krivkovich, Emily Field, Lareina Yee, Megan McConnell, Hannah Smith - 来自McKinsey和LeanIn.Org的性别平等报告的作者。 Loujaina Abdelwahed, Lisa K. Simon, Toby Culshaw, Remy Glaisner - Revelio Labs的数据分析师，研究员工流动率。 Didier Elzinga 和 Amy Lavoie - Culture Amp的研究人员，探讨裁员的长期影响。 Francisco Marin - Cognitive Talent Solutions的代表，关于协作自由的重要性。 Adam McKinnon, Angela LE MATHON, Jeremy Shapiro, Katherine Ward, Doug Shagam, Poonam Sirigidi, Julien Legret, Annalyn Jacob, Erik Otteson, Shannon Rutledge, Kai Wehmeyer, Jill Larsen, Ian Bailie, Alan Susi, Scott Judd - Visier公司列出的2025年HR领导者。 Mark Price 和 Bruce Daisley - 在Eat Sleep Work Repeat上探讨员工幸福感的影响。 Ethan Bernstein 和 Michael Horn - HBR IdeaCast上的嘉宾，讨论员工流失的原因。 Nick Lynn - Workplace Innovator的嘉宾，讨论文化和员工体验。 Bryan Hancock 和 Emily Field - 在McKinsey Podcast上讨论生成式AI对中层管理的影响。 Kelly Monahan - The Future of Work Podcast的嘉宾，讨论未来工作的关键趋势。 Greg Pryor - Workplace Stories的嘉宾，讨论社交资本的影响。 Nickle LaMoreaux - IBM的CHRO，讨论AI在HR中的应用（视频）。 Yuval Noah Harari - 其新书《Nexus》被推荐阅读，探讨信息网络对世界的影响。 Alexis Fink 和 Cole Napper - I-O心理学家，探讨心理学在HR转型中的作用。

