• Future of Work
    CHRO 的新战略机遇：生成式 AI 如何重塑组织的未来 概要：74% 的 CEO 认为团队已准备好迎接 AI，但只有 29% 的 C-suite 同意。这一巨大认知差距既是风险，也是 CHRO 最关键的机会窗口。预计到 2025 年，77% 的初级岗位与超过 25% 的高管岗位都将因 AI 发生改变。未来三年，CHRO 必须从支持角色转变为组织未来的设计者，围绕三项任务展开：构建 AI 人才战略、重塑组织运营模式、建立 AI 治理框架。AI 时代的核心竞争力不再是技术本身，而是 CHRO 如何重塑组织能力与文化。抓住这个窗口期，组织才能真正迈向未来。 引言：迎接组织变革的“AI 时刻” 生成式 AI 与以往任何技术都截然不同，它正以前所未有的速度颠覆商业与社会，迫使领导者实时反思并重塑其核心战略。这场变革的核心并非技术本身，而是它对“人”与“工作方式”的根本性重塑。正如深度研究所指出的，“生成式 AI 的一切都与人有关——关乎工作如何完成”。 懂得如何用生成式 AI 赋能人才的领导者，将对业务产生“倍增效应”。在未来三年，首席人力资源官（CHRO）将迎来一个决定性的转折点，从传统的支持角色转变为驱动这一倍增效应的核心战略制定者。然而，当前仍有高达 60% 的高管将人力资源视为纯粹的行政职能，这一认知错位不仅是巨大的风险，更预示着一个前所未有的战略机遇。CHRO 必须抓住此刻，引领组织迎接未来。 -------------------------------------------------------------------------------- 一、趋势洞察：生成式 AI 正在重塑工作的本质 1. AI 放大人类能力，而非取代人类 生成式 AI 的核心价值在于放大人类的专业能力。它通过自动化市场研究、内容创建、数据分析和代码开发等重复性任务，让员工得以专注于更高价值的创造性工作。例如，客服人员可以将常规问答交给 AI，从而专注于销售赋能；程序员可以摆脱繁琐的编程，聚焦于提升代码质量与安全性；HR 专家则能从日常流程中解放出来，全力投入于真正重要的人才发展。 企业的竞争优势不再仅仅来源于技术本身，而是来源于规模化员工的专业知识和扩展组织的能力。这催生了“AI 增强型劳动力”的概念。一个清晰的现实是：生成式 AI 不会取代人类，但使用生成式 AI 的人将会取代不使用它的人。 2. CEO 与组织间存在显著的“AI 准备度差距” 高管层对组织 AI 准备度的认知存在显著脱节，这种乐观情绪背后潜藏着巨大风险。数据显示： 74% 的 CEO 认为他们的团队已经为生成式 AI做好了技能准备。 然而，仅有 29% 的 C-suite 高管 同意这一观点。 这一巨大的认知鸿沟，代表了 CHRO 最为紧迫的行动指令。更值得警惕的是，AI 的影响是普遍的：到 2025 年，77% 的初级员工的岗位将发生转变，同时超过四分之一的高管也无法幸免。这使得 CEO 的盲目乐观尤为危险。CHRO 的核心机会在于，识别并弥合组织内部的人才与能力错配，确保组织具备驾驭变革的真实能力。 3. 未来关键能力：创造力与协作力超越技术力 在一个看似由技术驱动的变革时代，一个反直觉的真相浮出水面：人类独有的软性能力正变得空前重要。一项核心洞察指出： 高管们认为，到 2025 年，对组织最有价值的技能将是创造力。 当技术性工作可以被 AI 高效辅助时，企业的核心竞争力将从技术熟练度转向那些机器无法复制的能力。高管们认为，团队建设和协作能力与软件开发和编码同等重要，甚至领先于分析和数据科学。创造力，将成为引领未来的关键。 -------------------------------------------------------------------------------- 二、CHRO 的三大新使命：未来 36 个月的行动框架 为应对挑战，CHRO 需要一个清晰、可执行的战略框架，围绕以下三大新使命展开行动。 1. AI 人才战略 (Talent Strategy for AI) 目标：重新设计人才的“选、育、用、留”体系，构建一支 AI 增强型团队。 行动建议： 重塑岗位与技能图谱：推动对现有岗位职责的重新定义，将工作重心从执行重复性任务，转向利用 AI 进行分析、创造和战略决策。 推动全员技能再培训：将 AI 技能提升视为员工重大的职业发展机遇。尤其要重点投资于高绩效员工，因为 AI 无法放大平庸的绩效，它带来的是一场革命而非演进，其真正价值在于将优秀人才的能力提升到全新高度。 将人力资源部作为战略试点：要让全员拥抱 AI，首先要从人力资源部开始。CHRO 应将 HR 部门打造为组织内 AI 转型的战略试点项目，率先对 HR 专业人员进行再培训，使其成为组织内 AI 应用的实践者、引领者和赋能者。 2. 组织运营模式重构 (Operating Model Redesign) 目标：打造更敏捷、更智能、更具创造力的组织模式，以释放 AI 的全部潜力。 行动建议： 聚焦高价值应用场景：避免被海量的可能性分散精力。集中资源投资于三到五个最具商业影响力的 AI 应用场景（“Focus on the top five. Or three.”），以点带面，实现价值最大化。 建立快速迭代与试错文化：鼓励团队以“快速失败”（fail fast）的方式进行小范围实验。建立跨部门的反馈循环机制，系统性地分享成功案例、失败教训和实践经验。 利用 AI 优化工作流程：应用 AI 增强的流程挖掘技术，深入分析现有工作流程，精准识别瓶颈与低效环节，并通过智能化改造加速决策效率。 3. AI 治理与伦理 (AI Governance) 目标：建立负责任的 AI 使用框架，确保技术向善，规避潜在风险。 行动建议： 建立明确的道德准则：制定并推行一套清晰的 AI 道德使用框架，其中包含明确的标准、指南和行为期望。 保障数据安全与隐私：在鼓励全员实验的同时，必须围绕数据保护和道德规范设立明确的护栏，确保创新在安全可控的范围内进行。 确保透明与公平：在招聘、绩效评估等关键人力资源环节应用 AI 时，必须建立有效的机制来管理算法偏见，确保决策过程的透明度与公平性。 -------------------------------------------------------------------------------- 三、从战略伙伴到未来设计师：CHRO 的新定位 生成式 AI 正在推动 CHRO 的角色发生根本性演进。CHRO 必须从被 60% 高管视为被动的行政支持者，进化为主动的战略引擎，成为组织未来工作模式的总设计师和 AI 时代人力资本的管理者。CHRO 的新角色是通过前瞻性地引导 AI 在人才与组织层面的落地，主动重塑组织文化、决策模式和业务节奏。 在最高管理层中，CHRO 的新定位是连接技术、人才与业务战略的关键枢纽。AI 的成功绝非单一部门的责任，而需要建立一个由业务、IT 和人力资源负责人共同负责的问责模式。在这个领导力“三驾马车”中，CHRO 作为平等的战略伙伴，确保技术投资能够真正转化为组织能力和商业价值。 -------------------------------------------------------------------------------- 决胜未来，重在组织能力的设计 生成式 AI 时代已经到来，领先的企业正在迅速采取行动。最终的成功者，将是那些能够围绕人才与技能建立灵活、深思熟虑的战略，并积极克服组织焦虑、奖励热情、拥抱包容与乐观的组织。 在生成式 AI 时代，决定企业未来竞争力的不是技术本身，而是 CHRO 对组织与人才能力的重新设计能力。
    Future of Work
    2025年11月24日
  • Future of Work
    首席人事官展望：重塑工作世界 Chief People Officers Outlook 全球130位首席人事官共同描绘了未来工作的方向：CPO正从管理者转变为战略核心。视频揭示企业正经历从“效率导向”到“重塑组织”的深层变革，AI带来机遇也引发技能退化与伦理风险。未来竞争不在技术，而在人——唯有以人为中心的组织，才能在AI时代保持信任与增长。(download report) 当AI与不确定性交织，企业的核心竞争力正在转移 在AI、全球化和组织重构的浪潮中，企业的焦虑正在发生微妙转变。过去，焦点在“技术能带来多少效率”；如今，真正的问题变成了：“在技术快速推进的时代，组织如何让人不被边缘化？” 世界经济论坛（World Economic Forum）最新发布的《首席人事官展望 2025》（Chief People Officers Outlook 2025）报告揭示了一项关键趋势：人力职能正在从执行支持转变为战略中枢，CPO 已成为企业变革的共驱者。这份报告基于对全球 130 多位首席人事官的调研与访谈，呈现了未来工作世界的深层逻辑。 一、人力职能的战略跃迁：CPO 正走上企业的“驾驶席” 长期以来，企业往往把人力资源视为后台支持部门——招聘、薪酬、绩效考核。但如今，这个模式正在被彻底颠覆。 报告显示，超过九成的 CPO 认为人力职能已成为企业价值创造的战略驱动力。他们不再只是“执行人事政策”的管理者，而是与CEO并肩制定组织方向的战略合伙人。 “你再也无法将人与业务分开了。”——一位受访 CPO 的话成为报告的核心引语。 这种转变背后，是企业在动荡环境中寻求“人驱动的韧性”。从欧洲制造业到北美科技公司，CPO 开始直接参与组织重塑、业务模式转型与AI治理决策。在中国市场，这一趋势同样显现：无论是华为、字节跳动这样的科技巨头，还是制造业出海企业，都在让 HR 战略与业务战略同步规划。 二、谨慎中的加速：企业同时“踩刹车”和“踩油门” 报告揭示一个耐人寻味的矛盾：42% 的 CPO 预计未来一年劳动力市场将保持稳定，32% 认为会走弱，但多数企业却在加速内部转型。 这种“表面保守、实质重构”的现象，正在成为全球趋势。在美国，部分大型企业暂停外部招聘，却投入资源重塑岗位结构；在欧洲，不少集团通过人才再培训（reskilling）计划优化内部流动。中国的头部企业同样出现类似动作——“谨慎招聘+内部提效”成为2025年主流策略。 “谨慎是当前的环境设定，但转型是长期的机会。”——报告总结。 这说明企业正进入一个“战略蓄能期”：放慢扩张脚步，不是退缩，而是为了未来十年的结构性重构做准备。 三、年轻一代的挑战：他们不只是员工，而是“价值选择者” 报告指出，新一代员工正以前所未有的主动性进入职场。他们追求的已不再是稳定与薪酬，而是灵活性、意义感与价值契合。 “今天的人才自信、信息灵通，并且理直气壮地进行选择。”——报告中一位 CPO 的评论精准描述了这一代职场人的心态。 然而，这种觉醒也带来管理新矛盾。在北美，年轻员工因企业文化不符而主动离职的比例创历史新高；在中国，Z世代对“加班文化”与“管理层信任度”的敏感度远高于前辈。CPO 面临的新任务，不再是“招聘到人”，而是在多元文化与价值观冲突中重建组织共识。 这意味着HR策略必须向更“个体化”的方向演进：更多定制化成长路径、更灵活的绩效反馈机制，以及真正以员工体验为核心的文化体系。 四、AI的双刃：提升效率的同时，正在侵蚀人的能力 当AI渗透到招聘、绩效、培训的各个环节，CPO们的态度并非盲目乐观。报告显示，CPO 最担心的并不是“被AI取代”，而是“人因AI而失去成长能力”。 他们列出的三大风险值得所有HR关注： 员工无法及时学习新技能，无法跟上技术变革； 过度依赖AI导致技能退化、职业停滞； 数据隐私与算法伦理问题日益突出。 这让AI治理成为HR领域的新议题。欧美大型企业已经开始设立“AI使用守则”，强调人机协同边界；中国也有企业在推行“人本AI”理念——技术赋能，而非取代。 “成功的劳动力AI整合，不仅取决于技术部署，更取决于对工作的刻意重新设计与以人为本的实施承诺。”——报告原文。 未来的CPO，不仅要懂人，更要懂AI——懂得如何让技术成为释放潜能的工具，而非削弱人的拐杖。 五、重构组织，而非修补流程 在所有受访CPO列出的未来优先事项中，排名第一的并非招聘、薪酬或福利，而是——“重新设计组织结构与岗位”。53%的CPO将此列为头号任务。 这项数据揭示了一个本质趋势：组织变革已成为企业生存的必要工程。在全球范围内，企业正从层级制向网络化、敏捷化组织演进；岗位设计也从“职责导向”走向“能力导向”。例如，欧洲的能源企业正在用跨职能团队取代传统部门架构；中国的互联网公司则开始推行“灵活项目制”与“内部创业机制”。 这些调整的背后，是企业在应对不确定性时的共识： 组织的韧性，比组织的规模更重要。 未来竞争，不是技术之战，而是人之战 从世界经济论坛的这份报告可以看到一个清晰的趋势：技术的浪潮终将平衡，但“人”的力量正在重新定义竞争力。 CPO 的崛起象征着企业治理重心的变化——从流程管理转向价值共创，从效率导向转向人本驱动。在跨国企业与出海中企的实践中，这种转变已经显现：懂组织、懂人、懂科技的HR领导者，正在成为下一代企业的关键变量。 当AI继续重塑世界，我们或许应该问： 未来的企业，究竟是更高效的机器，还是更有灵魂的组织？
    Future of Work
    2025年11月09日
  • Future of Work
    Yes, HR Organizations Will (Partially) Be Replaced by AI, And That’s Good I adore the human resources profession. These folks are responsible for hiring, development, leadership development, and some of the most important issues in business. And despite the history of HR being considered a compliance function, the role is more important than ever. CHRO salaries, for example, have increased at 5-times the rate of CEO pay over the last twenty years, demonstrating how essential HR has become. That said, we have to be honest that AI is going to disrupt our role. This week IBM formally announced that 94% of typical HR questions are now answered by its AI agent, and the role of HR Business Partner is all but eliminated except for very senior leaders. As a result the CEO plans to reduce HR headcount and shift that budget towards sales and engineering. Let’s accept the fact that we are in a time of increasing acceleration. In other words, the capabilities of AI are growing much faster than our organizations” ability to adapt, so we have to lean forward and start redesigning our companies. In the case of HR, our Systemic HR model (which we launched two years ago) is now being fully automated by AI. I know IBM’s story well, and I think it explains where all HR teams are going. Many years ago Diane Gherson (prior CHRO) started AI projects to automate recruitment, pay analysis, and performance management. She spoke at our conference eight years ago and shared how IBM’s pay tool (CogniPay was launched in 2018) uses AI to make pay recommendations based on skill. This type of tool, which was years ahead of the “skills-based” strategies we see today, essentially automated many of the performance and pay decisions left to managers.   Since then IBM has gone much further, and in my last conversation with Nickle Lamoureux (current CHRO) she told me the AI agent helps write performance reviews, creates development plans, and coaches managers and senior leaders on a myriad of performance based decisions. I totally believe this because I see Galileo doing these kinds of things for companies every day. (Check out the Mercury release.) How does this impact the roles and jobs in HR? Well it definitely eliminates many. In the case of L&D or HR business partners, I believe we could see a 20-30% or more reduction in HR headcount per employee. And that means these individuals may wind up managing the AI platforms, moving into roles as change consultants (which AI still can’t do), or move into areas like org design, learning architect, and data management. I think this is all a good thing. While we all worry about AI taking our jobs, we have to remember that our real job is not to “do things” but to “add value” and bring complex problem solving skills to our companies. And in this journey to “crawl up the value curve,” we all have to learn to use AI, develop AI solutions, and think more systemically about how our companies go to market. I recently interviewed a brilliant HR leader (podcast coming) at WPP who explained how he and his team rationalized their job architecture from 65,000 job titles to only 600 by using new AI tools from OpenAI and Reejig (a work intelligence vendor). As you’ll hear in his story, this effort was a combination of data management, business analysis, change management, and leadership. The results of this work, which are still ongoing, is the opportunity for WPP to dramatically change its go to market strategy, innovation, and growth. That’s the kind of thing we want our HR teams to do. And as these various agents hit the market (see my latest view of the market below), HR professionals are going to have to train them, implement them, and “manage them” for long term success. This means analyzing the cross-functional data they produce, extend them into better decision-making, and move our thinking from dated concepts like “time to hire” and “course completion rates” to meaningful measures like “time to revenue” or “time to productivity” or “time to customer service excellence.” See where I’m going? In a time of increasing technology acceleration we have to “lean in” as hard as we can. Stop thinking about how much money we save on headcount (which is a fleeting benefit, by the way) and focus on value creation. That’s the big benefit of AI: customer service quality, time to market, and innovation. In many ways these “HR downsizing” stories are really stores of “HR crawling up the value curve,” which is really a good thing. And for HR professionals, it’s a time for personal reinvention.
