• Employee Experience
    推荐：The best HR & People Analytics articles of March 2024 024年3月，David Green带领我们深入了解了人力资源和人力分析的最新趋势。在欧洲和美国的几场关键活动中，他强调了人力分析在提升员工体验、AI在工作场所的角色、以及四天工作周趋势的增长中的转型作用。此外，Culture Amp对Orgnostic的收购和在Culture First Leaders Forum上的见解，突出了培养适宜的组织文化对于未来工作的战略重要性。Green的观点强调了HR需要采用数据驱动策略，以实现有效的劳动力规划、技能发展和组织增长。 2024 HR TRENDS AND PREDICTIONS KATE BRAVERY, JOANA SILVA, AND JENS PETERSON - Workforce 2.0: Unlocking human potential in a machine-augmented world – Mercer Global Talent Trends 2024 The world of work is in full metamorphosis, forever changed by the seismic shifts of the past few years and accelerated by the imminent human-machine teaming revolution. Just as organizations were settling into a new normal — with a focus on hybrid working, comprehensive health and well-being, digitalization, and upskilling — Generative AI (Gen AI) burst onto the scene. Those are the opening words from the Mercer Global Talent Trends 2024 report, which has recently been published. As ever, the study, which is based on a survey of more than 12,000 executives, HR leaders, employees, and investors, and is authored by Kate Bravery Joana Silva and Jens Peterson is an absolute must-read. The study highlights a disconnect between what HR is prioritising for the 2024 people agenda and the initiatives that executives believe will have the most impact on business growth (see FIG 1).  The study highlights four priorities that firms that outpace their competitors are focusing on: (1) Driving human-centric productivity. (2) Anchoring to trust and equity. (3) Boosting the corporate immune system. (4) Cultivating a digital-first culture. My tip to enjoy the study: find a couple of hours, make yourself a cup of tea and have a pen and paper to hand. FIG 1: HR priorities for the 2024 people agenda (Source: Mercer Global Talent Trends 2024) FIG 2: Drivers and drainers of employee productivity(Source: Mercer Global Talent Trends 2024) HYBRID, GENERATIVE AI AND THE FUTURE OF WORK BRIAN ELLIOTT - Return-to-Office Mandates: How to Lose Your Best Performers There is mounting evidence that mandates don’t improve financial performance. Instead, they damage employee engagement and increase attrition, especially among high-performing employees and particularly those with caregiving responsibilities. That’s according to Brian Elliott in his latest column in MIT Sloan Management Review, which highlights that the workers most likely to be turned off by return-to-office mandates are the company’s highest performers. Elliott highlights the link between factors such as pressure from investors and the CEO echo chamber with RTO pronouncements, as well as how only one in three executives believe that RTO has had even a slight impact on productivity. He recommends instead focusing on productivity rather than physical presence (see FIG 3) and how this can inspire a boom loop in engagement as opposed to a doom loop in trust. Finally, Elliott presents findings from the Future Forum and i4CP, highlighting the negative impact of RTO mandates, before offering guidance on how to build an outcomes-driven organisation: “The bottom line is that when trust is balanced with accountability, people and organizations will thrive.” FIG 3: Focus on Productivity, Not Physical Presence (Sources: Future Forum, Centre for Transformative Work Design, and Slack) AARON DE SMET, SANDRA DURTH, BRYAN HANCOCK, MARINO MUGAYAR-BALDOCCHI, AND ANGELIKA REICH - The human side of generative AI: Creating a path to productivity As teams start using gen AI to help free up their capacity, the middle manager’s job will evolve to managing both people and the use of this technology to enhance their output. A fascinating new study from McKinsey, which provides analysis on workers who are at the forefront of gen AI usage (which as FIG 4 shows is dominated by those in non-technical roles) and dives into the job factors and skills these workers say they need. The authors emphasise how firms can enhance productivity by crafting jobs that put people before tech – rather than the other way around. They conclude that companies that set a people-centric talent strategy will give themselves a competitive edge as more workers and jobs are affected by the changes gen AI brings. The article is rich with data and powerful visualisations – kudos to the authors: Aaron De Smet Sandra Durth Bryan Hancock Marino Mugayar-Baldocchi and Angelika Reich ). FIG 4: Workers who use generative AI as part of their jobs comprise a much larger group than those who hold traditionally technical roles (Source: McKinsey) PETER CAPPELLI, PRASANNA (SONNY) TAMBE, AND VALERY YAKUBOVICH - Will Large Language Models Really Change How Work Is Done? LLMs are much more complicated to use effectively in an organizational context than is typically acknowledged, and they have yet to demonstrate that they can satisfactorily perform all of the tasks that knowledge workers execute in any given job. In their article, Peter Cappelli Prasanna Tambe and Valery Yakubovich look at the use and challenges of integrating Large Language Models (LLMs) in organisations, and present practical recommendations on how to work with LLMs successfully. The five challenges outlined in the article are: (1) The Knowledge Capture Problem. (2) The Output Verification Problem. (3) The Output Adjudication Problem. (4) The Cost-Benefit Problem. (5) The Job Transformation Problem – How will LLMs work with workers? Guidance includes developing and circulating standards for the use of LLMs in organisations, establishing a central office to produce important LLM output, and providing training to users. NICK BLOOM – Why WFH is a win-win-win | WFH research update (March 2024) Nick Bloom’s recent post on LinkedIn highlighting his research on why remote working is a win for firms (due to increased productivity of $20,000 a year for each remote day a week), employees, and society is extremely compelling. I also recommend reading Nick’s latest monthly data for March, which includes numerous insights such as that workers in their 50s and 60s are fully onsite more often than younger workers. For more from Nick, please tune in to his discussion with me on the Digital HR Leaders podcast: Unmasking Common Myths Around Remote Work. FIG 5: Workers in their 50s and 60s are fully onsite more often than younger workers (Source: WFH Research) PEOPLE ANALYTICS PIETRO MAZZOLENI - Transforming HR: How IBM measures the success of its people data platform investments For those of you who haven’t already subscribed to Pietro Mazzoleni’s People Data Platform newsletter, where he unpacks insights from transforming IBM's internal data platform for people analytics, I highly recommend you do. In this edition, Pietro walks through the three tiers of Key Performance Indicators (KPIs) IBM uses to evaluate investments in Workforce 360, its people data platform (see FIG 6). Watch out for an upcoming episode of the Digital HR Leaders podcast, where I discuss with CHRO Nickle LaMoreaux how IBM is augmenting HR programs with AI. The episode will air from April 9. FIG 6: Three tiers of KPIs to evaluate investments in a people data platform (Source: Pietro Mazzoleni) NAOMI VERGHESE - Influencing C-Suite and Board Decisions with People Analytics Insights Naomi Verghese shares key learnings from the recent Peer Meeting for member companies of the Insight222 People Analytics Program, hosted by HSBC in their global headquarters in London. The Peer Meeting, which was attended by over 60 people analytics leaders and practitioners from more than 40 companies focused on two of the key findings from the Insight222 People Analytics Trends study for 2023: influencing senior stakeholders and measuring value. In her article, Naomi covers four topics: (1) how to implement a people analytics operating model that drives business outcomes (based on insights shared at the Peer Meeting by Rob Etheridge and Bec Aoude). (2) how to use AI to democratise insights from people data, using an example of work Andrew Elston has led at HSBC. (3) how Microsoft’s employee listening ecosystem (see FIG 7) helped the firm identify the moments that matter for in-person collaboration (insights from a session led by Dawn Klinghoffer), and (4) how to influence the board of directors, with insights from Justine Thompson. If you would like to learn more about our People Analytics Program, contact us today. FIG 7: Microsoft’s employee listening ecosystem (Source: Dawn Klinghoffer, Microsoft) BRENT DYKES - The Future Of Data Storytelling Is Augmented, Not Automated Brent Dykes continues his rich vein of writing with an article exploring whether AI tools should be used to automate data storytelling. He provides reasons why data storytelling can’t or shouldn’t be automated including for reasons of oversimplification, transparency and trust, and the fact that storytelling is essentially a human skill. Instead, Brent advocates that the path forward should be augmented data storytelling, and lays out a powerful illustration of how this would work (see FIG 8) The most powerful person in the world is the storyteller. The storyteller sets the vision, values, and agenda of an entire generation that is to come. FIG 8: Data storytelling comparisons: Humans vs. AI (Source: Brent Dykes) HALLIE BREGMAN – Where should People Analytics sit in an Organisation? Part 1 & Part 2 | WILLIS JENSEN – Can Data Cleaning be Automated? | COLE NAPPER - Universal Models & People Analytics | ALEXANDER LOCHER - How to harness the value of people data and operational HR insights | ANGELA LE MATHON, STACIA GARR, AND DANI JOHNSON - Generating Value from People Data In recent editions of the Data Driven HR Monthly, I’ve been featuring a collection of articles by current and recent people analytics leaders. These act as a spur and inspiration to the field. Five are highlighted here. (1) If you don’t already follow Hallie Bregman, PhD on LinkedIn, you really should. Hallie regularly publishes thoughtful and insightful posts on topics important to the field. The two I’ve included here look at the pros and cons of situating people analytics in or outside HR. (2) Willis Jensen analyses whether AI will reduce the amount of data cleaning undertaken by people analysts given that much of this work involves judgement without hard, fast or consistent rules. (3) Cole Napper, who I’m looking forward to co-chairing People Analytics World with in London in April – also with Michael M. Moon, PhD – explains how many of the models we use in people analytics are borrowed from other disciplines. (4) Alexander S. Locher highlights some of the current trends in people analytics (see FIG 9) and offers guidance on how to harness value from your people data. (5) Angela LE MATHON, VP People Data and Analytics, shares how GSK generates value with their people data, how they’re using AI to gather information, and how skills verification ties in with Stacia Sherman Garr and Dani Johnson of RedThread Research. FIG 9: Current trends in people analytics (Source: Alexander Locher, EY) THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE JO IWASAKI, KAREN EDELMAN, AND YASMINE CHAHED - Time to rethink talent in the boardroom Just over a third of board and c-level executives believe their workforce related discussions are adequate to meet their organisation’s needs. That’s the standout finding from a new global survey by Jo Iwasaki Karen Edelman and Dr Yasmine Chahed for Deloitte of 500 board members and C-suite executives in more than 50 countries on corporate governance and talent. The three top insights from the study were: (1) Many boards could be focusing more on talent-related issues. (2) Most organisations are just starting to think about their AI strategies. (3) Amplifying the talent experience will require boards to adopt a broader perspective. FIG 10: Workplace related topics that are top board priorities (Source: Deloitte) DAVE ULRICH - Pre-flections on GenAI and HR: Where to Go and How to Get There GenAI will help shape HR’s future by offering both information symmetry to synthesize and optimize the past and present and information asymmetry to create and guide the future. Dave Ulrich offers some initial reflections on what the journey could look like for applying GenAI to HR work, as well as some possible actions to drive progress (see example in FIG 11 for ‘Talent’). Dave also highlights four important considerations to manage the risk and realise the opportunity of GenAI in HR. (1) Who should champion, sponsor, participate in, and be accountable for this journey? (2) What individual skills and organisation capabilities will be required to make GenAI in HR happen? (3) What will be the regulatory and legal policies and risks associated with the effort? (4) What metrics of value-added GenAI for HR will be most useful and tracked? FIG 11: Examples of GenAI/HR initiatives in the Talent domain (Source: Dave Ulrich) HEIN KNAPPEN - How HR Adds to Enterprise Value Hein J.M. Knaapen, a former chief people officer himself, shares his perspectives on the crucial role HR plays in driving business value, and offers practical advice to CHROs on how to make this a reality. Hein highlights the four people priorities that connect to value: (1) Performance management, (2) Succession management, (3) Leadership development, and (4) Capability building, providing guidance on each. Value creation should be the focus. Nothing else. And only four people priorities connect to value: performance management, succession management, leadership development and capability building. WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS STEFAN HIERL - Identifying the AI Potential in Your Organization: A Strategic Approach Leveraging Generative AI to assess the AI Potential in a workforce helps businesses go beyond just talking about how AI might change jobs. As Stefan Hierl astutely observes in his excellent article, in the rush to jump on the AI bandwagon, many companies fall into the trap of overlooking a critical preliminary step: conducting a systematic evaluation of where AI can deliver transformative value. In his article, Stefan outlines a five-step approach to quantify the potential of AI to support organisations identify opportunities for automating and augmenting work activities. The five steps (see FIG 12), which Stefan outlines in detail are: (1) Decomposing roles by breaking down each role into its main activities and respective time shares. (2) AI potential assessment – estimating the potential of AI at the activity level. (3) Expert validation – cross-verifying the generative AI findings with domain experts. (4) Identify high-value areas – creating an overview where AI can significantly enhance workforce productivity (see example in FIG 13). (5) Use case development – exploring specific AI applications to capitalise on identified potential. FIG 12: Five steps to perform an activity based AI potential assessment (Source: Stefan Hierl) FIG 13: AI potential by role – example (Source: Stefan Hierl) MATT SIGELMAN, JOSEPH FULLER, AND ALEX MARTIN - Skills-Based Hiring: The Long Road from Pronouncements to Practice For all its fanfare, the increased opportunity promised by Skills- Based Hiring was borne out in not even 1 in 700 hires last year (2023). This is one of the standout findings from a new study by Matt Sigelman and Alex Martin of The Burning Glass Institute and Joseph Fuller from Harvard Business School. Their analysis reveals three categories of firms, who have publicly stated they have removed degree requirements in hiring, based on their actual hiring outcomes: (1) Skills-based hiring leaders (e.g. Cigna) – who have increased their share of non-degree hires in the roles analysed by nearly 20%. (2) In name only (e.g. Bank of America) – 45% of firms studied have made the shift in name only with no meaningful difference in actual skills-based hiring. (3) Backsliders e.g. Uber) – 20% of the firms analysed had made short-term gains by dropping degree requirements, but the change doesn’t stick. The report also highlights the roles best positioned for skills-based hiring (see FIG 14). FIG 14: The roles best positioned for skills-based hiring (Source: Sigelman et al) JORDAN PETTMAN - How to Accelerate the Impact of Strategic Workforce Planning (SWP) through the Organisation Strategy Ecosystem Jordan Pettman, one of my colleagues at Insight222, knows a thing or two about workforce planning. In his recent article for myHRfuture, Jordan explores how strategic design can be brought to life through an integrated ecosystem (see FIG 15) encompassing four components: (1) Organisation strategy, (2) Operating model, (3) Organisation design and strategic workforce planning, and (4) Organisation effectiveness. FIG 15: The Organisation Strategy Ecosystem (Source: Jordan Pettman, Insight222) EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING JACQUELINE BRASSEY, LARS HARTENSTEIN, BARBARA JEFFERY, AND PATRICK SIMON – Working nine to thrive One of the few positives to emerge through and since the pandemic has been a stronger focus on employee health and wellbeing. According to new research by Jacqui Brassey, PhD, MA, MAfN (née Schouten) Lars Hartenstein Barbara Jeffery and Dr. Patrick Simon, on behalf of the McKinsey Health Institute, improving employee health and wellbeing doesn’t just