Employee Experience
2024年11月03日
Employee Experience

The best HR & People Analytics articles of September 2024 September has been a phenomenal month. Indeed, in the ten years I’ve been writing the Data Driven HR Monthly, I can’t recall a month when there has been so much insightful content to choose from. I believe this is indicative of the journey HR is on from its traditional role as a support function to becoming a true strategic partner to the CEO and the board. As Janine Vos, Managing Board Member and CHRO at Rabobank, highlighted this past week at the Insight222 Global Executive Retreat, people analytics has an important role to play in elevating the HR function and enabling it to successfully navigate this transition: People Analytics helps give the chief human resources officer credibility (with the executive team and board). This edition of the Data Driven HR Monthly is sponsored by our friends at Worklytics A New Way to Approach Manager Effectiveness If you’re using eSat scores to evaluate Manager Effectiveness, you’re moving too slowly. eSat scores are a lagging indicator of how it’s going. And in today’s distributed work environment, you can’t afford to wait. Instead, use ONA-powered outcome driver analysisto identify what your best managers are doing differently. You might measure behaviours like: Manager Cross-Department Connectivity Co-Attendance in Directs’ Meetings Manager-Driven Disruptions (Slack DMs) Curious to see what that looks like in practice? Find out how your managers stack up. To sponsor an edition of the Data Driven HR Monthly, and share your brand with more than 135,000 subscribers, send an email to dgreen@zandel.org. The Changing Role of the People Analytics Executive My personal highlight of September was the 7th annual Insight222 Global Executive Retreat, which took place from September 24 to 26 at the Duin en Kruidberg for member companies of the Insight222 People Analytics Program®. I’ll share more about the Retreat in a separate blog in a few days time, but for now I'll highlight this year’s theme: The Changing Role of the People Analytics Executive, and the stellar cast of inspirational speakers: Janine Vos discussed the strategic influence of the CHRO and the close partnership she has at Rabobank with the people data and innovation team led by Marc Jansen. Prasad Setty shared insights from his 14 years leading people analytics at Google as well as painting a vision of the future of people analytics in the age of generative AI. Kevin Friesen, Neora Myrow PhD, and Nancy Duarte delivered an interactive workshop on influencing through data storytelling. Erin Meyer ended proceedings with a tour de force masterclass on leading across cultures I global organisations. The Retreat is one of the services included as part of the Insight222 People Analytics Program. If you are a people analytics leader and would like to find out more, you can contact the team here. Attendees at the Insight222 Global Executive Retreat 2024, Duin en Kruidberg, Amsterdam September and October World Tour As well as the Retreat, I’m speaking at and attending a number of events in October. This week, I’m in New York, moderating a panel on Workestration at the New York Strategic HR Analytics Meetup (Sept 30), and chairing People Analytics World (Oct 2 and 3). The next stop after that will be Paris, where I’ll once again have the privilege of hosting the main stage at UNLEASH World (Oct 16 and 17) - thanks to Marc Coleman and the team. Then it’s back to the US for the North America Peer Meeting for member companies of the Insight222 People Analytics Program®, which will be hosted by Phil Willburn and his team at Workday in Pleasanton (Oct 22 and 23). I hope to see some of you at one of these events. Thanks too to Marcus Downing for hosting me at the recent Mercer event in London where I had the pleasure of sharing the stage with Ravin Jesuthasan, CFA, FRSA (see here), and Jennifer Neumann for inviting me to speak at Workday Rising in Las Vegas (see here), where it was great to meet up with the likes of Priyanka Mehrotra, Richard Rosenow, and Cory Edmonds. Speaking onstage at Workday Rising, Las Vegas, 2024 Register for an Insight222 webinar on October 10: Building the People Analytics Operating Model Join me and the Insight222 team on October 10 when we’ll be hosting a webinar on the recently published research on. You can register for the webinar here. Share the love! Enjoy reading the collection of resources for September and, if you do, please share some data driven HR love with your colleagues and networks. Thanks to the many of you who liked, shared and/or commented on August’s compendium. If you enjoy a weekly dose of curated learning (and the Digital HR Leaders podcast), the Insight222 newsletter: Digital HR Leaders newsletter is published every Tuesday – subscribe here. HYBRID, GENERATIVE AI AND THE FUTURE OF WORK ANDY JASSY - Message from CEO Andy Jassy: Strengthening our culture and teams | JOSE MARIA BARRERO, NICHOLAS BLOOM, SHELBY BUCKMAN, AND STEVEN J. DAVIS - The Survey of Working Arrangements and Attitudes – September 2024 | ANNIE DEAN – Lessons Learned: 1,000 Days of Distributed at Atlassian This special on hybrid work was inspired by Amazon CEO Andy Jassy’s announcement that Amazon is going back to five days in the office: “to further strengthen our culture and teams.” This comes hot on the heels of KPMG’s CEO Outlook Survey, which finds that CEOs are hardening their stance on returning to pre-pandemic ways of working, with 83 percent expecting a full return to the office within the next three years. Forensic analysis by Bruce Daisley (here), Phil Kirschner(here) and Nick Bloom (here) examines Amazon’s move and the validity of KPMG’s claim. This confirms that (1) Amazon is an outlier. (2) The findings by KPMG contradict the WFH Research that Nick is publishing every month, which shows working from home has remained flat since early 2023 and has stabilised at around 25% (see FIG 1). As Bloom suggest “shock sells,” which explains the extent of the media coverage about Amazon and the KPMG survey. To balance things out, I recommend reading about Dropbox’s Virtual First model (which chief people officer, Melanie Rosenwasser explains has “led to clear benefits, including higher employee engagement and retention.”). I also recommend reading a new report authored by Annie Dean summarising the findings from the first 1,000 days of Atlassian’s Team Anywhere approach to distributed work. As Rabobank’s CHRO Janine Vos urged in her session at Insight222’s Global Executive Retreat this week, the role of HR and People Analytics teams is to provide data that steers executive decision making around hybrid and return to office. It would be interesting to learn what data (if any) was used to inform Amazon’s decision to return to the office five days a week. FIG 1: WFH is stable at c35% of days (Source: WFH Research) BCG HENDERSON INSTITUTE - GenAI Doesn’t Just Increase Productivity. It Expands Capabilities The ability to rapidly take on new types of work with GenAI - particularly tasks that traditionally require niche skills that are harder to find, such as data science - can be a game-changer for individuals and companies alike. The BCG Henderson Institute follow-up their first landmark study on GAI in the workplace (see: How People Can Create - and Destroy - Value with Generative AI). The sophomore experiment tests how workers can use GenAI to complete tasks that are beyond their current capabilities. The findings from the study are illuminating: (1) Participants were able to instantly expand their aptitude for new data-science tasks, even when they had no prior experience in coding or statistics. (2) Those with moderate coding experience performed better on all three tasks, even when coding was not involved. This suggests that an engineering mindset - which coding helps develop - could be a key success factor for workers adapting to GenAI tools. The article also provides guidance on: When and how to pair humans with GenAI (see FIG 2), as well as visualising and detailing the workforce change-management implications (see FIG 3). (Authors: Daniel Sack, Lisa Krayer, PhD, Emma Wiles, Mohamed Abbadi, Urvi A., Ryan Kennedy, Cristián Arnolds, and François Candelon). FIG 2: When and How to Pair Humans and GenAI (Source: BCG Henderson Institute) FIG 3: Workforce and Change-Management Implications (Source: BCG Henderson Institute) GARTNER - Hype Cycle for the Future of Work, 2024 Only 14% of organizations have reached the level of maturity where they are able to empower workers to embrace new ways of working. Gartner’s inaugural Hype Cycle for the Future of Work (see FIG 4) highlights the core technologies set to transform how work is done by augmenting and enhancing human capabilities with intelligent technology. Five standouts from the analysis are: (1) Workers want a more personalised experience, and are building it for themselves. (2) CEOs are captivated by AI and are investing in new strategies. (3) Low digital workplace maturity is a barrier to improving worker productivity and time to competency. (4) Data Storytelling and Generative AI (already!) have entered the Trough of Disillusionment. (5) Hybrid Work and Self-Service Analytics are on the Slope of Enlightenment. The article also contains some illuminating analysis on a number of the ‘on the rise’ innovations including Exoskeletons (Tori Paulman), Cyberpsychology (Cynthia P.), Digital Twin of the Employee (Helen Poitevin) and Workforce Nudgetech (Rania Stewart). Thanks to Phil Kirschner for alerting me to this work in his excellent LinkedIn post on the study, which linked to an insightful article Phil co-authored with Natasha Ouslis, PhD and Dr. Julia Sperling-Magro on applying behavioural science and nudging to the workplace. FIG 4: Hype Cycle for the Future of Work, 2024 (Source: Gartner) NICKY DRIES, JOOST LUYCKX, AND PHILIP ROGIERS - What 570 Experts Predict the Future of Work Will Look Like While it’s impossible to know exactly what the future of work will look like, it doesn’t stop (lots of!) people from having opinions. In their study, Nicky Dries, Joost Luyckx, and Philip Rogiers from KU Leuven, asked 570 experts to rank the likelihood of predictions made by technologists, economists and journalists. They landed on the sequence of events laid out in FIG 5, which get increasingly concerning and dystopian by the decade. Not one for the faint hearted! FIG 5: A timeline of future of work predictions (Source: Dries et al) MCKINSEY - Charting a path to the data- and AI-driven enterprise of 2030 Generative AI has increased the focus on data, putting pressure on companies to make substantive shifts to build a truly data-based organization. These are the opening words to a recent article by McKinsey’s Dr. Asin Tavakoli, Holger Harreis, Kayvaun Rowshankish, and Michael Bogobowicz, which provides guidance on seven essential priorities for leaders to focus on to realise the data-driven enterprise of 2030. They argue that the key enabler to realising the potential of GenAI is data: “Without access to good and relevant data, this new world of possibilities and value will remain out of reach.” Three of the seven priorities outlined are (1) Data Leadership (“Companies need to find leaders skilled in governance and compliance, engineering and architecture, and business value"). (2) Talent (see FIG 6), and (3) Digital Trust. FIG 6: New skills to manage GenAI will likely lead to both expanded and new data roles (Source: McKinsey) PwC - 2024 Workforce Radar Report Executive Summary | Full Paper The workforce of today won’t become the workforce of tomorrow unless businesses act right now. But how? That’s the exam question that PwC’s inaugural Workforce Radar study attempts to answer across an insightful and thought-provoking report of 48 pages. The research identifies five workforce signals (see FIG 7) that business leaders and chief people officers can use to deliver enterprise-wide transformation. (1) Taking both a talent magnet and talent factory approach (e.g. levers such as meaningful work, skill-building, and culture). (2) Devising a location strategy that appreciates over time. (3) The intelligent enterprise – through HR harnessing and taking the lead on GenAI (see FIG 8). (4) Empowering transformation with a workforce balance sheet. (5) Investing in building transformative leadership. Kudos to the authors: Anthony Abbatiello, Julia Lamm, Reid Carpenter, Craig O'Donnell, and Christopher Hannegan. FIG 7: Five Workforce Radar Signals (Source: PwC) FIG 8: Emerging areas for Leading Digital HR Leaders to lean-in (Source: PwC) PEOPLE ANALYTICS NAOMI VERGHESE, JONATHAN FERRAR, AND JORDAN PETTMAN - Building the People Analytics Ecosystem: Operating Model v2.0 ARTICLE | FULL REPORT In the August edition of the Data Driven HR Monthly, I highlighted the new Insight222 study on the evolution of the people analytics operating model. This month I’d like to highlight one specific aspect of the report about the role of the people analytics leader. The research, which was conducted by my colleagues, Naomi Verghese, Jonathan Ferrar and Jordan Pettman, found that three profiles of people analytics leader are emerging (see FIG 9): (1) Data and Analytics Specialist Leader (focused on a scope for data and analytics research, insights and analytical product development and deployment). (2) Analytics-led Strategy Leader (encompassing a broad set of analytics responsibilities: consulting, research, employee listening, product development, reporting, data governance, workforce planning and AI). (3) Portfolio Analytics Leader (responsibility for people analytics and one or more other closely associated topic, such as people strategy, HR technology, HR operations, skills management, or employee experience). Read the report for more detail on each of the profiles together with examples of each leader persona Featuring Anthony Ferreras, Aashish Sharma, and Alexis Saussinan. FIG 9: Responsibilities of the three people analytics leader personas, aligned to the People Analytics Ecosystem (Source: Insight222) COLE NAPPER, JIN YAN, AND BEN ZWEIG - What is happening to people analytics? A 15- year trend (Part 1) How has people analytics employment changed in the last 15 years, and specifically how has the environment changed in the last two years? That was the question that Cole Napper along with Jin Yan and Ben Zweig sought to answer after being inspired by Alexis Fink to analyse these topics. The study identified a number of interesting – and perhaps counterintuitive – findings. These include: (1) People analytics positions in the US have actually declined in the last two years – the data suggests more than 1,000 people have left the field during this time (see FIG 10). (2) 83% of people leaving the field move to roles outside people analytics but mostly in HR. (3) People analytics positions are sensitive to changes in interest rates and money supply. FIG 10: People analytics positions have been decreasing in the last two years (Source: Revelio Labs) PIETRO MAZZOLENI - People Data Excellence: Driving Quality through Empowerment, Standardization, and Automation Ensuring high-quality (people) data is crucial for building leaders' trust in data-driven talent decisions and reducing the need for manual reconciliation. Moreover, maintaining top-tier data quality is essential for the successful implementation of AI and GenAI technologies. In the latest edition of his excellent People Data Platform newsletter, Pietro Mazzoleni breaks down the three ingredients IBM brought together to build Workforce 360, IBM’s internal people data platform, and deliver people data excellence: (1) Empowerment (“Putting Data & Knowledge in the Hands of Users”). (2) Standardisation (“Establishing a Unified Approach for data and processes”). (3) Automation (“Enhancing Efficiency Through Technology”). FIG 11: Source – Pietro Mazzoleni HENRIK HÅKANSSON - People Analytics: Generative AI | AMIT MOHINDRA – Definitions of People Analytics | KEITH MCNULTY - The Three Most Common Statistical Tests You Should Deeply Understand | LAURA HILGERS - How to Measure Quality of Hire, According to 4 Experts | JILL BARTH - How people analytics transformed this org’s HR from old-school to inspirational In each edition of the Data Driven HR Monthly, I feature a collection of articles by current and recent people analytics leaders. These are intended to act as a spur and inspiration to the field. Five are highlighted in this month’s edition. (1) Henrik Håkansson highlights a common predicament for people analytics leaders – stakeholder requests to implement GenAI. He offers sage advice on the ideal response: “GenAI is a solution. So naturally I ask: What is the problem? What is the value? Why would GenAI be better than what we are doing today? Are we trying to save money and cut costs, or actually do things better or faster?” (2) Amit Mohindra assembles a handy list of definitions of people analytics. (3) As Keith McNulty explains, hypothesis testing is one of the most fundamental elements of inferential statistics. In his article, Keith uses an example to show three common hypothesis tests (Welch’s t-test, Correlation test, and Chi-square test of difference in proportion) and how they work under the hood, as well as showing how to run them in R and Python and to understand the results. (4) Laura Hilgers’ article on the elusive quality of hire metric is a must-read for people analytics and talent acquisition professionals. It features guidance from four experts in the field: Hung Lee, Tim Sackett, SPHR, SCP (see FIG 12 for Tim’s equation to measure quality of hire), Stacey A. Gordon, MBA, and Jennifer McClure. (5) Finally, Sonia Boyle, CHRL - chief people officer at Gore Mutual, explains to Jill Barth HR Tech Editor how people analytics has been at the centre of the company’s HR transformation. FIG 12: How to measure Quality of Hire (Source: Tim Sackett) THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE DAVE ULRICH - Realizing Talent Advantage: Evidence and Implications from the Organization Guidance System In 2020, Dave Ulrich and his colleagues at The RBL Group, developed the Organization Guidance System (OGS), which was designed to align desired stakeholder outcomes across four human capital pathways: talent, organisation, leadership and human resources. Five years on, in a new series of articles, Dave provides an update on the key findings to date. In this article, Dave focuses on the talent pathway, highlighting ten talent investments that deliver stakeholder value, and then presents analysis from 187 companies on the relative impact of these investments across five stakeholder outcomes (see FIG 13). The article then describes how individual companies can use the OGS to guide investment in the areas that will provide them with the greatest return. FIG 13: Heatmap of impact of ten talent initiatives on five stakeholder outcomes (Source: Dave Ulrich) JILL GOLDSTEIN, CHRIS HAVRILLA, CHACKO THOMAS, AND CATHY FILLARE - Reimagine human potential in the gen AI era: Revolutionizing work to boost business value With their unique perspective and understanding of organizational culture, workforce needs, skills development, and change management, HR leaders are well-positioned to take a leadership role in their organization’s future of work strategy. A new study by the IBM Institute for Business Value and Oracle, highlights the top concerns facing executives around the future of work, including the need for a skills-focused foundation and a well-defined strategy. The big takeaway for HR leaders is that while executives acknowledge that HR contributes to their organisation’s future of work strategy, not enough of them are in the driver’s seat. Only one in five executives say HR owns the future of work strategy in their organisation today. The report provides guidance to HR leaders on possible actions: (1) Build a future-ready culture that encourages experimentation. (2) Give your workforce a voice in the future of work strategy. (3) Drive technology transformation and champion AI use case adoption. The report also highlights critical workforce skills that will increase in demand by 2026 (see FIG 14). (Authors: Jill Goldstein, Chris Havrilla, Chacko Thomas, and Cathy Fillare). FIG 14: Critical workforce capabilities—increases from today to 2026 (Source: IBM Institute of Business Value) WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS MCKINSEY - The gen AI skills revolution: Rethinking your talent strategy Developing the software talent companies need to grow means thinking in terms of skills rather than roles to navigate this period of uncertainty around talent. According to McKinsey research, nearly 70 percent of top economic performers, versus just half of their peers, use their own software to differentiate themselves from their competitors. GenAI offers an opportunity to multiply this value. In the article, Alharith Hussin, Anna Wiesinger, Charlotte Relyea, Martin Harrysson, Suman Thareja, Prakhar Dixit and Thao Dürschlag, provide guidance on: (1) The new skills software teams will require. (2) How their evolution will alter roles and risks. (3) How companies can orient their talent management practices toward developing skills for greater flexibility and responsiveness. This includes grounding strategic workforce planning in business needs and skills. The talent transformation starts with HR leaders developing a strategic workforce plan that’s built around skills. FIG 15: Generative AI affects every phase of the