    Future of Work
    2025年05月16日
  • Future of Work
    麦肯锡：AI赋能职场，企业如何跨越管理障碍，实现智能化未来？员工对 AI 的适应速度远超领导层的预期 AI 如何重塑职场？ 人工智能（AI）正在以惊人的速度重塑职场生态，许多企业正试图利用 AI 提高生产力、优化决策流程并增强市场竞争力。然而，AI 技术的广泛应用远非一蹴而就，企业的 AI 部署不仅涉及技术升级，更考验管理者的战略眼光和执行力。 麦肯锡的《Superagency in the Workplace》 这份报告深入研究了 AI 在职场中的应用现状，基于对 3,613 名员工和 238 名 C 级高管 的调查，揭示了企业在 AI 落地过程中的机遇与挑战。报告认为，AI 在职场的变革潜力堪比蒸汽机之于工业革命，但当前的最大障碍并非技术问题，而是领导层的行动力不足。 尽管 92% 的企业计划在未来三年增加 AI 投资，但只有 1% 认为自己 AI 发展成熟，表明大多数企业仍停留在 AI 试点阶段，尚未实现全面部署。更值得注意的是，报告发现员工对 AI 的接受度远超管理层的预期，但企业的 AI 发展速度依然滞后。领导者的犹豫和执行力缺失，正成为 AI 规模化应用的最大瓶颈。 本文将从员工接受度、领导层挑战、组织架构变革、AI 治理、商业价值实现等多个维度，介绍报告的核心观点，并补充对 AI 发展的进一步思考。 一、员工比领导更快接受 AI，企业行动缓慢 报告的核心发现之一是：员工已经在积极使用 AI，而领导者仍然低估了 AI 的普及度。 数据显示： 员工使用 AI 的频率比领导层预期高出 3 倍，但许多企业尚未提供系统性培训； 70% 以上的员工认为 AI 在未来两年内将改变至少 30% 的工作内容； 94% 的员工和 99% 的高管都表示对 AI 工具有一定熟悉度，但只有 1% 的企业认为 AI 应用已成熟。 这一现象表明，AI 在企业中的主要障碍并非员工适应能力，而是管理层的滞后决策。许多企业高管仍然停留在探索 AI 价值的阶段，而员工已经在日常工作中广泛使用 AI 工具，如自动生成文档、数据分析、代码编写等。员工在推动 AI 发展方面的主动性，远远超出管理层的认知。 然而，企业未能为员工提供足够的 AI 培训和资源，导致 AI 的应用仍然停留在浅层次，难以转化为真正的生产力提升。例如，48% 的员工认为 AI 培训是 AI 规模化应用的关键，但许多公司仍未建立 AI 学习机制。企业如果不采取措施缩小这一认知鸿沟，可能会错失 AI 带来的长期竞争优势。 二、AI 领导力挑战：速度焦虑与执行落差 尽管 AI 的发展潜力巨大，但报告指出，47% 的企业高管认为公司 AI 发展过于缓慢，主要原因包括： AI 技术成本的不确定性：短期 ROI（投资回报率）难以量化，导致企业不敢大规模投资； AI 人才短缺：AI 相关技术人才供不应求，企业缺乏相应的招聘和培养体系； 监管与安全问题：企业在数据隐私、算法透明度等方面的担忧阻碍了 AI 落地。 这种“速度焦虑”让企业在 AI 发展过程中陷入试点—停滞—观望的循环： 试点阶段：部分企业已启动 AI 试点项目，如客服自动化、数据分析等； 停滞阶段：由于短期收益不确定，试点项目难以规模化推广； 观望阶段：企业倾向于等待行业先行者经验，而非主动探索 AI 的商业价值。 报告强调，AI 的落地不仅是技术问题，更是企业管理问题。领导者需要具备更强的战略决心，加快 AI 投资，并明确 AI 在企业中的角色，才能真正推动 AI 规模化应用。 三、如何实现 AI 规模化落地？ 1. AI 人才培养 AI 的大规模应用依赖于系统性的 AI 人才培训。然而，报告发现，近一半的员工认为企业提供的 AI 支持有限。企业需要采取措施： 建立 AI 培训体系，涵盖 AI 基础知识、业务应用和 AI 伦理等内容； 推广 AI 试点项目，让员工亲身参与 AI 工具的开发和使用； 设立 AI 激励机制，鼓励员工利用 AI 提升工作效率。 2. 组织架构调整 AI 不能仅仅作为 IT 部门的创新项目，而应当成为企业整体战略的一部分。报告建议： 设立 AI 战略委员会，确保 AI 发展与企业长期战略保持一致； 推动 AI 在各业务部门落地，提升 AI 在实际业务流程中的应用深度； 强化 AI 风险管理，确保 AI 应用在数据安全和监管方面的合规性。 3. AI 治理：平衡速度与安全 虽然 AI 带来了极大的商业价值，但报告指出，企业在 AI 治理方面仍存在诸多挑战： 51% 的员工担心 AI 可能带来的网络安全风险； 43% 的员工关注 AI 可能导致的数据泄露； 企业需要建立 AI 伦理标准，确保 AI 透明、公正、合规。 四、AI 时代的商业价值：企业如何真正实现 ROI？ 尽管企业对 AI 充满期待，但报告显示，目前仅 19% 的企业 AI 投资带来了 5% 以上的收入增长，表明大多数企业的 AI 应用尚未转化为可观的商业回报。为了提升 AI 价值，企业需要： 从“技术驱动”转向“业务驱动”，确保 AI 应用直接创造商业价值； 优化 AI 目标设定，明确 AI 在核心业务中的定位； 加强 AI 应用场景探索，特别是在客户服务、供应链管理等高回报领域进行深入部署。 AI 成败的关键在于管理层 AI 的成功不仅依赖技术本身，更取决于企业领导者的执行力和战略眼光。企业若要真正迈向 AI 时代，需要： 加速 AI 战略落地，推动组织变革； 加强 AI 人才培养，提高员工 AI 适应能力； 建立 AI 治理体系，确保 AI 安全合规发展。 在 AI 时代，最危险的不是迈得太快，而是思考得太小、行动得太慢。 附录：《Superagency in the Workplace》 下载
    Future of Work
    2025年03月14日
  • Future of Work
    Josh Bersin: Understanding the Path to CHRO Josh Bersin 最新研究揭示 CHRO 成长轨迹与未来挑战!近年来，首席人力资源官（CHRO） 这一角色正在经历前所未有的变革。最新发布的 《Understanding the Path to CHRO》 报告(点击可以下载报告，同时附录在文章后)，基于对 20,000 多名 CHRO 的数据分析，深入研究了 CHRO 的成长路径、核心能力及全球 HR 领导者如何适应企业需求的变化。 该研究揭示了HR 从传统行政职能向战略核心的转型趋势，同时发现： 75% 的 CHRO 来自外部招聘，内部继任计划严重不足。 CHRO 逐步迈入 C-suite，13% 进入企业最高薪酬前五名，相比 30 年前增长 26 倍。 四类 CHRO 发展路径浮出水面：职业型 CHRO（Career CHRO）、企业型 CHRO（Company CHRO）、业务型 CHRO（Business CHRO）、运营型 CHRO（Operations CHRO）。 具备国际化经验的 CHRO 绩效更高，75% 的高绩效 CHRO 曾在海外工作。 政治学、经济学背景的 CHRO 更具影响力，而 HR 专业背景反而在高绩效公司中占比最低。 从这些数据来看，CHRO 角色不再是简单的人才管理者，而是企业变革的推动者、业务战略的支持者、AI 与科技革新的领导者。那么，中国的 HR 领导者如何才能成长为具备全球视野的 CHRO？本文将从CHRO 角色的转型趋势、职业路径、核心能力模型及中国 HR 的成长路径四个方面展开分析。 报告下载地址：https://www.hrtechchina.com/Resources/59250FA4-A800-58D9-5CE6-76E4DBC4F82A.html ? CHRO 的转型趋势：从 HR 负责人到企业变革领导者 传统 HR 主要聚焦于招聘、薪酬管理、劳动合规等事务性工作，过去常被视为“后勤支持”部门。然而，随着 全球劳动力市场变化、AI 赋能 HR、企业运营模式调整，CHRO 的角色发生了深刻变化： 1️⃣ CHRO 从 HR 服务交付者转变为业务战略伙伴过去 HR 被认为是支持职能，而今天，CHRO 需要直接参与企业战略决策，关注人才如何驱动业务增长。例如，疫情后全球远程办公兴起，CHRO 需要设计全新的组织架构、推动员工体验升级、调整绩效激励模式，以适应新的工作模式。 2️⃣ AI 与数字化重塑 HR 角色AI 和 HR Tech（人力资源科技）正在改变 HR 的运作方式。CHRO 不仅需要理解 AI 招聘、数据驱动绩效管理、智能学习平台，还要在组织中推动这些技术的应用。例如，采用 AI 进行人才画像分析、通过自动化面试减少招聘成本、利用数据分析优化员工保留率。 3️⃣ 全球化人才流动与多元化管理企业越来越依赖国际市场，CHRO 需要具备 跨文化管理、远程团队领导、国际雇佣合规 的能力。报告发现，在高绩效公司中，75% 的 CHRO 具备国际工作经验，这说明全球视野已成为 HR 领导者不可或缺的竞争力。 ? 四类 CHRO 发展路径：你属于哪一类？ 研究报告将 CHRO 的职业路径划分为 四种主要类型，每种路径各有优势和挑战： 1️⃣ 职业型 CHRO（Career CHRO）——最常见的路径 通过在不同公司担任 HR 领导职务不断晋升，占比 73%。 优势：具备跨行业 HR 经验，能从外部引入最佳实践，拥有更广阔的专业网络。 挑战：对新公司的文化和业务理解较浅，缺乏长期稳定的 C-suite 关系。 2️⃣ 企业型 CHRO（Company CHRO）——公司内部晋升 在同一公司内部从 HR 经理逐步晋升为 CHRO，占比 17%。 优势：深谙企业文化和业务流程，与内部管理层关系紧密。 挑战：缺乏外部视角，可能难以推动 HR 变革和创新。 3️⃣ 业务型 CHRO（Business CHRO）——来自业务部门 从 销售、运营、市场等业务部门 转型进入 HR，占比 8%。 优势：更能理解业务需求，与 C-suite 关系更紧密，推动 HR 战略落地能力强。 挑战：缺乏 HR 专业知识，需要依赖强大的 HR 团队支持。 4️⃣ 运营型 CHRO（Operations CHRO）——来自行政管理 从 财务、法务、风控、合规等行政职能 转型进入 HR，占比 2%。 优势：擅长数据分析、预算管理、企业治理。 挑战：缺乏人才管理经验，对 HR 战略落地理解较弱。 ? 在北美工作的华人 HR 领导者如何突破瓶颈？ 在北美职场，华人 HR 面临 文化适应、晋升壁垒、C-suite 话语权较弱 等挑战。如何突破天花板，成长为 CHRO？ ? 1. 强化本土商业思维，提升 C-suite 话语权 深入了解北美商业环境、企业运营模式、行业趋势。 参与跨部门会议，与 CEO、CFO 直接对话，培养以业务为核心的人才战略思维。 ? 2. 培养影响力，突破“华人 HR 只擅长执行”的刻板印象 多发声，多展示成果：在公司内外分享 HR 变革案例，塑造领导者形象。 主导 HR 变革项目，例如推动 AI 赋能招聘、优化薪酬激励机制，提升 HR 价值感。 ? 3. 争取国际轮岗机会，提升全球 HR 领导力 申请企业的跨国 HR 轮岗项目，拓展跨文化管理经验。 参与 国际 HR 论坛、北美 HR 高管社群，建立全球视野和人脉资源。 ? 4. 选择适合的 CHRO 职业路径 喜欢跨行业挑战？选择 职业型 CHRO 路线。 想深耕企业文化？适合 企业型 CHRO 发展路径。 具备销售、运营经验？向 业务型 CHRO 方向发展。 ? 5. 强化数据与 AI 能力，掌握 HR 科技趋势 学习 数据分析、AI 招聘、人才预测建模，让 HR 决策更具数据支撑。 掌握 HR Tech 生态系统，推动数字化 HR 变革，提高 HR 部门的战略价值。 ? 结论：北美华人 HR 需要突破自我，成为“全球 CHRO” 要成为北美企业的 CHRO，仅靠 HR 知识远远不够，商业思维、数据能力、影响力、全球化经验都是必备技能。北美华人 HR 需要打破行业天花板，成为推动企业变革、掌控未来人才战略的全球化 CHRO 领导者！
    Future of Work
    2025年02月17日
  • Future of Work
    The best HR & People Analytics articles of October 2024 Never forget what the ‘H’ in HR stands for... This was the unanimous advice of the CEO panel, skilfully moderated by Charles-Henri Besseyre des Horts, at the recent Unleash World show in Paris, where I had the privilege of being emcee of the Main Stage. One of the main themes that emerged from the show (see my key learnings from Unleash) is that HR continues to make significant progress in its journey from support function to strategic partner. To complete this transition, HR must embrace data (as opening keynote Peter Hinssen put it: “You can’t connect the dots, if you don’t collect the dots”). Moreover, as I said in my opening words: HR can’t lead the charge on AI, skills and new ways of working, if it doesn’t upskill itself. This edition of the Data Driven HR Monthly is sponsored by our friends at Visier Pay Equity: A Critical Workforce Challenge You Can No Longer Ignore. According to a recent study by The Josh Bersin Company on pay equity, as it stands today, the gender pay gap won't close until 2048. Even worse: progress in some areas is slowing with less than 5% of companies excelling in pay equity despite it having 13 times the impact on employee experience compared to pay levels. Read the report. The report, “The Surprising Truth about Gender Pay Equity”., examines: The current state of gender pay equity Barriers companies face in addressing pay The projected timeline for closing the gender pay gap Examples of companies implementing strategies to achieve pay equity It’s time to face the challenge head-on, embed pay equity into everyday practices, and have informed conversations about compensation. Get the report. Visier gives you a Workforce AI Edge: the set of AI-powered capabilities every leader needs to confidently navigate an exponentially more challenging business environment. October road report October was a busy month. It started in New York, where I moderated a panel on Workestration at the NY Strategic HR Analytics Meetup Group before co-chairing the first People Analytics World to take place in the US. The next stop was Paris, for the aforementioned UNLEASH World, which had over 7,000 attendees. Finally, it was back to the US for a Peer Meeting for North American members of the Insight222 People Analytics Program®, which was hosted by Phil Wilburn and his team at Workday. For more on People Analytics World, I recommend reading takeaways from Craig Starbuck, PhD (here), Al Adamsen (here), Christopher Cerasoli (here), Lore Muraina, PMP, PMI-ACP, CPP (here), Lydia Wu (here), and Melissa Arronte (here). Thanks to Barry Swales for entrusting me to co-chair with Michael M. Moon, PhD. For more on Unleash, read my key learnings, as well as checking out the Unleash site for articles by Alexandra Nawrat, John Brazier and Lucy Buchholz. A huge thank you to Marc Coleman, Paige Richmond, Zoltán Kőváry and the whole Unleash team – it was a joy to work with you all again. A huge thank you too to Phil Willburn and the Workday team for hosting the Insight222 Peer Meeting at Pleasanton, as well as the speakers at the Peer Meeting: Shannon Vallina, Kanwal Safdar, Dr. Sebastian Projahn, Ashley Goldsmith, Rex Blodgett, Kun Gu, Victoria Holland, Greta Stahl, Kinnari Desai, Sven Linsmaier Finally, thanks as well to Stela Lupushor for inviting me to chair the panel on Workestration, Anna A. Tavis, PhD for hosting us at NYU, and Annie Dean, Brydie Lear and Chris Butler for making it such a rich conversation. Attendees at the Insight222 Peer Meeting for members of the Insight222 People Analytics Program, hosted by Workday, October 22-23, 2024 Sign-up to receive the 5th annual Insight222 People Analytics Trends research report The 5th Annual Insight222 People Analytics Trends study will be released on December 2. The report, which is informed by a survey of 340 participating organisations, will uncover how AI, data democratisation, and impactful people analytics strategies drive business value and elevate workforce decision-making. You can pre-register to receive the report on the day of release here or by clicking on the image below. Share the love! Enjoy reading the collection of resources for October and, if you do, please share some data driven HR love with your colleagues and networks. Thanks to the many of you who liked, shared and/or commented on September’s compendium. If you enjoy a weekly dose of curated learning (and the Digital HR Leaders podcast), the Insight222 newsletter: Digital HR Leaders newsletter is published every Tuesday – subscribe here. HYBRID, GENERATIVE AI AND THE FUTURE OF WORK ERIC ANICICH AND DART LINDSLEY - Reimagining Work as a Product If companies listen to employees the way they do customers, they can increase retention and engagement. In their Harvard Business Review article, Eric Anicich and Dart Lindsley challenge the traditional approaches to employee experience by painting a vision where work is viewed as a product employers offer to employees. Drawing on Clayton Christensen’s the jobs to be done theory, they suggest that employees ‘hire’ their jobs to fulfil specific needs, much as customers choose products. This perspective shifts the focus from maximising productivity to something akin to customer satisfaction. The authors share examples from a myriad of companies including Asana, Eli Lilly, Shopify and Dropbox, explain how companies can better balance company needs with employee satisfaction (see FIG 1), and discuss the merits of splitting the manager role in two (see also ‘Managers Can’t Do It All’ by Lynda Gratton and Diane Gherson). Finally, the article examines four challenges of implementing the model: (1) Changing HR (“Work-as-a-product requires a new HR mindset”). (2) Balancing employee preferences and organisational needs. (3) Maintaining flexibility and fairness. (4) Aligning incentives. FIG 1: Balancing company needs with employee satisfaction (Source: Anicich and Lindsley) NICHOLAS BLOOM, JAMES LIANG, AND RUOBING HAN - One Company A/B Tested Hybrid Work. Here’s What They Found With Amazon CEO Andy Jassy recently announcing that Amazon is going back to five days in the office: “to further strengthen our culture and teams”, this article by Nick Bloom, James Liang, and Ruobing Han based on A/B testing at Trip.com into different work modes makes for very interesting reading. The experiment involved 1600 employees being split into two groups. The first group worked five days a week in the office, with the second working three days in the office and two days a week at home. Over a two-year period, the experiment found no differences between the two groups in productivity, performance, promotion, learning or innovation. However, the study found that the hybrid group experienced higher satisfaction and lower attrition rates compared with their colleagues who worked exclusively from the office (see FIG 2). This reduction in turnover saved millions of dollars in recruiting and training costs, thereby increasing profits for the company. As the article explains, organisations can learn several valuable lessons from this study to implement a successful hybrid work model: (1) Establishing rigorous performance management systems, (2) Coordinating team or company-level hybrid schedules, (3) Securing support from firm leadership, and (4) A/B test their own management practices to find what works best for them. Our results showed that under a hybrid-work policy, Trip.com was able to generate millions of dollars of profits by reducing expensive attrition without any impact on performance, innovation, or productivity. FIG 2: Source: Hybrid working from home improves retention without damaging performance MICHAEL ARENA AND PHILIP ARKCOLL - The collaboration mandate: Does returning to the office improve innovation? What we need isn’t an office mandate—it’s a “collaboration mandate.” Shifting our focus from where we work to how we work could unlock the innovation we’re seeking. In all the hullabaloo of return to office mandates, there’s still too much focus on where employees work rather than how they collaborate. As Michael Arena and Philip Arkcoll write in their excellent article, dragging employees back into the office won’t magically spark innovation. Instead of an office mandate, they advocate for a “collaboration mandate”. The article explains how innovation is generated through three critical phases of collaboration: (1) Discovery (“the generation of new ideas and insights, often benefiting from the intentional bridging of connections and in-person interactions”), (2) Development (“transforming those ideas into viable solutions, where the focused team interactions of experimentation and rapid iteration are essential. It also requires an environment with minimal distraction for focused concentration.” – see FIG 3) and (3) Scaling (“the process of implementing solutions across the organization, which requires more deliberate interactions with key influencers to ensure widespread adoption and buy-in.”). The article examines the impact of remote and in-person on each stage, and provides guidance on practices to improve collaboration in each. For more, I recommend listening to Michael on a recent episode of the Digital HR Leaders podcast with me: What the Impact of Distributed Work on Organisational Networks Tells Us About the Future of Talent Management. FIG 3: High levels of focus, such as 4.4 hours daily versus a low focus level of 2.7 hours, significantly drive productivity in development (Source: Worklytics) https://youtu.be/-giwBOuYwio BCG - Five Must-Haves for Effective AI Upskilling Embedding AI in daily tasks at all levels creates a network effect: the more people use and understand it, the more the entire organization gains in knowledge, innovation, and efficiency. Upskilling its workforce on AI helps a company maximise its investments in the technology and equips it with a competitive edge. In a new study by BCG, Hean-Ho Loh, Vinciane Beauchene, Vladimir Lukic, and Rajiv Shenoy provide guidance on five actions to help achieve this: (1) Assess needs and measure outcomes (the article recommends using the Kirkpatrick method). (2) Prepare workers for change - individually, at the team level, and organisation-wide. (3) Introduce appropriate incentives to unlock employees’ willingness to learn (e.g. nudges). (4) Position the C-suite at the forefront of adoption and training initiatives. (5) Use AI tools and the network effect to upskill people on AI (see FIG 4). FIG 4: AI learning and support tools fall into four categories (Source: BCG) KAI HAHN | INTELLIGENT ENTERPRISE LEADERS ALLIANCE - AI & The Future of Work Within People Analytics’ transformation into a strategic business partner the advance of AI is shaping up as an accelerator if used to drive business outcomes Kai Hahn presents the results of a comprehensive study by the Intelligent Enterprise Leaders Alliance on the state of AI adoption in HR and people analytics. The report features a stellar list of contributors including: Arianna Huffington, Dave Ulrich, Dr Tomas Chamorro-Premuzic, Amit Mohindra, Nicole Lettich, Kalifa Oliver, Ph.D. and Alim A. Dhanji. Key findings include: (1) Talent Acquisition is at the forefront of embracing AI tools with 70% currently piloting/leveraging AI, followed by People Analytics and L&D with 65%. (2) Priorities for People Analytics in the next 6-12 months with AI are first and foremost automating HR operations. (3) The biggest barrier to adoption is resistance to change, ahead of skills gaps, challenges with data quality and security, privacy and trust, and ethical concerns and bias. FIG 5: Where organisations are leveraging AI in HR (Source: IELA) PEOPLE ANALYTICS JAAP VELDKAMP - Positioning People Analytics into the HR Service Model: A Path to Sustainable Impact Embedding People Analytics within the HR Service Model is essential for creating a lasting and meaningful impact. In his thoughtful article, Jaap Veldkamp, Global Head