benefit workers and organisations, it could generate between $3.7 to $11.7 trillion in global economic value (see FIG 16). Their article focuses on six drivers of health that employers can influence - social interaction, mindsets and beliefs, productive activity, stress, economic security, and sleep – and provides guidance on how organisations can move the dial on each. FIG 16: Improving global employee health and wellbeing could create up to $11.7 trillion in economic value (Source: McKinsey Health Institute) LEADERSHIP, CULTURE AND LEARNING LINKEDIN LEARNING – Workplace Learning Report 2024: L&D powers the AI future As AI reshapes how people learn, work, and chart their careers, L&D sits at the center of organizational agility, delivering business innovation and critical skills. Aligning learning programs to business goals emerges as the top L&D focus area for 2024 in LinkedIn Learning’s annual report on the L&D field, which is based on analysis of LinkedIn behavioural data and focus interviews with L&D professionals around the globe. The report is structured into three chapters: (1) The State of L&D (the study finds that a strong learning culture derives retention, mobility, and promotion. – see FIG 17), (2) Skills agility (the study finds that only 33% of organisations have internal mobility programs), and (3) How L&D succeeds) with priorities #1 and #2 being to lean into analytics and build the right metrics – see FIG 18). The report features contributions from the likes of: Amanda Nolen (who asks: “What if Chief Learning Officers become Chief Skills Officers”), Chris Louie Geraldine Murphy Terri Horton, EdD, MBA, MA, SHRM-CP, PHR Alexandra Halem Ekpedeme "Pamay" M. Bassey Shruti Bharadwaj and Dani Johnson. FIG 17: Business outcomes and learning culture (Source: LinkedIn Learning) FIG 18: How L&D tracks business impact (Source: LinkedIn Learning) AYSE KARAEVLI AND SERDEN ÖZCAN - Make Better Allies of Your Workforce When the board takes the recommendations of employee advisory groups seriously and incorporates them into decisions, employees become more empowered, and their perspectives become embedded into their company’s long-term objectives. In their article for MIT Sloan Management Review, Ayse Karaevli and Serden Ozcan present findings from their interviews with board directors, CEOs, CFOs, and employee representatives to understand how to manage conflict and engage workers. From their analysis, Ayse and Serden identified three strategies effective leaders use to include employees (see FIG 19): (1) Identify mutual goals and interests, (2) Foster inclusive decision processes, and (3) Give employees strategic responsibilities. The article then describes each of these in detail with examples from the likes of ThyssenKrupp, Allianz, Siemens, and Bayer before highlighting the importance of employee advisory groups, engagement with board members and the role of committees and task forces to imbue governance and participation. FIG 19: Three Strategies to Avert Workforce Controversies (Source: Ayse Karaevli and Serden Özcan) DIVERSITY, EQUITY, INCLUSION, AND BELONGING SUNDIATU DIXON-FYLE, MASSIMO GIORDANO, TANIA HOLT, TUNDE OLANREWAJU, DARA OLUFON, AND SANDRA SANCIER-SULTAN - Ethnocultural minorities in Europe: A potential triple win Greater inclusion of ethnocultural minorities could fill talent gaps and spur company growth, increase economic empowerment of these groups, and generate benefits for the economy and broader society. Despite the anti-immigration policies of many current European governments (that includes you, Rishi Sunak), stagnant economies, tight labour markets, and shrinking working populations mean that immigration is key to unlocking economic growth. In their superb analysis for McKinsey, Sundiatu Dixon-Fyle Massimo Giordano Tania Zulu Holt Tunde Olanrewaju Dara Olufon and Sandra Sancier-Sultan provide data insights on what they classify as ethnocultural minorities in Europe, and their (mostly challenging) experiences. The authors also provide guidance for companies on ethnocultural minority employee inclusion across five dimensions (see FIG 20). FIG 20: Companies can consider ethnocultural minority employee inclusion across five dimensions (Source: McKinsey) HR TECH VOICES Much of the innovation in the field continues to be driven by the vendor community, and I’ve picked out a few resources from March that I recommend readers delve into: ANDREA DERLER, PETER BAMBERGER, MANDA WINLAW, AND CUTHBERT CHOW - When New Hires Get Paid More, Top Performers Resign First - To attract talent to the organisation, employers often pay new hires more than they pay equivalent workers in the same role. Analysis by the Visier Inc. team of Andrea Derler, Ph.D. Peter Bamberger Manda Winlaw and Cuthbert Chow shows that in these times of increasing pay transparency, this strategy risks your high-performers resigning. ANDREW PITTS AND CHAD MITCHELL - Exploring a few largely untapped sources of data for passive Organizational Network Analysis – This article by Andrew Pitts and Chad Mitchell of Polinode looks at a number of data sources that are typically overlooked for ONA including: 360 reviews, peer to peer recognition tools, opportunity marketplaces, and talent intelligence data. FRANCISCO MARIN - Key Considerations for Defining the Scope of an ONA Pilot – Francisco Marin of Cognitive Talent Solutions provides a helpful guide to defining the scope of an ONA pilot including tips on clarifying the objective, data privacy and securing executive sponsorship. HAKKI OZDENOREN AND JOHN BOUDREAU – Is the Future of Work Lost in Translation – John Boudreau joins forces with Hakki Ozdenoren of Revelio Labs to conduct analysis on resumes and jobs mentioning the ‘future of work’, with HR featuring prominently (see FIG 21). FIG 21: A diverse set of roles contribute to the Future of Work (Source: Revelio Labs) PODCASTS OF THE MONTH In another month of high-quality podcasts, I’ve selected five gems for your aural pleasure: (you can also check out the latest episodes of the Digital HR Leaders Podcast – see ‘From My Desk’ below): JAMIL ZAKI, BRYAN HANCOCK, BROOKE WEDDLE, AND LUCIA RAHILLY  - It’s cool to be kind: The value of empathy at work – In this episode of McKinsey Talks Talent, Jamil Zaki (author of The War for Kindness) joins Bryan Hancock Brooke Weddle and Lucia Rahilly to make the case for investing in empathic behaviour—for reasons including higher productivity, a stronger workplace culture, and better organisational health—as well as to discuss how to go about cultivating kindness at work. CAL NEWPORT AND ADAM GRANT – How to be productive without burning out – Cal Newport discusses insights from his new book, Slow Productivity: The Lost Art of Accomplishment Without Burnout, with Adam Grant on WorkLife. They dig into the data on productivity, debate the benefits and drawbacks of doing fewer things (and spending less time on email and social media), and discuss individual habits and organisational practices for preventing burnout and promoting worthwhile work. JOSH BERSIN - Why “Talent Density” Is So Critical In Business Today – Fresh from discussing his Dynamic Organizations research at Gloat Live, Josh Bersin discusses why ‘Talent Density’ is becoming one of the key strategies for growth. DONNA MORRIS AND LARS SCHMIDT - Inside Walmart’s Bold Strategy to Transform Retail Work – Walmart’s chief people officer, Donna Morris, joins Lars Schmidt on his Redefining Work podcast to discuss how Walmart is not just navigating but leading the revolution in workplace technology—with people firmly at its core. This was an especially insightful listen as only two days before I had seen Marty Autrey speaking at the Wharton People Analytics conference on how Walmart provides data-based nudges to its store managers to help them drive business outcomes and enhance employee experience. RYAN HAMMOND, COLE NAPPER AND SCOTT HINES - Turnover Prediction, ML Ethics, & The HiQ Story – Ryan Hammond shares the epic story of HiQ Labs with Directionally Correct hosts Cole Napper and Scott Hines, PhD, as well as insights from his practitioner and academic backgrounds including how to ethically use internal and external data to do turnover prediction. VIDEO OF THE MONTH TANUJ KAPILASHRAMI, MICHAEL FRACCARO, TAMLA OATES-FARNEY, AND DAVID GREEN – CHRO Panel: Delivering against the transformation imperative March’s Video of the Month proved to be a highlight for me as it features me moderating the CHRO Panel at the recent Gloat Live event in New York. The panel was comprised of Tanuj Kapilashrami Michael Fraccaro and Tamla Oates-Forney, and featured discussion on the increasingly pivotal role of the CHRO in business transformation, lessons learnt and successes from transitioning to a skills-based organisation, and how technology can enable a culture of inclusivity and opportunity. BOOKS OF THE MONTH With a lot of travelling back and forth from the US in March, I found time to dig into two new books, which I recommend to readers of this newsletter: MARC SOKOL AND BEVERLY TARULLI – Strategic Workforce Planning: Best Practices and Emerging Directions Strategic workforce planning – the process of looking forward, assessing how to compete and win in your chosen market or business arena, and linking those insights to your existing and potential future workforce – is core to any institution that aspires to sustain itself over time. Those are the opening words of Marc Sokol and Beverly Tarulli, Ph.D., the editors of an indispensable new volume of SIOP’s Professional Practice Series. It provides an overview of SWP, covering best practices, methodologies and new directions in the field as well as featuring contributions and case studies from a stellar list of contributors. These include: Sheri Feinzig Alexis Fink Adam Gibson Brian Heger Adam McKinnon, PhD. Kanella Salapatas and Dave Ulrich. Grab yourself a copy! SALVATORE V. FALLETTA – Creepy Analytics: Avoid Crossing the Line and Establish Ethical HR Analytics for Smarter Workforce Decisions In Creepy Analytics, Dr. Salvatore Falletta provides a thoughtful approach to HR Analytics that is both evidence-based and ethical – ensuring that organisations get the insights they need while respecting employee privacy. The book is built around the author’s seven-step HR Analytics Cycle (see FIG 22) and is well-researched. Thanks to Salvatore too for referencing Excellence in People Analytics several times, particularly in relation to the guidance Jonathan Ferrar and I offer around governance and the development of an ethics charter. As Alec Levenson opines in his endorsement of the book: “Falletta has done a masterful job addressing some of the most important ethical issues for workforce analytics.” FIG 22: The HR Analytics Cycle (Salvatore V. Falletta) RESEARCH REPORT OF THE MONTH MAX BLUMBERG, ALEC LEVENSON, AND DAVE MILLNER - A Strategically Aligned HR Operating Model In their recently published paper, three eminent and progressive thinkers in our field – Max Blumberg (JA) ?? Alec Levenson and Dave Millner – set out a pivot in how HR is structured and works in order to more closely align the function to the capabilities required for successful strategy execution. They present a new HR structure (see FIG 23) designed around four key pillars, before describing each pillar in detail and providing some diagnostic steps to implement this new operating model. FIG 23: A new HR structure (Source: Blumberg, Levenson, and Millner) FROM MY DESK March saw four episodes from Series 37 of the Digital HR Leaders podcast, sponsored by our friends at Culture Amp - thank you to Ellisa Packer and Jodie Evans, a round-up of series 36 and a guest appearance by yours truly on the Future Work/Life podcast: DAVID GREEN AND OLLIE HENDERSON - Driving growth in people and businesses using data – In a role reversal, it was my turn in the hotseat as I joined Ollie Henderson on his Future Work/Life podcast to talk people analytics, talent marketplaces, AI, hybrid work models and the future skills required by HR professionals. DORIE CLARK - How to Embrace Long-Term Thinking in HR Leadership – Dorie Clark and I discuss how to pivot to long-term thinking, how to prioritise effectively, and why embracing failure can drive innovation and creativity. DIDIER ELZINGA - How to Prove the ROI of a Positive Company Culture – Didier Elzinga joins me to discuss ways of engaging the board on culture topics, the relationship between a healthy culture and business performance, and how to demonstrate the ROI of culture and engagement initiatives. ROB BRINER - What is Evidence Based HR and Why is it Important? – Rob Briner shares the principles of evidence-based HR, how it differs from people analytics, and offers recommendations to chief people officers on how they can incorporate EBHR into their work. LOUISE MILLAR AND OLIVIA EDWARDS - Actionable People Analytics Strategies to Influence Senior Leadership – In a powerful example of people analytics in practice at a SME, Louise Millar and Olivia Edwards share insights from the people analytics journey at Chetwood. DAVID GREEN – How will AI transform the role of HR? – A round-up of series 36 of the Digital HR Leaders podcast, with insights from episodes featuring Dawn Klinghoffer Jeremy Shapiro Thomas Hedegaard Rasmussen Serena H. Huang, Ph.D. Luke Farrugia Kaz Hassan Eric Siegel and Bernard Marr. THANK YOU Thomas Kohler for including the February edition of Data Driven HR in his round-up of HR resources. Reb Rebele for referencing me in his post about the Wharton People Analytics Conference – you were missed, Reb. Olimpiusz Papiez for providing a great set of takeaways on the Digital HR Leaders podcast episode with Dawn Klinghoffer, Jeremy Shapiro, and Thomas Rasmussen on People Analytics, AI and ML. Peter Johnson for including me in his list of HR thought leaders. Mokkup.ai for including my article on How Will AI Impact People Analytics in 2024 and Beyond? in their collection of Top 14 reads for Data Professionals. Thinkers360 for including me in their list of the Top 50 B2B Thought Leaders, Analysts & Influencers You Should Work With In 2024 (EMEA) Joveo for including me in their list of Top 9 Twitter Influencers Every Talent Acquisition Specialist Should Follow To the following people who sharing the February edition of Data Driven HR Monthly. It's much appreciated: Allison Ardianto Eakkasit Toratana Jillian Meade David Balls (FCIPD) Kingsley Taylor Military Veterans of LinkedIn Robin Carlin Amy C. Lewis, PhD Russ Fatum Kouros Behzad Emily Klein Madison Clary Robert Rogowski Phillip M. Randall, PhD, CPG Gord Johnston MA, BHJ, BA, CHRP ANDRES CAMPOVERDE Aravind Warrier Francisca Solano Beneitez Satya Prakash Pandey Malgorzata (GOSIA) LANGLOIS Dr. Zohaib Azhar (PhD-HR) Jane Datta David McLean John Lawson Alice Damonte Martha Curioni Vipul M. Mali ↗️ Jens Keuter Phil Inskip Andrew Smith MBA Ekta Vyas Ph.D Oswaldo Machado Bill Brown Barry Marshall Paola Carranco Murthy Nibhanipudi VS Jaana Saramies ? Robert Houghton Aysegul Tigli Indre Radzeviciute Radha Jeevan Melissa Hopper Fritz Tina Peeters, PhD Morten Hartvig Berg Pedro Pereira Gavin Wiseman UNLOCK THE POTENTIAL OF YOUR PEOPLE ANALYTICS FUNCTION THROUGH THE INSIGHT222 PEOPLE ANALYTICS PROGRAM At Insight222, our mission is to make organisations better by putting people analytics at the centre of business and upskilling the HR profession The Insight222 People Analytics Program® is your gateway to a world of knowledge, networking, and growth. Developed exclusively for people analytics leaders and their teams, the program equips you with the frameworks, guidance, learnings, and connections you need to create greater impact. As the landscape of people analytics becomes increasingly complex, with data, technology, and ethical considerations at the forefront, our program brings together over one hundred organisations to collectively address these shared challenges. Insight222 Peer Meetings, like this event in London, are a core component of the Insight222 People Analytics Program®. They allow participants to learn, network and co-create solutions together with the purpose of ultimately growing the business value that people analytics can deliver to their organisations. If you would like to learn more, contact us today. ABOUT THE AUTHOR David Green ?? is a globally respected author, speaker, conference chair, and executive consultant on people analytics, data-driven HR and the future of work. As Managing Partner and Executive Director at Insight222, he has overall responsibility for the delivery of the Insight222 People Analytics Program, which supports the advancement of people analytics in over 90 global organisations. Prior to co-founding Insight222, David accumulated over 20 years experience in the human resources and people analytics fields, including as Global Director of People Analytics Solutions at IBM. As such, David has extensive experience in helping organisations increase value, impact and focus from the wise and ethical use of people analytics. David also hosts the Digital HR Leaders Podcast and is an instructor for Insight222's myHRfuture Academy. His book, co-authored with Jonathan Ferrar, Excellence in People Analytics: How to use Workforce Data to Create Business Value was published in the summer of 2021.
