• generative AI
    你以为大家都懂 AI？其实他们都在装懂——Pluralsight《2025 AI 技能报告》深度解读 “我其实不太懂，但又不好意思说。”——这是许多技术人员和高管面对 AI 时的真实心声。 在我们谈论 AI 如何颠覆行业、重塑岗位的时候，也许我们忽略了一个关键问题：究竟有多少人真的懂 AI？ Pluralsight 最新发布的《2025 AI 技能报告》给出了一个惊人的答案：大多数人其实都在“演戏”。 是的，你没有听错。报告调查了来自美国和英国的 1,200 位技术高管和从业者，发现整整 79% 的人承认夸大了自己对 AI 的理解，而站在组织最前线的高管，居然有 91%“装懂”。这不仅是一场职场里的集体错觉，也是一面照见现实的镜子：AI 正在迅速成为新的职场“裸泳”试炼。 “会不会用 AI”变成了一种表演 在很多公司，使用 ChatGPT 或 Copilot 本应是一种提升效率的手段，但却被悄悄贴上了“偷懒”的标签。报告显示，61% 的人觉得在工作中用生成式 AI 会被认为不够敬业。 于是，人们开始偷偷摸摸地用 AI —— 不打招呼、不留痕迹，生怕别人知道自己依赖了工具。这种“影子 AI”现象，让整个职场变得有点像小学考试时偷偷翻书的学生：大家都在作弊，却都装作没有。 “我懂 AI”成为职场社交货币 在调查中，九成从业者自信地说：我有足够的技能把 AI 工具融入工作中。 但问题来了：几乎同样比例的人又说，是“其他人”的 AI 技能不够，才导致项目失败。 这不是一个技术问题，而是一个认知偏差问题。正如报告所言，这可能是“达克效应”（Dunning-Kruger Effect）在作怪：越不懂的人越自信，越懂的人越谨慎。 我们真的会被 AI 取代吗？ 报告也揭示了另一种深层焦虑：90% 的受访者担心自己被 AI 替代，而这个比例较去年增长了 19%。最焦虑的行业包括：内容创作、数据分析、销售和市场。 但现实其实并不那么残酷。数据显示，有近一半的企业正在新增 AI 相关职位。换句话说，AI 并不是“替代者”，而是“重塑者”。只是那些被“重塑”之前的人，必须先完成一场认知与技能的跃迁。 真正的赢家，懂得不断更新 幸运的是，大多数公司正在醒来。59% 的企业已经开始提供 AI 培训，54% 的企业通过涨薪来缓解员工的焦虑，甚至有些公司开始为员工提供“AI 心理建设”。 更可喜的是，有 8 成的技术从业者表示：AI 真的让我的工作更轻松了。 从数据建模到个性化推荐，从云管理到自动化任务，这些看似“高冷”的 AI 应用，正在变得触手可及。 写在最后：别再装了，真的可以学 也许我们都该承认：AI 发展太快了，不懂是常态，懂才是稀缺。真正拉开差距的，从来不是“演得像不像”，而是你有没有诚实地面对自己的技能盲区，并持续进步。 这份报告不是在揭示一个笑话，而是在给每一个职场人提个醒：别再装了，时间不等人，AI 的浪潮已经拍到了你脚边。 你是要假装会游泳，还是现在就跳下去学？
    generative AI
    2025年04月03日
  • generative AI
    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
    generative AI
    2025年03月14日
  • generative AI
    David Green: The best HR & People Analytics articles of February 2025 2025年2月的 Data Driven HR Monthly 深入探讨了影响未来HR战略的关键趋势，涵盖了混合办公、AI驱动的技能管理、组织设计以及人力资源分析的最新发展。 麦肯锡提出了一种全新的HR运营模式，强调**“人力资源战略家、数据科学家和技术专家”** 的三位一体架构，以增强HR的战略影响力。同时，世界经济论坛（WEF）发布了**《全球技能分类法工具包》**，推动企业采用通用的技能语言，以提升人才管理能力。 另一个重要议题是任务智能（Task Intelligence），TechWolf的研究表明，企业应关注员工实际执行的任务，而不仅仅是他们具备的技能。这种方法有助于精准规划人才需求、优化招聘和培训，并挖掘自动化机会，以提升企业效能。 此外，混合办公和多样性、公平性、包容性（DEI）等议题正日益被政治化。美国最新数据表明，2025年1月仍有29%的工作日为远程办公，但企业对重返办公室（RTO）的讨论持续升温。随着AI的发展，HR部门如何平衡企业需求与员工期望，将成为未来几年最重要的挑战之一。 本期还关注了HR科技市场的发展，例如Gartner对2025年首席人力官（CHRO）的三大战略优先事项，以及AI在HR转型中的应用案例。对于希望在人力资源管理中充分利用数据和科技的HR领导者来说，本期内容不容错过！ February is supposed to be the shortest month but the 2025 version felt conspicuously long. We may be living in a post-truth world but it is an irrefutable fact that it was Ukraine that was invaded just over three years ago by 150,000 Russian troops. The Ukrainian people - and Volodymyr Zelenskyy - need to be supported not disparaged. Compiling this month’s edition of the Data Driven HR Monthly proved to be a welcome distraction from geopolitics, even if two hitherto work topics that are increasingly being politicised - hybrid work and diversity, equity and inclusion - feature prominently. Other selections include a fresh take on the HR operating model from McKinsey, which is founded upon a strategic triumvirate of people strategists, people scientists, and people technologists. Look out also for a Global Skills Taxonomy toolkit from the World Economic Forum, as well a list of 20 global people analytics influencers, which was compiled using active ONA data. Enjoy! This edition of the Data Driven HR Monthly is sponsored by our friends at TechWolf Are we looking at skills the wrong way? AI and automation are reshaping work. By 2028, one-third of enterprise software will automate tasks and decisions (Gartner), and McKinsey estimates this could add 1.2% to annual GDP growth. Yet, 92% of HR leaders say (Gartner) they don’t have reliable data on the skills of their workforce. The challenge is clear: How do we ensure skills evolve as fast as work itself? Which skills actually drive business value? How can companies align business and talent strategies with real work? Most organizations track skills through self-reports, manager assessments, and outdated frameworks. An AI data layer like TechWolf revolutionizes that issue. But skills alone don’t tell the full story—tasks do. "Skills tell us what someone càn do, tasks tell us what they actually do" says Jeroen Van Hautte ?, TechWolf’s CTO & Co-Founder, "They explain why those skills are needed and what value they bring." So to