of People Analytics and Organisational Effectiveness at ABN AMRO, provides guidance on how people analytics should be positioned within the broader HR service model. Jaap provides a simplified view of the HR operating model (see FIG 6), which has three components: (1) Identifying needs. (2) Prioritising needs. (3) Executing and evaluating strategies. He then describes how the key capabilities of ABN AMRO’s people analytics function (Dashboarding and reporting, Employee listening, Data science and research, Organisational effectiveness, and Consulting) flow through the HR service model. As Jaap highlights: “the overall aim is to ensure that the capabilities of the People Analytics team are part of every step in the HR Service Model.” FIG 6: Simplified HR Service Model (Source: Jaap Veldkamp) RICHARD ROSENOW - From Data to Strategy: The New Role of Workforce Systems Leaders in Transforming HR Without a Workforce Systems Leader, these decisions fall to the CHRO, pulling them into day-to-day inter-functional debates when they should focus on the strategic vision In Insight222’s recent study, Building the People Analytics Ecosystem, we identified three types of people analytics leader that are emerging as the people analytics operating model continues to evolve. One of these – the Portfolio Analytics leader – has similarities to a trend identified by Richard Rosenow in his new white paper for One Model. The findings are based on more than 40 HR teams hiring a Workforce Systems Leader combining people strategy, operations, technology, data and analytics (see FIG 7). In the paper, Richard covers: (1) Key challenges in people analytics – how the role of people analytics often extends far beyond their original role description. (2) Mastering the People Data Supply Chain – highlighting the essential steps to building a robust people analytics function. (3) The emergence of Workforce Systems Leaders. Read a preview in Richard’s LinkedIn post and download the full paper here. FIG 7: The role of a Workforce Systems Leader (Source: One Model) SCOTT ROGERS - People Analytics & HRBPs - Navigating the art of imperfect collaboration | ALDAR NIKOLAEV - People Analytics Recipes: Advancing Employee Turnover Story P.1 | RALF BUECHSENSCHUSS - Becoming a data-driven (HR) organization - Leveraging generative AI to democratize data and insights | PETER MEYLER – How much time do People Analytics teams spend on reporting vs. analytics? | PATRICK COOLEN – The Four Faces of People Analytics | YUYAN SUN - 5 Ways to Use AI in People Analytics Everyday In each edition of the Data Driven HR Monthly, I feature a collection of articles by current and recent people analytics leaders. These are intended to act as a spur and inspiration to the field. Six are highlighted in this month’s edition. (1) Having worked in both domains, Scott Rogers is well-qualified to explore the dynamics of the HRBP-People Analytics relationship. He presents a framework identifying the key focus areas for people analytics leaders (e.g. championing HR operational excellence) and HRBPs (e.g. engaging with and advocating for people analytics). (2) Aldar Nikolaev provides a practical guide on how to analyse and visualise employee turnover and conduct scenario planning (see FIG 8). (3) Ralf Buechsenschuss offers a practical guide – including videos – to showcase what is already possible when embedding generative AI into the flow of work in the context of people analytics. (4) Peter Meyler presents the findings of his survey, which finds that 48% of people analytics teams spend at least 75% of their time on data and reporting. (5) Patrick Coolen documents the four faces of people analytics practices: the strategist (see FIG 9), the gatekeeper, the specialist, and the designer. (6) Yuyan Sun breaks down five ways to use AI everyday in people analytics: Don't just use AI as a tool. Use it as a thought partner. FIG 8: Measuring employee turnover (Source: Aldar Nikolaev) FIG 9: The Four Faces of People Analytics: The Strategist (Source: Patrick Coolen) THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE MARC EFFRON - It’s (Still) the Mortar not the Bricks Some CHROs are not willing to drive significant change in reducing headcount, upgrading the capabilities of their team or holding their HRLT accountable to “wire” the business properly. Marc Effron and his team at The Talent Strategy Group cut through the hyperbole to analyse the state of the HR operating model, critique what the consulting firms (EY, Deloitte, Gartner, Mercer and McKinsey) propose and where they fit with the Ulrich Model, and offer guidance on how to structure, upskill and wire your HR operating mode for success. Highlights include Effron’s views that: (1) Dave Ulrich’s model is the reference standard for good HR operating models. (2) That despite statements to the contrary by the consulting firms advocating why the HR operations model needs to change, the world of work remains largely the same. (3) HRBP’s should be fewer in number, stronger in capabilities and deployed against major business units and/or geographies. (4) The future HR service centre will perform a far larger percentage of overall HR work and do at least 80% of this through technology. (5) Companies should create an ‘HR Wiring Team’ to assess where the HR wiring is either not fully developed or isn’t being followed. Effron defines wiring as “Wiring means the agreement among HR team members about how vital processes will flow – the steps, the accountabilities, the technology, etc.” A compulsory read for any chief people officer considering whether to revamp their HR operating model. FIG 10: People Value Chain (Source: EY) SHARI CHERNACK AND JONATHAN GORDIN | MERCER - 2024 Voice of the CHRO: Maximizing HR effectiveness in a changing landscape Article | Full Report While much of the focus and headlines of Mercer’s 2024 Voice of the CHRO report, authored by Shari Chernack and Jonathan Gordin, is understandably on the challenges and opportunities associated with AI (see FIG 11), what really stands out for me is the section on maximising HR’s influence with the C-suite and board. The results demonstrate that HR is increasingly a strategic partner: 56% of CHROs meet with the board every week, 51% report higher levels of C-suite engagement than previous years, and 71% report high alignment on HR and people priorities. Data is increasingly key, with 76% of CHROs believing that using data to showcase HR’s impact on business performance will help drive further engagement with the C-suite and board. The report highlights six key actions for CHROs: (1) Accelerate AI for HR readiness. (2) Drive AI adoption across the enterprise. (3) Strengthen C-suite relationships and alignment. (4) Understand and plan to bolster key skills. (5) Don’t sleep on employee experience. (6) Build your HR team for the future. Build your HR team for the future. Reshape and develop your team to reflect the cross pressures of increasingly complex demands on HR, including an anticipated need for greater technology and analytical expertise on the team, and the lean HR team size in most organizations. FIG 11: AI’s anticipated impact (Source: Mercer) MARK WHITTLE, LIANA PASSANTINO AND MAGGIE SCHROEDER-O’NEAL | GARTNER - Top 5 Priorities for HR Leaders in 2025 Leader and manager development remains the No. 1 priority in 2025 for HR leaders for the third consecutive year, according to Gartner, with organisational culture, strategic workforce planning, change management and HR technology rounding off the top five (see FIG 12). The report (authors: Mark Whittle, Liana Passantino, PhD, and Maggie Schroeder-O’Neal) provides detailed analysis on each of the top five priorities, defining the problem statement and imperative for each along with a case study. My eyes were drawn to the section on Strategic Workforce Planning (SWP) and the rather stark finding that only 15% of organisations currently practice SWP. Guidance is provided on expanding the scope and complexity of SWP through small phases and a powerful case study is provided on Merck (kudos Ruben Groen Alexis Saussinan) (see FIG 13): Instead of striving for perfection and getting stuck gathering every piece of information available, Merck’s SWP team reduces the complexity of SWP by narrowing their team’s focus to solving a problem, enabling them to take action and drive impact. FIG 12: Top 5 Priorities for HR Leaders in 2025 (Source: Gartner) FIG 13: How Merck prioritizes SWP needs by relevance and actionability (Source: Gartner) ROB BRINER | CORPORATE RESEARCH FORUM - Driving Organisational Performance: HR’s Critical Role HR functions can and should do more to contribute to organisational performance. But, in order to do this, they need to be able to identify for themselves and in their context what specifically they need to do to help the business meet its strategic objectives. The purpose of this excellent new report, authored by Rob Briner for the Corporate Research Forum (CRF), is to provide a framework for HR functions to more effectively drive performance – within their own organisational context. There’s lots to unpack in the report, but highlights include: (1) The evaluation of six ways of thinking about how HR impacts organisational performance (see FIG 14). (2) Key questions HR should be able to answer about the business, its strategic objectives, and how HR can help achieve these objectives. (3) Guidance on joining the causal dots between HR practices and strategic objectives. (4) A self-assessment for HR leaders to assess how well their own function contributes to organisational performance. (5) An eight-step process model of how HR can drive organisational performance. For more from Rob Briner, I recommend listening to his conversation with me on the Digital HR Leaders podcast: What is Evidence Based HR and Why is it Important? FIG 14: Perspectives of how HR contributes to organisational performance and likely value (Source: CRF, Rob Briner) PwC - Saratoga Annual Benchmarking Report 2024 As the introduction to this report highlights, PwC Saratoga has over 30,000 benchmarks for 1000+ metrics covering a wide variety of HR and workforce topics. This annual report includes benchmarks for 400 organisations across 20 industries including those related to employee attrition, talent attraction, and diversity, equity and inclusion, as well as benchmarks relating to HR and people analytics FTE ratios (see FIG 15 for FTE ratios for business partners and people analytics). Similar to the annual People Analytics Trends study we publish at Insight222, Saratoga finds that people analytics is showing rapid growth in many industries including technology, financial services and manufacturing/engineering. There is an increasing focus on people analytics as organizations invest deeper into digital capabilities and as the importance of data is elevated across industries. FIG 15: HR Business Partners and People Analytics FTE ratios 2022 and 2023 (Source: PwC Saratoga) WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS JAEJIN LEE - Skill-based Transformation: “Don't Start with Skills, Start with Work!” Jaejin Lee takes an incredibly thoughtful deep-dive on the shift towards a skills-based organisation. He analyses a number of factors driving this shift including why the consensus is shifting towards skills, the technology changes driving the movement, and the need to start with the work while viewing the transformation through an employee-centric lens. Jaejin also shares two examples from his consulting work of skills-based network analysis (see FIG 16 for example that clusters the company’s employees' skills based on their similar attributes). Finally, Jaejin shares resources from experts including John Boudreau, Ravin Jesuthasan, CFA, FRSA, and Tanuj Kapilashrami, and rounds proceedings off by providing a checklist for companies to conduct a self-diagnosis with regards to skills (see FIG 17). A tour de force. FIG 16: Using network analysis to group skills with similar attributes into categories (Source: Jaejin Lee. FIG 17: Skills-based organisational diagnostic self-checklist (Source; Jaejin Lee) EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING ETHAN BURRIS, BENJAMIN THOMAS, KETAKI SODHI, AND DAWN KLINGHOFFER - Turn Employee Feedback into Action Ultimately, success (in employee listening) lies in empowering leaders to translate insights into concrete actions, effectively communicating progress, and fostering a continual feedback loop that values and respects the diverse voices within the organization. "To manage the employee experience, leaders must deeply understand employees’ perceptions, feelings, and desires and respond thoughtfully. This is particularly crucial when immense resources are invested in gathering employee feedback through pulse surveys, town halls, and data scraping from internal communications. But leaders are often overwhelmed by the data and struggle to translate it into actionable insights." In their Harvard Business Review article, Ethan Burris, Benjamin Thomas, Ph. D, SHRM-CP, Ketaki Sodhi, PhD, and Dawn Klinghoffer, share insights from interviews with more than two dozen companies to outline seven challenges and demonstrate how leading places to work have built an integrated process for assembling and understanding employee input and translating it into action. The seven challenges are: (1) Making sense of all that data. (2) Making sure employees feel heard. (3) Identifying the actual underlying problems. (4) Protecting employee privacy. (5) Navigating conflicting views. (6) Not burying bad news. (7) Providing meaningful follow-up. STEPHANIE DENINO - Moving Beyond Work as a Black Box: Uncovering & Addressing the Hidden Friction Work is more than just a black box of outputs—it’s a complex system with hidden friction that we often overlook. In her thoughtful article, Stephanie Denino, Managing Director at TI PEOPLE, examines the consequences of treating work like a black box. She breaks down the core components that make up work: “(1) a worker that is (2) trying to do something (key activities or moments of their work experience), in which (3) they interact with things like technology, people, and processes” (see FIG 18). Stephanie identifies that by capturing data on how work unfolds from the worker’s perspective, leaders can better identify and reduce work friction, ensuring productivity gains and enhancing employee satisfaction. The article presents strategies to move beyond surface-level metrics and focus on the intricate moments of work that truly drive business outcomes. FIG 18: Work can be broken down into three components (Source: Stephanie Denino) LEADERSHIP, CULTURE, AND LEARNING MCKINSEY - Going all in: Why employee ‘will’ can make or break transformations For a company undergoing transformation, cultivating employee “will” to change the way it operates is critical for success. Writing for McKinsey, Dominic Skerritt, John Parsons, Mary Lass Stewart, Matthew Schrimper, and Nicolette Rainone, Ph.D. highlight the people element of successful transformations. They set out a three step-process (see FIG 19): Elevate, empower, energize to cultivate employees’ will to drive transformation. (1) Elevate a strong core of employees across all levels to lead the transformation. (2) Empower a broad coalition of change leaders to embody new ways of thinking and working. (3) Energize all employees to transform. FIG 19: Organisations can galvanise a workforce’s will to transform with three actions (Source: McKinsey) CONSTANCE NOONAN HADLEY AND SARAH L. WRIGHT – We’re Still Lonely at Work In recent years, the huge impact that work loneliness is having on healthcare costs, absenteeism, and turnover has received widespread attention. Despite growing awareness, the problem remains, with one in five employees worldwide feeling lonely at work. In their article for Harvard Business Review, Connie Noonan Hadley and Sarah Wright debunk myths about work loneliness, such as the belief that in-person work or team assignments can solve the issue. They provide guidance on seven actions companies can take to put loneliness on the agenda: (1) Measure loneliness (see FIG 20); (2) Design slack into the workflow; (3) Create a culture of connections; (4) Build socialising into the rhythm of work; (5) Keep social activities simple; (6) Maximise each work mode for connection; (7) Actively recruit participants. FIG 20: A tool for measuring work loneliness (Source: Constance Noonan Hadley and Sarah L. Wright) DIVERSITY, EQUITY, INCLUSION, AND BELONGING McKINSEY AND LEANIN.ORG – Women in the Workplace: The 10th Anniversary Report Organizational change is a marathon, not a sprint, and making meaningful strides for women requires both hope and resilience. When leaders create a compelling vision of what’s possible, workplaces are better equipped to drive and sustain progress. Despite progress over the past decade, parity for all women in the workspace is almost 50 years away according to the 10th Women in the Workplace report by McKinsey and Leanin.Org. At the current trajectory, it will take 22 years for white