    Employee Experience
    2024年03月31日
  • Employee Experience
    2024年未来全球人力资源趋势 本博客重点介绍了 2024 年新兴的未来全球人力资源趋势。探索人力资源专业人士和企业在 2024 年保持竞争力所需采取的最具影响力的发展和战略。  人力资源世界正在经历一场巨大的变革。它是由快速发展的技术、不断变化的劳动力人口结构以及对员工福祉的重新重视所推动的。未来的工作是重塑组织吸引、管理和留住人才的方式。  这些人力资源趋势植根于创新，并受到对现代劳动力需求和愿望的更深入理解的推动，将在未来几年重新定义人力资源的角色。人力资源 (HR) 专业人员有一些令人兴奋且重要的事情需要学习和适应。     混合工作模式——工作的演变 近年来，混合工作模式已成为一个流行词。远程和混合工作的日益普及正在重新定义企业的运营方式以及员工如何履行其专业职责。  众所周知，疫情导致远程工作大幅增加。   混合工作模式是雇主期待的新解决方案。它提供的灵活性允许个人定制他们的工作时间表，以更好地适应他们的个人生活。  然而，在混合工作场所中，人力资源部的主要重点是制定政策和实践，确保员工在与同事保持联系的同时实现健康的工作与生活平衡。明确的指导方针、开放的沟通和信任的文化对于有效管理这种平衡至关重要。 混合工作模式预计将成为现代工作场所的关键部分，提供灵活性，改善工作与生活的平衡，并为人才招聘提供有吸引力的好处。尽管存在挑战，但技术和人力资源实践的快速发展将继续支持混合工作场所和远程工作的未来。人力资源专业人士和企业必须拥抱这种混合远程工作的趋势，并调整策略，在这个新的工作时代为员工创造一个既高效又充实的工作环境。 工作场所的多元化、公平性和包容性 工作场所的多元化、公平性和包容性 (DEI) 不仅仅是一个流行词，而且是 2024 年继续流行的人力资源管理新兴趋势之一。  大多数组织已经在努力建立一个多元化和包容性的工作场所，这必将帮助他们成长和成功。工作场所的包容性和多样性不仅仅是一项道德和伦理举措，它正在成为吸引、留住和聘用顶尖人才的战略举措。  在来年鼓励工作场所的多样性、公平性和包容性时，可以考虑一些建议：  确保领导者为整个组织定下正确的基调  明确制定和传达“工作场所多元化”政策，并向所有员工提供指导方针  在招聘启事、多样化的面试小组以及对代表性不足的群体的外展活动中使用公正的语言。  通过向所有员工提供多元化和包容性培训来提高意识  建立包容性的工作文化，让所有声音都得到倾听和重视  确保无论性别、种族或背景如何，薪酬和机会均等  庆祝工作场所的文化和个人行为差异  衡量 DEI 为建立工作场所多样性、公平性和包容性而采取的举措的进展情况，并在需要时实施新战略 为未来做好准备的劳动力的再培训和技能提升 员工成长和发展日益受到重视。对于任何企业的成功，关注员工的持续学习和发展非常重要。  计划投资于员工培训、导师计划以及员工技能提升和再培训机会可能是企业的最佳选择。主动为员工提供咨询并为他们的职业发展制定明确的道路至关重要。这确保他们感到受到重视并能够在组织内看到未来。  持续学习、员工技能提升和再培训将有助于员工的内部流动。这也将有助于吸引和留住员工。  另一方面，就业市场也在不断变化。为了跟上工作场所不断变化的需求，员工必须专注于技能提升和再培训。他们将需要发展新技能，获得工作领域的专业知识，并根据新的行业趋势更新知识。 为未来做好准备的劳动力的再培训和技能提升将是来年未来人力资源的主要趋势之一。它将盛行并使员工和组织取得成功。  关注员工心理健康和工作场所福祉 快乐、健康和敬业的员工队伍不仅生产力高，而且更有可能对公司保持忠诚。随着压力和抑郁的专业人士比例不断增加，公司必须优先考虑员工的身体、心理和情感健康。  2024 年最新的人力资源趋势之一是关注员工的心理健康和福祉。员工援助计划和心理健康日将很快成为常态。事实上，雇主已经开始进行公开讨论并提供咨询服务。  通过提供灵活和支持性的工作环境并让员工保持健康的工作与生活平衡，可以照顾员工的福祉。这包括提供远程工作选项、灵活的日程安排以及为团队成员提供善解人意的经理。  未来的工作将观察到雇主将重点放在旨在为员工提供良好身体健康、营养和锻炼的健康计划上。有一些组织提供健身房会员资格、瑜伽课程以及心理和身体健康应用程序，以鼓励健康的生活方式。为了衡量这些努力的影响，采用数据驱动的工具和调查来评估员工的福祉和满意度。这将持续成为 2024 年及以后最突出的人力资源趋势之一。  用于数据驱动决策的人力资源分析工具  随着技术的进步，组织正在最大限度地利用人力资源分析来进行数据驱动的决策。  人力资源分析涉及收集和分析与员工绩效、敬业度和整体福祉相关的数据。这有助于获得洞察力，从而推动各个人力资源职能部门做出更好的决策。  使用人力资源分析工具和数据驱动的人力资源是当前人力资源趋势之一，并将在 2024 年继续占据主导地位。利用数据和人力资源分析力量的组织必将拥有竞争优势。  此外，人员分析将使人力资源专业人员能够：  识别员工相关趋势 衡量现有策略的有效性 做出数据驱动的决策，从而改善员工体验和组织成功 这些先进的人力资源数据分析工具将帮助雇主更好地了解员工流动率的关键驱动因素、培训和发展计划的影响、招聘策略的有效性等等。  积极的职场文化，共创美好明天  工作场所及其文化直接影响员工体验。因此，创造积极的职场文化当然需要一种具有前瞻性的方法，对于进入劳动力市场的新一代来说更是如此。 积极和包容的工作环境可以提高员工保留率、提高生产力和公司发展。因此，创造一个积极的工作环境，让员工感到受到重视、尊重和激励非常重要。  在未来的一年里，企业将需要塑造自己的工作文化，以体现多元化和包容性的价值观，并提供卓越的员工体验（满足员工的职业成长和个人福祉）。  简而言之，通过关注“工作文化”，人力资源部门将改变公司吸引、保留和聘用公司发展和成功所必需的顶尖人才的方式。  人工智能和人力资源流程自动化——2024 年全球热门未来人力资源趋势之一  利用人工智能 (AI) 进行人力资源自动化正在改变人力资源部门的运作方式。人工智能对人力资源的主要好处是它能够简化各种人力资源流程，从而提高效率和整体效益。 预计到 2024 年，人工智能和人力资源流程自动化将实现强大的结合。人工智能将深刻影响各种人力资源流程，从招聘和人才获取到绩效管理和员工敬业度。  基于人工智能的算法现在在简历筛选和候选人入围中发挥着至关重要的作用。这大大减少了招聘过程中花费的时间和精力。此外，聊天机器人和虚拟助理对于解决候选人的疑问并帮助他们完成申请流程至关重要。他们的主要目标是提高效率并提供用户友好的体验。  通过人工智能实现各种人力资源职能的自动化还简化了日常管理任务，例如工资单、福利管理和休假审批。提高准确性、减少管理开销和快速响应时间是其中一些好处。  可以说人工智能不会取代人力资源工作，但它肯定会让人力资源专业人员在塑造未来工作方面变得更具战略性。 零工工人，混合劳动力的新方面  近年来，零工经济已成为不断发展的人力资源格局的一部分。零工工人是指那些作为独立承包商、自由职业者或顾问工作的人。  如今，他们日益成为劳动力的重要组成部分。  专家预测，来年，雇主将不得不寻找方法来容纳零工劳动力。由于越来越多的人选择独立工作，而不是全职工作，远程零工工作将成为 2024 年人力资源管理的流行趋势之一。  为了保持积极主动，雇主必须制定有效管理零工工人的策略，认识到他们在灵活性、专业知识和成本效率方面带来的价值。人力资源专业人士还应优先创建一个欢迎全职员工和零工员工的多元化工作场所。需要实施灵活的工作场所政策和人力资源技术解决方案，以满足各种就业安排。  零工经济相信将成为 2024 年最重要的人力资源趋势之一，并将继续增长。  基于云的人力资源系统——对于成长型企业来说不是奢侈品而是必需品  2024 年人力资源的主要趋势之一是越来越多地采用云人力资源系统。 快速发展的技术不断重塑工作场所。人力资源技术趋势关注组织如何利用技术将其人力资源流程和数据管理转移到云端。人力资源专业人员正在使用云人力资源系统来提高灵活性和效率，并改变他们处理人力资源职能的方式。  云人力资源系统（例如Empxtrack）使人力资源专业人员能够安全地访问、更新和分析员工数据，即使他们在远程工作或在旅途中也是如此。  Empxtrack 是领先的人力资源管理系统之一，它简化了各种人力资源操作，包括薪资、福利管理、招聘、绩效管理等。该软件以其众多的配置选项以及出色的定制和集成功能而闻名，从而映射到每个客户的独特需求要求。云人力资源软件减少了管理工作量，确保数据安全，并让人力资源部门腾出时间专注于战略业务目标。  人力资源管理系统的重要性在未来几年只会增长。每个致力于打造高效、敬业和快乐员工队伍的企业都将在 2024 年实施并继续使用人力资源管理系统。  员工体验——2024 年未来全球人力资源趋势之一  2024年，“员工体验”将成为重点关注点。员工体验，通常缩写为 EX，是指员工在公司工作时的感受和经历。它的重点是让员工的工作场所变得更加愉快、有意义和高效。  这一趋势表明，快乐且敬业的员工更有可能留在公司并提高工作效率。这反过来对员工和组织都有好处。  来年，公司将投资各种举措来改善员工体验。其中一些举措包括：  了解员工的独特需求和偏好。这包括灵活的工作安排、创造舒适的物理工作空间等等。  提供职业发展机会。最好的方法是投资于培训、指导计划和技能提升机会。  关注工作场所员工的福祉。公司将提供咨询服务、灵活的时间表，并鼓励工作与生活的平衡。  促进工作场所的开放式沟通。创建一个让员工公开讨论他们的需求和挑战的工作场所。  定期提供反馈。为员工提供建设性的反馈和正确的指导。 员工体验不仅仅是一种趋势，而且将成为 2024 年人力资源部门的首要任务。 最后的想法  人力资源管理的未来趋势让我们对未来有了令人兴奋的看法，未来工作将更加灵活、包容和数据驱动。  成功当然取决于创新、技术以及让员工感到受到重视的工作场所。因此，组织需要拥抱这些人力资源技术趋势，才能走在最前沿并妥善管理员工队伍。  了解员工的期望并正确使用技术来满足他们的需求至关重要。遵循 2024 年未来全球人力资源趋势可能会在未来几年改变人力资源部门的游戏规则。 
    Employee Experience
    2024年02月18日
  • Employee Experience
    The best HR & People Analytics articles of January 2024 2024 is set to be a momentous year. With economic uncertainty, rising geopolitical conflict, and rapid advances in technology, it is also set to be a stormy 12 months for the world, for organisations, and for HR professionals too. Perhaps this explains the slew of insightful resources in January, which has made compiling this month’s collection as challenging as it has been enjoyable. One of the key focuses has been on ‘productivity’, and I’ve brought together a number of resources on this topic. There are also new studies from the likes of PwC, McKinsey, Glassdoor, Accenture, and Deloitte as well as articles featuring practitioners from companies including Spotify, Microsoft, Ericsson, Lloyds Banking Group, and Standard Chartered. There’s lots to enjoy and learn from. Join me for a webinar on February 21 to discover how Leading Companies shift People Analytics from insight to impact Are you an HR or People Analytics Leader seeking to transform your organisation’s People Analytics from mere insights to impactful business outcomes? If so, I invite you to join me for a webinar that Insight222 is hosting on February 21. Naomi Verghese and I will walk through the findings from the Insight222 People Analytics Trends research, unveiling the distinctive characteristics of ABCD Teams that propel organisations to new heights. Naomi and I will be joined by Alan Susi, VP and Global Head of Organisational Analytics and People Insights at S&P Global. Alan will share insights into how S&P Global successfully elevated their approach to people analytics, turning data into tangible business outcomes. You can register for the webinar here – or by clicking the image below. Jürgen Klopp – a study in leadership, culture, and analytics As a fervent supporter, I’m still processing the totally unexpected news that Jürgen Klopp will be leaving his post as the manager of Liverpool at the end of the current football season. In his press conference on taking the reins at Anfield in October 2015, Klopp stated his goal was to turn Liverpool from “doubters to believers.” He has done this with some aplomb amassing a haul of seven trophies (to date) including the Champions League in 2019 and then, the following year, the Holy Grail of Liverpool’s first league title in 30 years. But Klopp is more than a brilliant football manager. He is the epitome of an empathetic leader. His emotional intelligence and natural humility not only endears Klopp to his players, but to supporters too for whom he is adored. The reaction to the news reduced many Liverpool supporters to tears. I’m still hoping – probably forlornly - that like Alex Ferguson in 2002, Klopp will change his mind and stay. In the likely event that he does depart, I’m sure that multiple studies will be made on Klopp’s time at Anfield, and that his leadership skills, use of data and analytics, and ability to build an inclusive winning culture will be deservedly celebrated. YNWA. Looking for a new role in people analytics or HR tech? Before we get to this month’s collection of resources, I’d like to highlight once again the wonderful resource created by Richard Rosenow and the One Model team of open roles in people analytics and HR technology, which now numbers over 500 roles. Looking for a people analytics event to attend in 2024? Richard Rosenow has also been busy compiling a study of People Analytics Conferences to attend in 2024 with the data collected from practitioners themselves. Society for Industrial and Organizational Psychology (SIOP), People Analytics World and the Wharton People Analytics Conference all come out well as does the Insight222 Global Executive Retreat. Thanks to Richard for putting this together. Share the love! Enjoy reading the collection of resources for January 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 December’s compendium (including those in the Comments below). 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. THE QUEST FOR PRODUCTIVITY MCKINSEY - 2024 and beyond: Will it be economic stagnation or the advent of productivity-driven abundance? | PwC - 27th Annual Global CEO Survey: Thriving in an age of continuous reinvention | JOSH BERSIN - HR Predictions for 2024: The Global Search For Productivity | ERIK BRYNJOLFSSON - How AI Will Transform Productivity | BEN WABER AND NATHANAEL J. FAST - Is GenAI’s Impact on Productivity Overblown? When I talk with CHROs and People Analytics Leaders at the companies we work with at Insight222, one of the words I’m hearing most at the moment is ‘productivity’. Continuing economic and geopolitical uncertainty, the promise of AI, and challenging talent demographics are all fuelling the demand for productivity from CEOs. Here are five resources that can be filed under the ‘productivity’ umbrella: (1) McKinsey’s Ezra Greenberg, Asutosh Padhi, and Sven Smit present a model for businesses to capture the three-sided productivity opportunity (see FIG 1). (2) Amongst a ton of takeaways, the standout theme from the annual PwC CEO survey is that the vast majority of participating companies are already taking some steps towards reinvention, while CEOs believe that 40% of their work is wasted productivity (see FIG 2). (3) Josh Bersin draws from the PwC survey in his 2024 predictions, where he outlines The Productivity Advantage where “If you can help your company move faster (productivity implies speed, not only profit), you can reinvent faster than your competition.” (4) Stanford professor Erik Brynjolfsson offers leaders an overview of how AI will transform productivity. (5) Finally, Ben Waber and Nathanael Fast’s absorbing essay in Harvard Business Review cautions leaders on leaning into the hype on GAI’s supposed positive impact on productivity too heavily. The authors break down two of the key challenges with LLMs: a) their persistent ability to produce convincing falsities and b) the likely long-term negative effects of using LLMs on employees and internal processes. FIG 1: The three-side productivity opportunity (Source: McKinsey) FIG 2: CEOs estimate administrative inefficiency at 40% (Source: PwC) GERGELY OROSZ AND ABI NODA - Measuring Developer Productivity: Real-World Examples Continuing the productivity theme, this is an invaluable resource by Gergely Orosz and Abi Noda in The Pragmatic Engineer newsletter. It provides detail on developer productivity metrics at 17 tech companies including Google, Microsoft, Spotify, and Uber (see summary in FIG 3). FIG 3: Developer productivity metrics at 17 tech companies (Source: Pragmatic Engineer) 2024 HR TRENDS AND PREDICTIONS JASMINE PANAYIDES - Nine Ways to Put HR Trends and Predictions into Practice in 2024 There has been a flood of articles advising what the key HR trends, predictions, and opportunities for 2024 are, but how are HR professionals supposed to make sense of these? In her article for the myHRfuture blog, Jasmine Panayides provides actionable tips on how HR professionals can apply the trends, predictions and opportunities to their work, and their organisations so they can deliver value to the company and the workforce. Jasmine also helpfully summarises the trends/predictions from a variety of sources into one table (see FIG 4), including from: Visier Inc., Gartner, Bernard Marr, UNLEASH, Mercer, and Culture Amp as well as my own 12 Opportunities for HR in 2024 article. FIG 4: Analysis of HR Trends and Predictions for 2024 (Source: myHRfuture) KATARINA BERG - HR Trends for 2024 | GARTNER - 9 Future of Work Trends for 2024 | GLASSDOOR – 2024 Workforce Trends | HUNG LEE - Forecasting 2024 in Recruitment Part 1, Part 2, Part 3, and Part 4 | KEVIN WHEELER - What Does 2024 Hold in Store for Us? | STACIA GARR AND DANI JOHNSON – 2024 Mega Trends and how people leaders should respond (Webinar) The deluge of commentators offering their HR trends and opportunities continued in January. As such, it is a challenge to sort the wheat from the chaff but in addition to those I highlighted in this compendium in December, and in Jasmine’s article above, I recommend diving into the following: (1) Spotify’s chief people officer, Katarina Berg, highlights ten trends with the common theme being each trend is a bridge, connecting the past with the future, and HR professionals are the architects crafting these vital links – including “Staying Human in the Age of AI – The Humanity Bridge”. (2) Gartner’s Jordan Turner and Emily Rose McRae highlight nine future of work trends for the year ahead (see FIG 5). (3) Aaron Terrazas and Daniel Zhao identify eight workforce trends based on Glassdoor’s data on workplace satisfaction, culture, and conversations. (4) Hung Lee is at the cutting edge of recruiting and HR tech, so his four-part series on recruiting in 2024 is definitely worth checking out – two examples include: “Multi-generational replaces neurodiversity as DEIB hot topic” and “Capital Allocation Shifts from Sourcing & Engagement to Assessment & Verification Tech”. (5) Futurist Kevin Wheeler offers seven insights and predictions together with his self-assessed certainty rating including “Generative AI will dominate, and every product will attempt to incorporate AI. 90% certainty” and “More firms will embrace a four-day workweek 50% certainty”. (6) Finally, I strongly recommend viewing the 2024 Mega Trends webinar hosted by Stacia Sherman Garr and Dani Johnson for RedThread Research, which breaks down the key macro factors impacting the world of work and how HR can respond. FIG 5: 9 Future of Work Trends for 2024 (Source: Gartner) GREG NEWMAN - 10 important topics that HR will likely ignore in 2024 Greg Newman takes an alternative, wry and contrarian approach by focusing his list of “predictions” on ten things most HR teams will continue to ignore in 2024. My favourite three are: (1) speaking the language of the business, (2) focusing AI conversations on ethics before technology, and (3) learning that good data is required to realise the dreams of AI and analytics. By aligning HR language with business terminology, we can more effectively demonstrate the value of our initiatives in a way that resonates with business stakeholders. GENERATIVE AI AND THE FUTURE OF WORK ELLYN SHOOK AND PAUL DAUGHERTY - Work, workforce, workers: Reinvented in the age of generative AI A new study from Accenture, co-authored by Ellyn Shook and Paul Daugherty, on how generative AI is impacting work, provides guidance on how leaders can: “Set and guide a vision to reinvent work, reshape the workforce and prepare workers for a generative AI world, while building a resilient culture to navigate continuous waves of change.” The report reveals a trust gap between workers and leaders on key elements related to GAI’s impact on work, the workforce, and workers. The authors also highlight four accelerators for leaders to navigate the journey ahead: (1) Lead and learn in new ways, (2) Reinvent work, (3) Reshape the workforce (see example in FIG 6), and (4) Prepare workers. FIG 6: Illustrative example of how work and roles can be reallocated in a GAI future (Source: Accenture) ROGER W. HOERL AND THOMAS C. REDMAN - What Managers Should Ask About AI Models and Data Sets The decision on whether to deploy AI models within an organisation ultimately lies with business leaders who may not be qualified to identify risks and weaknesses related to AI models and data sets. In their article, Roger Hoerl and Tom Redman provide (1) A framework (see FIG 7) designed to equip leaders with context and based on their concept of the right data. (2) A set of six questions for leaders to ask their AI model developers before and during modelling work and deployment. (3) Guidance for leaders on how to assess AI model developers’ answers to those six questions. FIG 7: The Right Data Framework (Source: Roger W. Hoerl and Thomas C. Redman) PEOPLE ANALYTICS STEVE HATFIELD, SUE CANTRELL, AND BRAD KREIT - Beyond the quick fix: How workforce data can drive deeper organizational problem-solving The premise of this thoughtful article by Steve Hatfield, Susan Cantrell, and Brad Kreit is that without the right context, even simple measurements can undermine efforts to convert people data into value. They then explore several examples – in the workforce, in the workplace, and in the work – where organisations might be limiting their analysis to the surface level and how deeper analysis can reveal systemic issues that lead to opportunities for transformation. Guidance on three actions leaders can take to help ensure they are not missing important context in their data analysis are provided: (1) Bring data from different domains and sources together for analysis. (2) Make sure you’re measuring what you should—not just what you can. (3) Identify potential biases in data collection algorithms. If organizations want to move beyond quick fixes and use work and workforce data to drive deeper—and often more challenging—problem-solving, it is important that they look at the data in context. NAOMI VERGHESE - How to Measure the Value of People Analytics My Insight222 colleague Naomi Verghese digs how to measure the commercial value of people analytics, highlighting a powerful case study from Jaesun HA and LG Electronics. Naomi provides detail on four key areas where people analytics adds value (business performance, workforce experiences, driving an analytics culture and societal benefit) as well as providing data on the characteristics of companies that ARE creating commercial value from people analytics (see FIG 8). FIG 8: Characteristics of people analytics that disclosed and measured commercial value of people analytics solutions (Source: Insight222 People Analytics Trends, 2023) ANDRÉS GARCIA AYALA - 5 Change Drivers Impacting People Analytics & How To Thrive In Them | WILLIS JENSEN - Attrition versus Retention: Which Should I Use? | KEITH McNULTY – Regression Modeling in People Analytics: Survival Analysis | LYDIA WU - The Market Sucks and You are Looking for a Job, Now What? | SEBASTIAN SZACHNOWSKI - 16 HR Metrics for IT | ERIN FLEMING AND NICK JESTEADT - People Analytics Perspectives from the Fringe: Current Priorities and a View on Optimized Teams in 2024 January saw a slew of articles from current and recent people analytics leaders, which typically act as a spur and inspiration for the field. Six are highlighted here: (1) Andrés García Ayala highlights some of the key change drivers impacting people analytics and ways to incorporate them into our work. (2) Willis Jensen builds on the recent primer on attrition metrics by Ben Teusch that I highlighted in December’s edition. He explains why we should be using attrition and retention as separate terms that lead to distinct metrics with different objectives (see also FIG 9). (3) Keith McNulty provides another indispensable practical guide for people analysts with a step-by-step tutorial to conducting survival analysis in R. (4) The prolific Lydia Wu turns her attention to providing some handy guidance for those looking for their next people analytics / HR tech role. (5) Sebastian Szachnowski provides a useful breakdown of 16 HR metrics for technology companies. (6) Last but definitely not least, Erin Fleming and Nick Jesteadt provide insights from their survey of fellow people analytics practitioners. Insights include a) 41% of respondents (n=49) operate as a one-person people analytics team, and ii) the main current focus areas of work include employee turnover, cultural engagement, return to office, and restructuring. FIG 9: When to use Attrition and Retention (Source: Willis Jensen) MAX BLUMBERG - The Big List of GPTs to Revolutionize Your People Processes | JOHANNES SUNDLO - GenAI for People Analytics Two articles addressing the opportunity for generative AI in the people space. (1) Max Blumberg (JA) ?? sets out 93 potential ways to upgrade your People Processes with AI and GPTs across four categories – workforce planning and strategy, recruitment, learning and development, and