understand skills, we need to understand work itself. That’s where Task Intelligence comes in. By analyzing real work data—from projects, collaboration tools, and enterprise systems—Task Intelligence connects skills to actual work, giving companies a real-time, unbiased view of workforce capabilities. Organizations using task intelligence to gain insights in the skills of their workforce can: Plan workforce needs with confidence Target learning & development where it matters Improve hiring by focusing on real skills Identify automation opportunities to free up time for high-value work Curious to see how task intelligence and AI-powered skills insights are shaping the future of work? Dive into our latest insights: ? How TechWolf Bridges Skills and Work ? Exploring the Task-Skill Connection TechWolf helps large enterprises understand the skills they have, the skills they need, and how to manage the gap in between—powered by AI. To explore how TechWolf’s AI can help your organization, reach out at hello@techwolf.ai or visit techwolf.ai. To sponsor an edition of the Data Driven HR Monthly, and share your brand with more than 140,000 Data Driven HR Monthly subscribers, send an email to dgreen@zandel.org. FEBRUARY ROAD REPORT In the last week of February, I had the privilege of chairing the second People Analytics World event in Zürich, which Ralf Buechsenschuss perfectly captures in his key takeaways and learnings.  Thanks to Barry Swales and his team for organising a great two days. From Zürich, I am now heading to New York where Jamie Nevshehir and his team at NBC Universal are hosting a peer meeting for members of the Insight222 People Analytics Program®. It promises to be an enthralling two days with more than 70 people analytics professionals attending and a line-up of speakers including: Dawn Klinghoffer, Geetanjali Gamel, Anshul Sheopuri and Jeremy Shapiro. Also in March, I’m looking forward to delivering keynotes at HiBob’s Heartcore HR Live event in London on March 13, as well as the Workhuman Live Forum, also in London on March 19. I hope to see some of you there. February also saw the acquisition of eqtble by Paradox - congrats to Adam Godson, Gabe Horwitz, Joseph Ifiegbu and all concerned. 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. If you enjoy a dose of curated learning (and the Digital HR Leaders podcast), the Insight222 newsletter: Digital HR Leaders newsletter is usually published every other Tuesday – subscribe here – and read the latest edition. HYBRID, GENERATIVE AI AND THE FUTURE OF WORK PHIL KIRSCHNER - McKinsey On Return To Office: Leaders Are Focused On The Wrong Thing | AARON DE SMET, BROOKE WEDDLE, BRYAN HANCOCK, MARIN MUGAYAR-BALDOCCHI, AND TAYLOR LAURICELLA - Returning to the office? Focus more on practices and less on the policy | NICK BLOOM - There are lies, damned lies and statistics | NICK BLOOM - The Future of Working from Home Leaders must stop obsessing over where work gets done and start improving how it gets done. February’s edition of the Data Driven HR Monthly has to start with this debate on RTO and hybrid. As Phil Kirschner’s article in Forbes explains, McKinsey has been publishing the findings of its ‘talent trends’ research through six studies since 2021. He observes that one clear trend has emerged: “The tension between where employees work and how effectively work gets done has been growing.” The latest McKinsey study finds that there was a surge in RTO from 2023 to 2024, with the proportion of mostly in-person workers (those working in person at least four days a week) doubling to 68 percent, from 34 percent in 2023. In his LinkedIn post citing Mark Twain’s infamous quote, Nick Bloom, who tracks work arrangements and attitudes monthly – see wfhresearch.com – questions the McKinsey data, explaining why he believes it is flawed and has both recall and sample biases. Bloom provides alternative data sources, which find that in January 2025, 29% of paid days in the US were work-from-home days (see FIG 1). Bloom’s supposition is that McKinsey may have felt