women to achieve leadership parity—and more than twice as long for women of colour (see FIG 21). As ever, the report is an absorbing read with part 4, A Data-Driven Approach to Solutions, being required reading for people analytics professionals. In terms of implementing consistent processes, the report recommends four key building blocks: (1) making sure employees understand why a new practice is important; (2) teaching employees the skills they need to do their part; (3) putting mechanisms in place to support the practice; and (4) ensuring leaders role model the right behaviours. Finally, the report also provides guidance on tackling three areas that are especially important for advancing women and fostering inclusion: (1) De-biasing hiring and promotion (see FIG 22); (2) Inspiring and equipping employees to curb bias and practice allyship; and (3) Unlocking the power of managers to influence careers and team culture. Kudos to the authors: Alexis Krivkovich, Emily Field, Lareina Yee, and Megan McConnell, with Hannah Smith. FIG 21: It will take nearly 50 years to achieve gender parity for all women (Source: McKinsey) FIG 22: Research based tips for making hiring and performance reviews fairer (Source: McKinsey) HR TECH VOICES Much of the innovation in the field continues to be driven by the vendor community, and I’ve picked out a few resources from October that I recommend readers delve into: LOUJAINA ABDELWAHED, LISA K. SIMON, TOBY CULSHAW, AND REMY GLAISNER - Stuck in Neutral: Why Employees are Staying Put – Loujaina Abdelwahed, PhD, Lisa K. Simon, Toby Culshaw, and Remy Glaisner highlight Revelio Labs data finding that employee attrition rates are at their lowest in a decade. They explore the reasons for this and outline the conditions that would return attrition rates to their long-term average e.g. an increase in demand (15% increase in job postings), combined with 10% higher salaries and a tighter labour market (job postings taking 10% longer to fill). FIG 23: The decline in attrition in 2024 is unexplained by common factors (Source: Revelio Labs) DIDIER ELZINGA AND AMY LAVOIE - Research: The Long-Term Costs of Layoffs – Didier Elzinga and Amy Lavoie share the findings of a study by Culture Amp to understand the impact of company layoffs on employee engagement. These include: (1) After layoffs, companies see a significant drop in employee experience in many key areas. (2) High employee engagement prior to layoffs won’t protect you from the negative impact of doing layoffs. (3) Recovery takes time (see FIG 24). FIG 24: Change in favourability from pre-layoff (Source: Culture Amp) FRANCISCO MARIN - The Power of Collaborative Freedom: Aligning Interests, Collaborators, and Schedules – Francisco Marin of Cognitive Talent Solutions explains how collaborative freedom, which he sees as the underlying principle of a network-first future of work, discusses how the key facets of collaborative freedom – from increased autonomy and cross-functional cooperation to enhanced transparency - contribute to creating a more effective, agile, and rewarding work environment, “where employees are motivated not just by individual success but by the shared goals and achievements of the organization.” VISIER - Visier's Top 50 HR Leaders To Watch in 2025 – It’s a nice move (and a clever marketing one!) by Visier Inc. to highlight a group of their data-driven innovator clients. It’s certainly good to see the likes of Adam McKinnon, PhD., Angela LE MATHON, Jeremy Shapiro, Katherine Ward, Doug Shagam, Poonam Sirigidi, Julien Legret, Annalyn Jacob, Ph.D., Erik Otteson, Shannon Rutledge, Kai Wehmeyer, Jill Larsen, Ian Bailie, Alan Susi, and Scott Judd get some well-deserved recognition. PODCASTS OF THE MONTH In another month of high-quality podcasts, I’ve selected six gems for your aural pleasure: (you can also check out the latest episodes of the Digital HR Leaders Podcast – see ‘From My Desk’ below): MARK PRICE AND BRUCE DAISLEY - Can happy workers improve your company results? – Mark Price, former CEO at Waitrose, joins Bruce Daisley on the consistently excellent Eat Sleep Work Repeat to discuss the business benefits of investing in happy employees. The episode features a powerful example of how after acquiring Somerfield, and focusing on motivating the inherited workforce, Mark was able to reduce employee turnover from 75% to 17% within months. ETHAN BERNSTEIN AND MICHAEL HORN - The Real Reasons Employees Quit — and How to Retain Them – Ethan Bernstein and Michael Horn join Alison Beard on HBR IdeaCast to share their research on employee turnover, which points to a host of push and pull forces that cause workers to jump ship, and also outlines better retention strategies. NICK LYNN - “Small Changes Can Add Up To Something Big” – Culture, Change Management and the Employee Experience – Nick Lynn joins Mike Petrusky on the Workplace Innovator podcast to discuss the current world of the workplace and how leaders can build a culture of trust and higher engagement BRYAN HANCOCK AND EMILY FIELD - Will generative AI hurt middle managers—or help them? – In an episode of The McKinsey Podcast, together with host Lucia Rahilly, Emily Field and Bryan Hancock revisit their book, Power to the Middle: Why Managers Hold the Keys to the Future of Work, one year on to share how middle managers can use gen AI to support their teams more effectively—and update their image while they’re at it. KELLY MONAHAN - What trends will have the most impact on the future of work? – Kelly Monahan, Ph.D. joins host JP Elliott, PhD on The Future of Work Podcast to discuss the key trends that are impacting the future of work including why she believes that the skills-based organisation movement is stuck in the theory phase and the challenges it faces in implementation. GREG PRYOR - Why Social Network Perspective Matters – Greg Pryor joins Stacia Sherman Garr and Dani Johnson on Workplace Stories to share how social capital—our connections and relationships—drives business outcomes, sparks innovation, and boosts career growth. Listen to Greg, and then tune in to his sparring partner, Michael Arena, on the Digital HR Leaders podcast: What the Impact of Distributed Work on Organisational Networks Tells Us About the Future of Talent Management. VIDEO OF THE MONTH NICKLE LAMOREAUX - How IBM Uses AI to Transform HR In celebration of IBM's CHRO Nickle LaMoreaux recently being recognised as HR Executive of the Year, this month's Video of the Month features Nickle in discussion with me earlier this year on the Digital HR Leaders podcast where she shares how IBM is pioneering the use of AI in HR, and how this is revolutionising its approach to talent management, employee engagement, and predictive analytics. BOOK OF THE MONTH YUVAL NOAH HARARI - Nexus While I was on my travels at People Analytics World in New York and then Unleash World in Paris, at least ten people I respect told me that I simply had to read Nexus, the new book by Sapiens author Yuval Noah Harari. So, I ordered it in time to take with me to the US the week after Unleash – and they were right. It’s brilliant. It’s basically the story of how information networks have made, and unmade, our world. With the opportunity – and threat of AI – this is a book everyone in our field should read. Rory Stewart describes Nexus as: “Bold, original, erudite, provocative and entrancing,” and I couldn’t agree more. RESEARCH REPORT OF THE MONTH ALEXIS FINK AND COLE NAPPER - The World of HR Is Changing Rapidly: I-O Psychology Can Help – In their new paper for Society for Industrial and Organizational Psychology (SIOP), Alexis Fink and Cole Napper, people analytics leaders at Meta and FedEx respectively, break down the role of the industrial-organisational (IO) psychologist, and how they are helping organisations to manage the transformation being driven by advancements in artificial intelligence, emerging technologies, and evolving cultural landscapes. Insight222 ’s research on Leading Companies in People Analytics, identified I/O psychology as one of three key skills these companies are focused on hiring, developing and retaining to drive success (along with data scientists, and consultants), so this paper is an important read for chief people officers looking to advance their people analytics function. FROM MY DESK October saw the final episode of Series 41 of the Digital HR Leaders podcast, sponsored by Visier Inc. (thanks Adedamola Adeleke), and the first three episodes of Series 42, sponsored by Workday (thanks Sophie Barnes and Jennifer Neumann) as well as a number of articles penned by yours truly. Key Learnings from Unleash World 2024 – My key learnings from the main stage at the recent Unleash World show in Paris - together with the slides I used to kick off the event. Key Learnings from Insight222 Global Executive Retreat 2024 Insights: Shaping the Future of People Analytics – My key learnings from the recent 7th Annual Insight222 Global Executive Retreat, which features learnings from speakers including: Janine Vos , Prasad Setty, and Erin Meyer. How can workforce analytics enhance HR decision-making and drive business success? – A round-up of Series 41 of the Digital HR Leaders podcast, with insights from episodes featuring: Diane Gherson, Lynda Gratton, Angela LE MATHON, Keith Bigelow, Tanuj Kapilashrami and Ravin Jesuthasan, CFA, FRSA. Three ways to Upskill HR in Data Literacy – The team at Workday shared a summary of insights from my recent speech at Rising on how to improve the data literacy of HR professionals. SHARON TAYLOR AND JACO VAN VUUREN - Digitising HR for 55,000 Employees: Lessons from Standard Bank – Sharon Taylor, Chief People and Culture Officer, and Jaco Van Vuuren, Chief Operating Officer for Human Capital, join me to share the HR transformation journey at Standard Bank. MICHAEL FRACCARO - How Mastercard is Using AI to Drive Employee Success and Leadership Growth – Michael Fraccaro , Chief People Officer at Mastercard, shares how the company is using AI across HR, building a skills-based organisation, and how their Culture Health Index helps shape discussion and decisions with the Board. MICHAEL ARENA - What the Impact of Distributed Work on Organisational Networks Tells Us About the Future of Talent Management – Michael Arena joins me to discuss what the latest research on network analysis teaches us about hybrid working, team sizes, and the importance of social capital. JASON SCHECKNER - How Talent Orchestration Connects AI Investments to Real Business Results – Jason Scheckner of HiredScore by Workday joins me to discuss how talent orchestration is the key to unlocking AI’s full potential and transforming HR operations into a strategic powerhouse. LOOKING FOR A NEW ROLE IN PEOPLE ANALYTICS OR HR TECH? I’d like to highlight once again the wonderful resource created by Richard Rosenow and the One Model team of open roles in people analytics and HR technology, which now numbers close to 500 roles – and has now been developed into a LinkedIn newsletter too. THANK YOU Nick Broughton for including me in his list of remote work leaders to follow. Thomas Kohler for including the Digital HR Leaders podcast episode with Michael Fraccaro in his HR Resources of the Week. Thinkers360 for including me in their Top Voices EMEA 2024. Elaine Parr for sharing the Digital HR Leaders podcast episode with Nickle LaMoreaux on how IBM is pioneering the use of AI in HR. Olimpiusz Papiez for his thoughtful learnings about the Digital HR Leaders podcast episode with Jason Scheckner. Sven Hultin for publishing his analysis of Insight222's recent research on the People Analytics Operating Model: Democratizing workforce insight in a relevant context fuels adaption towards future relevance. Stela Lupushor for inviting me to moderate a panel at the recent New York Strategic HR Analytics MeetUp on Workestration and Neeru Monga (here), Tony Ashton (here), Ekta Lall Mittal (here), Anna A. Tavis, PhD (here) and Olivia Li (here) for their LinkedIn posts sharing some of the key learnings and pictures from the event. Finally, a huge thank you to the following people who either shared the September edition of Data Driven HR Monthly and/or posted about my sessions at Unleash, People Analytics World, and Workday Rising. It's much appreciated: Craig Forman, Zornitza Iankova, SPHR, Brandon Merritt Johnson, Hrvoje Bulat, Rebecca Hone, Emma Mercer (Assoc CIPD, MLPI), Dr. Max Muge Bakkaloglu, Kerron Ramganesh, Kristina Schoemmel, Perri Ma, Justin Shemeley, Kelly Satterfield, Luis Maria Cravino, Zina Al Taie, MBA, Joachim Rotzinger, Tobias W. Goers ツ, Anna Gullstrand, Ian Bailie, John Guy, Ouarda Guergour, Markus Graf, Sydney Dolanch, Noam Mordechay, Dorothy Dalton, Victoria Holdsworth, Nima Sherpa Green, ✅ Sarah E. Danzl Nirit Cohen ?, Andrew Pitts, Pierre Dejonghe, Jane Bech, MA-OP, CODP, Shannon Peterson, Nicole Davis, Davina Erasmus, Blaine Ames, David Balls (FCIPD), Dan George, Amardeep Singh, MBA, Yotam Ainom, Roshaunda Green, MBA, CDSP, Phenom Certified Recruiter, Henrik Håkansson, Kouros Behzad, Marijana Brasiello, MHRM, Catriona Lindsay, Adam Tombor (Wojciechowski), María Esther Sánchez, Silvia Schleiffer-Gouveia, Rajarshee Mukherjee, Volker Jacobs, Laszlo Bock, Daniel Farrell, Kevin Legel, Aravind Warrier, Lewis Garrad, Francisca Solano Beneitez, Jose Luis Chavez Vasquez, Dr. Jeeta Sarkar, Jorge Arevalo, Andreea Lungulescu, Maria Alice Jovinski, Philip Arkcoll, Corine Boon, Pietro Mazzoleni, Dave Millner, Bob Pulver, Wayne Tarken, David McLean, Swechha Mohapatra (IHRP-SP, SHRM-SCP, CIPD), Aurélie Crégut, David van Lochem, Vivek Ojha, Hanadi El Sayyed, Phil Kirschner, David Hodges, Jean-Francois Riand, Malgorzata Langlois, Shujaat Ahmad, Graham Tollit, Sebastian Kolberg, Phil Inskip, Sebastian Knepper, Caitie Jacobson, Asaf Jackoby, Melissa Hopper Fritz, Stephanie Murphy, Ph.D. Paul Daley, Stephen Hickey, Sarajit Poddar, Søren Kold, Jacob Nielsen, Dolapo (Dolly) Oyenuga, Manisha Singh, Monalisa Routray, Courtney McMahon, Irada Sadykhova, Geetanjali Gamel, Dave Fineman, Megan Buttita, MLIS, Mariana Hebborn PhD, Rob Kok, Keran Dhillon, Alex Browne, Chris Long, Pedro Pereira, Gal Mozes, PhD, Aritra Majumdar, Mia Norgren, Matthew Fleisher, PhD, Matt Elk, Christina Bui, Agnes Garaba, Laurent Reich, Jeff Wellstead, Danielle Bushen, Nick Hudgell, Jordan Hartley, John Gunawan, Casey G. Brower, PMP, Serena H. Huang, Ph.D., Bo Vialle-Derksen, Trish Uhl, PMP ??, Ken Clar, Isabel Naidoo, Mariami Lolashvili, Sophia Huang, Ed.D., Philippa Penfold, Sonia Mooney, Ian Grant FCIPD, Dr. Peter Schulz-Rittich, Irene Wong, Tim Peffers, Marcela Mury, Andrés García Ayala, Giovanna Constant, John Golden, Ph.D. Tanguy Dulac ABOUT THE AUTHOR David Green ?? is a globally respected author, speaker, conference chair, and executive consultant on people analytics, data-driven HR and the future of work. As Managing Partner and Executive Director at Insight222, he has overall responsibility for the delivery of the Insight222 People Analytics Program, which supports the advancement of people analytics in over 100 global organisations. Prior to co-founding Insight222, David accumulated over 20 years experience in the human resources and people analytics fields, including as Global Director of People Analytics Solutions at IBM. As such, David has extensive experience in helping organisations increase value, impact and focus from the wise and ethical use of people analytics. David also hosts the Digital HR Leaders Podcast and is an instructor for Insight222's myHRfuture Academy. His book, co-authored with Jonathan Ferrar, Excellence in People Analytics: How to use Workforce Data to Create Business Value was published in the summer of 2021. MEET ME AT THESE EVENTS I'll be speaking about people analytics, the future of work, and data driven HR at a number of upcoming events in 2024 and early 2025: November 19-20 - Insight222 European Peer Meeting (hosted by Merck in Darmstadt, Germany) - exclusively for member organisations of the Insight222 People Analytics Program December 5 - Visier Outsmart Local - Building Your People Data Strategy, London December 10-12 - Workday Rising EMEA, Amsterdam February 26-27 - People Analytics World, Zürich April 29-30 - People Analytics World, London More events will be added as they are confirmed.   主要作者和贡献者： David Green - Insight222的管理合伙人，专注于HR数据分析和未来工作趋势。 Eric Anicich 和 Dart Lindsley - 探讨“将工作视为产品”的方法。 Nicholas Bloom, James Liang, Ruobing Han - 基于Trip.com的混合办公A/B测试研究。 Michael Arena 和 Philip Arkcoll - 关于协作的重要性，倡导“协作要求”而非“办公要求”。 Hean-Ho Loh, Vinciane Beauchene, Vladimir Lukic, Rajiv Shenoy - 来自波士顿咨询公司（BCG），探讨AI技能提升的关键因素。 Kai Hahn - 智能企业领袖联盟的报告撰写者，探讨AI在HR中的应用。 Jaap Veldkamp - ABN AMRO的全球HR数据分析负责人。 Richard Rosenow - Insight222的一份研究报告撰写者，讨论HR系统的演变。 Scott Rogers, Aldar Nikolaev, Ralf Buechsenschuss, Peter Meyler, Patrick Coolen, Yuyan Sun - 各自讨论了HR数据分析在不同领域的应用。 Marc Effron - The Talent Strategy Group创始人，专注于HR运营模式。 Shari Chernack 和 Jonathan Gordin - Mercer的CHRO报告作者，探讨HR的战略角色。 Mark Whittle, Liana Passantino, Maggie Schroeder-O’Neal - 来自Gartner，讨论2025年HR的五大优先事项。 Rob Briner - Corporate Research Forum的作者，提供了HR推动组织绩效的框架。 Jaejin Lee - 探讨技能导向的组织转型。 Ethan Burris, Benjamin Thomas, Ketaki Sodhi, Dawn Klinghoffer - 在Harvard Business Review中讨论如何将员工反馈转化为行动。 Stephanie Denino - TI People的总监，讨论工作中隐藏摩擦的影响。 Dominic Skerritt, John Parsons, Mary Lass Stewart, Matthew Schrimper, Nicolette Rainone - McKinsey作者，探讨组织变革中的员工意愿。 Constance Noonan Hadley 和 Sarah L. Wright - 研究工作中的孤独感。 Alexis Krivkovich, Emily Field, Lareina Yee, Megan McConnell, Hannah Smith - 来自McKinsey和LeanIn.Org的性别平等报告的作者。 Loujaina Abdelwahed, Lisa K. Simon, Toby Culshaw, Remy Glaisner - Revelio Labs的数据分析师，研究员工流动率。 Didier Elzinga 和 Amy Lavoie - Culture Amp的研究人员，探讨裁员的长期影响。 Francisco Marin - Cognitive Talent Solutions的代表，关于协作自由的重要性。 Adam McKinnon, Angela LE MATHON, Jeremy Shapiro, Katherine Ward, Doug Shagam, Poonam Sirigidi, Julien Legret, Annalyn Jacob, Erik Otteson, Shannon Rutledge, Kai Wehmeyer, Jill Larsen, Ian Bailie, Alan Susi, Scott Judd - Visier公司列出的2025年HR领导者。 Mark Price 和 Bruce Daisley - 在Eat Sleep Work Repeat上探讨员工幸福感的影响。 Ethan Bernstein 和 Michael Horn - HBR IdeaCast上的嘉宾，讨论员工流失的原因。 Nick Lynn - Workplace Innovator的嘉宾，讨论文化和员工体验。 Bryan Hancock 和 Emily Field - 在McKinsey Podcast上讨论生成式AI对中层管理的影响。 Kelly Monahan - The Future of Work Podcast的嘉宾，讨论未来工作的关键趋势。 Greg Pryor - Workplace Stories的嘉宾，讨论社交资本的影响。 Nickle LaMoreaux - IBM的CHRO，讨论AI在HR中的应用（视频）。 Yuval Noah Harari - 其新书《Nexus》被推荐阅读，探讨信息网络对世界的影响。 Alexis Fink 和 Cole Napper - I-O心理学家，探讨心理学在HR转型中的作用。