software development life cycle (Source: McKinsey) EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING VOLKER JACOBS – Squaring the Circle: Why the old promise of P&O transformation –more for less – can finally be fulfilled With effective, generative AI, P&O transformations can deliver a better, friction-free work experience for managers and employees. With a friction-free experience for managers and employees, we enable higher productivity and engagement levels. And it goes without saying that with AI taking on P&O tasks we can reduce cost of the function: More for less. Squaring the circle. Three ingredients: Data, AI, and EX. In his thoughtful paper, Volker Jacobs, CEO at employee experience experts TI PEOPLE, highlights how HR transformations have historically undelivered their promise of more business value at lower cost. Instead, Volker argues, with the capabilities offered through AI and digitisation allied to rising expectations for better work experiences, the scene is now set to realise the dream of ‘more for less’. The catalyst? A shift from transformation focus on process to data as one of three ingredients to square the circle: Data, AI and Employee Experience leading to the business outcomes including improved productivity, better customer experience, and lower cost (see FIG 16). FIG 16: Shifting HR transformation focus from process to data (Source: Volker Jacobs, TI People) MALISSA CLARK - A Workaholic’s Guide to Reclaiming Your Life In the latest edition of the Harvard Business Review, the Big Idea Series focuses on an increasingly important topic: Overcoming Overwork and Workaholism. Workaholism is defined in the lead article, by Malissa Clark, as: “Workaholism is when work dominates your thoughts and your activities, to the detriment of other aspects of your life, including but not limited to your relationships and your health.” Does that sound uncomfortably familiar? If so, like me you’ll probably welcome the six coping strategies Malissa outlines in her article: (1) Redefining “urgent”. (2) Reinventing the to-do list (see FIG 17). (3) Learning to say “no” and delegate. (4) Fixing the workaholic clock. (5) Controlling rumination. (6) Embracing rest and recovery. Through mechanisms such as redefining what is and is not urgent, fixing the workaholic clock, and embracing rest and recovery, workaholics can unlearn toxic behaviors and reclaim their time and lives. FIG 17: The Eisenhower Matrix (Source: Marissa Clark, Harvard Business Review) LEADERSHIP, CULTURE, AND LEARNING PER HUGANDER AND AMY EDMONDSON - Skills Training Links Psychological Safety to Revenue Growth Organizational performance can be improved by viewing psychological safety as a trainable skill that individuals develop with practice. Hugander Per and Amy Edmondson present a case study from Nordic bank SEB where training for executives on psychological safety and perspective taking was identified as the catalyst that enabled the investment bank to achieve revenues 25% above yearly targets in a strategically important market segment. The article provides four recommendations for leaders who want to make progress on strategic challenges and improve financial results by leveraging psychological safety and perspective-taking: (1) Focus on two levels in parallel: individuals and teams. (2) Expand leadership responsibility. (3) Keep strategy and performance front and centre. (4) Link skills to short-term gains to counteract perceived costs. For more on psychological safety, tune in to Amy’s conversation with me on the Digital HR Leaders podcast: How Learning to Fail Can Help People and Organisations to Thrive. ANDREW WHITE, ADAM CANWELL, AND MICHAEL SMETS - Is Your Organizational Transformation Veering Off Course? Leaders who achieve successful transformations create and maintain an environment where people can experiment, learn, and take ownership of their work — and ultimately feel good about their effort According to a study by Andrew White, Adam Canwell and Michael Smets, 96% of all organisational transformations face significant challenges that can derail the whole program. Their research identified that changes in a team’s emotional energy (“the collective mood, vibe, and intensity of emotions within a group”) can signal when a transformation is in danger (see FIG 18). They then reveal the three-step process successful leaders use to navigate a turning point – increasing transformation performance by 12 times from 6 to 72 per cent: (1) They look for shifts in the team’s emotional energy (e.g. lack of clarity on how to proceed, ineffective collaboration, decreased engagement). (2) They dig into the underlying issue at play – by involving the whole team to decide the course of action. (3) They get to action — quickly (e.g. by creating team alignment, adjusting organisational priorities, and investing in the skills and mindset required for the transformed company). FIG 18: How emotional energy can signal a transformational turning point (Source: White et al) DIVERSITY, EQUITY, INCLUSION, AND BELONGING LORI NISHIURA MACKENZIE, SARAH A. SOULE, SHELLEY J CORRELL, AND MELISSA C. THOMAS HUNT - How DEI Can Survive This Era of Backlash When they’re given adequate support — like protected time, advancement opportunities, leadership development, and compensation for their DEI work — ERG leaders can act as a strategic conduit between employees and organizational leaders. Despite recent backlash against and cuts to organisational DEI initiatives, researchers from the Stanford VMware Women’s Leadership Innovation Lab - Lori Nishiura Mackenzie, Sarah Soule, Shelley J. Correll, and Melissa C. Thomas-Hunt - argue in their Harvard Business Review article that DEI isn’t dead in the U.S. Instead, they say it’s experiencing a period of what social movement scholars call “closed doors,” where the obvious route for change is no longer easily accessible. They recently convened a gathering of 14 chief diversity officers (CDOs) to unpack what’s happening in their world. In the article, they highlight the striking similarities between current DEI strategies and the tactics used by feminist movement builders during times of closed doors — and present four strategies for continuing the important work of DEI while it’s under attack: (1) Sustain networks of people engaged in DEI work. (2) Preserve the collective memory. (3) Reframe and rename the work for survival. (4) Nurture the collective identity within the DEI community. HR TECH VOICES Much of the innovation in the field continues to be driven by the vendor community, and I’ve picked out a few resources from September that I recommend readers delve into: JASON CORSELLO AND THOMAS OTTER | ACADIAN VENTURES - 2024 Future of Work 100 - An excellent resource compiled by Jason Corsello and Thomas Otter of Acadian Ventures counting down the top 100 venture-backed companies building businesses that make work better, fairer, more meaningful, and ultimately more productive. Together, the Future of Work 100 has raised a cumulative $29.5 billion with a total market valuation over $140.3 billion. FIG 19: Source – Acadian Ventures PHIL WILLBURN - Global Workforce Report: Top Talent Is Hard to Find, Harder to Keep – Phil Willburn, head of people analytics at Workday summarises the key findings of the recently released Workday Global Workforce Report: Restoring Trust Before Your Top People Leave covering hiring, turnover of top performers, meaningful work, and internal mobility. Phil also highlights the key actions for business leaders: (1) Rebuild trust through transparency. (2) Make work meaningful. (3) Personalise your employee experience efforts based on tenure. (4) Embrace AI strategically. An absolute must-read. FIG 20: Current use of AI and ML for recruiting (Source: Workday) CATHERINE COPPINGER - Manager Facetime: Why It's Useful and How to Measure It – The latest in a series of insightful articles by Catherine Coppinger of Worklytics analyses the importance of manager facetime and provides guidance on how to use the insights identified to improve team effectiveness. FIG 21 – Source: Worklytics BEN COWAN - You Don’t Need to Abandon Jobs to Become a Skills-Based Organization – Ben Cowan of Degreed explains that while jobs aren’t likely to disappear this shouldn’t hinder efforts by companies to adopt skills-based talent practices: “The reality is that moving away from jobs is not something most organizations are likely to do in the near term and it does not need to hold you back from adopting other skills-based practices.” FRANCISCO MARIN - Towards a Network-First Future of Work – Francisco Marin of Cognitive Talent Solutions provides an insightful breakdown of the differences between Hierarchy-First and Network-First approaches across then organisational concepts (see FIG 22): “While hierarchies have long been the norm, favoring clear lines of authority and collaborative control, the network-first model prioritizes collaborative freedom, decentralization, and the strength of informal relationships.” FIG 22: Hierarchy-First vs. Network-First Approach (Source: Francisco Marin) PODCASTS OF THE MONTH In another month of high-quality podcasts, I’ve selected five gems for your aural pleasure: (you can also check out the latest episodes of the Digital HR Leaders Podcast – see ‘From My Desk’ below): JEREMY SHAPIRO AND CHRIS SHULTZ - HR, Workforce Automation, and GenAI at Merck – Jeremy Shapiro and Chris Shultz join Stacia Sherman Garr and Dani Johnson on RedThread Research’s Workplace Stories podcast to share how (and why) Merck is embracing AI to streamline HR processes, support innovation, and maintain ethical considerations. COURTNEY MCMAHON – People Analytics at Colgate-Palmolive – Courtney McMahon joins Cole Napper and Scott Hines, PhD on the Directionally Correct podcast to discuss how to get a smaller people analytics function to punch above its weight, and how Colgate-Palmolive is using One Model to scale people analytics to HRBPs and the business. KEITH MCNULTY – Applying Mathematical Principles to People Analytics Part 1 | Part 2 – In a two-part episode, Keith McNulty joins hosts Matthew Lampe, PsyD, Natasha Ouslis, PhD, and Bilal Alperen Ergun on the ScienceForWork podcast to discuss how mathematical principles can be applied to organizational data and people analytics. JEFFREY PFEFFER - How Modern Work is Creating a Health Crisis - Jeffrey Pfeffer, professor of organizational behaviour at Stanford University and author of Dying for a Paycheck, joins Lars Schmidt on Redefining Work to discuss employee well-being and explore the harmful effects of workplace stress and poor working conditions on employee health. SUE CANTRELL AND TRAVIS DION - Beyond productivity: Rethinking performance metrics – In an episode of Deloitte’s Capital H podcast, host David Mallon, talks to Susan Cantrell, and Travis Dion about moving beyond traditional employee productivity metrics —followed by a roundtable discussion featuring David, Sue, Julie Duda, and Diane Sinti. VIDEO OF THE MONTH LASZLO BOCK - Former Google exec talks about what makes a strong CHRO candidate In an interview with Human Resource Executive, Laszlo Bock, former Head of HR at Google and a arch proponent of people analytics, provides guidance on what makes a strong chief people officer. He emphasises the need for HR executives to develop their understanding of business beyond a simple familiarity with their company’s products and services: “It’s not that (CHRO candidates) don’t understand that we make widgets. It’s that they don’t understand why we’re willing to pay $1.3 billion to buy a company but not $1.4 billion.” For aspiring chief people officers, I’d also recommend investigating the Berkeley Transformative CHRO Leadership Program, where Bock is co-faculty director. BOOK OF THE MONTH RAVIN JESUTHASAN AND TANUJ KAPILASHRAMI – The Skills-Powered Organization: The Journey to the Next-Generation Enterprise Ravin Jesuthasan, CFA, FRSA and Tanuj Kapilashrami provide a step-by-step guide to designing, implementing and activating the skills-powered organisation. They outline why and how jobs are giving way to skills as the currency of work and why this pivot requires us to rethink everything we know about work. The inspiring cases presented in the book discuss how leading companies are reinventing themselves to be skills-based organisations and how this is helping them to transform value for customers, communities, and stakeholders. RESEARCH REPORT OF THE MONTH MARGRIET BENTVELZEN, CORINE BOON, AND DEANNE N. DEN HARTOG - A person centered approach to individual people analytics adoption – In their paper, Margriet Bentvelzen, Corine Boon, Deanne Den Hartog study people analytics adoption through the lens of the implementation of people analytics technology. They identify four profiles related to differences in user satisfaction and the frequency and versatility of PA technology use. They demonstrate that performance benefits, social influence, required effort, and facilitating conditions jointly affect the use of PA technology, but that the latter two might be the most influential factors. FIG 23 demonstrates the four user profiles identified in the paper: the skeptic diplomats, the optimistic strugglers, the optimists, and the enthusiasts. Thanks to Dirk Jonker for highlighting this insightful contribution to the field. FIG 23: Source – Bentvelze, Boon and Den Hartog (2024) FROM MY DESK September saw the return of the Digital HR Leaders podcast after its summer sojourn with the first four episodes of Series 41, kindly sponsored by our friends at Visier Inc.. Thanks to Adedamola Adeleke and the team. LYNDA GRATTON AND DIANE GHERSON - The Key Role of HR In Successfully Integrating a Blended Workforce – Lynda Gratton and Diane Gherson join me to discuss the impact of a blended workforce on organisational structures, the evolving role of managers, and the opportunities and challenges for HR. ANGELA LE MATHON - How GSK is Using Data, Analytics and AI to Drive its HR Transformation - Angela LE MATHON, Vice President of People Data and Analytics at GSK, joins me to explore how GSK is utilising data-driven strategies and AI integration to future-proof their HR initiatives. KEITH BIGELOW - HR’s Strategic Role in Managing the AI-driven Talent Restructure – Keith Bigelow, Chief Product Officer at Visier, joins me to explore the critical role HR plays in leading digital transformation—and how AI is changing the game. TANUJ KAPILASHRAMI AND RAVIN JESUTHASAN - How to Build the Skills-Powered Organisation – Tanuj Kapilashrami and Ravin Jesuthasan, CFA, FRSA join me to share insights from their book, The Skills-Powered Organisation: The Journey to the Next-Generation Enterprise (see Book of the Month). Tanuj also shares insights from the skills journey at Standard Chartered, including how the bank quantified a saving of $60,000 per person by upskilling and reskilling employees to redeploy talent from sunset jobs to sunrise jobs. Skills [are] becoming the currency of work and work flowing not to jobs, but to skills... If done well, it has the massive power to unlock untapped productivity potential within the company. LOOKING FOR A NEW ROLE IN PEOPLE ANALYTICS OR HR TECH? I’d like to highlight once again the wonderful resource created by Richard Rosenow and the One Model team of open roles in people analytics and HR technology, which now numbers close to 500 roles – and has now been developed into a LinkedIn newsletter too. THANK YOU Srikant Chellappa and the team at Engagedly Inc for including me in their 8th annual list of the 2024 Top 100 HR Influencers Hallie Bregman, PhD for her wonderfully generous post following our meeting at the Boston People Analytics MeetUp organised by Ramesh Karpagavinayagam – Hallie, it was wonderful to meet you too. Paul Daley for referencing the Digital HR Leaders podcast episode with Diane Gherson and Lynda Gratton in his post on how HR strategy needs to support the independent / blended / contingent workforce of the future Similarly thanks to Olimpiusz Papiez for his post sharing his takeaways from the podcast episode with Diane and Lynda Thanks also to Jaqueline Oliveira-Cella for her post, are you ready for the shift, which was also inspired by the podcast episode with Diane and Lynda Piyush Mathur for providing his takeaways on insight without outcome is overhead in relation to his speaking sessions at the Peer Meetings in New York and Vevey for member organisations of the Insight222 People Analytics Program Esther Abraas for including my article, The role of Organisational Network Analysis in People Analytics, in her excellent list of ONA resources. Wayne Tarken for his post on How AI can Help HR, which was informed by the digital HR Leaders podcast episode with Nickle Lamoreaux on how AI is transforming HR at IBM. Thomas Kohler for including the podcast episode with Keith Bigelow in his weekly round-up of future of work resources. The Talent Games for including me in their list of HR Leaders redefining the Future of Workin recognition of HR Professionals Day. Finally, a huge thank you to the following people who shared the August edition of Data Driven HR Monthly and other content in the last few weeks. It's much appreciated: Craig Forman Zornitza Iankova, SPHR Brandon Merritt Johnson Hrvoje Bulat Rebecca Hone Michael Arena Emma Mercer (Assoc CIPD, MLPI) Dr. Max Muge Bakkaloglu Priyanka Mehrotra Kerry Ghize Deviprasad Panda Richard Stein Stela Lupushor David Balls (FCIPD) Emily Ricci Danielle Farrell Dan George Patrick Coolen Catriona Lindsay Katrina A. Stevens, CHRE Kouros Behzad Kathleen Kruse Martha Curioni Adam McKinnon, PhD. Greg Newman Dr Philip Gibbs Sally Smith Hanadi El Sayyed David van Lochem Amardeep Singh, MBA Rick Rome Ken Oehler Vaibhav Deshmukh María Victoria Sáinz Roshaunda Green, MBA, CDSP, Phenom Certified Recruiter Aysun Öz Serena H. Huang, Ph.D. Nelson Spencer Tristan Hack Penny Newman Vivek Ojha Aravind Warrier Francisca Solano Beneitez Kalifa Oliver, Ph.D. Stephanie Murphy, Ph.D. John Healy Greg Pryor Lewis Garrad Jose Luis Chavez Vasquez Audrey Burke-McCarthy, MBA, Adv Dip Coaching, MII Grad Aurélie Crégut Max Blumberg (JA) ?? Vanessa Monsequeira Shujaat Ahmad Jeff Wellstead Jackson Roatch Maria Alice Jovinski Rafael Uribe Truong Hong Ha (Mr Niem Tin) Dan Weiss David Hodges Toby Culshaw David McLean Dr. Peter Schulz-Rittich Timo Tischer Stephanie Denino Jacqui Brassey, PhD, MA, MAfN ?️ (née Schouten) Gianni Giacomelli Terri Horton, EdD, MBA, MA, SHRM-CP, PHR Placid Jover Andrews Cobbinah, MLPI, ACIHRM Emily Killham Al Adamsen Tim Frazier Tim Peffers Julie Asselin Chandresh Natu Anabel Fall Ralf Buechsenschuss Anna A. Tavis, PhD Marcela Niemeyer Meta McKinney, MLIS Aritra Majumdar Gustavo Araujo Vijaya Das Kirsten Edwards Graham Tollit Joy Kolb Remco van Es Ahmed Salah ?? Sebastian Knepper Melissa Beasley Bo Vialle-Derksen Malgorzata Langlois Abhilash Bodanapu Isabel Naidoo Marino Mugayar-Baldocchi Nirit Peled-Muntz Ron Ben Oz Littal Shemer Haim (ליטל שמר חיים) Joseph Frank, PhD CCP GWCCM Bob Pulver Jaejin Lee Kristhy Bartels Geetanjali Gamel Chris Hare Alicia Roach Caitie Jacobson John Gunawan Doug Shagam Davey Nickels Paul Davies Tatu Westling Mia Norgren Nick Lynn Alexandra Nawrat Gal Mozes, PhD Dave Millner Prachi Agasti Jacob Nielsen Matt Elk Chris Long Kimberly Rose Ilse Venter Søren Kold Irada Sadykhova Dave Fineman Agnes Garaba Sebastián Mestre Victoria Holdsworth Elpida Ormanidou Megan Buttita, MLIS Danielle Bushen Robert Bolton Stephen Hickey Dolapo (Dolly) Oyenuga Higor Gomes Irene Wong Ludek Stehlik, Ph.D. Sonia Mooney Mariami Lolashvili Joonghak Lee Raja Sengupta Swechha Mohapatra (IHRP-SP, SHRM-SCP, CIPD) Alfonso Bustos, Ph.D. Marcela Mury Olivier Bougarel Martijn Wiertz Veronika Birkheim ABOUT THE AUTHOR David Green ?? is a globally respected author, speaker, conference chair, and executive consultant on people analytics, data-driven HR and the future of work. As Managing Partner and Executive Director at Insight222, he has overall responsibility for the delivery of the Insight222 People Analytics Program, which supports the advancement of people analytics in over 90 global organisations. Prior to co-founding Insight222, David accumulated over 20 years experience in the human resources and people analytics fields, including as Global Director of People Analytics Solutions at IBM. As such, David has extensive experience in helping organisations increase value, impact and focus from the wise and ethical use of people analytics. David also hosts the Digital HR Leaders Podcast and is an instructor for Insight222's myHRfuture Academy. His book, co-authored with Jonathan Ferrar, Excellence in People Analytics: How to use Workforce Data to Create Business Value was published in the summer of 2021. MEET ME AT THESE EVENTS I'll be speaking about people analytics, the future of work, and data driven HR at a number of upcoming events in 2024: September 30 - New York Strategic HR Analytics MeetUp - Workestration: Working across human, digital and physical workplace dimensi (New York) October 2-3 - People Analytics World (New York) October 16-17 - UNLEASH World (Paris) October 22-23 - Insight222 North American Peer Meeting (hosted by Workday in Pleasanton, CA) - exclusively for member organisations of the Insight222 People Analytics Program November 12-14 - Workday Rising EMEA (London) November 19-20 - Insight222 European Peer Meeting (hosted by Merck in Darmstadt, Germany) - exclusively for member organisations of the Insight222 People Analytics Program More events will be added as they are confirmed.