pressurised by clients that want the narrative that work from home is failing in the media. One hopes that’s not the case, particularly as the main message the authors of the McKinsey article (Aaron De Smet, Brooke Weddle, Bryan Hancock, Marino Mugayar-Baldocchi and Taylor Lauricella) appear to be making is that: “The working model is far less important than the work environment leaders create.” They highlight five core practices to help firms implement a policy that fits their culture: collaboration, connectivity, innovation, mentorship, and skill development (see FIG 2). With the increasing politicisation – and even weaponisation by the new US Administration - of work topics such as flexible working and DEI, expect more debates like this as the year continues to unfurl. FIG 1: About 29% of Paid Days in the US in January 2025 Were Work-From-Home Days (Source: WFH Research) FIG 2: Employees’ ratings of their organization’s maturity in five practices by working model (Source: McKinsey) CALLUM MCRAE AND SAMUEL BAMIDELE - Redefining workplace flexibility: Harmonizing corporate culture and employee satisfaction | KIM PARKER - Many remote workers say they’d be likely to leave their job if they could no longer work from home | BRIAN ELLIOTT, ANNIE DEAN, AND KEVIN OAKES – Navigating the Return-to-Office, Hybrid and Remote Landscape Three more resources to help readers of the Data Driven HR Monthly navigate the latest research, challenges and discussions on flexible working. (1) Callum McRae and Samuel BAMIDELE present the key findings from WTW’s 2024 Workplace Flexibility Pulse Survey. One finding is that while 50% of 1,200 companies who participated in the study have policies in place requiring employees to be in the office for two to four days per week, the actual number of in-person days per week is lower (see FIG 3). (2) Similar to the WTW study, which also highlights the risk of employee attrition if companies fail to balance employer and employee needs, Kim Parker presents data from the Pew Research Center, which finds that nearly half of workers who currently work from home some of the time would likely leave if they were no longer able to do so (see FIG 4). (3) Finally, I highly recommend tuning into a recent The Institute for Corporate Productivity (i4cp) webinar, which saw Brian Elliott, Annie Dean, Kevin Oakes, and host Tom Stone get into the complexities of RTO, hybrid and remote work strategies. Topics covered included workplace design, how AI can augment human potential, and how blanket RTO mandates erode trust and engagement. FIG 3: In-office-days required vs. actual by country (Source: WTW) FIG 4: Source: Pew Research Center HANNAH MAYER, LAREINA YEE, MICHAEL CHUI, AND ROGER ROBERTS - Superagency in the workplace: Empowering people to unlock AI’s full potential Almost all companies invest in AI, but just 1 percent believe they are at maturity. The biggest barrier to scaling is not employees—who are ready—but leaders, who are not steering fast enough. Inspired by Reid Hoffman’s book Superagency, this new report from McKinsey asks a similar question: How can companies harness AI to amplify human agency and unlock new levels of creativity and productivity in the workplace? Perhaps the standout conclusion is that employees are ready for AI but that the biggest barrier to success is leadership. The report is presented in five chapters. (1) An analysis of the rapid advancement of technology over the past two years and its implications for business adoption of AI. (2) The attitudes and perceptions of employees and leaders, with the former three times more likely than leaders realise to believe that AI will replace 30 percent of their work in the next year. (3) An examination of the need for speed and safety in AI deployment, with half of employees worrying about AI inaccuracy and cybersecurity risks. (4) A look at how companies risk losing ground in the AI race if leaders do not set bold goals. (5) Guidance on what is required for leaders to set their teams up for success with AI: “The challenge of AI