employee wellbeing. (2) Johannes Sundlo provides examples of companies using GAI in their people analytics work to support analyses on engagement data, skills, and tailoring training recommendations. GPTs are an amazing tool for scenario planning, forecasting future workforce needs, identifying talent gaps, and developing integrated talent strategies. THE EVOLUTION OF HR AND DATA DRIVEN CULTURE DAVE ULRICH, NORM SMALLWOOD, AND JOE GROCHOWSKI - Why and How to Move HR to an Outside-In Approach When asked the question, “What is the biggest challenge in your job today?” HR professionals will typically provide answers such as: “Build a skills-based organisation” or “Help our employees have a better experience”. As Dave Ulrich, Norm Smallwood, and Joe Grochowski write, these answers would be far more powerful when a “so that” is applied e.g. “Help employees have a better experience so that customer experience improves.” The article demonstrates that greater value is created with an outside-in approach that starts with the needs of external stakeholders (customers, investors, community) and then figuring out the implications inside the company for meeting those needs. Dave, Norm, and Joe also present their Human Capability Framework and a tool that provides an assessment of an organisation’s outside-in performance (see FIG 10). FIG 10: Human capability from the outside-in - diagnostic questions (Source: Dave Ulrich et al) WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS AMY WEBB - Bringing True Strategic Foresight Back to Business In her article for Harvard Business Review, Amy Webb defines strategic foresight as “a disciplined and systematic approach to identify where to play, how to win in the future, and how to ensure organizational resiliency in the face of unforeseen disruption.” Her article also advocates for the integration of strategic foresight as a core competency in every organisation, regardless of size. Moreover, Amy provides guidance on how to operationalise strategic foresight by unveiling a ten-step process. Read alongside another article authored by Amy for HBR: How to Do Strategic Planning Like a Futurist, which includes Amy’s Futurist’s Framework for Strategic Planning (see FIG 11). FIG 11: A Futurist’s Framework for Strategic Planning (Source: Amy Webb) WORLD ECONOMIC FORUM AND PwC - Putting Skills First: Opportunities for Building Efficient and Equitable Labour Markets As the introduction to this compelling collaboration between the World Economic Forum and PwC begins: “Skills and talent shortages are critical challenges facing societies and economies today. The absence of relevant skills impedes business growth, hinders economic prosperity, and inhibits individuals from realizing their full potential.” The report identifies five specific opportunities for intervention where the gains from skills-first solutions are most likely for employers and workers alike (see ‘Skills-first Framework’ in FIG 12). Additionally, the report also showcases 13 Skills First “Lighthouses”, including IBM, Siemens, Standard Chartered and Sanofi. It concludes by offering key takeaways regarding six success factors in implementing skills-first approaches including (1) Sponsorship from leadership, (2) Alignment with business needs, and (3) Data and evaluation for iteration. (Authors: Genesis Elhussein, Mark Rayner, Aarushi Singhania, Saadia Zahidi, Peter Brown MBE, Miral Mir, and Bhushan Sethi). A cultural shift to skills-first approaches needs both sponsorship from executives and governance from human-resources professionals FIG 12: Skills-first Framework (Source: World Economic Forum PETER SHEPPARD - Learning from our Skills Journey | BEN AUTY - What are the new skills people will need for the future of work? | TANUJ KAPILASHRAMI - How Standard Chartered is Unlocking the Power of Skills in the Workplace Many of the organisations we work with at Insight222 have embarked on the road to becoming a skills-based organisation. It is not an easy journey, so it is helpful to learn from other companies who are treading this path. Three of these are Ericsson, Lloyds Banking Group, and Standard Chartered. (1) In his article, Peter Sheppard shares learnings from Ericsson’s skills journey including a) it’s not jobs or skills; it’s skills and jobs, b) it’s a whole organisation activity, c) Less is more with skills, and d) Data drives value. (2) Ben Auty shares insights as to why Lloyds Banking Group is developing a learning culture to build the workforce of the future at the bank, the main skills they are focusing on, and the central role the recently established Reskilling Team is playing. (3) Tanuj Kapilashrami shares how Standard Chartered catalysed their work on skills by identifying adjacencies between ‘sunset’ and ‘sunrise’ roles. We looked at skills adjacencies between ‘sunset’ jobs and ‘sunrise’ jobs: so, what are the jobs that are going to go away? What are the skills that help employees get reskilled into some of these sunrise jobs? We ran five proofs of concept, we showed some real redeployment opportunities and started making the skills narrative real. EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING JENNIFER E. SIGLER WITH STEPHANIE DENINO - So Many Stakeholders, So Little Time: State of EX 2023-2024 The fifth annual State of EX study authored by Jennifer E. Sigler, PhD on behalf of The EXchange, Inc, TI PEOPLE and FOUNT Global, Inc. is a treasure chest of insights on the fast-evolving practice of employee experience. It highlights the top four priorities for EX as: (1) Redesigning experiences, (2) Getting broader buy-in for EX work across the organisation, (3) Building an EX roadmap for the organisation, and (4) Getting more / better data. One other standout finding from the study suggests that senior leaders are increasingly focused on EX with a majority of respondents (63%) saying their organisation’s senior leaders view EX as equal to or even more important than other corporate priorities. This bodes well for the future of EX. Thanks to Stephanie Denino and Volker Jacobs for highlighting the study. FIG 13: EX Team Priorities YOY Change (Source: The EXchange, TI People and FOUNT Global, Inc) LEADERSHIP AND CULTURE NADJIA YOUSIF, ASHLEY DARTNELL, GRETCHEN MAY, AND ELIZABETH KNARR - Psychological Safety Levels the Playing Field for Employees | PETER CAPPELLI AND LIAT ELDOR - Can Workplaces Have Too Much Psychological Safety? Two perspectives on psychological safety in the workplace. In the first article, Nadjia Yousif, Ashley Dartnell, Gretchen May, and Elizabeth Knarr present the findings of Boston Consulting Group (BCG) research, which finds how psychological safety benefits inclusion, reduces attrition in diverse groups and effectively acts as an equaliser - enabling diverse and disadvantaged employee groups to achieve the same levels of workplace satisfaction as their more advantaged colleagues. The study also highlights the direct relationship between empathetic leadership and feelings of psychological safety in the workforce, giving leaders a clear directive to be empathetic and thereby engender psychological safety. The second article by Peter Cappelli and Liat Eldor presents research that found that when you move from average to high levels of psychological safety, performance in routine jobs actually declined. FIG 14: Psychological safety has an outsize impact on retention for diversity groups (Source: BCG) RASMUS HOUGAARD, JACQUELINE CARTER, AND ROB STEMBRIDGE - The Best Leaders Can’t Be Replaced by AI While there are some areas where AI is already surpassing or will surpass human capabilities, there are several it cannot replace. Based on their research into employees’ comfort with AI in management, as well as their decades of research on the qualities of effective leadership, Rasmus Hougaard, Jacqueline Carter, and Robert Stembridge identify the promise (and perils) of AI-enabled management (see FIG 15), as well as the three uniquely human capabilities leaders need to focus on honing, especially as AI begins to figure more in management: (1) awareness, (2) compassion, and (3) wisdom. For more from Rasmus, I recommend listening to his podcast discussion with me: How To Be a More Compassionate Leader. Leaders who deepen their ability to lead with humanity will win at attracting, retaining, developing, and motivating top talent. FIG 15: AI versus Human: A matric of leadership activities (Source: Potential Project) DIVERSITY, EQUITY, INCLUSION, AND BELONGING JULIE COFFMAN, ALEX NOETHER, BIANCA BAX, CASSY REICHERT, AND KRYSTLE JIANG - The Business of Belonging: Why making everyone feel included is smart strategy Revealing data from a Bain survey of 6,000+ employees across four countries, which finds employees who have seen their companies intentionally invest in inclusion since 2020 are three times more likely to feel fully included than employees who have not seen such investment from their employers. Other findings include (1) Combining diversity and inclusion maximises a company’s capacity (by 4x) to innovate, and (2) Employees with inclusive leadership are 9x more likely to feel fully included at work (see FIG 16). (Authors: Julie Coffman, Alex Noether, Bianca Bax, Cassy Reichert, and Krystle Jiang). FIG 16: Employees with inclusive leadership are 9x more likely to feel fully included at work (Source: Bain) SHUJAAT AHMAD - DEIB Is At A Crossroads—It’s Time for Bold Action and Clear Metrics Given recent developments it’s reasonable to say that Diversity, Equity, Inclusion, and Belonging (DEIB) is at an existential crossroads. As Shujaat Ahmad writes in his excellent article for Round: “Boards, leadership teams, and investors hold the power to set the tone, shape the policies, and allocate the resources to support DEIB initiatives: for DEIB to work effectively, they must shift from well-intentioned wordsmiths to committed drivers that hold the organization accountable for outcomes and positive change.” Shujaat then unveils his blueprint to help leaders assess progress and drive meaningful change, clarifying the ‘why’ before diving into the ‘how’ covering measuring what matters and interventions (see FIG 17). For more from Shujaat, I recommend visiting Belong and Lead. FIG 17: Source – Shujaat Ahmad 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 January that I recommend readers delve into: ERNEST NG - If the Pitch is Too Smooth, It Probably Is: Why AI in HR is Difficult – Part 2 of an insightful essay from Ernest Ng, PhD of HiredScore (see also Part 1 on disclosures here) where he cuts through the hype to assess how we should be implementing AI in HR. LOUJAINA ABDELWAHED - A Tale of Two Cultures - In One Company - Loujaina Abdelwahed, PhD from Revelio Labs highlights the growing disparity between junior and senior employees (see FIG 18) and identifies the factors causing this malaise. Thanks to Ben Zweig for highlighting. FIG 18: The growing disparity in sentiment between junior and senior employees (Source: Revelio Labs) JEREMIE BRECHEISEN - Where Employees Think Companies’ DEIB Efforts Are Failing – Jeremie K Brecheisen presents findings from Gallup that reveals a disconnect between how well employees and HR leaders believe their organisations are doing when it comes to diversity, equity, inclusion, and belonging: 84% of CHROs say their organisations are increasing investment in DEIB, while only 31% of employees say their organisation is committed to improving racial justice or equity in their workplace (see FIG 19). The article then outlines ten needs employees say are not being met and then offers strategies to help organisations address the disconnect. FIG 19: How employees and HR leaders differ on perceptions of DEIB progress (Source: Gallup) FRANCISCO MARIN - Navigating the ONA Landscape: Trends and Challenges for 2024 - Another good read from Cognitive Talent Solutions, as Francisco Marin explores the key trends and challenges shaping the ONA space in 2024. IAN WHITE - The three C’s of effective performance management – Ian White, CEO at ChartHop, presents the three C’s of performance management — continuous, contextual and cultural — designed to help companies understand their employees more holistically. CHRISTINA JANZER - The surprising connection between after-hours work and decreased productivity – Christina Janzer presents findings from Slack’s Workforce Index, which identifies findings on how to structure the workday to maximise employee productivity, well-being and satisfaction – including the connection between after hours work and decreased productivity. FIG 20: Source – Slack 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): AMY EDMONDSON AND LAURIE RUETTIMANN – Right Kind of Failure – Amy Edmondson joins Laurie Ruettimann on the brilliantly named Punk Rock HR to explore the essential role of failure in our professional and personal growth. STACIA GARR, COLE NAPPER, AND SCOTT HINES - People Analytics & HR Tech Research by Industry Analysts – Stacia Sherman Garr, one of the industry’s top analysts, joins Cole Napper and Scott Hines, PhD on the Directionally Correct podcast to discuss the research Stacia and her team at RedThread Research do in the people analytics and HR technology space. RICHARD ROSENOW, MADDIE GRANT, AND SANJA LICINA - How to Build an Integrated Framework for Workforce Listening – In an episode of the Empowering Workplaces podcast, Richard Rosenow joins hosts Maddie Grant and Sanja Licina, Ph.D. to talk about The Three Channels of Workforce Information: conversations (“what people say”), surveys (“what people say they do”) and systems (“what people do”) as a way to build a comprehensive understanding of your workforce. McKINSEY - The shape of talent in 2023 and 2024 - In this episode of McKinsey Talks Talent, Bryan Hancock, Brooke Weddle and host Lucia Rahilly highlight the trends that shaped last year’s talent landscape—and those poised to ‘redefine its contours’ yet again in 2024. MATTHEW BIDWELL AND DAN LONEY – Forecasting 2024 Workplace Trends – Wharton Professor and convenor of the Wharton People Analytics Conference, Matthew Bidwell, joins host of the Wharton Business Daily Dan Loney to look at the year ahead in the workplace. VIDEO OF THE MONTH CHRIS LOUIE, TOMAS CHAMORRO-PREMUZIC, TERRI HORTON, AND LINDSEY SHINTANI - Power a dynamic workforce by embracing AI An enlightening panel discussion from the recent LinkedIn Talent Connect where Chris Louie, Dr Tomas Chamorro-Premuzic, Terri Horton, EdD, MBA, MA, SHRM-CP, PHR, and Lindsey Shintani discuss how AI is changing learning and career paths. They provide guidance on how to overcome AI anxiety and empower impactful futures. BOOK OF THE MONTH KEVIN WHEELER AND BAS VAN DE HATERD – Talent Acquisition Excellence An excellent new book published by Kogan Page and authored by Kevin Wheeler and Bas van de Haterd (He/His/Him). It provides an insightful and detailed analysis of how technologies such as artificial intelligence and machine learning in combination with analytics can improve talent acquisition and recruitment. RESEARCH REPORT OF THE MONTH YUYE DING AND MARK (SHUAI) MA - Return-to-Office Mandates A huge thank you to Nick Bloom for bringing my attention to this paper from Yuye Ding and Mark Ma, which studied the impact of 137 Return to Office mandates on the performance of S&P500 firms from 2020-2023. The key findings, as summarised by Nick, are illuminating: (1) RTO mandates are more likely in firms with poor recent stock performance, and in those with powerful male CEOs. (2) Glassdoor data finds RTO mandates significantly reduce employee ratings for job satisfaction, work-life balance, and senior management. (3) There is no significant impact of RTO mandates on either firm profitability or firm stock-returns. FIG 21: Distribution of firms’ RTO mandates (Source: Yuye Ding and Mark Ma) FROM MY DESK January saw the first three episodes of Series 36 of the Digital HR Leaders podcast, sponsored by our friends at ScreenCloud. Thank you to Luke Farrugia. DAVID GREEN - The best 60 HR & People Analytics articles of 2023 Part 1 | Part 2 – My tenth annual collection of HR and people analytics resources is spread across two articles and ten themes. Part 1 covers i) the future of work and people strategy, ii) workplace design and strategy, iii) AI and the world of work, iv) people analytics, and v) employee experience, listening and wellbeing. Part 2 covers: vi) the evolution of HR, HR operating models and the CHRO, vii) building a data driven culture in HR, viii) workforce planning, skills, and talent marketplace, ix) leadership and culture, and x) diversity, equity, inclusion and belonging. THOMAS RASMUSSEN, DAWN KLINGHOFFER, AND JEREMY SHAPIRO - HR in 2024: The Impact of People Analytics, AI & ML – In a special episode of the Digital HR Leaders podcast to kick off 2024, I was joined by Thomas Rasmussen, Dawn Klinghoffer, and Jeremy Shapiro to discuss the outlook for HR and people analytics in the coming 12 months. SERENA HUANG - How to Enhance Your Career in People Analytics - Serena H. Huang, Ph.D., who has led people analytics functions at companies including GE, PayPal and Kraft Heinz, joins me to discuss the common career paths observed in the people analytics field and how they have evolved over the years. KAZ HASSAN AND LUKE FARUGGIA - How to Bridge the Gap Between Customer and Employee Experience - What can HR learn from marketing's journey in using data, analytics and technology to understand and personalise the customer experience? How can we leverage these insights in HR to boost our employee experience initiatives? Kaz Hassan and Luke Faruggia join me to discuss these topics and more. THANK YOU Finally, this month I’d like to thank: Recruit CRM for nominating me as ‘The People Analytics Pioneer’ in their list of 50 Recruitment Influencers to Follow in 2024 Likewise, a huge thank you to 365Talents for including me as one of the Top 50 HR Influencers to Follow in 2024 Similarly, thanks to HRCap, Inc. for including me in their list of 10 HR Influencers who Provide Remarkable Insights The Social Craft (here) and The Talent Games (here) for also including me in their lists of HR and HR Tech leaders to follow. HRDConnect for quoting me in their article Data Literacy: A must-have for HR professionals in 2024. Gianni Giacomelli for including the Data Driven HR monthly in his list of seven must-read newsletters. HR Geckos for including Excellence in People Analytics as a book recommendation in their HR Bytes Newsletter for January 2024. Sebastian Szachnowski for including Excellence in People Analytics in his list of books to get better at people analytics. Leapsome for including the Digital HR Leaders podcast as one of its Top 10 HR Podcasts for 2024. Similarly, Alexandre Darbois for also including the Digital HR Leaders podcast as one of his 5 HR Podcasts. Melissa Meredith for using my 12 Opportunities for HR in 2024 article to highlight the importance of the HR-Finance partnership in building a thriving company. Bill Brown for also highlighting my 12 Opportunities for HR in 2024 article in his Eleven Trends Transforming the Future of Work in 2024. Mirro.io for including me as a contributor in their list of 15 HR Trends for 2024. Dhanesh K for including as one of his 10 Top HR Leaders to Follow. Lanteria HR for recommending me as one of their HR Experts to Follow in 2024. Semos Cloud for including my 12 Opportunities for HR in 2024 as part of their round-up of HR insights. Thomas Kohler for including my Best HR and People Analytics Articles of 2023 in their collection of HR resources to read. Thinkers360 for including me in their Top Voices EMEA 2023. 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. SEE 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: Feb 21 - Discover how Leading Companies shift People Analytics from insight to impact (Webinar) Feb 28 - People Analytics World 2024: Exploring the Potential of Analytics and AI in Employee Experience (Zurich) March 4-6 - Gloat Live! (New York) March 14-15 - Wharton People Analytics Conference (Philadelphia) April 24-25 - People Analytics World (London) May 7-9 - UNLEASH America (Las Vegas) September 24-26 - Insight222 Global Executive Retreat (Colorado, US) - exclusively for member organisations of the Insight222 People Analytics Program October 16-17 - UNLEASH World (Paris) More events will be added as they are confirmed.