Employee Experience
2024年09月29日

Employee Experience

ADP Lyric HCM, The Next-Gen HR Platform Many Have Waited For Josh Bersin 写文章介绍了ADP的 Lyric HCM，给予了高度评价。ADP于2018年启动了一项秘密项目，目标是开发下一代企业人力资源管理平台。这个项目最终被命名为ADP Lyric HCM，它的设计旨在应对当代灵活多变的工作环境。Lyric HCM基于高度可扩展的微服务架构，能够处理包括全职、兼职、临时工、自由职业者等多种员工类型，同时支持多重管理结构。该平台具有灵活性，可帮助企业快速适应组织重组、兼并收购等变化，且能够实现全球薪资和税务管理，提供符合各地法律法规的自定义规则。 Lyric HCM的设计不仅注重系统的灵活性，还融入了大量的AI功能，使其在用户体验上更加智能化和易用。通过ADP Assist这一AI工具，用户可以通过自然语言与系统互动，轻松进行复杂的HR操作。此外，Lyric HCM还提供实时的行业基准数据，帮助企业根据最新的薪酬和岗位信息做出决策。该系统的“人本位”架构使其更具灵活性，相比传统以职位为基础的系统，它可以更好地满足当代企业多重任务、多角色管理的需求。 Lyric HCM不仅支持多种HR功能，如招聘、绩效管理、培训和发展，还拥有一个统一的员工体验平台，员工可以通过简单的查询完成例如婚假申请等事务。此外，ADP还建立了强大的全球服务团队，确保客户获得定制化的实施和长期支持。自上线以来，ADP Lyric HCM已经吸引了超过120个大型客户，证明了其系统的稳定性和可扩展性。其核心市场定位是为全球化、分布式的企业提供服务，尤其是在零售、医疗保健、餐饮等行业。作为一款融合AI技术的全新平台，Lyric HCM展示了未来人力资源管理系统的潜力，并成为Workday、Oracle、SAP等主要HCM供应商的有力竞争对手。 In the Spring of 2018 I attended a confidential meeting in New York City to learn about a project called Lifion. ADP had hired a new team of engineers convened in a secret mission to build the “next-generation platform” for ADP’s offerings in the enterprise market. This new system, designed ten years after the release of Workday, was intended to be a highly scalable, configurable, micro-services based system, capable of managing payroll, HR processes, and all talent applications for any category of employee. The system had to support dynamic teams, many worker modalities (full-time, part-time, hourly, gig, contract), and enable a company to manage many organization structures within its corporate function, each with different business rules and overlapping employees. It was designed, in a sense, for the highly flexible, dynamic companies of the post-pandemic era. In addition to this flexible architecture, the system was designed to support workers with multiple managers (and multiple time sheets), dynamic reconfiguration for M&A or new business entities, and global payroll and tax services with custom business rules that might be variable across the company. It needed to include a recruiting module, a variety of options for goals and performance management, tools for onboarding and development, excellent reporting, and an easy-to-use narrative interface that let any employee, manager, or HR professional use, configure, or run reports on the system. In my initial meeting I walked away impressed, and I wrote an article describing this project. Today, almost six years later, this product has a name (ADP Lyric HCM) and it has reached general availability for ADP customers with 1,000 customers or more. Today ADP has 120+ large accounts so the system is proven. And since its inception Lyric HCM has been infused with extensive AI features (ADP Assist is on par with SAP Joule as a true AI interface) and benchmark information from ADP’s data cloud. In other words, this system has the potential to be a “The Next Generation” HCM platform in the market. What Is ADP Announcing And Offering The core HR system has to do a lot of things. Not only does it have to manage payroll, benefits, and tax rules (in a global, constantly changing regulatory environment), it has to be flexible, easy to configure, and filled with easy-to-use interfaces for employees and HR. And by “flexible” I mean the system has to make it easy to open a new org structure, move employees around, and create multiple modes for a “manager” or supervisor. Almost all traditional HCM providers, Workday, Oracle, and SAP, were not designed to work this way. These vendors built contract work add-ons but in most cases when you want to flatten your organization, merge with another company, or reorganize roles it’s difficult. Flattening the organization often means “re-implementing” your HRMS. Most companies only do it once a decade. ADP Lyric HCM is designed to fix this. Imagine a company like Gold’s Gym where the company is constantly opening new Gyms and hiring new managers, with employees dual reporting to multiple managers. I talked with Gold’s Gym and as you can imagine the company went through a transformation during the pandemic. Started as a Southern California fitness company, Gold’s was acquired and is now a global organization branching into many new offerings. Facilities were consolidated and each local fitness center operates with a lot of management independence. For example, an employee who is a trainer in one gym with one manager may also be a trainer or support staff in another gym with another manager. This type of “work-centric” (as opposed to “job-centric”) operation is becoming very common. Lyric HCM supports these multi-manager work models, including features for performance management, time tracking, and contract workers. Think about any retailer, healthcare company, or other highly distributed operation. One Gold’s Gym may pay overtime in one way, another in a different way. You can imagine the permutations. Every company has situations like this. I was recently at Rolls-Royce where they are centralizing engineering teams away from product groups, making 30 to 40% of their engineers “floaters.” Rolls has enormous contracts with government and commercial customers, each with different financial models. They need a system like this just like a gym, restaurant chain, or elder care network. There’s more. In addition to these HRMS and global payroll features, ADP has built an employee experience platform, employee communications system, and learning and development system. You simply type a query like “I’m getting married” and the system shows a page that consolidates tasks and resources in one place. If an HR manager wants to “pay a bonus” the system asks what organization, shows a list of people, and lets the manager define the bonus without hunting for menus and panels. Highlights Of The Next Gen Approach Since this system was architected in the age of AI, it has some very unique capabilities out of the box. First, in the area of flexibility, this is a “person-based” architecture, as opposed to a “role-based” architecture. That feature alone enables all these features to be possible. Second, in the area of usability, the system is among the most “AI-enabled” interfaces I’ve seen. While most HCMs are building assistants to speed through transactions, Lyric HCM literally “learns” what you’re trying to do and prompts you through the process. Remember these HCM systems are complex (Workday’s “Users Guide” is 2500 pages long), so we want the system to feel approachable not intimidating. As you can see from this slide, ADP also offers embedded benchmarks as well as a nudge engine. The benchmarks come from ADP’s data cloud, giving companies up to date salary ranges and other metrics by job title and job level (no other HCM platforms do this). The nudge engine is used for Lyric HCM’s onboarding and development system, reminding users of tasks or activities they need to perform. ADP Assist, the company’s Gen AI tool, lets you ask questions about any employee or group, legal and tax issues, and payroll or financial data. It’s quite powerful and I would say it rivals Joule as a conversational interface for HCM. Third, the system has a novel and approachable interface for employees. Rather than offer people a variety of “centers” or “portals” to find things, the system is smart enough to give employees exactly what it thinks they need. Typical HR transactions like changing your family status or address, or looking at benefits or pay are simple. Persona-based dashboards are designed for payroll or tax managers. And any HR professional can customize the interface for their use. Because the system is so dynamic, users can set up smart reports and other views to pinpoint the data and organizational unit they’re interested in. And ADP has built a management development tool (to take newly promoted supervisors through development), an onboarding system, and many features for performance and goal management. Where Will This Go? ADP Services When we think about ADP’s platforms we have to remember that ADP is not just a cloud software company. Most of the company’s revenue comes from services: payroll, PEO, and license fees around those offerings. This means ADP’s sales and service organization is very service-centric and highly trained in all areas of HR. (Most HR software sales teams are not HR domain experts.) To support Lyric HCM the company put together a global service team combined with dedicated client success executives to make sure each customer has a personalized, outcome-based implementation plan. This means ADP Lyric HCM is not just a great platform, but a set of people to help with configuration, utilization, integration, and long-term planning. ADP is starting to work with integrators, but likely will handle most of their customer implementations themselves. Impact On The Market. At this point Lyric HCM is positioned as an offering for mid to large companies headquartered in the United States with global workforces. This means Lyric HCM is directly positioned to compete with UKG, Ceridian, Workday, Oracle, SAP, and vendors like Darwinbox, HiBob (which is going upmarket), Lattice, and others. The “Pay” companies (Paychex, Paycor, Paycom) are focused primarily on smaller companies, but as they grow their offering they may compete as well. That is not to say ADP can solve every client need. These platforms mature over many years and each vendor has different industry and focus features. At this point I believe ADP will most likely win in industries like retail, hospitality, health care, and other distributed, hourly workforce companies. And given ADP’s focus on small and medium business, it will take time for ADP to reach large companies. Nevertheless, it’s time for change in HCM. Designed for agility and infused with AI, ADP Lyric HCM shows us a future we’ve been looking for.