    Future of Work
    2024年11月03日
  • Future of Work
    美国领先企业联合成立了一个联盟，应对人工智能对技术岗位劳动力的影响 由思科（Cisco）牵头，埃森哲（Accenture）、谷歌（Google）、国际商业机器公司（IBM）和微软（Microsoft）等主要行业参与者参与的人工智能 ICT 劳动力联盟（AI-Enabled ICT Workforce Consortium）AI-Enabled Information and Communication Technology (ICT) Workforce Consortium 旨在评估和减轻人工智能对技术工作的影响。该联盟旨在确定受人工智能进步影响的岗位所需的关键技能，为再培训和提高技能提供途径。该倡议借鉴了私营部门、顾问和政府的合作见解，为人工智能环境下的劳动力做好准备，强调了全球合作促进包容性技术未来的必要性。 人工智能 ICT 劳动力联盟致力于提供实际可行的洞见，发掘重新培训和提升技能的新机遇 思科牵头成立的AI赋能信息通信技术（ICT）工作力联盟，包括埃森哲、Eightfold、谷歌、IBM、Indeed、英特尔、微软和SAP等行业领导者的加入。该联盟将评估人工智能对科技岗位的影响，并为最可能受到AI影响的职业确定技能发展途径。 联盟的成立得到了美国-欧盟贸易与技术委员会人才成长工作组的推动，思科主席兼CEO Chuck Robbins在该工作组的参与，以及美国商务部的建议，起到了催化剂的作用。 顾问团包括美国劳工联盟-产业组织联合会、CHAIN5、美国通信工人联合会、DIGITALEUROPE、欧洲职业培训协会、可汗学院和SMEUnited等。 比利时鲁汶，2024年4月4日-- 思科（纳斯达克代码：CSCO）和另外八家行业领先公司包括埃森哲、Eightfold、谷歌、IBM、Indeed、英特尔、微软和SAP，以及六位顾问今天宣布，成立了致力于提升和重新培训最可能受到AI影响岗位的AI赋能ICT工作力联盟。该联盟受到美国-欧盟贸易与技术委员会人才成长工作组的启发，旨在探究AI对ICT岗位的影响，帮助工作者发现并参与相关培训计划，同时连接企业和具备相应技能、准备就绪的工作者。 作为私营部门的合作平台，联盟正评估AI如何改变工作岗位及所需技能，让工作者取得成功。首阶段工作成果将总结为一份提供给企业领导者和工作者实际建议的报告。未来几个月将公布更多详情。研究结果旨在为那些寻求为员工重新培训和提升技能的雇主提供实用的洞见和建议。 联盟成员涵盖了在AI前沿创新的企业，他们深知AI对劳动力市场的当前和未来影响。各成员企业已分别记录了AI带来的机遇与挑战。通过合作，这些组织能够汇聚见解，推荐行动计划，并在其广泛的影响领域内实施这些发现。 “人工智能正加速全球劳动力市场的变革，为私营部门提供了一个强大机会，帮助工作者重新培训和提升技能，以迎接未来，”思科执行副总裁兼首席人事、政策与目标官Francine Katsoudas表示。“我们新成立的AI赋能工作力联盟的任务是向组织提供关于AI对劳动力影响的知识，并装备工作者以相关技能。我们期待吸引更多利益相关方——包括政府、非政府组织和学术界——一同迈出确保AI革命惠及每个人的重要一步。” 联盟的工作受到了美国-欧盟贸易与技术委员会人才成长工作组的启发，思科主席兼CEO Chuck Robbins领导其技能培训工作流程的指导，以及美国商务部的建议。美国总统拜登、欧盟委员会主席冯德莱恩和欧洲理事会主席米歇尔于2021年6月成立了TTC，目的是通过合作和民主方法在贸易、技术和安全领域推进美国和欧盟的竞争力和繁荣。 “在美国商务部，我们致力于推动先进技术的发展，并深化与全球伙伴和盟友之间的贸易与投资关系。这项工作正帮助我们建立一个强大且具竞争力的经济体，由能够获得高质量、高薪、可维持家庭生活的未来工作的才华横溢的劳动力所推动。我们明白，经济安全与国家安全紧密相连。这就是我为何感到自豪地看到人才成长工作组的努力以及AI赋能ICT工作力联盟的成立，”美国商务部长Gina Raimondo表示。“我感激联盟成员加入这一努力，共同面对AI快速发展所带来的新型劳动力需求。这项工作将为这些工作的具体技能需求提供前所未有的见解。我希望这个联盟仅是一个开始，并且私营部门将其视为一个行动呼吁，确保我们的劳动力能够享受到AI带来的好处。” AI赋能ICT工作力联盟的工作解决了对具备AI各方面技能训练的熟练劳动力的紧迫需求。联盟将利用其成员和顾问的力量，推荐和扩大包容性的重新培训和提升技能培训计划，以惠及多方利益相关者——学生、职业转换者、当前的IT工作者、雇主和教育者——大规模提升工作者以适应AI时代。 在其首阶段工作中，联盟将评估AI对56个ICT岗位角色的影响，并为受影响岗位提供培训建议。这些岗位角色根据Indeed Hiring Lab的数据，包括在2023年2月至2024年期间在美国和五个ICT劳动力最多的欧洲国家（法国、德国、意大利、西班牙和荷兰）获得最高岗位发布量的前45个ICT职位的80%。这些国家的ICT部门共计拥有1000万名ICT工作者，占据了行业的重要份额。 联盟成员普遍认识到，随着AI在商业的所有方面的加速融合，及时集结力量，建立一个包容性、能提供维持家庭生活机会的劳动力市场的重要性。联盟成员承诺，在将越来越多地整合人工智能技术的职业领域，开发工作者路径。为此，联盟成员设定了具有远见的目标，并通过技能发展和培训计划，在未来十年内对全球超过9500万人产生积极影响。联盟成员的目标包括： 思科承诺到2032年为2500万人提供网络安全和数字技能培训。 IBM将在2030年前为3000万人提供数字技能培训，包括200万人的AI技能。 英特尔计划到2030年为超过3000万人提供当前和未来工作的AI技能。 微软承诺到2025年为来自弱势社区的1000万人提供需求旺盛的数字技能培训和认证，为他们在数字经济中提供工作和生计机会。 SAP计划到2025年为全球200万人提供提升技能培训。 谷歌最近宣布投入2500万欧元，支持全欧洲人民的AI培训和技能提升。 埃森哲 “帮助组织识别技能差距并进行大规模快速培训是埃森哲的重点任务，这个联盟汇集了一系列致力于在我们社区中发展尖端技术、数据和AI技能的行业合作伙伴。在各个行业中，为与AI协同工作的人员进行重新培训至关重要。那些在技术投资中与学习投资同等重视的组织，不仅创造了职业发展路径，还能在市场中占据领先地位。” - 埃森哲首席领导力与人力资源官Ellyn Shook Eightfold “工作的动态和本质正在以前所未有的速度演变。Eightfold通过深入分析最受欢迎的职位，了解重新培训和提升技能的需求。通过其人才智能平台，我们为商业领袖提供了迅速适应不断变化的商业环境的能力。我们为能够为组织预备未来工作做出贡献而感到自豪。” - Eightfold AI首席执行官兼联合创始人Ashutosh Garg 谷歌 “谷歌坚信，技术创造的机遇应真正面向所有人。我们自豪地加入AI赋能工作力联盟，进一步推动我们使AI技能培训普及化的工作。我们致力于跨领域合作，确保不同背景的工作者都能有效利用AI，为面向未来的职位做好准备，获得新机会，在经济中茁壮成长。” - 谷歌成长计划创始人Lisa Gevelber IBM “IBM自豪地加入这个及时的企业主导倡议，通过汇集我们的共同专业知识和资源，为AI时代的劳动力做好准备。作为行业领袖，我们共同的责任是发展可信赖的技术，并为所有背景和经验水平的工作者提供学习新技能和提升现有技能的机会，以应对AI采纳改变工作方式并创造新职位的挑战。” - IBM欧洲中东非洲人力资源副总裁Gian Luigi Cattaneo Indeed “Indeed的使命是帮助人们找到工作。我们的研究表明，Indeed上今天发布的几乎每个职位，从卡车司机到医生到软件工程师，都将面临不同程度的受到基于GenAI的变革的影响。我们期待为工作力联盟的重要工作做出贡献。那些授权其员工学习新技能并获得与不断发展的AI工具的实践经验的公司，将加深他们的专业团队，提高员工留存率并扩大其合格候选人库。” - Indeed AI创新部门负责人Hannah Calhoon 英特尔 “作为全球AI创新的领导者，英特尔自豪地加入ICT工作力联盟，继续我们的努力，为所有人塑造一个包容和公平的技术未来。作为联盟的一员，我们将与行业领袖合作，分享最佳实践，创造可访问的学习机会，并与各方利益相关者协作，确保工作者掌握了迎接明天的技术技能。” - 微软人力资源法律副总裁兼副总法律顾问Amy Pannoni SAP “SAP自豪地加入这一努力，帮助为未来的工作准备我们的劳动力，并确保AI在企业和职位中的应用是相关的、可靠的、负责任的。面对我们不断变化的世界的复杂性，AI有潜力重塑行业、革新解决问题的方式，并释放前所未有的人类潜能，使我们能够构建一个更智能、更高效和更包容的劳动力。多年来，SAP支持了许多技能发展计划，我们期待作为联盟的一部分推动更多的学习机会、创新和积极变化。” - SAP副总裁兼全球开发学习负责人Nicole Helmer 关于思科 思科（纳斯达克代码：CSCO）是全球技术领袖，通过帮助我们的客户重新构想他们的应用、支持混合工作模式、保障企业安全、改造基础设施，并实现可持续发展目标，连接一切，让任何事情成为可能。在新闻室了解更多信息，并在X上关注我们@Cisco。 思科和思科标志是思科及/或其在美国和其他国家的关联公司的商标或注册商标。思科的商标列表可在www.cisco.com/go/trademarks查看。提到的第三方商标属于其各自所有者。使用“合作伙伴”一词并不意味着思科与任何其他公司之间存在合伙关系。 来源：思科公司   LEUVEN, Belgium, April 4, 2024 - Cisco (NASDAQ: CSCO) and a group of eight leading companies including Accenture, Eightfold, Google, IBM, Indeed, Intel, Microsoft and SAP as well as six advisors today announced the launch of the AI-Enabled Information and Communication Technology (ICT) Workforce Consortium focused on upskilling and reskilling roles most likely to be impacted by AI. The Consortium is catalyzed by the work of the U.S.-EU Trade and Technology Council's (TTC) Talent for Growth Task Force, with the goal of exploring AI's impact on ICT job roles, enabling workers to find and access relevant training programs, and connecting businesses to skilled and job-ready workers. Working as a private sector collaborative, the Consortium is evaluating how AI is changing the jobs and skills workers need to be successful. The first phase of work will culminate in a report with actionable insights for business leaders and workers. Further details will be shared in the coming months. Findings will be intended to offer practical insights and recommendations to employers that seek ways to reskill and upskill their workers in preparation for AI-enabled environments. Consortium members represent a cross section of companies innovating on the cutting edge of AI that also understand the current and impending impact of AI on the workforce. Individually, Consortium members have documented opportunities and challenges presented by AI. The collaborative effort enables their organizations to coalesce insights, recommend action plans, and activate findings within their respective broad spheres of influence. "AI is accelerating the pace of change for the global workforce, presenting a powerful opportunity for the private sector to help upskill and reskill workers for the future," said Francine Katsoudas, Executive Vice President and Chief People, Policy & Purpose Officer, Cisco. "The mission of our newly unveiled AI-Enabled Workforce Consortium is to provide organizations with knowledge about the impact of AI on the workforce and equip workers with relevant skills. We look forward to engaging other stakeholders—including governments, NGOs, and the academic community—as we take this important first step toward ensuring that the AI revolution leaves no one behind." The Consortium's work is inspired by the TTC's Talent for Growth Task Force and Cisco Chair and CEO Chuck Robbins' leadership of its skills training workstream, and input from the U.S. Department of Commerce. The TTC was established in June 2021 by U.S. President Biden, European Commission President von der Leyen, and European Council President Michel to promote U.S. and EU competitiveness and prosperity through cooperation and democratic approaches to trade, technology, and security. "At the U.S. Department of Commerce, we're focused on fueling advanced technology and deepening trade and investment relationships with partners and allies around the world. This work is helping us build a strong and competitive economy, propelled by a talented workforce that's enabling workers to get into the good quality, high-paying, family-sustaining jobs of the future. We recognize that economic security and national security are inextricably linked. That's why I'm proud to see the efforts of the Talent for Growth Task Force continue with the creation of the AI-Enabled ICT Workforce Consortium," said U.S. Secretary of Commerce Gina Raimondo. "I am grateful to the consortium members for joining in this effort to confront the new workforce needs that are arising in the wake of AI's rapid development. This work will help provide unprecedented insight on the specific skill needs for these jobs. I hope that this Consortium is just the beginning, and that the private sector sees this as a call to action to ensure our workforces can reap the benefits of AI." The AI-Enabled ICT Workforce Consortium's efforts address a business critical and growing need for a proficient workforce that is trained in various aspects of AI, including the skills to implement AI applications across business processes. The Consortium will leverage its members and advisors to recommend and amplify reskilling and upskilling training programs that are inclusive and can benefit multiple stakeholders – students, career changers, current IT workers, employers, and educators – in order to skill workers at scale to engage in the AI era. In its first phase of work, the Consortium will evaluate the impact of AI on 56 ICT job roles and provide training recommendations for impacted jobs. These job roles include 80% of the top 45 ICT job titles garnering the highest volume of job postings for the period February 2023-2024 in the United States and five of the largest European countries by ICT workforce numbers (France, Germany, Italy, Spain, and the Netherlands) according to Indeed Hiring Lab. Collectively, these countries account for a significant segment of the ICT sector, with a combined total of 10 million ICT workers. Consortium members universally recognize the urgency and importance of their combined efforts with the acceleration of AI in all facets of business and the need to build an inclusive workforce with family-sustaining opportunities. Consortium members commit to developing worker pathways particularly in job sectors that will increasingly integrate artificial intelligence technology. To that end, Consortium members have established forward thinking goals with skills development and training programs to positively impact over 95 million individuals around the world over the next 10 years. Consortium member goals include: Cisco to train 25 million people with cybersecurity and digital skills by 2032. IBM to skill 30 million individuals by 2030 in digital skills, including 2 million in AI. Intel to empower more than 30 million people with AI skills for current and future jobs by 2030. Microsoft to train and certify 10 million people from underserved communities with in-demand digital skills for jobs and livelihood opportunities in the digital economy by 2025. SAP to upskill two million people worldwide by 2025. Google has recently announced EUR 25 million in funding to support AI training and skills for people across Europe. Accenture "Helping organizations identify skills gaps and train people at speed and scale is a major priority for Accenture, and this consortium brings together an impressive ecosystem of industry partners committed to growing leading-edge technology, data and AI skills within our communities. Reskilling people to work with AI is paramount in every industry. Organizations that invest as much in learning as they do in the technology not only create career pathways, they are well positioned to lead in the market." - Ellyn Shook, chief leadership & human resources officer, Accenture Eightfold "The dynamics of work and the very essence of work are evolving at an unprecedented pace. Eightfold examines the most sought-after job roles, delving into the needs for reskilling and upskilling. Through its Talent Intelligence Platform, it empowers business leaders to adapt swiftly to the changing business environment. We take pride in contributing to the creation of a knowledgeable and responsible resource that assists organizations in preparing for the future of work." - Ashutosh Garg, CEO and Co-Founder, Eightfold AI Google "Google believes the opportunities created by technology should truly be available to everyone. We're proud to join the AI-Enabled Workforce Consortium, which will advance our work to make AI skills training universally accessible. We're committed to collaborating across sectors to ensure workers of all backgrounds can use AI effectively and develop the skills needed to prepare for future-focused jobs, qualify for new opportunities, and thrive in the economy." - Lisa Gevelber, Founder, Grow with Google IBM "IBM is proud to join this timely business-led initiative, which brings together our shared expertise and resources to prepare the workforce for the AI era. Our collective responsibility as industry leaders is to develop trustworthy technologies and help provide workers—from all backgrounds and experience levels—access to opportunities to reskill and upskill as AI adoption changes ways of working and creates new jobs." - Gian Luigi Cattaneo, Vice President, Human Resources, IBM EMEA Indeed "Indeed's mission is to help people get jobs. Our research shows that virtually every job posted on Indeed today, from truck driver to physician to software engineer, will face some level of exposure to GenAI-driven change. We look forward to contributing to the Workforce Consortium's important work. The companies who empower their employees to learn new skills and gain on-the-job experience with evolving AI tools will deepen their bench of experts, boost retention and expand their pool of qualified candidates." - Hannah Calhoon, Head of AI Innovation at Indeed Intel "At Intel, our purpose is to create world-changing technology that improves the lives of every person on the planet, and we believe bringing AI everywhere is key for businesses and society to flourish. To do so, we must provide access to AI skills for everyone. Intel is committed to expanding digital readiness by collaborating with 30 countries, empowering 30,000 institutions, and training 30 million people for current and future jobs by 2030. Working alongside industry leaders as part of this AI-enabled ICT workforce consortium will help upskill and reskill the workforce for the digital economy ahead." – Christy Pambianchi, Executive Vice President and Chief People Officer at Intel Corporation Microsoft "As a global leader in AI innovation, Microsoft is proud to join the ICT Workforce Consortium and continue our efforts to shape an inclusive and equitable technology future for all. As a member of the consortium, we will work with industry leaders to share best practices, create accessible learning opportunities, and collaborate with stakeholders to ensure that workers are equipped with the technology skills of tomorrow," - Amy Pannoni, Vice President and Deputy General Counsel, HR Legal at Microsoft SAP "SAP is proud to join this effort to help prepare our workforce for the jobs of the future and ensure AI is relevant, reliable, and responsible across businesses and roles. As we navigate the complexities of our ever-evolving world, AI has the potential to reshape industries, revolutionize problem-solving, and unlock unprecedented levels of human potential, enabling us to create a more intelligent, efficient, and inclusive workforce. Over the years, SAP has supported many skills building programs, and we look forward to driving additional learning opportunities, innovation, and positive change as part of the consortium." - Nicole Helmer, Vice President & Global Head of Development Learning at SAP About Cisco Cisco (NASDAQ: CSCO) is the worldwide technology leader that securely connects everything to make anything possible. Our purpose is to power an inclusive future for all by helping our customers reimagine their applications, power hybrid work, secure their enterprise, transform their infrastructure, and meet their sustainability goals. Discover more on The Newsroom and follow us on X at @Cisco. Cisco and the Cisco logo are trademarks or registered trademarks of Cisco and/or its affiliates in the U.S. and other countries. A listing of Cisco's trademarks can be found at www.cisco.com/go/trademarks. Third-party trademarks mentioned are the property of their respective owners. The use of the word partner does not imply a partnership relationship between Cisco and any other company. SOURCE Cisco Systems, Inc.