    Employee Experience
    2024年02月01日
  • Employee Experience
    How to Build Your HR Technology Stack for 2024 In the AI age, you should use HR technology to ensure seamless integration and compatibility with your overall HR strategy for 2024. These are what Beqom is aiming for. Jan.17,2024 As organizations navigate the complexities of the evolving workforce in 2024, the strategic use of technology in Human Resources (HR) has become critical. This blog explores the crucial role of HR systems to deliver on corporate objectives, automate and streamline processes, improve the employee user experience, and reduce the administrative burden on HR. We also take a look at essential criteria for HR when evaluating technology solutions and delve into the nuanced landscape of trying to rely on HR suites versus a best-of-breed approach. What is an HR tech stack? The term "HR tech stack" refers to the comprehensive suite of tools and software applications that HR professionals use to manage various aspects of human resources. Just as a chef carefully selects and organizes different ingredients and methods to create a masterpiece, HR leaders curate and integrate diverse solutions to optimize HR processes, enhance employee engagement, and contribute strategically to business success. An HR tech stack typically includes a combination of software for recruitment, onboarding, performance management, learning and development, employee engagement, compensation management, and more. These tools work synergistically to streamline HR workflows, drive efficiency, and enable data-driven decision-making. The selection of tools depends on the unique needs and objectives of the organization, reflecting its high-level philosophy for HR technology adoption. The evolution of HR tech stack in modern businesses The journey of HR tech stacks has undergone a significant evolution in tandem with the changing of the modern workplace. In the early stages, HR systems primarily focused on automating administrative tasks and maintaining employee records. However, as organizations recognized the strategic importance of HR in achieving business objectives, the HR tech stack evolved into a dynamic ecosystem designed to address complex challenges and leverage opportunities. Key phases in the evolution have included: Automation of administrative tasks Early 2000s: The initial phase saw the adoption of HR information systems (HRIS) to automate routine administrative tasks, such as payroll processing and time tracking. Basic Applicant Tracking Systems (ATS) emerged to simplify recruitment processes. Introduction of integrated suites Mid-2000s to early 2010s: Integrated HR suites gained prominence, offering a unified platform for various HR functions. These suites aimed to streamline processes and enhance data consistency by providing a centralized platform for HR activities. Focus on employee experience and engagement Late 2010s: With the increasing emphasis on the employee experience, HR tech stacks expanded to include tools for talent management (recruiting, onboarding, learning, etc.), compensation and benefits, performance management, and employee engagement. Mobile applications and self-service portals became integral to fostering a positive workplace culture. Rise of specialized best-of-breed solutions Present day: The current phase witnesses a shift towards specialized best-of-breed software. Businesses are recognizing the value of choosing tools that excel in specific HR functions, providing depth and flexibility in their HR tech stacks, while delivering an improved employee experience. Significance of the evolution The evolution of HR tech stacks mirrors the broader transformation in HR's role—from a predominantly administrative function to a strategic partner driving company success. Modern HR tech stacks are not just about automation; they represent a strategic investment in technologies that empower HR professionals to make informed decisions, enhance employee engagement, and contribute meaningfully to achieving business objectives. Crafting a high-level philosophy for HR technology As organizations embark on the journey of leveraging technology in their Human Resources (HR) functions in 2024, it's helpful first to establish a high-level philosophy to guide your choices. As with most business decisions, it’s best to start with the "why" and articulate the overarching goals HR seeks to achieve for the company. Aim for strategic alignment Why do it? Your high-level systems philosophy must align seamlessly with the organization's overall strategic objectives. HR digital solutions should not be implemented in isolation but as a strategic enabler, contributing to the achievement of broader business goals like diversity, profit margin, market share, and so on. How to do it. HR leaders should collaboratively engage with organizational leadership to understand key business objectives and challenges. The technology philosophy should then be crafted to align with and support these goals. Enhance the employee experience Why do it? A key focus of HR technology should be on enhancing the overall employee experience. By delivering value to employees, providing user-friendly interfaces, fostering collaboration, and enabling self-service capabilities, HR can create an environment where employees thrive. How to do it. Conducting regular employee feedback surveys, analyzing pain points in HR processes, and understanding employee needs will inform the technology approach. The goal is to implement solutions that make work more meaningful and enjoyable for employees. Drive efficiency and agility Why do it? HR technology should be a catalyst for operational efficiency and agility. By automating repetitive tasks, streamlining workflows, and providing real-time insights, HR contributes to the organization's ability to adapt swiftly to changing market dynamics. How to do it. Assessing current HR processes, identifying bottlenecks, and evaluating the capability and adaptability of existing systems will guide the decision-making process. The aim is to implement an HR platform that not only addresses current needs but also scales as the organization evolves. Enable data-driven decision-making Why do it? A high-level philosophy should emphasize the importance of leveraging data for informed decision-making. HR technology should provide the tools and analytics necessary to transform raw data into actionable insights, empowering HR professionals to make strategic decisions. How to do it. Assessing the company's data maturity, identifying critical HR metrics, and understanding the capabilities of offerings in the market to support strategic decision-making at all levels will guide the choice of technology that aligns with this philosophy. Cultivate a culture of continuous improvement Why do it? The philosophy behind HR technology should embrace a culture of continuous improvement. Solutions should not be static but evolve to meet changing organizational needs, staying abreast of industry trends and workplace regulations, and driving innovation. How to do it. Regularly evaluating the effectiveness of existing technology, staying informed about emerging HR tech trends, and fostering a culture of innovation within the HR team contribute to a philosophy that embraces ongoing improvement. In essence, the high-level philosophy behind the HR tech stack should be a strategic roadmap, guiding the business towards success. It is the articulation of what HR aims to achieve and why technology is a critical enabler in achieving those objectives. Crafting this philosophy involves aligning with corporate goals, prioritizing employees, driving efficiency and agility, leveraging data, and fostering a culture of continuous improvement. As companies embark on the transformative journey of HR technology adoption, a well-defined and thoughtfully considered high-level philosophy will serve as the North Star, ensuring that technology becomes a powerful ally in achieving organizational excellence. The growing importance of technology in HR As Josh Bersin has framed it, we are now entering a post industrial economy. The industrial revolution over the last 150 years has created massive amounts of automation and productivity-enhancing advancements. The result is that employees no longer are just replaceable commodities, needed for menial tasks. They are more skilled and specialized than ever before, and that trend is only going to continue with the blossoming of artificial intelligence. Now, says Bersin, “every company is in the people business.”  HR is more important than ever, and the HR tech stack plays a key role in shaping today’s high performing organization in many ways, including: Efficiency and productivity In the fast-paced business environment of 2024, efficiency is key. Technology enables HR professionals to automate repetitive tasks and streamline complex processes. Whether in recruiting (resume screening, scheduling interviews, managing employee records), compensation (salary planning, merit increases, pay equity) or performance management (goal-setting, collecting feedback, performance reviews)—to name a few examples—the use of technology not only saves time but also allows HR teams to focus on strategic initiatives that contribute to the overall productivity of the organization. Data-driven decision-making Technology provides HR with tools to collect, analyze, and interpret data, and to make predictions. This data-driven approach enables HR professionals to make informed decisions regarding talent acquisition, employee engagement, compensation strategy, and workforce planning. Harnessing the power of workforce analytics can lead to more effective strategies and better outcomes for the business. Remote work and collaboration With the rise of remote work, HR technology facilitates seamless collaboration between dispersed teams. Virtual onboarding processes, digital communication tools, feedback platforms, self-service tools, and remotely administered systems are among the essential components that enable HR to adapt to the changing dynamics of the modern workplace. Impact of technology on different areas of HR Virtually every aspect of HR can be improved and accelerated through the use of digital solutions. It is up to HR leaders to determine what areas can have the most impact on the organization’s success and prioritize accordingly. Recruitment and talent acquisition Technology streamlines the recruitment process by leveraging artificial intelligence (AI) for resume screening and predictive analytics for identifying top talent. Applicant Tracking Systems (ATS) automate the hiring pipeline, reducing time-to-fill and ensuring a more efficient recruitment process. Learning and development HR software facilitates personalized learning experiences through e-learning platforms and Learning Management Systems (LMS). This not only enhances employee skills but also ensures that training programs align with organizational goals and industry trends. Compensation management and pay equity Technology can play a pivotal role in transforming compensation management, which is a critical core function. These solutions empower HR professionals to create transparent pay structures, conduct market analysis, design flexible compensation strategies, support data-driven pay decisions at all levels, and administer rewards efficiently. Advanced pay equity tools can ensure ongoing fair pay and legal compliance. Collaboration and coaching Integrated collaboration platforms facilitate seamless communication among dispersed teams, enhancing the employee experience and contributing to increased productivity. Support for manager coaching takes collaboration one step further and aids in employee-manager alignment. Goal-setting and tracking Software provides automation for setting and tracking individual and team goals, speeding up the cascading of high level goals throughout the organization, fostering real-time evaluation and progress tracking, and promoting a more dynamic performance management process. Continuous feedback and recognition Automated feedback and recognition tools contribute to a positive workplace culture by ensuring timely acknowledgment of employee achievements, fostering a sense of appreciation and motivation, as well as supporting continuous improvement. 360-degree feedback Performance management tools enable the automation of 360-degree feedback processes, providing a holistic view of employee performance from various perspectives within the enterprise. Performance appraisal and calibration Automation in performance appraisal processes, including calibration features, ensures consistency and fairness in evaluating employee performance across the organization, and saves enormous amounts of time. Impact on the business, employees, and HR staff HR technology has something to benefit everyone in the organization. Business impact Implementing HR technology positively affects the bottom line. Improved efficiency, better talent management, and data-driven decision-making contribute to overall business success. The adaptability of HR tech to changing market demands ensures that businesses stay competitive and agile, and attract and retain needed talent. Employee experience From recruitment to retirement, HR technology enhances the employee experience. Self-service portals, mobile applications, and digital communication tools empower employees, providing them with the tools they need to thrive in the workplace. This, in turn, contributes to a positive workplace culture, motivation, productivity, and loyalty. HR department and staff HR professionals benefit from technology by automating administrative tasks, allowing them to focus on strategic HR functions. Access to real-time data also equips HR staff with the insights needed to make informed decisions. This shift from transactional to strategic roles enhances the value HR brings to the organization. Risks of not embracing technology in HR Conversely, failure to keep up with the advances in HR technology can put your company at a competitive disadvantage. Organizations that fail to embrace HR digital solutions risk falling behind competitors who leverage these tools for strategic advantage. The ability to attract and retain top talent often hinges on the adoption of modern HR practices and technology. Employees want to work for a company with efficient processes, and increasingly, for companies that practice transparency and workplace equity. Manual processes are prone to errors and inefficiencies, both of which are costly. Without the aid of technology, HR departments may struggle with accuracy in record-keeping, compliance issues, and inefficient workflows, hindering the overall effectiveness of HR operations. Building a tech stack for HR So how to best approach technology adoption for HR? Assess organizational needs. Before implementing an HR solution, HR executives should conduct a thorough assessment of the organization's needs. Understanding specific pain points, goals, and desired outcomes is essential for choosing the right solutions. What are the company’s objectives and what would be needed to accomplish them? Identify critical areas. These are areas where you can gain the most strategic benefit, and where you therefore do not want to compromise on functionality. What is mission critical, what is core to realizing your strategy and achieving your goals? In other words, what is most worthy of investment? Consider integration and scalability. A well-rounded tech stack should be easily integrable with existing systems and scalable to accommodate future growth. Seamless integration ensures data consistency and avoids silos, while scalability future-proofs the technology against evolving organizational needs. Criteria for evaluating HR technology solutions Here are some key areas to consider when evaluating technology solutions. Functional coverage First and foremost, technology solutions should be able to do what you need done. You should not have to compromise on your strategy to conform to system limitations. If a solution cannot really handle your needs, scan the market to see if there is an alternative that is a better fit for your needs. Integration capabilities Seamless integration with existing systems is crucial for data consistency and efficient workflows. HR professionals should prioritize technology solutions that support interoperability. Scalability and global compatibility Large organizations must choose solutions that are scalable to accommodate their size and adaptable to meet global complexities and diverse compliance requirements. Global compatibility supports consistency in HR practices across different regions. User experience and accessibility A user-friendly interface and accessibility across devices are critical considerations. HR technology should be intuitive for users globally, promoting widespread adoption and engagement. And remember that part of the user experience is delivering real value to the end users. Data security and compliance Given the sensitivity of HR data, security features and compliance with data protection regulations should be paramount. Robust security measures safeguard against data breaches and ensure confidentiality. Vendor expertise and support Every solution has people behind it who create, implement, update, and support it. Even the most intuitive systems need support to keep the technology improving and advancing, look for expertise and a commitment to innovation. Comparing HR suites and best-of-breed solutions It is often tempting to try to rely on your core HR suite to handle most or all of your HR software needs. However, the benefit of a single source supplier is limited compared to the possible benefits of a best-of-breed approach. Limitations of HR suites Some of the common problems encountered when trying to stretch an HR suite to cover every need include: Lack of specialization. Comprehensive HR suites often provide a generalist