Employee Experience
2024年09月23日
Employee Experience

David Green:The best HR & People Analytics articles of August 2024 I’ve just returned from a three-week family holiday in the South of France and am feeling refreshed, recharged and ready for the final four months of the year. These are invariably the busiest for the team at Insight222, and 2024 is set to be no different. The Digital HR Leaders podcast returns from its summer sojourn on September 3 with a special episode on how HR can help their organisations embrace the blended workforce, featuring Diane Gherson and Lynda Gratton, and based on their brilliant recent HBRarticle, The Insight222 Global Executive Retreat, which we host annually for leaders of 100+ companies that are part of the Insight222 People Analytics Program, takes place in Amsterdam from September 24-26 with guest speakers including: Erin Meyer, Prasad Setty, Janine Vos, and a workshop on storytelling with Duarte, Inc.. The fifth annual Insight222 People Analytics Trends report, which studies how leading companies are using people analytics to generate business value will be published in October – you can read the 2023 study here. Additionally, I will be speaking at a number of conferences before the end of the year including Workday Rising (Las Vegas, September 16-19), People Analytics World (New York, October 2-3), UNLEASH World (Paris, October 16-17), and Workday Rising EMEA (London, November 12-14). This edition of the Data Driven HR Monthly is sponsored by our friends at 365Talents 365Talents goes beyond traditional approaches, offering more than just technology for Skills-Based Organizations. Our approach is not just about managing skills; it's about making the entire process seamless, effective, and enjoyable. Picture real-time insights into your workforce's skills, coupled with the expertise to implement strategic HR projects aligning with your business goals. Our experience in talent mobility and skill development contribute to creating a more democratic, inclusive, and future-ready world of work where every individual has the power to shape their professional path. Start your skills journey with 365Talents today and join the ranks of trailblazers like Veolia, SLB, TotalEnergies, SocGen, and more! To find out more click here: https://www.365talents.com/en/lp/experience-365talents 2024 Skills Impact Report In today’s fast-paced and increasingly disruptive environment, companies need to adopt a more flexible approach that puts its people and their skills at the center of its talent management strategies. This has become more and more imperative as: 59% of the global workforce are disengaged. 69% of job candidates say they would reject a job offer from an employer with a negative reputation, even if they were unemployed. 87% of organizations currently have an existing skills gap or expect to within the next two to ten years. Enter the 2024 Skills Impact Report. It explores the business imperative of talent experience for Skills-Based Organizations, the impact it has on your employees, the pillars of design thinking for HR and how to start applying it to your strategy with 5 intuitive roadmap worksheets. CASE STUDY: SEGULA Technologies Group In 2020, as the world faced significant engineering transformations, the COVID crisis, talent shortages, and the rise of AI, SEGULA Technologies Group launched a strategic initiative to plan and manage the resources and skills of its workforce. The goal of this ambitious project was to identify and leverage the talents of the Group's 15,000 employees across 30 countries, using AI to drive innovative skills management and enhance overall performance. Read the Case Study to learn all the steps and actions taken to successfully tackle the challenge! 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. Share the love! Enjoy reading the collection of resources for August 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 July’s compendium. If you enjoy a weekly dose of curated learning (and the Digital HR Leaders podcast), the Insight222 newsletter: Digital HR Leaders newsletter is published every Tuesday – subscribe here. 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. HYBRID, GENERATIVE AI AND THE FUTURE OF WORK MCKINSEY - Gen AI’s next inflection point: From employee experimentation to organizational transformation HR plays an especially important role in gen AI, both by transforming the people domain and by acting as a gen AI copilot for all employees. One executive noted that for every $1 spent on technology, $5 should be spent on people. A new study by McKinsey finds that to generate value from the momentum associated with GenAI, businesses must transform their processes, structures, and approach to talent. The article, penned by Charlotte Relyea, Dana Maor, Sandra Durth, and Jan Bouly, outlines the key findings from the research: (1) Employee use is at an inflection point, while their organisations lag behind. (2) The next inflection point will see organisations shift from individual experimentation to strategic value capture. (3) Reinvent domains by translating vision into value. (4) Reimagine talent and skilling by putting people at the centre (see FIG 1). (5) Reinforce the changes to continue transforming (“To make gen AI changes stick, organizations need the right infrastructure to support continuous change and win over hearts and minds”). FIG 1: Early adopters prioritise talent and the human side of GenAI more than other companies (Source: McKinsey) DAVE ULRICH - How are You Doing at AI for HR? A Ten-Item Assessment to Evaluate Your Progress Getting started in AI for HR often begins with initiatives that can be done relatively quickly and easily. Dave Ulrich shares key takeaways from a recent deep-dive, he and his colleagues at The RBL Group facilitated with senior HR leaders on AI in HR. He distils these into ten dimensions designed to help HR leaders assess how they are doing at applying AI for HR to their organisation (see FIG 2). These include: (1) Articulate a business case. (2) Develop Talent who can ‘do’ AI. (3) Create Responsible AI policies. (4) Create metrics to guide and measure success. (5) Start with low-hanging fruit. FIG 2: Criteria to evaluate how well your organisation is using AI for HR (Source: Dave Ulrich) DUNCAN HARRIS AND KATE ZOLNER - 5 Employee Fears of AI and How to Overcome Them If companies want to get the most out of AI, they need employee trust. Securing it is not easy. More than three-quarters of employees don’t think their organization’s future use of the technology will be ethical. Duncan Harris and Kate Zolner present the findings of Gartner research on the five main employee fears of AI use by their organisations (see FIG 3), which have a negative impact on employee trust. They then explain how leaders can address these fears through initiatives in areas such as learning, co-creation, effective communications, ethics and data privacy. As well as enabling the organisation to benefit from AI, Harris and Zolner argue that these solutions will lead to higher levels of inclusion, engagement and effort. FIG 3: Five Employee Fears of Organizational AI Use (Source: Gartner) STACIA GARR - How is HR using Gen AI today? | MAX BLUMBERG - GenAI in HR: Slashing Costs, Boosting Efficiency | SWANAND DEODHAR, FAVOUR BOROKINI, AND BEN WABER - How Companies Can Take a Global Approach to AI Ethics | BAIN - AI Survey: Four Themes Emerging Four more resources tracking topics related to GenAI in HR. (1) Stacia Sherman Garr’s LinkedIn post summarises RedThread Research analysis of how HR is using GenAI today (see FIG 4). (2) Max Blumberg (JA) ?? provides a summary of his report on Slashing HR Costs: The Ultimate Blueprint for Implementing GenAI in HR, which provides guidance on implementing GenAI to transform HR cost efficiency, and includes Max’s GenAI HR Cost Reduction Maturity Model (see FIG 5). (3) Ben Waber teams up with Swanand Deodhar and Favour Borokini in a Harvard Business Review article offering guidance on how companies can take a global approach to AI ethics: “Because AI and related data regulations are rarely uniform across geographies, compliance can be difficult. To address this problem, companies need to develop a contextual global AI ethics model that prioritizes collaboration with local teams and stakeholders and devolves decision-making authority to those local teams.” (4) Gene R., Sanjin Bicanic, Jue Wang, Richard Lichtenstein, and Arjun Dutt share the four key themes that emerged from Bain’s recent AI survey, which includes that the emphasis has shifted from experimentation in 2023 to delivering real value 12 months later – thanks to Hung Lee for sharing Bain’s research in a recent edition of Recruiting Brainfood. FIG 4: How HR is using GenAI (Source: RedThread Research) FIG 5: GenAI HR Cost Reduction Maturity Model (Source: Max Blumberg) MARC EFFRON - Above the Fray: What We Know About How WFH and Hybrid Affect Work We should approach solving this problem in the same intelligent way as we suggest all human problems be solved – start with the science. As his article on skills-based organisations testified, Marc Effron has a penchant for cutting through the hype and getting to the heart of an issue. As such, I highly recommend digging into his new analysis on what the science and evidence says are the trade-offs among WFO, WFH and hybrid work. Firstly, Effron dispels four myths propagated by proponents and opponents on CEOs, real estate, proximity bias and employees who prefer WFH. Then he examines the consequences of different work arrangements on (1) performance, (2) creativity, (3) innovation (4) work relationships, (5) collaboration, and (6) managing based on the emerging knowledge available via Google Scholar. LYNDA GRATTON - Seven Truths About Hybrid Work and Productivity | BRIAN ELLIOTT - Hybrid Work: How Leaders Build In-Person Moments That Matter | REBECCA KNIGHT - 17 Team-Building Activities for In-Person, Remote, and Hybrid Teams To get the most from hybrid work, leaders should prepare for trade-offs, make expectations clear, and think harder about how productivity is measured. Three more resources on hybrid work to read in conjunction with Marc Effron’s article above. First, Lynda Gratton unveils seven key findings from what she is seeing from experiments in hybrid working including: (1) Hybrid work is a continuum. (2) Productivity is usually challenging — and measurement is always complex. (3) It’s useful to view hybrid work as fundamentally a job design option. Second, Brian Elliott provides guidance on the four essential times leaders should be intentional about building moments that matter for hybrid workers: (1) Team development (“Get people together three or four times a year, with a 50-50 mix of business and social”). (2) Onboarding and training. (3) New-team formation and major-initiative kick-offs (“Grapple together over the objectives and norms of a project”). (4) Business-function-specific activities (“Let teams figure out the best in-person schedules for their needs”). Finally, Rebecca M. Knight provides guidance to leaders on team-building activities for in-person, remote and hybrid teams. FIG 6: Focus on Productivity, Not Physical Presence (Source: Brian Elliott, Future Forum) PEOPLE ANALYTICS NAOMI VERGHESE, JONATHAN FERRAR, AND JORDAN PETTMAN - Building the People Analytics Ecosystem: Operating Model v2.0 ARTICLE | FULL REPORT One of the questions we get asked most by the people analytics leaders and chief people officers we work with at Insight222 is: What capabilities do I need to build into our people analytics function? Based on research of more than 250 companies, focus interviews with 20 organisations, and our experience of working with more than 120 global companies as part of the Insight222 People Analytics Program, my colleagues Naomi Verghese, Jonathan Ferrar and Jordan Pettman have developed a new report: Building the People Analytics Ecosystem: Operating Model v 2.0. The executive article provides a summary of the key highlights, while the full report breaks down the six elements of the People Analytics Ecosystem (see FIG 7): (1) A Value Chain: from client drivers to business outcomes. (2) People Strategy at the Centre: a symbiotic relationship exists between people strategy and people analytics. (3) Five Core Capabilities: consulting, data science and research, employee listening, analytics at scale, adoption. (4) Four Additional Capabilities: reporting, data governance, workforce planning, AI strategy. (5) Internal Partnerships: HR and other business stakeholders are key to operational effectiveness. (6) External Partnerships: external suppliers and expertise are important for enabling success. FIG 7: The People Analytics Ecosystem (Source: Insight222 Building the People Analytics Ecosystem: Operating Model v 2.0) NELSON SPENCER - Introducing the S.T.A.R.T. Framework The strategy pillar is all about aligning with your overall HR and Business goals. You should be able to connect how your strategy is driving business outcomes. Nelson Spencer, who has worked in both sports and people analytics, presents his S.T.A.R.T Framework (see FIG 8), which is designed to solve a perennial problem for many HR functions: the disconnect between analytics, technology and operations. As Nelson explains, S.T.A.R.T has been designed “to consider these three critical functions holistically, acknowledging that they are part of a bigger puzzle and are all deeply interconnected.” The five pillars, which Nelson describes in detail in his article, are: (1) Strategy, (2) Technology, (3) Analytics, (4) Results, and (5) Transformation. He then provides guidance on how to implement the framework in organisations of varying sizes, from small to large. FIG 8: The S.T.A.R.T Framework (Source: Nelson Spencer) MICHAEL LUCA AND AMY EDMONDSON - Where Data-Driven Decision-Making Can Go Wrong When making decisions (using data), managers should consider internal validity—whether an analysis accurately answers a question in the context in which it was studied. They should also consider external validity—the extent to which they can generalize results from one context to another. Drawing on their research and work with companies, Michael Luca and Amy Edmondson present an approach that considers internal validity and external validity that leaders can apply to discussions of data to support better decision-making. This approach is designed to help leaders avoid five common pitfalls (see FIG 9) associated with data-driven decision-making. FIG 9: How to avoid predictable errors (Source: Michael Luca and Amy Edmondson) WILLIS JENSEN - Building a Network View of Data | MARTHA CURIONI - Supporting HR Adoption of People Analytics | JACKSON ROATCH - Your Best Career Move could be Going for a Run | SERENA HUANG - The Future of Work is Wellbeing | JASPAR SPANJAART - How NVIDIA's Talent Intelligence approach helped fuel its trillion-dollar rise | TOBY CULSHAW - The Talent Nexus: Redefining Business Agility for the 21st Century CEO 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) In another excellent edition of his Making People Analytics Real blog, Willis Jensen discusses how to get a network view of data: “Linking your data together should be a top priority for any people analytics team.” (2) Martha Curioni provides guidance on how to support HR to adopt people analytics harnessing insights from the likes of Isabel Naidoo, Patrick Coolen, Greg Newman, and Amit Mohindra. One of Martha’s tips focuses on the importance of including HRBP’s rather than going around them. (3) As someone whose best ideas invariably come when I’m on a run, I particularly enjoyed Jackson Roatch’s article exploring the link between physical exercise and workplace learning, performance and thriving. (4) In an edition of her From Data to Action blog, Serena H. Huang, Ph.D. explores how AI can support wellbeing and lays out a ten-point plan on responsible AI principles for workplace wellbeing (see FIG 10). (5) NVIDIA’s Meta McKinney, MLIS and Nickolas Dowler, MBA explain to Jasper Spanjaart how the company’s Talent Intelligence strategy helped fuel its growth: “A winning Talent Intelligence strategy requires several key ingredients: data-driven and tested theories, meticulous and thoughtful research, reliable data, creative problem-solving, clear communication of the rationale, trusted relationships with business leaders, and the financial support and freedom to execute.” (6) Toby Culshaw provides a compelling breakdown of what he describes as The Talent Nexus: “The Talent Nexus represents a revolutionary approach to talent management and acquisition in the modern business landscape. It's an AI-driven, quantum-computing-enhanced ecosystem that transforms how organizations interact with, deploy, and develop talent.” A must-read for all those involved in talent intelligence, people analytics and workforce planning. FIG 10: Responsible AI Principles for Workplace Wellbeing (Source: Serena Huang) THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE RAVIN JESUTHASAN - The AI revolution is coming to L&D AI will empower the L&D function to support strategic workforce planning through skills-related insights and interventions. This will help organizations shift from costly ‘churn and burn’ strategies to more cost-effective and sustainable reskilling and upskilling programs. Ravin Jesuthasan, CFA, FRSA examines how AI is set to transform the learning and development function. He highlights Mercer analysis that finds that AI and automation will likely augment some L&D activities (see FIG 11), as well as outlining four potential AI uses cases for corporate L&D: (1) Producing L&D content. (2) Personalising L&D delivery. (3) Driving the skills-powered revolution. (4) Democratising knowledge. For more from Ravin, watch the recent LinkedIn Live on Skills-Powered Organisations in the Age of AI, which I moderated and featured Ravin alongside Tanuj Kapilashrami. FIG 11: Time by task: L&D versus AI and Automation (Source: Mercer) NANCY DUARTE - Are Your Presentations Too Emotional — or Too Analytical? When making a presentation, leaders need to balance appeals to both logic and emotion — the head and the heart. Nancy Duarte provides invaluable guidance on how to strike a balance between logic and emotion when making a presentation, and how credibility plays a crucial role in this balancing act. She explains that the first step in achieving this balance is understanding the audience: “Are they data-driven decision makers who thrive on statistics and factual evidence? Or are they more likely to be swayed by personal stories and emotional connections?” FIG 12: An Analytical and Emotional Balance That’s Just Right (Source: Nancy Duarte) WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS SANDRA LOUGHLIN – Seven Elements of Skills Data Quality Skills data quality isn’t talked about much despite being the foundation for the SBO value proposition, a critical input to selecting and gaining value from skills tech vendors, and arguably the most difficult part of a skills transformation. These wise words open Sandra Loughlin, PhD’s excellent article, where she outlines seven aspects of skills data quality, why they matter and their trade-offs: (1) Relevance (“Skills that are tracked should be the skills that need to be tracked—there’s no point in collecting skills data that won’t help you make better business