in the workplace is not a technology challenge. It is a business challenge that calls upon leaders to align teams, address AI headwinds, and rewire their companies for change.” Finally, the article poses three questions each for leaders and employees to meet their AI future (see FIG 5). If you enjoy the article, I also recommend diving into AI in Action, an interactive four-part learning journey featuring Reid Hoffman and Lareina Yee, one of the authors of the McKinsey report. (Authors: Hannah M. Mayer, Lareina Yee, Michael Chui, and Roger Roberts). FIG 5: Questions to shape a company’s AI future (Adapted from McKinsey) FELIPE JARA - The Reality Check: Making AI in HR Actually Work While 75% of organisations are still in early stages of AI adoption, those taking a systematic, process-led approach will see remarkable results - from 40% efficiency gains to fundamental transformations in how HR operates. In his comprehensive and illuminating article, Felipe Jara analyses AI transformation in HR, breaking it down into four sections: (1) The Reality Check, which examines some of the barriers holding HR back: capability, financial constraints, delivery limitations, and technology. (2) The Process Revolution, examining the promise. With cases studies from the likes of Mastercard, IBM and Stanford Health Care, and how AI can augment the employee lifecycle (see FIG 6). (3) The Maturity Journey, which presents a maturity model from Deloitte and provides guidance on how to move forward. (4) The Implementation Framework, presenting a four-step approach to enabling AI in HR. FIG 6: The AI-Augmented Talent Lifecycle (Source: Felipe Jara) PEOPLE ANALYTICS ANDREW PITTS, MATTHEW DIABES, RICHARD ROSENOW AND STEPHANIE MURPHY - Top 20 People Analytics Influencers and more from the PANC Whilst I always appreciate being included on ‘influencer’ lists, most are wholly subjective and compiled using little or no data. This makes the People Analytics Network Census (PANC), all the more interesting. The initiative, which is the brainchild of Andrew Pitts, Matthew Diabes, PhD, Richard Rosenow and Stephanie Murphy, Ph.D., uses active organisational network analysis to map the global people analytics network. The results, which are based on more than 450 participants, are presented in five groups: (1) Top 20 Overall People Analytics Influencers, (2) Top 3 Networking Influencers, (3) Top 3 Mentorship Influencers, (4) Top 3 Technical Influencers (5) Top 10 Influencers from Outside of the United States. It’s a real honour to be included in the first list. Congrats to all those selected – many of whom I count as friends, colleagues and inspirations: Al Adamsen, Alexis Fink, Amit Mohindra, Andrew Pitts, Cole Napper, Dave Ulrich, Dawn Klinghoffer, Heather Whiteman, Ph.D., Ian OKeefe, John Boudreau, Josh Bersin, Mark H. Hanson, Michael Arena, Michael M. Moon, PhD, Patrick Coolen, Richard Rosenow, Rob Cross, Stacia Sherman Garr, Stephanie Murphy, Ph.D., Annika Schultz, Barry Swales, Greg Pryor, Lexy Martin, Michelle Deneau, Kevin Erikson, Kevin S., Michael Walsh, PhD, Adam McKinnon, PhD., David Shontz, Jaap Veldkamp, Kinsey Li, Leopoldo Torres, Ludek Stehlik, Ph.D., Martha Curioni, Rafael Uribe, Sanja Licina, Ph.D. MCKINSEY - What makes product teams effective? In episodes of the Digital HR Leaders podcast with leaders such as Ian OKeefe (here) and Aashish Sharma (here), we’ve talked about the importance of productisation in people analytics. Moreover, Insight222’s 2024 People Analytics Ecosystem study found that ‘analytics at scale’ teams (those teams that turn an insight, prediction, or algorithm into a product) have emerged as a core capability in the people analytics function of Leading Companies. As such, this article by Santiago Comella-Dorda, Vik Sohoni, Arun Sunderraj, Dan Gardner, and Lauren Gingerich McCoy for McKinsey is required reading for people analytics leaders. They analysed data from 1,700 teams, to measure how five capabilities (strategy, structure, people, process, and technology) impact four main outcomes (effectiveness, speed, productivity, and quality). This article focuses on the key capabilities required for three sub-outcomes of effectiveness: (1) Delivery predictability, (2) Value realisation (see FIG 7), and (3) Team engagement. FIG 7: The ten key capabilities of value realisation in product teams (Source: McKinsey) HELEN FRIEDMAN - Early Trends Influencing People Analytics Agendas In 2025 | BEN BERRY - The Rise of External Talent Intelligence as a Strategic Priority | DAVID BOYLE - Beyond Build-Buy-Borrow: "Blend" Emerges as a Pillar of Workforce Strategy | HESHAM AHMED - The three pillars of competitive advantage in data & analytics 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. Four are highlighted in this month’s edition. (1) Helen Friedman walks through three topics shaping many current people analytics agendas: workforce planning, AI in relation to skills and pay equity, and using data to drive decisions around turnover, pay and managing uncertainty. (2) Ben Berry explains why the use of external talent intelligence data by organisation is rising sharply, how they’re using this data and what we can expect to see in the future. (3) David Boyle writes on the emergence of ‘blend’ as a fourth pillar of workforce planning: “Workforce strategy and AI strategy have the potential to trip over each other if they are not synchronized.” (4) Hesham Ahmed outlines three ways data and analytics can drive competitive advantage: superiority of information, insight and action (see FIG 8): “Superiority of action: it is not sufficient to know something that others don’t. It is the ability to act on that information or insight that leads to an advantage or edge.” FIG 8: Three pillars of competitive advantage in data and analytics (Source: Hesham Ahmed) THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE ASMUS KOMM, FERNANDA MAYOL, NEEL GANDHI, SANDRA DURTH, AND JASMIN KIEFER - A new operating model for people management: More personal, more tech, more human Organizations that excel in both people development and financial performance are four times as likely as peers to outperform financially and one and a half times as likely as peers to remain top tier year on year. In the last three years, the most popular resource I have shared on LinkedIn, with over 1m views is McKinsey’s 2022 article, HR’s new Operating Model. The sequel is likely to drive just as much interest. In this article, which I was grateful to be invited to contribute to, the McKinsey team of Asmus Komm, Fernanda Mayol, Neel Gandhi, Sandra Durth, and Jasmin Kiefer explore a new vision of people management, centred on hyper-personalising the employee experience. Their findings conclude that that only about 20 percent of the most strategic activities in today’s HR portfolios will remain with two-thirds of current HR tasks being automated to a large degree (see FIG 9). They also outline the core elements of the operating system required to turn their vision into reality encompassing (1) Establishing a strategic triumvirate of people strategists, people scientists, and people technologists, (2) Streamlining the people operating model: more strategic, more fluid, and more tech-enabled (see FIG 10), and (3) Mastering complexity with technology. The authors also set out concrete steps organisations can take to implement a new people operating system. These steps include the need to experiment, a focus on continuous improvement and an onus on scaling what works. FIG 9: Two-thirds of today’s people management processes can be largely automated (Source: McKinsey) FIG 10: The future operating model for people management will be more strategic, fluid and tech-enabled (Source: McKinsey) GARTNER - Top 3 Strategic Priorities for Chief HR Officers CHROs are navigating a complex landscape shaped by several key trends. CEOs prioritizing growth through transformation, AI deployment challenges and shifting labor market pressures on talent strategies are influencing how the best organizations are leading HR to achieve business goals. New research from Gartner