approach, attempting to cover a broad spectrum of HR functions. While this may be suitable for some organizations, it can result in a lack of depth for specialized functions like compensation management and performance management. Slower innovation. The sheer size and complexity of comprehensive suites can sometimes lead to slower adaptation to emerging technologies and industry trends. The bureaucratic processes involved may hinder the swift integration of innovative solutions that could benefit the organization. Complex implementation. Implementing extensive HR suites can be intricate and resource-intensive, requiring substantial time and effort. The complexity of these systems may lead to challenges in user adoption and ongoing maintenance. Advantages of a best-of-breed HR tech approach What is driving companies to seek best-of-breed solutions within their HR tech stack? Some reasons include: Specialization. Best-of-breed solutions excel in specific HR functions, providing advanced features and customization options tailored to the organization's unique needs. This specialization ensures that each component of the HR tech stack is functionally rich and optimized for maximum efficiency. Faster innovation. Specialized providers often innovate more rapidly, adapting to industry trends and technological advancements with agility. This proactive approach allows organizations to stay at the forefront of HR technology, driving continuous improvement. Flexibility and integration. Best-of-breed solutions offer flexibility and can be seamlessly integrated with other systems. This allows organizations to build a tailored tech stack that aligns precisely with their requirements, avoiding the constraints of a one-size-fits-all solution. A best-of-breed HR technology success story One large multinational bank was facing an increasingly complex and competitive landscape including new non-traditional players, increasing regulation, artificial intelligence, and automation. These challenges made it crucial for them to attract, retain, and leverage their human capital to its fullest potential. They wanted to give employees and line managers a uniform and engaging experience, and establish a culture of continuous improvement, and so were seeking best of breed solutions for key HR processes to complement their core SAP HCM solution. beqom enabled crowdsourced real-time continuous feedback, regular check-ins, and agile goal setting, supporting managers in providing timely and helpful coaching. With pulse surveys, structured 360 feedback and insightful analytics, the solution measures the entire employee experience at every touchpoint. With beqom they can align personalized rewards with real-time performance data, as well as with feedback, skills, behavior, and goals, to provide meaningful and effective rewards. The bank was able to consolidate all compensation processes, including salary and promotion increases, short and long-term incentives, and cash awards, across more than 30 countries. And, their compensation budget can be continuously monitored as performance ratings are submitted and their cost impact calculated. All in all, it’s a real success story that shows the power of HR technology to transform an organization. Moving forward with your HR technology stack In today’s dynamic workplace, technology solutions will play a pivotal role in empowering HR professionals to deliver value for the organization. To find out how best-of-breed solutions can transform your HR processes and help you build a high-performing organization, take a positive first step and contact us at beqom. SOURCE Beqom
    Employee Experience
    2024年01月17日
  • Employee Experience
    2024年的HRTech：GenAI、分析和技能技术 In 2024, the field of Human Resources is experiencing a transformative shift with the integration of cutting-edge technologies such as Generative AI (GenAI), advanced analytics, and skills technology. This article by Dave Zielinski, featured on SHRM Online, delves into the evolving landscape of HR, highlighting the significant impact of these technologies on enhancing the employee experience, improving regulatory compliance, and revolutionizing talent management. Industry analysts and thought leaders share insights on the growing importance of GenAI in HR processes, the challenges of maintaining employee experience in cost-cutting scenarios, and the potential of predictive analytics in optimizing workforce planning. 接受SHRM Online采访的人力资源行业分析师、从业者和思想领袖表示，今年，人力资源职能部门将采用生成式人工智能 (GenAI)，投资于提升员工体验的技术，并采用强大的预测分析和技能技术。 人力资源领导者将转向技术，这些技术不仅可以提高法规遵从性，还可以帮助其组织做出更好、更快的人才决策并重新定义工作方式。 有远见的公司将继续投资 EX 一些分析师预测，随着高管将注意力转向降低成本和提高效率，远离包容性、公平和多样性等问题，员工体验 (EX) 将在 2024 年出现“衰退”；灵活的工作安排；和员工心理健康。员工的工作选择将减少，雇主将收回一些影响力。 不过，尽管许多组织可能会在 2024 年减少或冻结 EX 支出，但专家对此类举措的后果提出警告。 JP Gownder 是 Forrester 的副总裁兼首席分析师。他在博文中写道，根据 Forrester 研究，66% 的技术决策者表示，他们将在 2024 年增加对 EX 或人力资源技术的投资，其中许多投资将旨在提高效率，而不是 EX 结果。 但逆流而上的领导者将在 2024 年获得实实在在的好处。 “通过开发成熟的 EX 计划，您的组织可以提高生产力、降低人员流失率并提高创造力，”Gownder 写道。 其他专家认为，足智多谋的人力资源领导者会在预算紧张的情况下找到投资 EX 的方法。 管理咨询公司光辉国际 (Korn Ferry) 首席人力资源官 (CHRO) 业务的高级客户合伙人丹·卡普兰 (Dan Kaplan) 表示：“人力资源部门将被迫在低迷的市场中保持参与度，甚至在成本削减和削减的整个过程中也不例外。” “这将是一场艰难的舞蹈，但最好的人力资源领导者会找到办法做到这一点。” 光辉国际 (Korn Ferry) 专门负责人力资源问题的高级客户合伙人胡安·巴勃罗·冈萨雷斯 (Juan Pablo Gonzalez) 表示，组织对 EX 的承诺在 2024 年不会减弱，但 EX 看起来会非常不同。 “EX 的本质可能会变得更加个性化，同时也会变得不那么个性化，”冈萨雷斯说。“例如，通过使用 Microsoft Office Copilot、Workday 和 Salesforce 等大型软件平台中已有的人工智能功能，雇主和员工已经改变了他们的 EX。正在发生的情况是，员工与技术的互动越来越多地取代了与人的互动，但与技术的互动已经变得更加适合员工的特定需求和情况。” 亚特兰大人力资源咨询公司 IA 的创始人兼管理负责人 Mark Stelzner 表示，虽然由于组织面临控制盈利的挑战，预算将在 2024 年重新分配，但良好的 EX 相关技术投资将继续为公司带来红利。 “我认为投资 EX 实际上会提高效率并降低成本，”Stelzner 说。“到 2024 年，我们可能会看到组织不断转向‘流程主导、技术支持’的理念。端到端流程的优化通常会导致诸如消除现有技术债务以及统一工具和技术等决策，以减少员工的困惑并优化个性化，从而减少集成良好的接触点。” Gartner 专门研究人力资源技术的副总裁分析师 John Kostoulas 表示，做出更具战略性的采购决策和改善现有技术生态系统的治理是改善 EX 的两个关键。Gartner 最近的研究发现，60% 的人力资源领导者认为他们当前的技术阻碍而不是改善了员工体验。 Nucleus Research 专门负责员工体验的研究经理 Evelyn McMullen 表示，仅仅为了提高效率而不是 EX 结果而设计的技术投资可能被证明是短视的。她指出，改进的 EX 通常会带来更好的绩效并降低与营业额相关的成本。 麦克马伦说：“考虑到劳动力市场和求职者优势的不断波动，减少 EX 预算的风险尤其大。” “当控制权不可避免地回到求职者手中时，保留 EX 投资的组织将能够更好地捕获和留住最优秀的人才。” GenAI 从实验转向加速采用 到 2024 年，通过更多地采用该技术，人力资源职能将从涉足 GenAI 转向更深的领域。 随着领导者制定更严格的 GenAI 治理计划以及使用该技术的风险开始降低，人力资源和招聘部门将越来越多地使用其 HRIS 平台中已有的 GenAI 工具来编写职位描述和面试指南、创建敬业度调查、开发培训课程、分析数据，并制定政策。 世界大型企业联合会 2023 年底对首席人力资源官的调查发现，61% 的首席人力资源官计划在 2024 年投资人工智能以简化人力资源流程。 分析师 Eser Rizaoglu 表示：“许多人力资源领导者的 GenAI 之旅仍处于起步阶段，但要么通过现有的人力资源技术提供商获得 GenAI 功能，要么到 2024 年中期购买新的 GenAI 工具。” Gartner 的人力资源研究和咨询实践。 Rizaoglu 表示，许多人力资源技术供应商仍在努力弄清楚如何充分利用 GenAI 的功能，同时平衡保护数据、确保有效治理和考虑道德因素的需求。他表示：“在实现这种精细的平衡之前，GenAI 能力在人力资源领域的大规模扩散将面临挑战。” Stelzner 表示，虽然去年 GenAI 带来了兴奋并刺激了人力资源领域的实验，但“冷酷的现实”是许多组织仍然没有准备好全力投入。 “到 2024 年，GenAI 采用率的任何增长都可能是渐进式的，包括更好地利用聊天机器人、增强员工沟通的个性化、更加关注人才招聘领域的可能性以及系统升级和实施测试的自动化。”他说。 埃森哲进行的研究发现，GenAI 有潜力改变组织 40% 的工作时间。“这并不意味着 40% 的工作岗位将会消失，而是反映了工作方式的转变，”负责该公司人力资源转型和交付实践的埃森哲董事总经理迈克尔·本亚明 (Michael Benyamin) 表示。“技术将取代一些任务，让员工在工作中变得更有生产力、更具创造力和效率。人工智能是人类能力的倍增器。” 随着 GenAI 开始增强或转变更多的工作角色，人力资源和学习领导者将需要创建敏捷的学习计划，以重新培训员工使用快速发展的 GenAI 工具的技能。许多工人几乎没有接受过如何使用该技术的培训。 Salesforce 于 2023 年进行的一项调查发现，62% 的员工表示他们缺乏有效、安全使用 GenAI 的技能。波士顿咨询集团的另一项研究发现，尽管该技术有望从根本上重塑他们的工作方式，但只有 14% 的一线员工接受过与人工智能相关的技能提升。 Benyamin 表示，随着 GenAI 在工作场所变得越来越普遍，人力资源部门必须帮助制定负责任和道德的人工智能使用政策，并制定培训计划来解决偏见、歧视、数据保护和适当数据使用等问题。 更加关注变革管理，提高新人力资源软件的采用率 专家认为，许多人力资源领导者将寻求通过采用变革管理策略来提高 2024 年技术投资的回报，例如确保员工使用新采用的技术解决方案。 人力资源面临的一项持续挑战是管理云技术供应商源源不断的更新和新功能，导致许多人力资源软件即服务 (SaaS) 许可证闲置。位于加利福尼亚州帕洛阿尔托的 SaaS 智能平台 Productiv 于 2023 年进行的一项研究发现，组织中 53% 的 SaaS 许可证总体未使用。 位于阿拉巴马州亨茨维尔的人力资源咨询和研究公司 Lighthouse Research 的首席研究官本·尤班克斯 (Ben Eubanks) 表示，许多组织低估了如何确保员工在新的人力资源平台和应用程序推出后定期使用它们。 “人力资源和人才技术不是‘按下开关就可以开始’类型的解决方案，”尤班克斯说。“但许多雇主仍然这么认为，并低估了采用该技术所需的行为改变。” 重新思考员工敬业度调查 更多的人力资源和执行团队将重新考虑如何创建敬业度调查以及分发调查的频率，以减少“调查疲劳”。 ServiceNow 高级副总裁兼员工工作流程产品总经理 Gretchen Alarcon 表示，随着组织继续努力寻找“秘方”，让员工在 2024 年更频繁地重返办公室，人力资源领导者将需要使用更有意义的方法测量工具。 她说：“组织将利用员工的声音调查和反馈来分析在办公室花费的时间与员工情绪和生产力的关系。” “这将使领导者能够根据数据而不是假设做出决策，这样他们就可以根据员工的需求、行为和提高生产力的因素来调整重返办公室 [RTO] 策略。” 从改进的技能技术中获益 转向基于技能的招聘和晋升策略的人力资源和招聘领导者将受益于技术的发展，例如使用人工智能和机器学习自动创建、组织和更新员工技能数据库的技能本体，从而显着减少体力工作量人力资源部要求。 下一代本体论和其他新兴技能技术可以使人力资源领导者更轻松地识别组织中的技能差距，然后相应地调整招聘或学习和发展计划。虽然市场上没有真正的端到端技能技术解决方案，但许多人力资源领导者正在将人工智能驱动的点解决方案结合在一起，以创建有效的技能数据库和评估工具。 “到 2024 年，随着组织采用技能智能技术，他们将开始认识到，这不是拥有最大的技能数据库，而是一个不断更新的丰富且互联的技能数据库，”Alarcon 说。她补充说，此类数据库使公司能够了解人才缺口是否是由于缺乏合适的人才或缺乏技能造成的，以及他们是否需要为未来培养、购买或借用人才。 预测分析工具变得更加强大 人力资源从业者和分析师认为，人力资源部门将受益于日益强大的预测分析工具，这些工具将改善劳动力规划和数据驱动的决策。 光辉国际 (Korn Ferry) 的冈萨雷斯 (Gonzalez) 表示：“凭借更大的数据集和改进的算法，人力资源部门应该能够采取一些措施，例如缓和过去几年的招聘盛衰周期。” 例如，冈萨雷斯表示，雇主不会雇佣数千名员工，然后在六个月后解雇其中一半，而是能够更好地预测在合理的时间内他们需要的员工数量和类型。他说：“然后他们可以雇用和培养一支更稳定的员工队伍，以造福所有组织利益相关者。” Stelzner 认为，许多人力资源部门由于没有充分发挥数据分析的潜力而错失了机会。他说，如果未能投资分析人力资源数据所需的工具和技能，可能会导致洞察力缺失，并阻碍人力资源战略与更广泛的业务目标保持一致的能力。 “从历史上看，人力资源部门也一直在努力解决数据的准确性问题，”斯特尔兹纳说。“这会影响该职能部门依靠报告和数据分析来通知和支持其决策的能力。更糟糕的是，企业的其他部门已经接受过培训，预计人力资源系统会提供有问题的数据，因此在数据清理、报告和分析方面还有很多工作要做，以重新获得整个企业的可信度。” Dave Zielinski 是 Skiwood Communications 的负责人，这是一家位于明尼阿波利斯的商业写作和编辑公司。 作者：Dave Zielinski
    Employee Experience
    2024年01月09日
  • Employee Experience
    2023 Recap: A Turbulent Year with Significant M&A Changes in the HR Technology Market Our annual reporting on M&A in the HR technology space is one of our most popular pieces of content year after year (see our 2022 version here). We look at some of the many announcements that happen over the course of the year, flag some key ones, and identify any big trends that seem to appear across the landscape. 2023 was no different than recent years. It’s a perennial “trend” from the “experts” in the space that “we will see more consolidation.” That statement is about as safe as saying that summer in Texas will be hot this year. Shocker. What’s most exciting for us at Lighthouse is that many of these companies that are succeeding and shaking up the industry are also winners in the HR Tech Awards program (now accepting 2024 submissions), a clear indication that the judges in our program see significant value in what these firms are bringing to the market for their clients. If you’re an employer looking for the right technology so support your organization, don’t hesitate to reach out for our insights. Overall HR Tech M&A Trends and Insights A considerable amount of consolidation in the services space, which is a bit tangential to this analysis of HR technology but significant for the larger market. For instance, Arthur Gallagher & Co. acquired Buck in the benefits consulting and administration services space. We’re starting to see some of these benefits companies using their data in creative ways to identify health trends, provide analytics back to employers on their workforce, etc.  WilsonHCG picked up Personify in the recruitment process outsourcing industry. Our 2023 RPO research is some of the most compelling in the world when it comes to RPO buyer insights and behaviors. Engage PEO acquired Zamp. Relatively small in the bigger scheme of things, but we’re planning some PEO research in 2024 to explore how PEO is evolving so we’re watching the space closely.  Also seeing some interesting crossover as services companies buy technology firms to scale and differentiate their services as well as technology companies buying service providers to reach more clients and bring more data into their solutions. AI-based solutions require a lot of data to train the models, and if it’s structured properly, services companies are sitting on a ton of data that can be a competitive advantage. In the past month we’ve met with two different companies that started as services firms and built a technology that could take their intellectual property and scale it to more customers via a platform. The challenge with that is that services companies make money when they touch customer accounts and support them, but product/technology companies make money when they don’t have to touch customer accounts. It’s a difficult transition to make. Let’s take a look at some of the announcements over the last year. Key 2023 HR Technology Mergers and Acquisitions Talent Acquisition and Hiring Radancy, a global leader in recruiting with its Radancy Talent Cloud, acquired Brazen, a hiring event and communication platform and Ascendify, an enterprise-focused recruiting CRM. Lightcast, a labor market insights company created by the merger of Emsi and Burning Glass, acquired Gazelle, a provider of B2B intelligence. LiveHire, an HR Tech Award-winning hiring platform, acquired Arrived Workforce Connections to support growth in candidate reach and direct sourcing. Clovers acquired Talvista to bring two inclusive hiring solutions under one roof. Fama, an innovator in social media background screening and HR Tech Award-winning company, acquired Social Intelligence. Spark Hire, a video interviewing solution, acquired Chally, an assessment solution. Video-only screening providers are trailing off in favor of video + assessment solutions that can provide a more full (and unbiased) picture of what candidates are about. Spark Hire also merged with/acquired Comeet, an ATS solution. Veritone (Pandologic AI-driven programmatic recruiting solution) acquired Broadbean, a legacy recruiting technology provider. Intrigued by the depth and breadth of data this might offer to train the Veritone AI solutions under the hood. Appcast, a leader in programmatic recruiting technology, acquired Bayard Advertising. Hirevue acquired Modern Hire, an HR Tech Award-winning provider of video interview and hiring assessment solutions for enterprise employers. Fountain, a high-volume hiring and onboarding solution, acquired Clevy. Talent Management and Employee Experience Engagedly, an HR Tech Award-winning company, acquired theEMPLOYEEapp for enabling client communications with frontline workers. Neobrain, a global skills insights and intelligence provider, acquired Flashbrand to establish a US presence and bring its popular technology to North America. Mitratech, an HR Tech Award-winning company and leader in employer compliance solutions, acquired Trakstar (talent acquisition and development) and Circa (DEI and OFCCP compliance). Simpplr, an internal communication and work hub, acquired Socrates.ai, one of the industry’s most compelling intelligent chatbot solutions for employee experience and navigation, to increase the ease of which employees find, access, and act on information. Edenred acquired Reward Gateway, a rewards and recognition provider. Perceptyx acquired Humu, the “intelligent nudges” company made famous by its founder, former Google HR leader Lazlo Bock. Intrigued to see this functionality in the Perceptyx ecosystem. Peoplelogic, an HR Tech Award-winning firm, picked up Plai to enhance its features across performance management and the overall employee experience. Core HR/HCM/Compensation Salary.com, an HR Tech Award-winning company, acquired CompXL to scale its enterprise compensation management functionality across merit increases, bonus allocations, and other rewards. Paycor, an HR Tech Award-winning SMB HR, payroll, and talent solution, acquired Verb for microlearning support. ADP, a leader in payroll and HR solutions, acquired Sora, a low-code workflow automation tool. Deltek, the global leader in payroll and finance solutions for government contractors, acquired Replicon, a workforce management system. When I Work, an HR Tech Award-winning company for its workforce management solution, acquired Lean Financial to incorporate earned wage access into the solution. UKG acquired Immedis, a global payroll solution, to enable more seamless payroll in countries around the world. Learning and Talent Development This year we’re unveiling our new Learning Tech Awards program to focus more deeply on the sophisticated and robust technologies supporting talent development, employee growth, and skills intelligence across the industry. If you operate in this space, you won’t want to miss it. Docebo, a leader in the global LMS market, acquired Edugo.ai to increase its AI capabilities. Go1, a leader in global learning content, acquired Blinkist and Anders Pink. LMS365 acquired performance management solution Weekly10. The Bottom Line In spite of the continuing challenges from an economic perspective, 2024 is poised to have some interesting activity. Election years are always a bit unpredictable, and many new providers are emerging to tackle today’s most pressing talent and workforce challenges. Stay on top of the latest by following our ongoing research and insights across the HR technology market. Curious what we do at Lighthouse? We work with employers by providing research and advisory services around 1) the complicated HR technology landscape, 2) the talent trends and practices that matter most to the modern workforce, and 3) executive presentations to internal teams on how the market is changing in their industry or demographic. We work with solution providers and vendors that want to sell more product and serve more customers. We use a combination of advisory, industry insights, market intelligence, and custom research to support our partners. HR Tech Awards opens for submissions on January 3rd: learn about benefits of participation Ben Eubanks Ben Eubanks is the Chief Research Officer at Lighthouse Research & Advisory. He is an author, speaker, and researcher with a passion for telling stories and making complex topics easy to understand. His latest book Talent Scarcity answers the question every business leader has asked in recent years: “Where are all the people, and how do we get them back to work?” It shares practical and strategic recruiting and retention ideas and case studies for every employer. His first book, Artificial Intelligence for HR, is the world’s most-cited resource on AI applications for hiring, development, and employee experience. Ben has more than 10 years of experience both as an HR/recruiting executive as well as a researcher on workplace topics. His work is practical, relevant, and valued by practitioners from F100 firms to SMB organizations across the globe. He has spoken to tens of thousands of HR professionals across the globe and enjoys sharing about technology, talent practices, and more. His speaking credits include the SHRM Annual Conference, Seminarium International, PeopleMatters Dubai and India, and over 100 other notable events. Contact Ben