    Future of Work
    2024年04月05日
  • Future of Work
    The best HR & People Analytics articles of February 2024 I’m writing the introduction to this month’s compendium in New York, ahead of two events this week in the Big Apple. Firstly, I’m attending Gloat Live (thank you Ruslan Tovbulatov and the Gloat team), where I’ll be hosting a panel of three chief people officers – Michael Fraccaro Tanuj Kapilashrami and Tamla Oates-Forney– as well as sharing Insight222 research on building a data driven culture in HR. Also taking place this week is the Winter Peer Meeting for North American member companies of the Insight222 People Analytics Program, which is being hosted by Sally Masseyand Courtney McMahon at Colgate-Palmolive’s headquarters on Park Avenue. After a weekend back in the UK for my birthday, I’ll be heading back to the US for the Wharton People AnalyticsConference on March 14 and 15. If you’re going to Gloat Live or Wharton PAC, then please do come and say hello. I was also in Switzerland a few days ago for People Analytics WorldZürich (thanks to Barry Swales Ralf Buechsenschuss), and just a fortnight ago, Rob Etheridgeand his team kindly hosted the European Peer Meeting of the Insight222People Analytics Program at HSBC’s headquarters in London – you can read some of takeaways from London here. It’s certainly a busy period of travel - and lots of vapour trail! Attendees at the Insight222 Q1 European Peer Meeting for members of the People Analytics Program, hosted by HSBC in London Some of you have written to me to advise that you weren't able to join the recent Insight222 webinar on Turning Insight into Impact with People Analytics. You can find out more by scolling down to the Video of the Month below or access the recording by clicking on the image below. 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 Rosenowand the One Model team of open roles in people analytics and HR technology, which now numbers close to 500 roles. Share the love! Enjoy reading the collection of resources for February 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 January’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. 2024 HR TRENDS AND PREDICTIONS DELOITTE – 2024 Global Human Capital Trends: Thriving beyond boundaries – Human performance in a boundaryless world The opening words of Deloitte’s 2024 Global Human Capital Trends perfectly capture the opportunity and challenge for HR today: “We’re operating in a world where work is no longer defined by jobs, the workplace is no longer a specific place, many workers are no longer traditional employees, and human resources is no longer a siloed function.” The seven trends covered in the report, each with its own chapter, are: (1) Embracing human sustainability, (2) Moving beyond productivity to measure human performance, (3) Balancing privacy with transparency to build trust, (4) Overcoming the imagination deficit, (5) Creating digital playgrounds to explore, experiment and play, (6) Cultivating workplace microcultures, and (7) Making the shift to a boundaryless HR. The report, which has 122 pages, is packed full of thought-provoking insights, visualisations and data – including FIG 1 and FIG 2 below. Kudos to the authors: Susan Cantrell Corrie Commisso Julie Duda Kraig Eaton Jason Flynn John Forsythe Michael Griffiths John Guziak Lauren Kirby David Mallon Mari Marcotte Shannon Poynton Nicole Scoble-Williams GAICD Yves Van Durme and Matteo Zanza. We’re operating in a world where work is no longer defined by jobs, the workplace is no longer a specific place, many workers are no longer traditional employees, and human resources is no longer a siloed function. FIG 1: In the era of human performance, business and human outcomes are mutually reinforcing (Source: Deloitte 2024 Global Human Capital Trends) FIG 2: Source: Deloitte 2024 Global Human Capital Trends ERNEST NG - What are the most Important things HR will need to focus on in 2024? | ALLISON BAUM GATES - Six predictions for the future of health, wealth, and work in 2024 | LYNDA GRATTON - Predictions for the Workplace of 2025, Revisited Continuing with the prediction vibe, here are two more thoughtful reflections on what lies ahead and one reflection, 15 years on, from Lynda Gratton on her previous predictions about the future of work. (1) Ernest Ng, PhD, now at HiredScore– who Workdayhas just announced their intent to acquire, highlights a number of predictions for the year ahead combining a focus on efficiency, incorporating AI into the way we work and supporting employees to navigate change. (2) Allison Baum Gates, General Partner at SemperVirens Venture Capital combines the future of health, wealth and work into her predictions including: “AI’s primary impact in 2024 will be accelerating a shift to skills-based organizations.” (3) Lynda Gratton reflects on her Predictions for the Workforce of 2025, which she originally made in 2010 covering what she got right, where she misjudged, and what she learned about experimenting. It will be wise to expect the unexpected. And when it comes, be prepared to observe closely, pivot quickly, and experiment widely. HYBRID, GENERATIVE AI AND THE FUTURE OF WORK ALEX CAMP, PHIL KIRSCHNER, LAURA PINEAULT, AND PATRICK SIMON - Hybrid can be healthy for your organization—when done right Research from McKinsey suggesting that a fully remote organisation can demonstrate a level of organisational health that rivals, if not exceeds, the performance of most traditional companies. In the article, Alexandra Camp Phil Kirschner Laura Pineault and Dr. Patrick Simon highlight six priorities for companies aspiring to sustain a flexible or highly distributed workplace in parallel with top organisational health: (1) Remove ambiguity about working practices. (2) Reset performance expectations. (3) Be transparent. (4) Be purposeful about where people work. (5) Foster trust and a sense of support. (6) Test and learn. Fully remote organizations can demonstrate a level of health that rivals, if not exceeds, the performance of most traditional companies. FIG 3: Six priorities to sustain a flexible or highly distributed workplace (Source: McKinsey) KELLY JONES - Unlocking the Power of Hybrid Work: 5 Guiding Principles from Cisco's 3-Year Study Article | White Paper | Executive Summary Kelly Jones, Cisco's Chief People Officer, unveils the findings of a three year Future of Work study by Cisco’s People Intelligence Team, which was designed to explore the employee experience prior to the global pandemic, through the pandemic, to office re-opening and beyond. Kelly's article summarises five guiding principles for hybrid work including reimagining the office to create meaningful moments and encouraging leaders to be intentional with their attention. The executive summary also outlines five key findings and recommendations (see FIG 4): (1) People may be choosing to work from home, but in person touchpoints are still essential. (2) Effective collaboration is a balancing act. (3) Flexibility and choice positively influence engagement. (4) Leaders might be struggling the most. (5) Leader attention is the #1 predictor of engagement. Thanks to Roxanne Bisby Davis for highlighting. Make the office a magnet, not a mandate FIG 4: Source - Choice is Critical in the Future of Work (Cisco, 2024) MICHAEL ARENA AND PHIL ARKCOLL - Enabling High-Velocity Teams As Michael Arena and Philip Arkcoll outline, the significance of teams has never been greater, yet their effectiveness depends on being able to operate with both speed and focus. The article presents the findings of their research as to why focused teams outperform, and then provides five practices designed for teams to imbue more intentional collaboration: (1) Leverage collaboration phases. (2) Focused team structure. (3) Minimise frequent team shifts. (4) Actively manage dependencies and distractions. (5) Formation of integration teams. With the rapid advancements in technology today, optimal team performance and speed matter disproportionately in ensuring market success. FIG 5: Internally and externally focused agile teams (Source: Michael Arena and Philip Arkcoll) GAD LEVANON | SHRM & THE BURNING GLASS INSTITUTE - Generative Artificial Intelligence and the Workforce The Burning Glass Institute continues to publish fascinatingly insightful reports about the world of work. In their latest report, in collaboration with SHRM, Gad Levanon investigates how GenAI will impact industries, companies, and jobs, and reshape the economy. It reinforces that GenAI will have the greatest impact on high-skilled, professional work, provides indications of how GenAI will impact the economy (see FIG 6) and provides four actions for CHROs to: (1) Evaluate your organisation’s composition, (2) Evaluate the roles within your organisation, (3) Consider your current talent pipeline, and (4) Develop a game plan. In the coming years, GenAI will both drive massive boosts in productivity and necessitate layoffs. Begin planning ways to leverage GenAI’s productivity benefits and prepare for the disruptions to your workforce through a combination of upskilling investments to give workers the skills to remain relevant and reskilling programs to reposition workers in areas of more stable demand. FIG 6: Sequence of economic disruptions caused by GenAI (Source: SHRM and The Burning Glass Institute) FIG 7: Implications of GenAI for HR functions (Source: SHRM and The Burning Glass Institute) ANA KREACIC, AMY LASATER-WILLE, LUCIA URIBE, RAVIN JESUTHASAN, JOHN ROMEO, AND SIMON LUONG - How Generative AI Is Changing The Future Of Work | TED LIU, CARINA DENG, AND KELLY MONAHAN - How Generative AI Adds Value to the Future of Work Two studies analysing the impact of GenAI on the world of work. The first by Ana Kreacic Amy Lasater-Wille Lucia Uribe Ravin Jesuthasan, CFA, FRSA John Romeo and Simon Luong for the Oliver Wyman Forum finds that GenAI could add up to $20 trillion to global GDP by 2030 and save 300 billion work hours a year. It also finds that while 96% of employees believe AI can help them in their current job, 60% are afraid it will eventually automate them out of work. There are numerous other insights and visualisations in the 100 page report including a projection of the likely productivity gains at work from GenAI in the next decade (see FIG 8). The second study, by Ted Liu Carina Deng and Kelly Monahan, Ph.D.for the UpworkResearch Institute, provides a comprehensive analysis of the initial impact of GenAI on the Upwork marketplace for independent talent. It finds that the impacts may already being felt with reductions in demand for work such as writing and translation and a surge in demand for skills associated with GenAI such as data science and analytics. Generative AI could add up to $20 trillion to global GDP by 2030 and save 300 billion work hours a year. FIG 8: Phases of generative AI’s impact on productivity at work (Source: Oliver Wyman Forum) GEORGE WESTERMAN, SAM RANSBOTHAM, AND CHIARA FARRONATO - Find the AI Approach That Fits the Problem You’re Trying to Solve | TOMAS CHAMORRO-PREMUZIC - 7 Strategies to Get Your Employees On Board with GenAI | ANDY BALDWIN - 3 Ways to Embed DEI Into Your Company’s AI Strategy | MARTHA CURIONI – Why is Explainable AI Important for HR? | BRETT DYKES - Why AI Isn’t Going To Solve All Your Data Culture Problems There may be a far degree of hype around GenAI, but it does seem to be accelerating the engagement of HR leaders and professionals with AI, and is also leading to an increasing number of thoughtful studies and articles on AI, including these five resources: (1) George Westerman Sam Ransbotham and Chiara Farronatooutline four categories of advanced analytics – GenAI, traditional deep learning, econometrics, and rule-based automation, and offer five questions to ask about AI’s constraints including: What is the cost of being wrong? (2) As Dr Tomas Chamorro-Premuzic observes: “the human factor — people and culture — will drive the adoption of AI, or lack thereof.” Tomas then presents seven strategies to get employees on board including i) focusing on the problem that GenAI can solve, and ii) being proactive about ethical concerns. (3) In his article for Harvard Business Review, Andy Baldwin outlines three ways to incorporate DEI into AI strategy through: i) embedding DEI into the design of your AI systems; ii) incorporating DEI into any AI-related upskilling programs; and iii) using AI as an opportunity to boost DEI. (4) Martha Curioni defines explainable AI and explains why it is critical to HR so it can provide transparency, build trust, mitigate bias and enable data driven decision making. (5) Finally, Brent Dykes cautions that while a recent study found that GenAI had catalysed a dramatic rise in the number of companies that reported they had ‘created a data-driven organization’ (from 23.9 percent in 2023 to 48.1 percent in 2024), AI is not a silver bullet for data culture. He illustrates this (see FIG 9) by referencing a study a European bank did to assess its own data culture, before highlighting two proven ways to build a data culture: executive sponsorship and role-modelling, and talent. As with any aspect of digital transformation, the effective deployment of generative AI will depend less on technological capability than on human adaptability FIG 9: Source: Brent Dykes, Analytics Hero PEOPLE ANALYTICS MARIËLLE SONNENBERG, FEDERICO BECHINI, SIETSE SCHRÖDER, AND CAITLIN VAN MIL - Our Real-Life Journey with GenAI in Skills and Talent Management (with code!!) | ADAM MCKINNON – Introducing Lex – Australian Employment Law Support AI | ALEC LEVENSON - A killer app with huge upsides and dangerous downsides: Applying AI to People Analytics Two examples of GenAI in People Analytics in practice – and an article by Alec Levenson on AI in people analytics. (1) the Wolters Kluwer talent analytics team of Mariëlle Sonnenberg, PhD Federico Bechini Sietse Schröder and Caitlin van Mil share a case study of using GenAI to provide the foundation of their work to transition to a skills-based organisation. The article shares learnings from their journey (and the code!) including tips around data security, prompts, and system testing. (2) Adam McKinnon, PhD. presents Lex – an AI chatbot that has been trained on Australian workplace legislation. As Adam explains, Lex has been trained not to make up answers, and it should refuse to answer any question that cannot be answered using the legal documents it has been trained on. (3) Alec Levenson addresses the potential upsides and risks of applying AI to PA before providing a roadmap for ethical and effective application. A human- and science-based perspective on any People Analytics model’s predictions is always needed, whether AI is applied or not. PIETRO MAZZOLENI - Unlocking People Data: Lessons from Transforming IBM's Data Platform to Elevate People Analytics - The Why and the What | JON LESTER - Creating the future of human resources Pietro Mazzoleni presents the first edition of what promises to be an interesting and insightful new LinkedIn newsletter, People Data Platform, which will explore the evolution of IBM's internal people data platform and its role in fostering data democratisation and people analytics. The first instalment covers the what and the why, and also provides an overview of Workforce 360 (W360 – see FIG 10), IBM’s internal people data platform. Pietro explains that the initial focus for W360 was (1) to digitalise People Scorecard, IBM´s main talent dashboard that measures the health of the workforce, and (2) to scale IBM’s advanced AI solutions like Job Recommendation, Attrition Risk Analysis, and Compensation Advisor. I recommend reading Pietro’s article alongside the second article, featuring Jon Lester on how in an initial pilot in IBM Consulting, a digital AI assistant (HiRo) saved 12,000 hours in one quarter, and halved the quarterly promotion process from 10 to 5 weeks. FIG 10: Benefits of Workforce 360 (Source: IBM, Pietro Mazzoleni) WILLIS JENSEN - Why Is It So Hard to Get Finance and HR Aligned? | JACKSON ROATCH - The Behavioral Economics of Return to Office | LYDIA WU - The Problem with “I Don’t Disagree” in People Analytics | JARED VALDRON - An FAQ on Generative AI in People Analytics | ANSHUL SHEOPURI - People Operations As A Critical Differentiator For Employee Experience | JUSTIN PURL - The People Analytics Method: Why TikTok's Head of Global People Analytics prioritizes context not control As has also been the case in recent months, February saw a number of articles from current and recent people analytics leaders. These act as a spur and inspiration to the field. Six are highlighted here. (1) Willis Jensenboils down the traditional disconnect between HR and Finance teams on headcount: “There are some fundamental differences in counting the number of people (headcount) versus counting the amount of worker productivity (FTE) and both are necessary for different goals.” (2) Jackson Roatchanalyses the return to office topic through the lens of behavioural economics. (3) Lydia Wubreaks down why hearing “I don’t disagree” is a problem for people analytics, and in doing so highlights the importance of building trust with key stakeholders. (4) Jared Valdronprovides a set of answers to 18 frequently asked questions about GenAI in people analytics including i)) Is generative AI a good co-pilot for programming? ii) How will generative AI change the People Analytics job market? (5) Anshul Sheopurihighlights five areas where providing a frictionless experience is key to a successful EX program including i) Design with the user in mind and build for scale, and ii) Trusted data enables a solid foundation and responsible AI delivers personalised experiences. (6) Justin Purl Head of Global People Analytics of TikTok, introduces The People Analytics Method (see FIG 11) as a scientific approach for accumulating context that delivers impactful insights and supports HR decision-making While it can be challenging to measure the financial impact of HR projects, that shouldn’t stop HR from trying to build those business cases. FIG 11: The People Analytics Method (Source: Justin Purl) Two key parts of The People Analytics Method are understanding context and engaging employees. THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE J. PUCKETT, VINCIANE BEAUCHENE, PATRICK ERKER, AND ZHDAN SHAKIROV – Is Your Upskilling Program Paying Off Measuring the Return on Learning Investment is arguably the Holy Grail of upskilling programs, but according to this article by BCG it is in fact possible. In their article, J. Puckett Vinciane Beauchene C. Patrick G. E. and Ƶhdan Shakirovpresent a three-step approach: (1) Identify the desired business impact upfront. (2) Define the metrics for holding the program accountable to that impact and measuring progress. (3) Determine whether the targeted impact has been achieved. Before embarking on any upskilling