decisions”). (2) Accuracy. (3) Validity. (4) Completeness. (5) Consistency (“Skills data should be consistently defined, recorded, and categorized across systems and within the organization”). (6) Timeliness. (7) Uniqueness. Thanks to Victoria Holdsworth for highlighting Sandra’s article. EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING CATHERINE COPPINGER - Introducing Two New Metrics: Fragmented & Interrupted Time Catherine Coppinger from Worklytics introduces two new metrics: (1) Fragmented Time (“the sum of the total number of hours people have in blocks of time that are too short to get any deep work done”) and (2) Interrupted Time (“a metric designed to measure those periods of the day where people keep getting interrupted and just can’t find enough concentrated time to finish an important task”). Understanding these can help individuals and managers organise time more productively while enhancing employee wellbeing (see FIG 13). Read as a follow-up to another recent article by Catherine: 4 New Ways to Model Work, which featured in the July edition of Data Driven HR Monthly. FIG 13: Source: Catherine Coppinger, Worklytics MCKINSEY - What employees say matters most to motivate performance Performance management is most effective when it features strong, consistent internal logic that employees understand In their article, Asmus Komm, Brooke Weddle, Dana Maor, Katharina Wagner and Vivian Morrow Breaux present the findings of a McKinsey study of more than 1,000 employees across the globe on what matters most to motivating employee performance. The findings provide insights to employers to guide their approach with regards to performance management. These include: (1) Performance management frameworks should be consistent and clearly articulated. (2) Goal setting has impact when goals are measurable and clearly linked to company priorities (see FIG 14). (3) Performance reviews with skilled managers are crucial to employee performance. (4) Rewards that include nonfinancial incentives provide a boost. FIG 14: Employees are motivated by measurable goals linked to company/team (Source: McKinsey) LEADERSHIP, CULTURE, AND LEARNING MEGAN REITZ AND AMY EDMONDSON - When a Team Member Speaks Up — and It Doesn’t Go Well Speaking up — and being heard — in organizations is critical. What gets said, and what doesn’t, directs ethical behavior, innovation, inclusion, and performance. In their article for Harvard Business Review, Megan Reitz and Amy Edmondson explore how 'conversational failures' often cause breakdowns in psychological safety rather than being used as opportunities to learn and develop. They discuss why they occur and the reasons why it is difficult to learn from these failures, before providing guidance on how these failures can become ‘intelligent’: (1) Prepare to learn from conversations. (2) Notice critical moments. (3) Implement process tools. (4) Attend to learning over the long term. For more on ‘intelligent failure’, tune in to Amy’s conversation with me on the Digital HR Leaders podcast: How Learning to Fail Can Help People and Organisations to Thrive. If you’re not failing, you’re not journeying into new territory JAMIE SMITH - How boards can champion a resilient talent strategy Talent strategy is increasingly vital to driving overall strategy. Based on a study of by EY and Corporate Board Member magazine of US public company directors across a range of industries, Jamie Carroll Smith presents analysis of the four opportunities identified in the research for boards to champion a resilient talent strategy: (1) Gain deeper insight into the employee experience. (2) Enable a workforce for the future (“Directors recognize that AI developments demand a reskilling of the workforce”). (3) Harness the value of diversity, equity and inclusion (“The future talent pool may depend on companies prioritizing DEI”). (4) Identify opportunities to strengthen talent governance. Thanks to Brian Heger for highlighting in an edition of his excellent Talent Edge newsletter. FIG 15: The biggest impacts of AI on company workforce strategy (Source: EY) JEN FISHER, SUE CANTRELL, JAY BHATT, AND PAUL SILVERGLATE - The important role of leaders in advancing human sustainability More than eight out of 10 executives surveyed say a stronger commitment to prioritizing a positive human impact would increase their company’s ability to attract new talent (82%), appeal to customers and clients (81%), and profitability (81%). Jen Fisher, Susan Cantrell, Jay Bhatt, and Paul Silverglate outline the key findings from Deloitte’s third annual Workplace Wellbeing report. The primary finding suggests that leaders can play a key role in prioritising and advancing a human sustainability agenda, particularly when it comes to measuring outcomes and holding their organizations accountable for progress. Insights identified in the study include: (1) The three trends impacting today’s workforce the most are skills, burnout and mental health. (2) The modern work experience doesn’t promote human sustainability but C-suite leaders aren’t seeing it. (3) While three out of four executives believe workforce wellbeing is excellent or good, workers are having a different experience (see FIG 16). The article then provides guidance on the metrics companies can implement to measure human sustainability including on skills development, purpose, DEI and societal impact. FIG 16: Source – Deloitte Wellbeing at Work survey, 2024 DIVERSITY, EQUITY, INCLUSION, AND BELONGING JANINE LEE - Breaking Down Barriers to Belonging for Women of Color in Tech In her article in Harvard Business Review, Dr. Janine Lee, MBA, Ed.D. Global Head of L&D at Google, outlines the findings from her doctoral research on workplace belonging for women of colour in the tech industry. Janine highlights the top belonging contributors and detractors identified in the study (see FIG 17), and then offers three recommendations to boost workplace belonging: 1) Invest in programs that foster peer-based relationships, 2) Enable sponsorship and mentoring opportunities, and 3) Hold leaders accountable to “walk the talk.” FIG 17: Sense-of belonging contributors and detractors (Source: Janine Lee) 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 August that I recommend readers delve into: GURU SETHUPATHY – Understanding the EU AI Act in Four Handy Charts – Guru Sethupathy of FairNow provides an invaluable breakdown of the EU AI Act and its implications. FIG 18: The four risk levels under the EU AI Act (Source: FairNow) EMILY KILLHAM - How to Build a Better Boss: What Leaders (and Their Teams) Need Now to Thrive – Emily Killham delivers a new study by Perceptyx identifying five key behaviours for managers, the positive and negative impacts of manager behaviour on employees and organisations, and the role of employee feedback in help managers take corrective action. FRANCISCO MARIN - The Role of Active and Passive Organizational Network Analysis in Cybersecurity – Francisco Marin of Cognitive Talent Solutions breaks down how active and passive ONA can support organisational cybersecurity initiatives including the detection of anomalous communications, enhancing incident response and tailoring security strategies. LOUJAINA ABDELWAHED - How To Lose an Employee in 10 Days – Loujaina Abdelwahed, PhD presents analysis by Revelio Labs highlighting the negative impact of return to office on employee reviews and attrition. FIG 19: Negative reviews of RTO correlate positively with attrition (Source: Revelio Labs) ALICIA ROACH – Not all ‘Workforce Planning’ is the Same – If you are interested in workforce planning and don’t follow Alicia Roach of eQ8 on LinkedIn, you really should. In her recent post, Alicia reflects on her ‘triangle of workforce planning’ (see FIG 20), which skilfully illustrates the value of ‘strategic’ workforce planning. FIG 20: Source – Alicia Roach 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): EMILY HACKER AND DAN WEISS - The Critical Role Data Plays in Skills Development - Emily Hacker, CPTD and Dan Weiss share insights from MetLife's skills journey with Stacia Sherman Garr and Dani Johnson of RedThread Research on the Workplace Stories podcast. The key learning from the conversation is that your skills data doesn't need to be perfect to benefit employees, improve talent acquisition, and enhance workforce planning. JOSH BERSIN - The Future Of The Workforce Has Arrived, Can’t You See It? – Inspired by his recent trip to Europe, Josh Bersin explains why the traditional industrial work model has ended, gig work is now mainstream, reskilling should be given primacy, and why HR professionals need to reskill in AI to stay relevant. BRYAN HANCOCK AND EMILY FIELD - Managing in the era of gen AI – In this episode of McKinsey Talks Talent, Bryan Hancock and Emily Field, two of the authors along with Bill Schaninger, Ph.D. of Power to the Middle: Why Managers Hold the Keys to the Future of Work, join host Lucia Rahilly to explain why middle managers matter, what leaders could do differently to make more of the managers on their teams, and how gen AI could change middle managers’ jobs—for the better. ANSHUL SHEOPURI - How Mastercard is Training Employees for the AI Era – Anshul Sheopuri, EVP People Operations and Insights at Mastercard, joins Christopher Rainey on the HR Leaders podcast to shares insights on leveraging AI in HR and the importance of continuous learning. JAMES GALLMAN - Bridging HR Technology, Analytics, AI Agents, LLMs, & Nudging at NetApp - James Gallman , VP HR PMO, Systems and Analytics at NetApp, joins hosts Cole Napper and Scott Hines, PhD on the Directionally Correct podcast to discuss the overlap between HR technology and people analytics. LILY ZHENG - Ground Your DEI Efforts in Data – In an episode of Women at Work, DEI strategist and consultant Lily Zheng joins hosts Amy Bernstein and Amy Gallo to explain the role of data and analytics in DEI, and the importance of measuring outcomes to make lasting progress. VIDEO OF THE MONTH JULIET SCHOR - Smarter Work for a Better World? Studies suggest that the Four Day Week may reduce burnout and depression, while also offering significant opportunities to reduce our collective carbon footprint. One of my favourite sessions at this year’s Wharton People Analytics Conference saw Professors Juliet Schor and Iwan Barankay discuss what we know about the four-day work week and share their different perspectives on what this alternate structure might mean for organisations and their employees. BOOKS OF THE MONTH One of the benefits of being on holiday the past few weeks has been that it enabled me to catch up on some reading, hence there being two books of the month for August: NICK VAN DAM – Boosting Your Well-being: The Best Version of Me - A wonderful book – and a wonderful cause with 100% of the book’s royalties being donated to the e-Learning for Kids Foundation. Written by Prof. dr. Nick van Dam, and 20 co-authors, this is a comprehensive book on professional wellbeing. It delves into the interconnected aspects of four key dimensions: body, mind, purpose, and environment, and offers a compelling approach to self- improvement. I particularly enjoyed the chapters on resilience and adaptability (written by Jacqui Brassey, PhD, MA, MAfN ?️ (née Schouten) ), sleep (Dr Els van der Helm) and contribution (Emily Ricci). An uplifting and potentially life-changing read. KALIFA OLIVER – I Think I Love My Job: Secrets To Designing A People-Centered Employer Value Proposition - At times a powerful and relatable story of the ups and downs of corporate life, and at others a compelling narrative on how to approach work, harness data and build a world-class employee experience. Kalifa Oliver, Ph.D. combines both an academic and a practitioner mindset that empowers the reader to take charge of their career, challenge workplace norms, and use data to revolutionise the employee experience. FROM MY DESK August saw us reach a notable milestone on the Digital HR Leaders podcast – our 200th episode, and we celebrated in style with a special guest, Amy Edmondson, Thank you to Louis Gordon and the team at HiBob for sponsoring series 40 of the podcast. AMY EDMONDSON - How Learning to Fail Can Help People and Organisations to Thrive – Harvard professor, pioneer of psychological safety and Thinkers50 #1, Amy Edmondson joined me for our 200th episode, where we discussed intelligent failure, and how failing well can drive individual and organisational success. DAVID GREEN - What key elements do you believe are essential to building a strong company culture? - A round up of series 40 of the Digital HR Leaders podcast, with insights from John Winsor, Maureen N. Dunne, Ph.D., Nirit Peled-Muntz, Heidi Manna and Amy Edmondson. DAVID GREEN - Five Key Elements For Building a Strong Company Culture? – A recent article for myHRfuture, where I break down five elements in building a strong company culture including aligning with organisational mission and using people data as your GPS. 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 Wayne Tarken for kindly writing a post about me on LinkedIn: Curious About People Analytics? - What Leaders Can Learn from Thursday's Thought Leader. Ester Martinez and her team at People Matters for including the Digital HR Leaders podcast in their list of 100 must-read resources for HR and talent leaders. Rachel Collins for her post emphasising the need to move from employment to employability, inspired by the LinkedIn Live I hosted recently with Ravin Jesuthasan and Tanuj Kapilashrami. Similarly, thanks to James Elliott for also posting here about the LinkedIn Live with Ravin and Tanuj. David McLean , whose post on learning from your failures references the Digital HR Leaders podcast episode with Amy Edmondson. Veronika Birkheim , whose post on Culture Diagnostics, references the Digital HR Leaders podcast episode with Heidi Manna. Andrew Gadomski for his post on how he uses the Data Driven HR Monthly as a learning tool at the Cybersecurity and Infrastructure Security Agency. Irada Sadykhova for her post on how to build a strong company culture, which was inspired by a recent series of the Digital HR Leaders podcast. Ashley Utz for her post reflecting on the recent Digital HR Leaders podcast episode with Nirit Peled-Muntz. HR Executive Leadership Exchange for including me in their list of the Top 10 HR Leaders You Should Follow. Mirro.io for including me in their list of Top HR Leaders to Follow in 2024. Daniyal Wali and The Talent Games for including me in their list of the Top 10 HR Tech Leaders to Follow in 2024. Finally, a huge thank you to the following people who shared the July edition of Data Driven HR Monthly. It's much appreciated: Jaqueline Oliveira-Cella Andrés García Ayala Kristhy Bartels Sandy Zou Danielle Farrell, M.A. David Hodges Jeff Wellstead Gord Johnston MA, BHJ, BA, CHRP Debbie Harrison Dave Millner Sharna Wiblen Aizhan Tursunbayeva, PhD, GRP Catriona Lindsay Amardeep Singh, MBA Walter Maes Marcano Gert-Jan Tretmans Tim Peffers Kouros Behzad Adam Tombor (Wojciechowski) Lewis Garrad Sebastian Szachnowski Bob Pulver John Golden, Ph.D. Ben Wigert, Ph.D, MBA Ken Oehler Alexis Fink Katia Simões Francisca Solano Beneitez Abbas Qaidari Onno Bouman Aravind Warrier Kathleen Kruse Adedamola Adeleke ☁️ Elodie MENAGER Susan Knolla John Healy David Simmonds FCIPD Andrews Cobbinah, MLPI, ACIHRM Deviprasad Panda Vanesa C. David McLean Timo Tischer Prachi Agasti Maria Alice Jovinski Tristan Hack Adam McKinnon, PhD. Nicole Hazard Michael Arena Andras Vicsek Jane Kuhn Emily Pelosi, PhD Malgorzata Langlois Ahmed Salah ?? Swechha Mohapatra (IHRP-SP, SHRM-SCP, CIPD) Paul Daley Kyle Forrest Shivaani Talesra Ryan Wong Shujaat Ahmad Tessa Hilson-Greener Vivek Ojha Jacob Nielsen Søren Kold Tobias W. Goers ツ Terri Horton, EdD, MBA, MA, SHRM-CP, PHR Galo Lopez Noriega Marino Mugayar-Baldocchi Alexandra Nawrat Marian Stancik Hanadi El Sayyed Marcela Niemeyer Higor Gomes Kirsten Edwards Andreea Lungulescu Bradford Williams Faiza Tasneem(Associate CIPD) Alysson DuPont, SHRM-SCP, MBA Dr. Peter Schulz-Rittich Joaquin Hernandez Doug Shagam Mariami Lolashvili Caitie Jacobson Jaap Veldkamp Jaejin Lee Yvonne Bell (She/Her) John Gunawan Roberto Amatucci Philipp Heller Tina Peeters, PhD Gianni Giacomelli Lina Makneviciute Roshaunda Green, MBA, CDSP, Phenom Certified Recruiter Jacob Bradburn, Ph.D. Ying Li Phil Inskip Jack Liu Jonathan Berríos Leiva Stephen Hickey Lars Schmidt Geetanjali Gamel Dan George Anabel Fall Alejandra Barbarelli Adam Gibson Mia Norgren David van Lochem Nick Lynn Silja Kupiainen Heather Whiteman, Ph.D. Meghan M. Biro Martijn Wiertz Agnes Garaba Dolapo (Dolly) Oyenuga Laurent Reich Sebastian Kolberg Sebastián Mestre Chris Long Penny Newman Ralf Buechsenschuss Sebastian Knepper Marcela Mury Joseph Frank, PhD CCP GWCCM Dave Fineman Ron Ben Oz Danielle Bushen Kimberly Rose Daorong Lin Sukumaran Mariappan Abhilash Bodanapu Sonia Mooney Kerrian Soong Jay Polaki⚡️ SHRM-SCP/SPHR Remco van Es Ken Clar Matt Elk Aulia Raubien Natalie Wiseman Graham Irene Wong David Balls (FCIPD) Olivier Bougarel Ramesh Karpagavinayagam Oliver Kasper Andrew Kilshaw Nick Hudgell Gal Mozes, PhD Tatu Westling Brandon Merritt Johnson UNLOCK THE POTENTIAL OF YOUR PEOPLE ANALYTICS FUNCTION THROUGH THE INSIGHT222 PEOPLE ANALYTICS PROGRAM At Insight222, our mission is to make organisations better by putting people analytics at the centre of business and upskilling the HR profession The Insight222 People Analytics Program® is your gateway to a world of knowledge, networking, and growth. Developed exclusively for people analytics leaders and their teams, the program equips you with the frameworks, guidance, learnings, and connections you need to create greater impact. As the landscape of people analytics becomes increasingly complex, with data, technology, and ethical considerations at the forefront, our program brings together over one hundred organisations to collectively address these shared challenges. Insight222 Peer Meetings, like this event in London, are a core component of the Insight222 People Analytics Program®. They allow participants to learn, network and co-create solutions together with the purpose of ultimately growing the business value that people analytics can deliver to their organisations. If you would like to learn more, contact us today. ABOUT THE AUTHOR David Green ?? is a globally respected author, speaker, conference chair, and executive consultant on people analytics, data-driven HR and the future of work. As Managing Partner and Executive Director at Insight222, he has overall responsibility for the delivery of the Insight222 People Analytics Program, which supports the advancement of people analytics in over 90 global organisations. Prior to co-founding Insight222, David accumulated over 20 years experience in the human resources and people analytics fields, including as Global Director of People Analytics Solutions at IBM. As such, David has extensive experience in helping organisations increase value, impact and focus from the wise and ethical use of people analytics. David also hosts the Digital HR Leaders Podcast and is an instructor for Insight222's myHRfuture Academy. His book, co-authored with Jonathan Ferrar, Excellence in People Analytics: How to use Workforce Data to Create Business Value was published in the summer of 2021. 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.