    Employee Experience
    2024年01月05日
  • Employee Experience
    Top 10 HR and People Analytics Themes of 2023 As we near the end of another successful year here at Insight222, we want to reflect on the top themes that have emerged in our content. From data-driven insights to real-world examples, our team has worked meticulously to deliver informative and persuasive articles that aim to enhance the HR and people analytics function. And we have seen some exciting changes and advancements in the field this year. So, without further ado, here are the top themes that have taken front stage in our content during 2023. Psychological Safety in the Workplace Psychological safety in the workplace has been proven time and time again that without it, a team cannot thrive. In fact, we like to think of it as the epitome of successful teams. Therefore, it's no surprise that this theme carries over from last year. Some of our most popular blogs discuss measuring psychological safety in the workplace, understanding how organisational culture impacts it and exploring how companies like Microsoft are transforming their organisational culture to prioritise psychological safety and promote a positive work environment. Behavioural Science in HR (Source: People Analytics Trends 2021) The integration of behavioural science into HR and people analytics practices has been gaining traction for the past few years, and this year was no exception. With the changing nature of skills and roles in HR, the need for understanding human behaviour and decision-making has become increasingly important in driving impactful business outcomes. With this, our article on exploring the role of behavioural science in HR and how it can be leveraged to improve employee engagement, performance, and productivity was one of our most popular reads of 2023. How AI is Changing the HR Landscape No discussion about the future of work is complete without considering the role of artificial intelligence (AI). (Source: The Impact of GPT and Generative AI Models on People Analytics (Interview with Andrew Marritt)) AI has been incorporated into HR for some time now. We have been using it to automate routine tasks, streamline recruitment processes and improve HR analytics. However, with the birth of generative AI models like Chat-GPT, it is an understatement to say that AI has revolutionised every aspect of HR. Better yet, it's safe to say that it has and will continue to revolutionise every business function within an organisation. From utilising AI in people analytics to how it is transforming the HR landscape, our articles on the impact of Chat-GPT and generative AI models and how AI is changing HR analytics have been among the most popular reads of this year. And for good reason - with the potential to improve decision-making, streamline processes, and enhance employee experience, AI is a topic every HR and people analytics professional should pay attention to. The Impact of Analytics on HR Our Insight222 research has shown time and time again that organisations that invest in people analytics drive better business outcomes, which is why, this year, we continued to dig deeper into this topic by exploring the New Model for People Analytics. With the rise of digital transformation and the increasing importance of data in driving strategic business decisions, our articles on using statistics to drive actionable outcomes, why people analytics is so important for HR, and how social capital can be measured have been highly sought-after reads. Upskilling the HR Function and Building Data Literacy at Scale Considering the previous points, it's understandable that upskilling the HR function and building data literacy at scale have emerged as key themes this year. To fully leverage the benefits of AI and data analytics, HR professionals must develop a strong understanding of data and how it can be used to drive strategic decision-making. As such, in July, we released our research, Upskilling the HR Profession: Building Data Literacy at Scale, which outlines the skills and competencies that HR professionals need to succeed in the digital age. It also highlights how HR leaders need to build an effective skill-based workforce planning capability. (Source: Measuring the ROI of Employee Training and Development) Interestingly, this research has also sparked discussions on who holds the responsibility for scaling data literacy across HR, which we explore in our article Who Holds the Responsibility for Scaling Data Literacy Across HR? Measuring the ROI of Employee Development Building upon the theme of upskilling and data literacy, it's important to also focus on measuring the ROI of employee development. As professionals in the HR sector, we know all too well that investing in employee training and development is crucial for an organisation's long-term success. But with senior executives increasingly asking (and expecting) HR to demonstrate the value of these investments, our article on measuring the ROI of employee training and development has been one of the most popular reads this year. Delivering Greater Value for the Business Through People Analytics At its core, people analytics is about delivering greater value for the business. Our 2022 research, Impacting Business Value: Leading Companies in People Analytics, is a testament to this. Leading Companies (organisations that drive the most business impact through people analytics) have consistently shown better financial performance, higher employee engagement and retention rates, and overall greater success compared to their less data-driven counterparts. This is why, in 2023, we have seen a surge of interest in articles on delivering greater value for the organisation with people analytics and the growing influence of people analytics in strategic business decisions. And this trend will only continue as more and more organisations recognise the importance of incorporating data-driven insights into their decision-making processes. Challenges to Building Data Literacy If there is one thing we have identified as a common theme this year, it's the challenges of building data literacy within HR. From understanding the technical aspects of data analysis to gaining buy-in from senior leadership, organisations face various hurdles when trying to build a culture of data literacy. (Source: Insight222 Research: Upskilling the HR Profession: Building Data Literacy at Scale) However, as we continue to uncover the value that analytics brings to HR and the business as a whole, these challenges will become easier to overcome. And with more resources and tools available to support data literacy efforts within organisations, we are confident that this theme will evolve in 2024. Evolving the HR Practice In all, as we wrap up another year, it's clear that people analytics and data-driven HR practices have become even more ingrained in our work. From the importance of psychological safety and behavioural science to the impact of AI, measuring ROI, and delivering greater value to the business - these are just a few key themes that have shaped our content this year. However, as we move forward, HR professionals must continue developing their data literacy and upskilling themselves to drive the success of their organisations further. To that end, we look forward to seeing how these themes will evolve and shape the future of HR in the coming years. Manpreet RandhawaDecember 18, 2023
    Employee Experience
    2023年12月22日
  • Employee Experience
    驾驭寒冬：为员工敬业度下降做好准备" "Forrester 预测 2024 年员工体验的寒流将来临 Forrester 的一位专家表示，公司“总体上对员工体验不太感兴趣”，因此很容易成为削减成本或偷工减料的目标。 在大流行导致的人才短缺期间，在投资改善员工体验后，雇主普遍都在缩减开支，这可能会影响员工对工作的感受以及雇主的底线。 Forrester在其《2024 年预测：工作的未来》报告中发现，员工体验将在 2024 年退居二线，从而导致他们所谓的“EX 冬天”。（2023 年，员工和雇主的工作场所都充满了挑战。不幸的是，我们在 2024 年看到了更多同样的情况——员工体验 (EX) 全面衰退，雇主们不再关注这一点。EX 的商业案例仍然比以往任何时候都强大，但许多领导者仍然难以倾听员工的意见并将他们的担忧付诸行动。到 2024 年，我们还将看到人工智能在工作场所的崛起，其中对生成式人工智能的投资激增。在 EX 减少和 AI 增加的环境中提高生产力将是一个核心挑战。） Forrester 未来工作团队副总裁兼首席分析师 JP Gownder 表示，公司“总体上对员工体验不太感兴趣”，因此很容易成为削减成本或偷工减料的目标。提高参与度、生产力和最终增长的战略正在被取消。 例如，Forrester 指出，从 2022 年到 2023 年，表示为内部 DEI 职能提供资金的雇主数量从受访者的三分之一下降到 27%；该公司预计，到 2024 年底，这一比例将进一步下降至 20%。他表示，一些公司将默认勾选一个复选框，表示他们已实现 DEI 目标，而不是真正为对员工产生影响的 DEI 计划提供资金。 高德尔说，原因之一是劳动力市场不再那么紧张。“通常，当员工流失较多或工作进展不顺利而无法留住人才时，雇主会投资于员工体验，”他说，就像“大辞职”期间的情况一样。 现在情况已不再是这样了。当公司“不那么迫切地想留住人才时，他们通常会在人才方面松开油门”。 Forrester 发现，他们可能会花钱，但可能不会以正确的方式花钱：66% 从事软件工作的技术决策者表示，他们将在 2024 年增加对 EX/人力资本管理软件的投资，但这些投资不会充分利用他们的优势。相反，Forrester 预测这些投资将提高人力资源职能的效率，而不是改善 EX 成果。 员工体验的冬天将继续冻住员工 Forrester 表示，2022 年至 2023 年间，员工敬业度已经出现下滑，并将在 2024 年继续下滑。 2022 年至 2023 年间，美国员工敬业度从 48% 下降至 44%，文化能量从 69% 下降至 66%。Forrester 预测，到 2024 年，这些数字将分别下降至 39% 和 64%。 Gownder 表示，员工敬业度作为员工体验的衡量标准“对于生产力、创造力以及激发人们工作中的大部分兴趣和动力至关重要”。“如果你失去了这一点，那么人们就没有全力以赴，也没有充分利用他们的工作。” 他说，这损害了公司的整体利益。“当你取消对员工体验的投资，然后重新削减成本，并将员工仅仅视为资源而不是有价值的合作伙伴时，你的组织就会发现敬业度下降，因此其他事情也会下降。” Forrester表示，从2022年到2023年，员工参与度已经大幅下降，并将在2024年继续下降。 从2022年到2023年，美国的员工参与度从48%下降到44%，文化活力从69%下降到66%。Forrester预测，到2024年，这些数字将分别下降到39%和64%。 在别人盲目跟随时保持独立思考 Gownder补充说，并非所有都失去了。通过反其道而行之，保持积极的投入，可以避免EX的冬天。这意味着要真正投入与员工的互动，而不是削减成本或依赖于虚假的检查清单。 他说：“员工体验论断指出，投资于员工，在以人为中心的体验中提高参与度，降低流失率，提高生产力，也会让客户更加满意，因为快乐的员工会带来快乐的客户。” 他说，对于那些将继续投资于员工体验的公司，他们还应该衡量和理解员工对这些投资的感受。“这两件事往往是相辅相成的。” 而听力部分常常被抛在后面。Forrester 在报告中发现，只有 31% 的业务和技术专业人士认为改善员工体验是首要任务，同时也认为收集员工反馈是他们为提升员工体验而采取的一项关键行动。Forrester 预计到 2024 年这一比例将增至 34%。 原文访问：https://www.hrdive.com/news/is-an-employee-experience-winter-coming/701428/
    Employee Experience
    2023年12月07日
  • Employee Experience
    How to Strategically Plan a Budget for HR in 2024 The article discusses strategies for planning an HR budget for 2024, emphasizing the need for advanced HR technology and digital tools to enhance employee experience. It highlights the importance of focusing on talent retention due to high attrition rates in Asia and adapting to changes in the workforce market. The article stresses compliance with labor law changes and the need for a data-driven approach to budgeting. It outlines key budget components, including recruitment, training, salaries, HR technology, and employee well-being, to ensure a comprehensive plan for organizational growth and success. As companies brace themselves for 2024, many HR teams are busy preparing comprehensive budgets for the coming year. Fortunately, with a host of cutting-edge HR technology and digital tools available, companies can plan a budget with more resources at their fingertips to better plan for the year ahead, significantly enhancing the overall employee experience. In terms of a direction for 2024, companies are encouraged to channel more efforts towards talent retention, given the high attrition rates across Asia. In an effort to further empower their workforce and improve organisational culture, having the right HR tech is also a crucial consideration. On that note, let’s look at how to create your 2024 HR budget and what to include in it. What’s Most Important in Your 2024 Budget Plan Keeping up with recent advancements for your workforce: Understand how the talent market in 2023 will differ from 2024’s and plan for your manpower accordingly. Consider if there has been a new shift towards or an increased use of AI tools to enhance both employee experience and candidate experience. According to analytics and advisory company Gallup, higher employee engagement translates to increased profitability – 23% more, according to their research. Compare the workforce flexibility levels in your company with that of the overall job market – bearing in mind that there is a greater inclination towards a more flexible workforce, in terms of temporary and contract vs. permanent staffing. Consider any increase in costs due to inflation, as salary (and potentially benefit) increments will have to be made accordingly. A greater focus on talent retention: To be able to maintain a robust and healthy workforce means to prioritise talent retention. With high employee attrition rates and talent retention being a top HR challenge in 2023, a key focus for businesses should be on how to retain their workforce better in 2024. After conducting a thorough review internally, consider looking into programmes, practices and systems that can improve employee satisfaction, provide stronger employee assistance programmes and support, as well as streamline the overall HR experience for your employees. Remaining compliant with labour law changes: Given that 2023 has been a year with many labour law developments across various countries in APAC – such as Malaysia’s massive overhaul of its Employment Act and Singapore’s introduction of the COMPASS framework for Employment Pass applications – it is highly crucial for companies to remain compliant with upcoming labour law changes in all locations, particularly those with a presence in multiple countries. Compliance can come in the form of adhering to minimum wage hikes, new tax brackets, increased number of leave, and so on – all of which can incur additional costs and would need to be accounted for in the HR budget. Additionally, remaining compliant with labour laws ensures there are minimal legal and financial repercussions, leading to a more prudent budget. How Do You Prepare an HR Budget? When you plan a budget for HR, some crucial pointers to have in mind when listing down what to include are: Building a Strategy for Smart Expansion: Consider your company’s expansion plans for 2024 – if any. Coming up with a solid plan if you want to expand in 2024 is crucial, and you can consider a low-cost and minimal-risk option such as an employer of record. According to an article by Yahoo! Finance, in 2023, the worldwide EOR market reached a value of USD 1890.29 million and is projected to grow at a compound annual growth rate (CAGR) of 12.07% over the forecast period, ultimately reaching USD 3745.43 million by 2030. For companies with multiple locations, when revising the budget, HR will look at which locations are now more mature and stable compared to last year to allocate the budget more evenly. Investing in The Right Software and HR Tech: Get acquainted with the latest AI trends in hiring and find out how the right tools can enhance your journey of finding the right people to join your workforce. Integration Options for Different Business Sizes: Speaking of knowing what works for your company size, if you’re a regional company, you’d likely work with a payroll outsourcing provider to streamline your regional payroll. Revisit your current service to see if its integration capabilities are still suited to your business – depending on if your headcount has been expanded or downsized recently. A Data-Driven 2024 budget: A budget that is tailored heavily based on data allows for better foresight, less errors and allows you to make better informed decisions for your businesses. A report by McKinsey Global Institute shows that data-driven organisations are likely to be 19 times more profitable, and 6 times more likely to retain those customers. You can use data from previous budgets to get insights on what to do differently this time.   What are the must-haves in your HR budget? If you’re wondering what a complete 2024 budget should entail, the following list can serve as a general checklist of what to cover: Recruitment and hiring Hiring Agency / Job advertisements Employee assistance programmes Interviews, screening candidates and background checks HCM software management Onboarding procedures Employee relocations Recruitment marketing Talent retention Outplacement Services (if required) Visas and work permits Training and development Employee Certifications Trainer/expert/consultant fees Addressing skills gaps Learning systems Salaries and other benefits Employee salaries Overtime pay Payroll system management and maintenance Insurance & healthcare Other statutory contributions Retirement plans Paid time off Employee bonuses HR Technology HR Information Systems Payroll Outsourcing Systems and Integration costs HR Vendor HR Team Upskilling HR Certifications Workshop and Training budgets for HR team Diversity and Inclusion Increase in diversity hiring Implementation of inclusive hiring practices Employee safety and well-being Employee health Security at work Physical and mental employee well-being Others Employee/employer appraisals and surveys Upkeep of recreational areas in the office Company trips Fitness facilities Safety trainings Some resources to use when you plan a budget for HR: Having a wealth of handy information can help you plan a budget more efficiently. If you’re looking for resources on the latest HR developments across idea, here are a few you might want to look at. Resources Guide to Hiring in Asia – A compilation of in-depth guides for various countries across Asia on how to compliantly hire employees in each country. APAC Labour Law Insider – Quarterly updates on HR legislations across 17 locations in Asia. China Labour Law Updates – Monthly updates on China’s labour laws. Labour Law and Compliance Workshop Webinars – Complimentary webinars on labour law updates across various locations in Asia. Templates and Checklists HR Onboarding Checklist Template Payroll Request For Payroll Template (RFP) Template Handover List Template Layoff Planning Checklist China Personal Information Protection Law HR Compliance Checklist Out of Office Message Template In conclusion, having an HR budget is essential for companies as it provides a structured financial plan to effectively manage and optimise their most valuable asset – their workforce. It ensures that resources are allocated for hiring, training, and retaining employees, ultimately contributing to organisational success and growth. Looking for a HR provider that can offer you HR outsourcing, advisory and HR tech services? At Links, we look forward to providing you with complete HR solutions to drive your organisation. Contact us today for more information!