program, organizations first need to establish the business impact they will measure after the program is over. FIG 12: Metrics for assessing the impact of learning programs (Source: BCG) DAVE ULRICH AND HARRISON JAMES - How to Ensure that Human Capability Investments Deliver Stakeholder Value As Dave Ulrich and Harrison James explain in their article, organisations typically rely on benchmarking and best practices to evaluate the return from human capital investments. They argue that these methods are often limited and do not provide the specific guidance to impact the business results of individual companies. Their article sets out an alternative: an Organization Guidance System (OGS), which begins by identifying the stakeholder outcomes relevant in your company as a precursor to then determining through providing an opportunity score (see FIG 13) for which human capability initiatives best deliver those outcomes. FIG 13: Source: Dave Ulrich, The RBL Group WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS MARC EFFRON - Is the Juice Worth the Squeeze? Questions About Becoming a Skills-based Organization As Marc Effron of The Talent Strategy Group highlights in his remarkable must-read article, there have been many claims made by consulting firms and technology providers about the case for shifting to being a skills-based organisation. In the article, Marc examines these claims, asking and answering 17 questions about skills-based organisations. The questions include: (1) If a skills-based approach is needed, why is it needed? (2) What changes will my organisation have to make to become a skill-based organisation? (3) Is there any proof that a skills-based approach delivers results? (4) Will AI and technology solutions better enable companies to track, manage and match skills? (5) How predictively accurate are skills in determining performance? Whatever side of the skills-based organisation debate you are on, I highly recommend reading Marc’s article. At best, shifting to a skills-based environment can help some people in some situations at a large cost. It is likely best suited to industries where there is financial largess including pharmaceutical, banking, and larger consumer products firms. At worst, it reflects HR’s continued pursuit of novelty with the giddy support of technology and consulting firms that are all-too willing to promote and enable this questionable solution. SCOTT REIDA - Draft priority role competency needs over time using ChatGPT4 and Tableau A practical and technical guide from Scott Reida a workforce strategist at AWS, as he demonstrates how to use ChatGPT to drive talent intelligence by identifying current and future developments for key roles within an organisation. Scott visualises the outputs from ChatGPT in Tableau over a time horizon of ten years using the example of competencies for a data scientist. FIG 14: Source – Scott Reida (access here) EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING ALICE DAMONTE, DANIEL MORALES, AND SARAH TOBEY - Employee listening programs and how to keep employees talking | IT SURVEY GROUP - What’s on the Horizon? Three Trends That Will Shape Employee Listening in 2024 Alice Damonte Daniel Morales and Sarah Tobeyfrom McKinsey’s internal people analytics and measurement team share learnings from Pulse, their continuous listening program. This capability has already enabled the team to shape more than 300 different initiatives since it was established three years ago. Their article focuses on two key elements of a successful employee listening program: (1) Making it easy and meaningful for employees to participate, which is enabled by providing transparency through firm-wide readouts, community dialogues, and individualised insights with support. (2) Making it straightforward for leaders to listen and act, which the team enable through ‘care packages’ to help leaders focus their attention on what matters most. For readers that enjoy this, I also recommend the second article, which features EX/HR leaders such as Kristin Saboe, Ph.D. Caitie Jacobson Stephanie Andel, PhD Patrick Gallen, MSOD Madison Beard and Ronald Ivan Dela Cruz forecasting three key trends for employee listening in 2024. To ensure an employee listening channel is sufficiently well stocked with timely insights, it must be easy and meaningful for employees to participate, and straightforward for leaders to listen and act. FIG 15: Source: McKinsey FIG 16: Three key trends shaping employee listening in 2024 (Source: IT Survey Group) LEADERSHIP AND CULTURE AMY C. LEWIS, ANDREA DERLER, CUTHBERT CHOW, MANDA WINLAW, AND DANI HAIG – Designing Impactful Teams: Data-backed insights about effective team size What does team size have to do with designing high-performing teams? That was the exam question, the Visier Inc.team of Andrea Derler, Ph.D. Cuthbert Chow Manda Winlaw and Dani Haigsought to answer in a collaborative study with Amy C. Lewis, PhD Professor of Management at the College of Business at Texas A&M University-San Antonio. Key findings include: (1) Most people work in teams of six to ten. (2) Team size varies by the nature of the work. (3) Smaller teams have more high performers. (4) Smaller teams have lower resignation rates (see FIG 17). The report has some helpful insights for those studying team effectiveness and involved in organisational design work. FIG 17: Smaller teams have lower resignation rates (Source: Visier) SPENCER HARRISON AND KRISTIE ROGERS - Building Culture From the Middle Out The premise of a study by Spencer Harrisonand Kristie Rogersis for a business to harness the power of culture, it needs managers and team leaders to go beyond believing that they are responsible for culture to actively building it. Their research finds that managers that successfully achieve this are able to link the ‘big-C’ culture of their organisation (e.g. the official set of values) with the ‘small-c’ culture that plays out in the narrower and vibrant daily patterns of interaction (see FIG 18). The article highlights four successful strategies: (1) Endorse big-C culture through celebration and preservation of select features. (2) Endorse big-C culture by learning from other managers. (3) Enrich small-c culture through cultural innovations. (4) Enrich small-c culture by empowering employees to innovate. FIG 18: Endorse and Enrich Your Way to Corporate Culture (Source: Harrison and Rogers) JOSH BERSIN - How to Actually Execute a 4-Day Workweek | DOUGLAS BROOM - Four-day work week trial in Spain leads to healthier workers, less pollution | BENJAMIN LAKER – How Far-Reaching Could the Four-Day Workweek Become? AVA MARTINEZ – A 3-Day Workweek Could Complicate The Future of Work Four articles on the four-day week, a concept that seems to be gathering momentum with pilots suggesting that business outcomes can be maintained while employee wellbeing and retention is enhanced. (1) Josh Bersinpresents findings from his study that finds companies need to undertake substantial work redesign to reduce hours while maintaining business outcomes to make the four-day week work. (2) Writing for the World Economic Forum, Douglas Broom shares results from a four-day work week pilot in Valencia, which found that giving workers an extra day off a week actually increases productivity, boosts physical and mental health and reduces CO2 emissions. (3) Benjamin Laker, who has been studying the four-day week for a number of years, outlines the findings from a UK study on the four-day week, which finds that 92% of the 61 companies that participated in the pilot are continuing with the four-day week. Laker also highlights that research conducted before and after the trial revealed that 39% of employees experienced lower stress levels and 71% noticed less burnout while working shorter weeks (see FIG 19). (4) From being one of the CEO outliers on return to the office, JP Morgan Chase CEO Jamie Dimon suggests that AI may precipitate a future of work where the working week is three days – as reported by Ava Martinez for The HR Digest. FIG 19: Source: The UK’s four-day week pilot (Autonomy) DIVERSITY, EQUITY, INCLUSION, AND BELONGING SERENA HUANG - DEI Funding Cuts? You Need Data Analytics and AI More Than Ever | BOGDAN YAMKOVENKO AND STEPHEN TAVARES - To Understand Whether Your Company Is Inclusive, Map How Your Employees Interact With many companies and institutions – particularly in the US – cutting back on their DEI programs, a recent edition of Serena H. Huang, Ph.D. From Data to Action newsletter is well timed. Serena explains how people data and analytics can help reverse this trend and highlights a number of helpful resources. One of the resources Serena highlights is a seminal article by Bogdan Yamkovenko, PhD and Stephen Tavares first published in Harvard Business Review in 2017. It provides a case study of a professional services firm that used organisational network analysis to identify that that women were largely shut out of its decision making, idea sharing, and emotional support networks (see FIG 20). For more from Serena, please tune into her recent conversation with me on the Digital HR Leaders podcast: How to Enhance Your Career in People Analytics. FIG 20: 3 ways to look at employee networks at one professional services firm (Source: Heidrick & Struggles) 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 February that I recommend readers delve into: LOÏC MICHEL | 365TALENTS – Your Absolute How to Guide to Skills Management – A handy guide to skills management from Loïc Michel and the 365Talentsteam featuring guidance and case studies. ALICIA ROACH - Let's Talk About Lay-Offs – Alicia Roach of eQ8 frames the recent spate of layoffs from companies posting impressive profits in the context of culture and workforce planning (see FIG 21). As Alicia writes: “We can do better. We must do better.” FIG 21: Scenario modelling and external shocks (Source: Alicia Roach, eQ8) RICHARD ROSENOW - Embracing Remote Work for Senior People Analytics Roles: A Strategic Imperative – Richard Rosenow of One Model makes a persuasive case for why every organisation looking to lead in People Analytics should consider making their senior roles, if not all of their People Analytics roles, remote eligible. For more on people analytics jobs, check out this analysis of executive and director people analytics roles by Patrick Coolen. BLEDI TASKA - SkyHive Data Reveals Greater Gender Disparity in the Generative AI Sector Compared to the Tech Industry at Large – Bledi Taska, Ph.D. presents SkyHive data and key findings on the impact of Generative Al on the U.S. job market and economy. His analysis highlights the urgent need for reskilling and upskilling initiatives to mitigate inequality in the workforce. Thanks to Todd Raphael for highlighting. HAKKI OZDENOREN - Move Over HR, AI Is the New Recruiter! – Hakki Ozdenorenpresents data and analysis from Revelio Labs, which finds that HR job postings mentioning AI are surging ahead of other listings. This underscores the need for HR professionals to reskill in areas like AI and data literacy. Thanks to Ben Zweig for highlighting. FIG 22: AI related job postings in HR roles are on the rise (Source: Revelio Labs) MARC RAMOS - Learning & Development is the New Research & Development - How the Learning Function Can be the AI Accelerator Part 1 | Part 2 – Cornerstone OnDemand CLO Marc Steven Ramos presents his two-part series on the L&D function  investigating, testing and extending the use of AI within organisations – includes FIG 23 on blending R&D and L&D approaches. FIG 23: Complementing R&D and L&D approaches (Source: Marc Ramos) 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): HEMERSON PAES, COLE NAPPER, AND SCOTT HINES - Active & Passive ONA Use Cases at Roche – Hemerson Paes joins hosts Cole Napperand Scott Hines, PhDon the Directionally Correct podcast to share his work rolling out active and passive ONA applications at scale at Roche. BOB SUTTON AND ADAM GRANT - How to become a “friction-fixer” – Leading management thinker and organisational psychologist at Stanford, Bob Sutton, joins Adam Grant on ReThinking to discuss his new book, The Friction Project, on how to diagnose and then fix workplace problems. Unmissable. JASON CORSELLO AND LAURIE RUETTIMANN - HR Technology 2024 – Jason Corsello from Acadian Ventures joins Laurie Ruettimannon Punk Rock HR to discuss the state of the HR tech market, the potential and concerns of AI, and the importance of future skills. ANDREW SAIDY AND CHRIS RAINEY - Why a Talent Marketplace is Win-Win for Employees and Organisations - Andrew Saidy joins Christopher Rainey of HR Leaders to discuss his work at Ubisoft, where skills are becoming the currency for hiring, mobility and promotions rather than solely relying on degrees or tenure. STEPHANIE DENINO, KIRAN MENON, AND DEBKANYA DHAR VYAVAHARKAR - Moving EX from boardroom to office floor - Stephanie Denino of TI PEOPLE speaks to hosts of the EXtra Extra podcast Kiran Menon and Debkanya Dhar Vyavaharkar about the findings of the State of EX report, and applying agile principles towards shipping EX ideas out of the boardroom and onto the office floor. VIDEO OF THE MONTH NAOMI VERGHESE, ALAN SUSI AND DAVID GREEN | INSIGHT222 - How Leading Companies shift People Analytics from Insight to Impact Please forgive the mild case of self-indulgence, but the ‘Video of the Month’ is actually a webinar we recently hosted at Insight222based on our People Analytics Trends research, which was informed by a survey of 271 participating companies. In the webinar, Naomi Vergheseand I walked 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 were joined by Alan Susi, VP and Global Head of Organisational Analytics and People Insights at S&P Global. Alan shared insights on how the firm successfully elevated their approach to people analytics, turning data into tangible business outcomes. You can access the webinar here – or by clicking the image below. BOOK OF THE MONTH JOHN WINSOR AND JIN H. PAIK – Open Talent: Leveraging the Global Workforce to Solve Your Biggest Challenges In Open Talent, John Winsor and Jin Paik advocate that companies need to shift to a more ‘distributed’ structure that revolves around talent (people) and projects in a networked organisation. In this model, talent is assembled from both inside the organisation (via an internal talent marketplace) and outside (via external talent clouds). The authors reveal how they implemented open talent strategies, and how other companies can adopt these techniques. A thoughtful and insightful read. RESEARCH REPORT OF THE MONTH SHELLEY XIN LI, FRANK NAGLE, AND ANER ZHOU - Mapping Organizational-Level Networks Using Individual-Level Connections: Evidence from Online Professional Networks An interesting paper by Shelley Xin Li, Frank Nagle, and Aner Zhou for the Harvard Business School Strategy Unit, which constructs and describes a comprehensive network for 7,715 publicly traded U.S. firms from 2004 to 2018, using data on over 9 million people with 2 billion connections from the professional social network LinkedIn. The key finding is that while employees do not necessarily make connections for the company’s benefit, the centrality of that company in the employee network positively predicts company value. Thanks to Nicolas BEHBAHANI for highlighting. FIG 24: Firm-level Network Centrality and Economic Performance for U.S. Public Firms in 2018 (Source: Li, Nagle, and Zhou, 2023) FROM MY DESK February saw the final two episodes of Series 36 of the Digital HR Leaders podcast, sponsored by ScreenCloud as well as the first episode of Series 37 sponsored by Culture Amp. Thank you respectively to Luke Farrugia of ScreenCloud and Ellisa Packer and Jodie Evans of Culture Amp. ERIC SIEGEL - How to Overcome AI Adoption Challenges in HR – Eric Siegel, the author of The AI Playbook: Mastering the Rare Art of Machine Learning Deployment, explains how to successfully deploy machine learning in organisations while remaining focused on outcomes, ethics, and improving decision making. BERNARD MARR - Achieving AI & Human Synergy in Data-Driven HR – Bernard Marr, who always has his finger on the pulse when it comes to new technologies, shares insights from his book, Data-Driven HR: How to Use AI, Analytics and Data to Drive Performance, and how AI is already impacting HR, and how it will increasingly do so in the future. REBECCA THIELEN - Microsoft's Key to Strategic Workforce Planning Success – Rebecca Thielen shares insights from the workforce planning journey at Microsoft, including the role of analytics, close partnership with finance, and the clear focus on the problem statement. ANGELA LE MATHON, IAN COOK, AND DAVID GREEN - The Strategic Agenda for People Analytics in 2024 – I also hosted a webinar with Angela LE MATHON and Ian Cook, which was organised by Visier Inc. and People Analytics World, to discuss the agenda for people analytics in 2024. Topics discussed included the role of middle management in strategic decision-making, the impact of AI on people analytics, and the practical challenges and strategies for implementing AI and analytics within HR frameworks. THANK YOU Finally, this month I’d like to thank: Matt Manners and the team at Inspiring Workplaces for once again including me on their Top 101 Global Employee Engagement & Experience Influencers 2024, sponsored by Huler. Jennifer McClurefor including me in her list of recommendations for HR professionals looking to build a Personal Development Library. Amit Mohindrafor including Excellence in People Analytics as one of the course materials for his people analytics course at Stanford University Malgorzata (GOSIA) LANGLOIS for posting about the Microsoft case study contributed by Dawn Klinghoffer in Excellence in People Analytics. Stephen Hickey for including me in his list of go-to resources on people analytics. Dr. Divya Sainath for posting about our conversation at the recent Indeed Future Talent event in Bangalore. Thomas Kohler for including the January edition of Data Driven HR Monthly in his list of HR Resources. Teamflect for including the Digital Hr Leaders podcast at number six in its list of the top 20 HR podcasts. Ekta Vyas Ph.D for posting about my article, A History of People Analytics in Five Ages. Andrew Lafontaine for creating a post with highlights from the episode of the Digital HR Leaders podcast on How to Overcome AI Adoption Challenges in HR with Eric Siegel. Wendy Van Ierschot for including me in her post about her book, Scale Ups and Downs. DOWNLOAD THE LATEST INSIGHT222 PEOPLE ANALYTICS TRENDS RESEARCH We’ve recently released our fourth annual People Analytics Trends report at Insight222: Investing to Deliver Value: A new Model for People Analytics, which is now available to download via the link – or by clicking on the image below. 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: 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.