Employee Experience
2024年09月03日
Employee Experience

The Key to a Thriving Workforce? A Smart Approach to AI 微软的最新数据强调了人工智能对员工赋权、活力和生产力的积极影响。领导者可以通过关注其员工队伍是否在“繁荣”中来促进良好表现，微软将“繁荣”定义为被赋予权力和充满活力地进行有意义的工作。员工信号调查显示，人工智能的使用能通过减少乏味工作并促进有意义的工作来提高生产力、努力和影响。人工智能工具还与更高的赋权和活力得分相关，表明员工队伍的“繁荣”。成功的关键在于将人工智能与支持性文化相结合，提供必要的培训，并使人工智能项目与公司目标保持一致。 New data reveals how access to AI can help employees feel more empowered and energized, and find more meaning in their work. what’s the best way for leaders to foster good performance? How can they tell if their efforts are successful or not? Often, companies try to answer these questions by measuring metrics like engagement or financial results. And while those are critical to business success, at Microsoft, we also want to explore whether the workforce is thriving. “Thriving has become the North Star for how we understand employees,” says Microsoft VP of People Analytics Dawn Klinghoffer, who leverages data to help leaders understand and improve employee’s experience. “We define thriving as being empowered and energized to do meaningful work. Are people excited to come to work every day, excited about the opportunities ahead?” One of the ways we gauge this at Microsoft is with our Employee Signals survey, a biannual company-wide poll. The recent results not only offered insights into the tangible benefits of thriving, they also uncovered a key catalyst for fostering it: access to AI. The Benefits of Thriving We are focused on fostering a culture of thriving because our research suggests that doing so can boost how effective our workforce perceives itself to be. We also found that employees who are thriving are likely to have the highest scores on our indicators of high performance, like productivity, effort, and impact Additionally, survey results suggest that employees who are thriving are more likely to go above and beyond what is expected of them. They take more pride in their work and they are less apt to look for employment elsewhere. Recent Employee Signals survey results give us some new insights about what it means to thrive in this new era of work. We discovered that higher scores on what we’ve identified as the most important factors that support thriving—finding meaning in work, feeling empowered, and feeling energized—also translate to a measurable boost in productivity. Furthermore, access to AI seems to correlate with higher scores on each of these pillars. Meaningfulness: According to our data, employees who find their work meaningful are 59% more likely to say they are productive at work—and 28% more likely to say they put in extra effort. Key to that is minimizing time spent on tasks that don’t feel meaningful. This is where AI comes in: AI assistants can lighten the load by generating rough drafts, sifting through piles of data, or simply acting as a sounding board and brainstorming partner to help people nail down a plan of action. Crucially, incorporating AI into the day correlated to a 20% jump in scores relating to meaningful work. “What we find is that AI is really there to help you take friction and toil out of the system, and to remove the drudgery of work,” Klinghoffer says. “And when people are able to remove some of that drudgery, we see that they’re more productive, and they thrive more.” Empowerment: Survey results also point to a future in which AI empowers people in their jobs. People who are empowered do not feel they have resource constraints, and they aren’t overburdened with people telling them how to do their work, Klinghoffer says, “so they have more freedom to do things the way they want and need to get the job done.” Access to AI tools and resources, we found, correlated to 34% higher scores for questions related to empowerment. Energy: Our employees who say they feel energized are 44% more likely to say they feel proud of their work, and 22% more likely to say they take the initiative to be productive and put discretionary effort into their work. All levels of AI use— learning about it, grasping its value, incorporating it into processes and products, or simply having AI resources—correlated to higher reported energy levels. In fact, scores on energy-related questions for those using AI jumped almost 27%. These results offer solid evidence that AI can be a catalyst for thriving and high performance. But how a company goes about making AI available will determine whether the company can reap these benefits. If employees are equipped with the right knowledge, tools, training, and resources to leverage AI in their work, they can begin to tap the full potential of an AI companion. The key to success, Klinghoffer says, is integrating AI in a way that spans culture, learning, and people management. That way, everyone will understand how AI can help them focus on the most meaningful work. The ABCs of Thriving with AI Klinghoffer recommends keeping the following blueprint top of mind. Accelerate alignment: Strengthen connections between employees, the company’s mission, and the transformative potential of AI. Clarify how AI initiatives align with the company’s goals and employees’ roles. Celebrate contributions to AI projects to highlight their impact on the company and customers. “Employees who felt more connected to the mission and really understood how their work fits into the larger system were also the ones who were really thriving,” says Ketaki Sodhi, Senior HR Data Analyst at Microsoft. “When we looked at Copilot and employee sentiment around AI, these were also the folks who were willing to experiment and find ways to use AI to take some of the drudgery out of the day-to-day.” Smart leaders should seek out those internal champions and offer them support and encouragement. Be inclusive: Create an environment where all employees feel equipped to engage with AI. This includes providing AI education, training, and resources, as well as fostering a culture of innovation and supporting a safe space for experimentation. Regular check-ins and feedback sessions can help employees express concerns and share ideas related to AI. Once users are encouraged and equipped to explore the possibilities of AI, our research suggests that a time savings of just 11 minutes a day is all it takes for them to start to appreciate its value. Cultivate collective growth: Create a culture that empowers employees to decide how to do their best work, while investing in moments that matter together. Provide employees with the flexibility to plan their days and create time to meaningfully engage with AI. Encourage them to explore how AI can help them free up time for creative and strategic work. Then highlight use cases and foster collaboration among teams to encourage knowledge sharing. Collective growth encompasses in-role experiences (how do we create time and space for employees to learn within their role?) and beyond (what comes next for me? Is there a viable career that excites me at this company?). AI can help with both—by eliminating the drudgery that keeps employees from doing more creative work, and by facilitating positive employee movement. “You see a huge boost. People get excited doing something new, growing their skills and experiences, and furthering their career,” Klinghoffer says. “A couple of months ago on my team we had people who were interested in a different role raise their hands, and we facilitated changes for about 20% of my org.”