    Employee Experience
    2023年11月28日
  • Employee Experience
    AIHR:Measuring Employee Experience: A Practical Guide for 2024 Keeping your employees engaged, motivated, and satisfied throughout their journey with your organization is key to business success. Measuring employee experience allows HR professionals to understand how their workforce feels and ensure the team remains fulfilled. In this article, we’ll explore how to measure employee experience, evaluate the results, and turn them into meaningful action. Contents What is employee experience (EX)? Why measure employee experience? How to measure employee experience Best practices for measuring employee experience FAQ What is employee experience (EX)? Employee experience (EX), in its simplest form, is how employees perceive their stay at your organization from when they apply for a job to after they leave. It encompasses various dimensions – ranging from the physical workspace and technological tools being used to the organizational culture, professional growth opportunities made available, and social interactions they have with colleagues or superiors. It’s more than just a collection of daily experiences at work; EX profoundly shapes an employee’s perceptions about their employer and impacts their decision to stay or leave. DIVE DEEPEREmployee Experience vs. Employee Engagement: 4 Differences To Know Why measure employee experience? 87% of employee experience experts say that a great employee experience helps retain and attract talent. However, only 51% of employees feel that their organization is delivering on the experience they promised. By measuring employee experience, you can uncover and fix issues and discrepancies to reap the benefits of a satisfied and engaged workforce. Let’s break down the reasons why you should measure employee experience. Enhanced productivity and performance Research shows that superior employee experience (EX) may lead to enhanced productivity. Employees who feel satisfied, empowered, and valued are more motivated to perform at their highest level. They significantly contribute to organizational goals, which can result in an over 50% increase in revenue. By focusing on optimizing the employee journey – from end to end – companies can foster a work environment that stimulates both individual and team performance. LEARN MORE23 Key Employee Experience Statistics You Should Know in 2024 Retaining talent Monitoring and enhancing EX levels significantly contributes to improving retention rates. Employees who resonate with their company culture and find meaning in their work stay longer in their organizations. Examining facets like workplace habits or preferences provides employers invaluable insights related to employee experience – which ultimately feeds into long-term staff retention strategies. Making informed decisions related to HR practices A robust method of measuring employee experience offers in-depth insights into how employees perceive things such as career development opportunities or even intricate details like office seating arrangements. This helps HR shape policies and practices strategically and make smarter decisions that maximize the workforce potential while actively minimizing discontentment factors. Enhanced customer experience A happier workforce equals happier customers. Companies with great employee experience report 2X as high customer satisfaction levels compared to businesses scoring low on employee experience. A well-executed EX strategy will aid your organization in delivering higher standards of service, creating a ripple effect that extends far beyond merely measuring employee experience for internal benefit.   Australian Defence Bank collaborated with the employee and customer experience management platform Insync to measure and improve EX and CX.   Investing in their employees has helped them build a motivated workforce and get outstanding business results. Not only are they in the top 10% for employee engagement compared to other financial organizations, but they have also achieved record deposit growth in transaction and savings account balances.   Innovation, growth, and improved organizational performance As we’ve already alluded to, keeping your finger on the pulse of EX can set the scene for broader innovation and growth within an organization. Employee experience goes hand in hand with employee engagement, which helps foster an innovative culture and a passionate commitment to ongoing improvement—an infallible recipe to drive the company performance northward. To sum it up, measuring employee experience isn’t simply good practice, but it can bring numerous strategic benefits that make a profound impact on organizations and their competitive standing in the market. How to measure employee experience Employee experience is a multifaceted and intangible concept, which is not easy to quantify at first sight. Successfully measuring it involves defining relevant employee experience metrics and methods of measurement to collect the data. Let’s take a closer look. 1. Define and track employee experience metrics Employee experience metrics allow organizations to gain insight into the wellbeing, satisfaction, and productivity of their teams. The following metrics serve as good indicators of the employee experience levels at your organization: Retention rates Retention rates signify how many employees remained within the company over a specified period. A high employee retention rate generally implies positive experiences at work, while low rates indicate potential problems or dissatisfactions among staff. Intent to stay This metric shows how many employees foresee themselves staying with an organization over a lengthy period. It can provide insights into the workforce’s commitment level and their perception of future opportunities within the company. Number of employee referrals The number of referrals from existing staff suggests how highly they rate working within the organization. The higher this figure is, the more positive opinions workers hold about their employee experience, and that’s why they’re willing to recommend you as an employer. Productivity metrics Productivity indicators such as performance ratings or meeting project deadlines can reveal a lot about how efficiently an employee works. High productivity levels generally imply a supportive environment that propels the team towards achieving set objectives. Employee Net Promoter Score (eNPS) The eNPS asks employees on a scale from 0-10 whether they would recommend their place of work to others – typically friends or family members. The data gleaned helps appraise the overall employee experience levels. Employee Experience Index The Employee Experience Index score takes into account an array of factors influencing the overall workplace atmosphere, like engagement levels, empowerment feelings, job fulfillment factors, and key performance indicator achievement. It provides a holistic overview of what it might be like working for your organization. The exact dimensions of the Employee Experience Index depend on how an organization defines it. Two well-known Employee Experience Index systems have been developed by IBM and Forrester. 2. Administer surveys Once you know what insights you’re hoping to gain, you can start collecting data. Surveys are an indispensable tool for measuring employee experience. There are a couple of types of surveys that you can utilize. Employee experience surveys Employee experience surveys provide an avenue for employees to confidentially share views about their workplace, its leadership practices, and its culture. Organizations typically conduct employee experience surveys annually, bi-annually, or quarterly. Including both quantitative and qualitative questions in your survey will provide you with comprehensive data on your respondents’ perspectives. Quantitative questions, usually closed-ended, help gather structured data that you can do a statistical analysis of, revealing patterns and trends in responses. On the other hand, qualitative questions, typically open-ended, elicit descriptive and narrative responses that dive deeper into the nuances and complexities of participants’ experiences and feelings. These responses shed light on the ‘why’ and ‘how’ behind the numbers, uncovering the underlying motivations, beliefs, and emotions that drive behaviors and opinions. By incorporating both types of questions, you can capture the breadth of information and the depth of insights. Employee experience survey questions examples Next to the eNPS question “On a scale from 1 to 10, how likely are you to recommend our organization as a place to work to your friends and family?”, examples of quantitative employee experience survey questions include: On a scale of 1 to 10, with 1 being “Not at all” and 10 being “Extremely”: How satisfied are you with the opportunities for professional development within the company? How confident do you feel in your current role and responsibilities? How supported do you feel by your direct supervisor or manager? Qualitative questions you can consider covering in your survey are: In your opinion, what 2-3 changes could be made to improve the overall work environment and culture? What aspects of our company’s culture do you value the most? If you could recommend one thing to improve team collaboration, what would it be and why? Pulse surveys Pulse surveys are short, frequent surveys designed to quickly capture employee feedback and continuously gauge overall sentiment about their workplace experience. Focusing on a few key questions, they are less burdensome for employees, leading to higher response rates. These surveys can help organizations zoom in on current events or specific workplace issues that impact employee experience. However, regularly collecting data can lead to an abundance of information. Organizations must have the capacity and tools to analyze and act on this data to prevent it from becoming overwhelming or underutilized. It’s crucial to use pulse surveys strategically and in combination with other feedback mechanisms to ensure a comprehensive understanding of the employee experience. New hire surveys New hire surveys help you capture insights about one of the most crucial “moments that matter” in an employee’s journey: their onboarding. This initial phase sets the tone for an employee’s tenure with the company, shaping their perceptions, expectations, and overall sentiment toward the organization. You can glean valuable feedback about the effectiveness of your onboarding processes, the clarity of role expectations, and the cultural immersion experience. This feedback not only provides a snapshot of the new employees’ experience but also offers actionable insights for organizations to refine their onboarding processes so that they create a positive and lasting first impression. 3. Conduct qualitative interviews One-on-one dialogues with employees afford a deeper understanding of the intricacies at play regarding the overall employee experience. By conducting employee interviews, you can complement and enrich your survey data. They provide you with an excellent opportunity to ask open-ended questions and give your employees space to express their opinions and perceptions. Two common types of interviews to gather qualitative data are stay interviews and exit interviews. Stay interviews These discussions aim to find out why employees opt to remain with an organization. HR professionals can then identify the positive aspects of their working experiences that should be reinforced or replicated. Exit interviews Exit interviews help you assess why employees leave your organization and how they see their time spent working for you. These discussions allow you to better understand the challenges our employees face at work, providing insights into potential corrective measures. By adopting these varied approaches blending both quantitative and qualitative employee experience measurement methods, businesses can effectively gauge worker sentiments – thereby improving employee experiences and driving organizational success. Best practices for measuring employee experience Measuring employee experience effectively goes beyond defining relevant metrics and conducting surveys and interviews. To get a comprehensive view of employee experience at your organization and put your findings into action, you need to follow these five best practices. Setting clear objectives Begin with a set of distinct objectives that align with your company’s overall business strategy. This is crucial for accurately evaluating the employee experience. Why exactly do you want to assess employee experience? Are you aiming to increase productivity or retention rates or encourage higher creativity levels across teams? Your end goals play an indispensable role in determining which part of the employee journey needs focus and what type of feedback you need from the employees. Conducting research across different employee groups When you’re measuring employee experience, you need to recognize diversity within your workforce. That helps you accurately capture different facets of the work experiences of diverse groups in your organization. Make sure to survey or interview employees from diverse backgrounds, different job levels, departments, and lengths of service to understand the unique challenges they might face. Dell Technologies partnered with an employee experience measurement platform Voxxify to design a hybrid work plan for one of their European offices. Over 60% of employees responded to the survey, providing more than 2,100 individual comments. The analysis results helped identify four areas of focus. These included updating the handbook for managers and employees for hybrid work considerations, defining the value of coming into the office, supporting employees’ mental wellness, and optimizing facilities and technology to enhance the work environment. The office now sees occupancy rates of 60% or more on Tuesdays through Thursdays, and the success of the measurement effort has led to plans to repeat it annually. Overcoming survey fatigue and ensuring participation It may be tempting to send surveys left and right for comprehensive data collection when measuring employee experience. However, you should really avoid doing so. Survey fatigue can quickly pile up, draining previously enthusiastic participants’ eagerness to provide valuable insights. To keep engagement high and maximize response rates, make sure your surveys are succinct yet thorough. Carefully plan your survey schedule to not overwhelm your team. For example, you can send out a comprehensive survey quarterly or bi-annually, with a couple of shorter pulse surveys in between. It also helps to effectively communicate the purpose behind these assessments, so employees see them not as tasks but as avenues towards improving their work lives. You can, for instance, share examples of initiatives you implemented based on employee feedback. Guaranteeing confidentiality Nothing squashes honesty quicker than a sense of insecurity surrounding responses’ anonymity, which makes maintaining confidentiality critical to effective employee experience measurement. If you use external applications for gathering feedback, emphasize their confidentiality features. You should also invest in fostering an environment where employees feel they can honestly express thoughts and concerns without fear of retribution. Doing so will not only amplify trust but also provide you with more authentic data to work on. Acting on employee feedback Once you’ve gathered and analyzed employee feedback, it’s time to take action. Prioritize high-impact initiatives and create a plan for how to implement these. Employees need to believe that their input sparks real change; otherwise, they might lose engagement in such processes altogether. Recognize employee contributions and communicate plans about future improvements based on their input clearly. Transparency here fosters a sense of responsibility among the staff and improves morale during periods of change. Ultimately, measuring employee experience is a cyclical process. It starts from setting clear objectives leading up each step to enacting feedback-led changes and then identifying newer areas for improvement continuously. Key takeaway Staying on top of your employees’ experiences at work allows companies to detect dissatisfaction early enough and tackle issues before they develop into bigger problems. It’s a great way to improve HR practices and design employee experience that promotes productivity, talent retention rates, and ultimately a better workplace environment. Relevant employee experience metrics help you quantify the concept and solidify your measurement process. Surveys and qualitative interviews give voice to your employees, offering rich insights into the workers’ perceptions of the workplace. However, it’s the organization’s responsiveness to feedback that significantly impacts the effectiveness of measuring employee experience. It is key to not just listen but also take action based on employees’ feedback for positive changes. FAQ What are the most important employee experience metrics to measure? When it comes to measuring employee experience, key metrics that organizations use include: – Retention rates: Your business’s retention rates can reveal much about employees’ willingness to commit long-term to an organization. – Intent to stay: Beyond just assessing current employee tenure, discerning whether staff members aspire to stay with the company for the foreseeable future is a valuable indicator of how they perceive their journey at your organization. – Employee Net Promoter Score (eNPS): This quantifies how likely employees would recommend their workplace to others – a telling sign of overall satisfaction and positive employee experience. A combination of several employee experience metrics paints a nuanced picture of overall employee experience in any organization. Are surveys the best way to measure employee experience? Surveys play an instrumental role in gauging overall employee experience levels—all thanks to their ability for large-scale data collection and sentiment analysis. They also provide insights into potential pain points and highlight areas for improvement according to actual employee sentiments. However, while valuable, relying solely on surveys can lead to limited insights. Conducting different types of interviews, like stay and exit interviews, helps complement the survey data with deeper insights. What is the Employee Experience Index? The Employee Experience Index is a metric that aims to give a comprehensive view of employees’ experience. Essentially, it helps you gauge the overall ‘health’ of organizational culture and environment. IBM’s Employee Experience Index assesses employee experience on five core dimensions: Belonging, Purpose, Achievement, Happiness, and Vigor. The Employee Experience Index from Forrester evaluates three elements of EX: Empower, Inspire, and Enable.
    Employee Experience
    2023年11月18日
    • 12
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