    Future of Work
    2024年03月03日
  • Future of Work
    How Generative AI Adds Value to the Future of Work 这篇Upwork的文章深入探讨了生成式人工智能（AI）在重新塑造工作价值方面的变革力量，强调了自动化和创新不仅改变了工作岗位，还在各个行业提高了生产力和创造力。文章着重讨论了对劳动力市场的细微影响，强调了技能发展和道德考虑的重要性，并对人工智能与人类合作的未来提供了前瞻性的视角。 Authors:  Dr. Ted Liu, Carina Deng, Dr. Kelly Monahan Generative AI’s impact on work: lessons from previous technology advancements In this study, we provide a comprehensive analysis of the initial impact of generative AI (artificial intelligence) on the Upwork marketplace for independent talent. Evidence from previous technological innovations suggests that AI will have a dual impact: (1) the displacement effect, where job or task loss is initially more noticeable as technologies automate tasks, and (2) the reinstatement effect, where new jobs and tasks increase earnings over time as a result of the new technology. Take for example the entry of robotics within the manufacturing industry. When robotic arms were installed along assembly lines, they displaced some of the tasks that humans used to do. This was pronounced in tasks that were routine and easy to automate. However, new tasks were then needed with the introduction of robotics, such as programming the robots, analyzing data, building predictive models, and maintaining the physical robots. The effects of new technologies often counterbalance each other over time, giving way to many new jobs and tasks that weren’t possible or needed before. The manufacturing industry is now projected to have more jobs available as technologies continue to advance, including Internet of Things (IoT), augmented reality, and AI, which transform the way work is completed. The issue now at hand is ensuring enough skilled workers are able to work alongside these new technologies. While this dynamic of displacement and reinstatement generally takes years to materialize, as noted above in the manufacturing example, the effects of generative AI may be taking place already on Upwork. For the platform as a whole, we observe that generative AI has increased the total number of job posts and the average spend per new contract created. In terms of work categories, generative AI has reduced demand in writing and translation, particularly in low-value work, while enhancing earnings in high-value work across all groups. In particular, work that relies on this new technology like Data Science and Analytics are reaping the benefits. The report highlights the importance of task complexity and the skill-biased nature of AI's impact. Skills-biased technology change is to be expected as the introduction of new technologies generally favors highly skilled workers. We observe this on our platform as high-skill freelancers in high-value work are benefiting more, while those in low-value work face challenges, underscoring the need for skilling and educational programs to empower freelancers to adapt and transition in this evolving work landscape. Understanding the lifecycle of work on Upwork and the impact of gen AI Generative AI has a growing presence in how people do their work, especially since the public release of ChatGPT in 2022. While there’s been extensive discussion about the challenges and opportunities of generative AI, there is limited evidence of such impact based on transaction data in the broader labor market. In this study, we use Upwork’s platform data to estimate the short-term effects of generative AI on freelance outcomes specifically. The advantage of the Upwork platform is that it is in itself a complete marketplace for independent talent, as we observe the full life cycle of work: job posts, matching, work execution, performance reviews, and payment. Few other instances exist where a closed-system work market can be studied and observed. Thus, the results of this study offer insights into not only the online freelance market, but also the broader labor market. How technological progress disrupts the labor market is not a new topic. Acemoglu and Restrepo (2019) argue that earning gain arises from new tasks created by technological progress, which they term the “reinstatement effect,” even if the automation of certain tasks may have a displacement effect in the labor market initially. What this means is that there may be a dynamic effect going on: the displacement effect (e.g., work loss) may be more noticeable in the beginning of a new technology entry, but as new jobs and tasks are being created, the reinstatement effect (e.g., rates increase, new work) will begin to prevail. In the broader labor market, such dynamics will likely take years to materialize. But in a liquid and active independent work marketplace like Upwork, it’s possible that we’re already observing this transition happening. Existing studies such as this provides a useful conceptual framework to think about the potential impact of generative AI. It’s likely that in the short term, the replacement of generative AI will continue to be more visible, not just at Upwork, but also in the broader labor market. Over time and across work categories, however, generative AI will likely spur new tasks and jobs, leading to the reinstatement effect becoming stronger and increasing rates for those occupations with new tasks and a higher degree of task complexity. We’ve already seen evidence of new demand as a result of gen AI on our Upwork platform, with brand new skill categories like AI content creator and prompt engineer emerging in late 2022 and early 2023. We test this hypothesis of both work displacement and reinstatement, and provide insights into how generative AI affects work outcomes. Impact of generative AI on work To understand the short-term impact of generative AI on the Upwork freelance market, we capitalize on a natural experiment arising from the public release of ChatGPT in November 2022. Because this release was largely an unanticipated event to the general public, we’re able to estimate the causal impact of generative AI. The essential idea behind this natural experiment is that we want to compare the work groups affected by AI with the counterfactual in which they are not. To implement this, we use a statistical and machine-learning method called synthetic control. Synthetic control allows us to see the impact that an intervention, in this case, the introduction of gen AI, has on a group over time by comparing it to a group with similar characteristics not exposed to the intervention. The advantage of this approach is that it allows us to construct reasonably credible comparison groups and observe the effect over time. The units of analysis we use are work groups on the Upwork platform; we analyze variables such as contract number and freelancer earnings. Instead of narrowly focusing on a single category like writing, we extend the analysis to all the major work groups on Upwork. Moreover, we conduct additional analysis of the more granular clusters within each major group. The synthetic control method allows for flexibility in constructing counterfactuals at different levels of granularity. The advantage of our comprehensive approach is that we offer a balanced view of the impact of generative AI across the freelance market. Generative AI’s short-term impact on job posts and freelancer earnings Looking at the platform as a whole, we observe that generative AI has increased the total number of job posts by 2.4%, indicating the overall increased demand from clients. Moreover, as shown in Figure 1, for every new job contract, there is an increase of 1.3% in terms of freelancer earnings per contract, suggesting a higher value of contracts. Figure 1 Effect of Generative AI on Freelancer Earning per Contract The Upwork platform has three broad sectors: 1. Technological and digital solutions (tech solutions); 2. Creative & outreach; 3. Business operations and consulting. We have observed both positive and negative effects within each of the sectors, but two patterns are worth noting: The reinstatement effect of generative AI seems to be driving growth in freelance earnings in sectors related to tech solutions and business operations. In contrast, within the creative sector, while sales and marketing earnings have grown because of AI, categories such as writing and translation seem disproportionately affected more by the replacement effect. This is to be expected due to the nature of tasks within these categories of work, where large language models are now able to efficiently process and generate text at scale. Generative AI has propelled growth in high-value work across the sectors and may have depressed growth in low-value work. This supports a skills-biased technology change argument, which we’ve observed throughout modern work history. More specifically and within tech solutions, data science & analytics is a clear winner, with over 8% of growth in freelance earnings attributed to generative AI. This makes sense as the reinstatement effect is at work; new work and tasks such as prompt engineering have been created and popularized because of generative AI. Simultaneously, while tools such as ChatGPT automate certain scripting tasks (therefore leading to a replacement effect), it mainly results in productivity enhancements for freelancers and potentially leads to them charging higher rates and enjoying higher overall earnings per task. In terms of contracts related to business operations, we observe that accounting, administrative support, and legal services all experience gains in freelance earnings due to generative AI, ranging from 6% to 7%. In this sector, customer service is the only group that has experienced reduced earnings (-4%). The reduced earnings result for customer service contracts is an example of the aggregate earnings outcomes of AI, related to the study by Brynjolfsson et al (2023), who find that generative AI helps reduce case resolution time at service centers. A potential outcome of this cut in resolution time is that service centers will need fewer workers, as more tasks can be completed by a person working alongside AI. At the same time, the reinstatement effect has not materialized yet because there are no new tasks being demanded in such settings. This may be an instance where work transformation has not yet been fully realized, with AI enabling faster work rather than reinventing a way of working that leads to new types of tasks. A contrasting case is the transformation that happened with bank tellers when ATMs were introduced. While the introduction of these new technologies resulted in predictions of obsolete roles in banks, something different happened over time. Banks were able to increase efficiency as a result of ATMs and were able to scale and open more branches than before, thereby creating more jobs. In addition, the transactional role of a bank teller became focused on greater interpersonal skills and customer relationship tasks. When taken together, the overall gains in such business operations work on Upwork are an encouraging sign. These positions tend to require relatively intensive interpersonal communication, and it seems the short-term effects of generative AI have helped increase the value of these contracts, similar to what we saw in the banking industry when ATMs were introduced. As of now, the replacement effect of AI seems more noticeable in creative and outreach work. The exception is sales and marketing contracts, which have experienced a 6.5% increase in freelance earnings. There is no significant impact yet observed on design. For writing and translation, however, generative AI seems to have reduced earnings by 8% and 10% respectively. However, as we will discover, task complexity has a moderating effect on this. High-value work benefit from generative AI, upskilling needed for low-value work Having discussed the overall impact of generative AI across categories, we now decompose the impact by values. The reason we’re looking at the dimension of work value is that there may be a positive correlation between contract value and skill complexity. Moreover, skill complexity may also be positively correlated with skill levels. Essentially, by evaluating the impact of AI by different contract values, we can get at the question of AI's impact by skill levels. This objective is further underscored by a discrepancy that sometimes exists in the broader labor markets – a skills gap between demand and supply. It simply takes time for upskilling to take place, so it’s typical for demand to exceed supply until a more balanced skilled labor market takes place. It is worth noting, however, freelancers on the Upwork platform seem more likely than non-freelancers to acquire new skills such as generative AI. For simplicity, let’s assume that the value of contracts is a good proxy for the level of skill required to complete them. We’d then assume that high-skill freelancers typically do high-value work, and low-skill freelancers do low-value work. In other words, our goal is also to understand whether the impact of generative AI is skills-biased and follows a similar pattern from what we’ve seen in the past with new technology disruptions. Note that we’re focusing on the top and bottom tails of the distribution of contract values, because such groups (rather than median or mean) might be most susceptible to displacement and/or reinstatement effects, therefore of primary concern. We define high-value (HV) work as those with $1,000 or more earnings per contract. For the remaining contracts, we focus on a subset of work as low-value (LV) work ($251-500 earnings). Figure 2 shows the impact of AI by work value, across groups on Upwork. As we discussed before, writing and translation work has experienced some reduction in earnings overall. However, if we look further into the effect of contract value, we see that the reduction is largely coming from the reduced earnings from low-value work. At the same time, for these two types, generative AI has induced substantial growth in high-value earnings – the effect for translation is as high as 7%. We believe the positive effect on translation high-value earning is driven by more posts and contracts created. In the tech solutions sector, the growth in HV earnings in data science and web development is also particularly noticeable, ranging from 6% to 9%. Within the business solutions sector, administrative support is the clear winner. There are two takeaways from this analysis by work value. First, while we’re looking at a sample of all the contracts on the platform, it’s possible that the decline of LV work is more than made up for by the growth of HV work in the majority of the groups. In other words, except for select work groups, the equilibrium results for the Upwork freelance market overall seem to be net positive gains from generative AI. Second, if we assume that freelancers with high skills (or a high degree of skill complexity) tend to complete such HV work (and low-skill freelancers do LV work), we observe that the impact of generative AI may be biased against low-skill freelancers. This is an important result: In the current discussion of whether generative AI is skill-based, there exists limited evidence based on realized gains and actual work market transactions. We are one of the first to provide market-transaction-based evidence to illustrate this potentially skill-biased impact. Finally, additional internal Upwork analysis finds that independent talent engaged in AI-related work earn 40% more on the Upwork marketplace than their counterparts engaged in non-AI-related work. This suggests there may be additional overlap between high-skill work and AI-related work, which can further reinforce the earning potential of freelancers in this group. Figure 2 Case study: 3D content work To illustrate the impact of generative AI in more depth, we have conducted a case study of Engineering & Architecture work within the tech solutions sector. The reason is that we want to illustrate the potentially overlooked aspects of AI impact, compared with the examples of data science and writing contracts. This progress in generative AI has the potential to reshape work in traditional areas like design in manufacturing and architecture, which rely heavily on computer-aided design (CAD) objects, and newer sectors such as gaming and virtual reality, exemplified by NVIDIA's Omniverse. Based on activities on the Upwork platform, we see that there is consistent growth of job posts and client spending in this category, with up to 12% of gross service value growth year over year in 2023 Q3, and over 11% in job posts during the same period. Moreover, applying the synthetic control method, we show a causal relationship between gen AI advancements and the growth in job posts and earnings per contract. More specifically, there is a significant increase in overall earnings because of AI, an average 11.5% increase. Additionally, as shown by Figure 3, the positive effect also applies to earning per contract. This indicates a positive impact on freelancer productivity and quality of work, due to the fact that we’re measuring the income for every unit of work produced. This suggests that gen AI is not just a facilitator of efficiency but also enhances the quality of output. ‍Figure 3 Effect of Generative AI on Freelancer Earning per Contract in EngineeringIn a traditional workflow to create 3D objects without generative AI, freelancers would spend extensive time and effort to design the topology, geometry, and textures of the objects. But with generative AI, they can do so through text prompts to train models and generate 3D content. For example, this blog by NVIDIA’s Omniverse team showcases how ChatGPT can interface with traditional 3D creation tools. Thus, the positive trajectory of generative AI in 3D content generation we see is driven by several factors. AI significantly reduces job execution time, allowing for higher productivity. It facilitates the replication and scaling of 3D objects, leading to economies of scale. Moreover, freelancers can now concentrate more on the creative aspects of 3D content, as AI automates time-consuming and tedious tasks. This shift has not led to a decrease in rates due to the replacement effect. In fact, this shift of workflow may create new tasks and work. We will likely see a new type of occupation in which technology and humanities disciplines converge. For instance, a freelancer trained in art history now has the tools to recreate a 3D rendering of Japan in the Edo period, without the need to conduct heavy coding. In other words, the reinstatement effect of AI will elevate the overall quality and value proposition of the work, and ultimately enable higher earning gains. This paradigm shift underscores generative AI's role in not just transforming work processes but also in creating new economic dynamics within the 3D content market. Fortunately, it seems many freelancers on Upwork are ready to reap the benefits: 3D-related skills, such as 3D modeling, rendering, and design, are listed among the top five skills of freelancer profiles as well as in job posts. A dynamic interplay: task complexity, skills, and gen AI Focusing on the Upwork marketplace for independent talent, we study the impact of generative AI by using the public release of ChatGPT as a natural experiment. The results suggest a dynamic interplay of replacement and reinstatement effects; we argue that this dynamic is influenced by task complexity, suggesting a skill-biased impact of gen AI. Analysis across Upwork's work sectors shows varied effects: growth in freelance earnings in tech solutions and business operations, but a mixed impact in the creative sector. Specifically, high-value work in data science and business operations see significant earnings growth, while creative contracts like writing and translation experience a decrease in earnings, particularly in lower-value tasks. Using the case study of 3D content creation, we show that generative AI can significantly enhance productivity and quality of work, leading to economic gains and a shift toward higher-value tasks, despite initial concerns of displacement. Acemoglu and Restrepo (2019) argue that the slowdown of earning growth in the United States the past three decades can partly be explained by new technologies’ replacement effect overpowering the reinstatement effect. But with generative AI, we’re at a point of completely redefining what human tasks mean, and there may be ample opportunities to create new tasks and work. It's evident that while high-value types of work are being created, freelancers engaged in low-value tasks may face negative impact, possibly due to a lack of skills needed to capitalize on AI benefits. This situation underscores the necessity of supporting freelancers not only in elevating their marketability within their current domains but also in transitioning to other work categories. To ensure as many people as possible benefit, there’s an imperative need to provide educational resources for them to gain the technical skills, and more importantly skills of adaptability to reinvent their work. This helps minimize the chance of missed opportunities by limiting skills mismatch between talent and new demands created by new technologies. Upwork has played a significant role here by linking freelancers to resources such as Upwork Academy’s AI Education Library and Education Marketplace, thereby equipping them with the necessary tools and knowledge to adapt and thrive in an AI-present job market. This approach can help bridge the gap between low- and high-value work opportunities, ensuring a more equitable distribution of the advantages brought about by generative AI. Methodology To estimate the causal impact of generative AI, we take a synthetic control approach in the spirit of Abadie, Diamond, and Hainmueller (2010). The synthetic control method allows us to construct a weighted combination of comparison units from available data to create a counterfactual scenario, simulating what would have happened in the absence of the intervention. We use this quasi-experimental method due to the infeasibility of conducting a controlled large-scale experiment. Additionally, we use Lasso regularization to credibly construct the donor pool that serves the basis of the counterfactuals and minimize the chance of overfitting the data. Moreover, we supplement the analysis by scoring whether a sub-occupation is impacted or unaffected by generative AI. The scoring utilizes specific criteria: 1. Whether a certain share of job posts are tagged as AI contracts by the Upwork platform; 2. AI occupational exposure score, based on a study by Felten, Raj, and Seamans (2023), to tag these sub-occupations. We also use data smoothing techniques through three-month moving averages. We analyzed data collected on our platform from 2021 through Q3 2023. We specifically look at freelancer data across all 12 work categories on the platform for high-value contracts, defined as those with a contract of at least $1,000, and low-value contracts, consisting of those between $251 and under $500. The main advantage of our approach is that it is a robust yet flexible way to identify the causal effects on not only the Upwork freelance market but also specific work categories. Additionally, we control for macroeconomic or aggregate shocks such as U.S. monetary policy in the pre-treatment period. However, we acknowledge the potential biases in identifying which sub-occupations are influenced by generative AI and the effects of external factors in the post-treatment period. About the Upwork Research Institute The Upwork Research Institute is committed to studying the fundamental shifts in the workforce and providing business leaders with the tools and insights they need to navigate the here and now while preparing their organization for the future. Using our proprietary platform data, global survey research, partnerships, and academic collaborations, we produce evidence-based insights to create the blueprint for the new way of work. About Ted Liu Dr. Ted Liu is Research Manager at Upwork, where he focuses on how work and skills evolve in relation to technological progress such as artificial intelligence. He received his PhD in economics from the University of California, Santa Cruz. About Carina Deng Carian Deng is the Lead Analyst in Strategic Analytics at Upwork, where she specializes in uncovering data insights through advanced statistical methodologies. She holds a Master's degree in Data Science from George Washington University. About Kelly Monahan Dr. Kelly Monahan is Managing Director of the Upwork Research Institute, leading our future of work research program. Her research has been recognized and published in both applied and academic journals, including MIT Sloan Management Review and the Journal of Strategic Management.
    Future of Work
    2024年02月23日
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