Employee Experience
2024年06月24日
Employee Experience

Josh Bersin谈首席人力资源官 (CHRO) 职责的扩展推荐介绍：这是Josh Bersin最新的一篇文章，谈到了CHRO角色的问题，这确实是一个好问题！在当今快速变化的商业环境中，首席人力资源官（CHRO）的角色变得尤为重要。随着人工智能变革、全球劳工实践和组织重组等挑战，CHRO的职责显著扩大。企业面临广泛的人事问题，包括混合工作带来的压力、劳动力短缺以及需要提高生产力和内部流动性。CHRO在重新设计传统人力资源实践和整合全球及技术进步方面至关重要。在劳动力短缺的背景下，CHRO需要将旧的“雇用以增长”模式转变为“提高生产力和内部流动性”的模式，这比看起来更难。全球化也是一个挑战，CHRO必须引领公司进行全球化领导力和薪酬实践的调整。此外，行业整合使得大多数CHRO都在处理收购或被收购的前景，带来裁员和组织整合等问题。领导力的发展同样是CHRO的重要职责。随着组织趋向扁平化，公司需要在各个层面培养领导技能，这是所有人力资源投资中最重要的。技术也是一个复杂的问题，CHRO必须整理遗留的人力资源系统，并应对技术带来的挑战。优秀的CHRO不仅是聪明、有创造力的变革领导者，还是精明的商业人士。他们展示了在我们的领域内进行业务转型的能力。我们的CHRO研究计划将为CHRO的专业发展提供支持。我们一起来看正文：随着时代变迁，曾被认为是C级高管中地位较低的职位，如今CHRO可能是最重要的职位之一。随着AI不断改变我们的业务，CHRO的职责每天都在增加。（Jack Welch经常说 CHRO是公司中第二重要的职位，甚至比CFO更重要。）公司面临着各处的人力挑战首先显而易见的是：公司在各个方面都面临人力问题。大多数公司仍在努力适应混合办公模式，经理和员工压力巨大，员工幸福感处于历史最低点。疫情的创伤切断了公司与员工之间的联系，使各类员工能够自主做出许多决定。应对劳动力短缺在这种背景下，我们还面临着持续的劳动力短缺。低生育率和退休的婴儿潮一代将失业率推至50年来的最低点，这个问题在几十年内都不会消失。旧的“雇佣增长”模式正在失效，我们在快速增长的科技公司中看到了“雇佣，然后裁员”的循环。 CHRO们必须将这种模式转变为“提高生产力和内部流动性”，这个转变比看起来要困难得多。重新设计组织此外，在过去几年里，公司终于决定废除职能层级结构。我们交谈的大多数公司都在扁平化，取消中层管理人员，并以更跨职能的方式运营。前瞻性组织（如Bayer、ING Bank、Telstra、Mastercard、Netflix）正在采用我们称之为“动态组织 (Dynamic Organization)”的运营模式，创造新的敏捷性和市场响应时间。CHRO必须领导这一努力，并找出如何重新设计工作设计、薪酬、绩效管理和职业发展的传统实践。每家公司现在都是全球性的随着远程工作的普及，每家公司现在都具有全球性。这意味着我们必须了解全球劳工实践、不同的人才市场以及如何领导远程团队。CHRO必须领导决策，例如在哪里雇佣、在哪里设立设施，以及如何全球化领导力、薪酬实践、雇佣政策和劳资关系。并购我们也处于一个整合的周期。媒体、零售、医疗和科技等行业正在整合。这意味着大多数CHRO都在处理并购或被收购的前景。这些交易带来了裁员、组织整合和高级领导团队对齐的问题。许多人将波音的问题归咎于1997年收购McDonnell Douglas，这次收购创造了一种新的文化。我觉得我们都在成为收购新公司的专家，这迫使CHRO领导不断的整合和变革。改变领导力培养路径 CHRO还有另一个棘手的角色：领导力模型已经发生了变化。我们不仅需要培养总经理，领导者现在无处不在。扁平化的组织迫使公司在各个层面建立领导技能。当做得好时（如我在下面讨论的Marriott和Delta），领导力发展是至关重要的。在我们所有的HR投资中，领导力发展带来的价值最大。这也落在了CHRO的肩上。更新传统HR技术 HR技术有些混乱。公司拥有几十甚至上百个传统的HR系统，这些系统充斥着招聘、培训、排班、入职、调查和合规的工具。AI有望提供帮助，但即使是Workday的客户也对他们的系统感到厌倦，（阅读“为什么每个人都讨厌Workday”）。CHRO不能再忽视技术：他们必须解决这些问题。重新设计HR职能最后是运行HR这一极其复杂的工作。CHRO领导着公司中最复杂的职能之一，通常被认为是成本中心。CHRO必须改造自己的团队，建立一个敏捷、智能和咨询型的组织。这意味着创建一个系统性HR运营模型 (Systemic HR operating model)，简化员工体验，并培养能够与高级运营领导者咨询和建议的HR领导者。高绩效的CHRO是什么样的？我们每年与数百位CHRO交谈，有许多衡量成功的方法。优秀的CHRO不仅是聪明、有创意的变革领导者，他们也是精明的商业人士。这些个人帮助领导他们的消费导向公司渡过了疫情，达到了有史以来最大的增长。Delta现在是美国排名第一的航空公司，Marriott现在是世界上排名第一的酒店公司。在这两种情况下，正如我们的HR Hero奖所指出的，这些人展示了创意、商业头脑和我们领域的广泛技能。介绍我们的CHRO研究计划：CHRO Insights™ 我们正在启动一个以CHRO为导向的大型研究计划，研究CHRO的角色。该计划包括研究、教育、工具和信息。我们已经发现了一些重要的事情（我们查看了47000名全球CHRO的数据，并将他们的职业与许多业务结果进行了比较）。首先，我们看到CHRO角色在C级高管中的重要性大幅增加。 CHRO的薪酬迅速增加，越来越多的公司告诉我们，HR正在领导公司的AI计划、生产力计划和文化变革。其次，CHRO的工作比看起来要难。大多数公司没有为CHRO提供良好的继任计划（84%的高影响力CHRO职位是外部填补的），这告诉我们需要关注这个角色。这激励我们在这里集中精力，您将在接下来的几个月中看到我们关于CHRO职业发展的更多内容。第三，CHRO角色必须融合对业务、技术、文化和多种HR领域的深刻理解。我们的全球HR能力模型涵盖了94个不同的领域，超过11000名HR专业人士的平均信心水平约为3分（满分5分）。想象一下CHRO必须面对的各种问题：从AI战略到全球文化、员工体验、薪酬、多样性等等。第四，CHRO角色正在扩展。我交谈的许多CHRO现在负责设施战略（因为设施影响混合工作、福利和工作体验）、整体员工体验战略（包括健康和福祉）、员工沟通战略，以及公司中的所有合规、培训、招聘、薪酬和绩效计划。最后，强大的CHRO正在改造他们的HR职能。公司正在使用我们的系统性HR模型来整合HR中的职能孤岛，创建新的产品和解决方案团队，并对HR团队进行交叉培训，以应对AI和这些新问题。优秀的CHRO不仅是出色的领导者和高级HR从业者，他们还是商业变革专家。今年夏天晚些时候，我们将发布我们的第一份CHRO角色研究，并详细描述我们的CHRO Insights计划。与此同时，我想庆祝那些承担这些角色或渴望承担这些角色的人，并告诉你们我们正在准备一些令人兴奋的事情。

Employee Experience
2024年06月22日
Employee Experience

2024年组织中人力资源部门的21个关键角色-来自AIHR 组织中人力资源部门的21个关键角色，分为“关键角色”、“合规角色”和“新兴角色”三个部分，如下所示：关键角色吸引候选人：开发和执行策略以吸引合适的候选人。选择候选人：从众多申请者中挑选出最适合的候选人。内部和外部招聘：内部晋升和外部招聘的管理。绩效评估：对员工的工作表现进行评估。薪酬：设计和实施薪酬策略。员工福利管理：设计和管理员工福利计划。学习与发展：确保员工技能与组织需求保持一致。合规角色晋升：晋升机制的设计与实施。问题解决小组：创建和管理解决问题的小组。全面质量管理（TQM）：实施全面质量管理以提高服务或产品质量。信息共享：确保重要信息能够及时传达给所有员工。组织发展：通过战略性的人力资源管理提升组织效能。调查管理：管理各种员工调查，收集反馈以改进工作环境。合规管理：确保公司遵守所有相关法律和规章制度。商业合作伙伴：HR作为管理层的战略合作伙伴，提供人力资源解决方案。新兴角色数据与分析管理：使用数据分析来支持决策过程。人力资源技术管理：管理和优化HR相关的技术和系统。变更管理：领导和管理组织变更。员工体验：设计和改进员工的整体工作体验。多元化、公平、包容和归属感（DEIB）：推广和实施多元化和包容性策略。公关：管理公司的公共形象和应对公关危机。原文来自：https://www.aihr.com/blog/human-resources-roles/ Attracting candidates, Selecting candidates, Hiring from within and from outside, Performance appraisals, Compensation, Employee benefit management, Learning & development, Promotions, Problem-solving groups, Total quality management (TQM), Information sharing, Organizational development, Survey management, Compliance management, Business partnering, Data & analytics management, HR technology management, Change management, Employee experience, DEIB, PR 吸引候选人、选择候选人、内部和外部招聘、绩效评估、薪酬、员工福利管理、学习与发展、晋升、问题解决小组、全面质量管理 (TQM)、信息共享、组织发展、调查管理、合规管理、业务合作、数据与分析管理、人力资源技术管理、变革管理、员工体验、DEIB、公共关系

Employee Experience
2024年05月12日

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