identifying the three top CHRO focus areas for 2025: (1) Elevating HR’s impact on the organisation’s growth strategy. (2) Building a deep bench of change leaders. (3) Creating a future-ready workforce. The report provides a deep-dive on the three priorities with guidance and methodologies on how to drive success in each, such as the Talent Risk Assessment Heat Map (see FIG 11). The report also contains a powerful section on the new capabilities required by chief people officers (see FIG 12) and HR professionals. A must-read. FIG 11: Example Talent Risk Assessment Heat Map (Source: Gartner) FIG 12: Model of a World-Class CHRO (Source: Gartner) DAVE ULRICH AND ROBERT DAVID - How HR Can Help Deliver Both Market Share and Customer Share through Human Capability The evidence shows that when HR engages customers in talent, organization, leadership, and HR department initiatives, both market share and customer share improve. What role can chief human resources officers play in helping their organisations to increase customer share while building market share? In their article, Dave Ulrich and Robert David outline five specific steps CHROs can take, which together demonstrate how HR can move from its traditional support role to help drive customer relationships and business growth: (1) Identify targeted customers – focus human capability investments on these. (2) Track customer share. (3) Define customer connection. (4) Engage with target customers (see FIG 13), and (5) Change HR conversations. For more on why and how HR professionals can increase their engagement with customers, do listen to Dave in discussion with Stacia Garr and me on this episode pf the Digital HR Leaders podcast: How HR Can Create Stakeholder Value and Drive Organisational Growth. FIG 13: Ways to connect and engage with customers (Source: Dave Ulrich and Robert David) WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS WORLD ECONOMIC FORUM - Global Skills Taxonomy Adoption Toolkit: Defining a Common Skills Language for a Future-Ready Workforce Skills and talent shortages are critical challenges hindering economic growth, limiting business opportunities, and curbing individual potential. As technology rapidly advances and economic landscapes continue to shift, a common skills language is urgently needed to bridge gaps and enable workforce transformation. The World Economic Forum is spoiling us thus far in 2025. Not content with publishing the barnstorming Future of Jobs 2025 report, they have also released the Global Skills Taxonomy Adoption Toolkit, which will be a boon for workforce planners and people analysts everywhere. The toolkit is designed to equip leaders with actionable steps, evidence-based insights, and real-world case studies to adopt a common skills language and embed skills-first approaches into talent management strategies. Contents include (1) reasons for adopting a common skills taxonomy, (2) a Global Skills Taxonomy roadmap comprised of three phases (see FIG 14), and (3) key insights and methodologies for implementing each phase. Kudos to the authors - Neil Allison, Ximena Játiva, and Aarushi Singhania along with a stellar cast of contributors including Peter Brown MBE, Simon Brown ??, Shannon Custard, Soon Joo Gog, Kelli Jordan, and Jan Meyer. FIG 14: Global Skills Taxonomy adoption roadmap (Source: World Economic Forum) EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING IT SURVEY GROUP - The Future of Feedback: Trends Shaping Employee Listening in 2025 AI and technology advancement are game changers for the listening and survey space. They will allow us to synthesize and interpret data – particularly qualitative data – with unprecedented speed and complexity What are the key trends shaping the evolution of employee listening? Who better to ask than practitioners at the forefront of this important work. In their article, members of the IT Survey Group – including Megan Sherman, Ph.D., Kristin Saboe, Ph.D., Sophie Horneber, Anthony Ariano, Caitie Jacobson Mikulis, David Koch, Kellie Roberts, M.A., Stephanie Andel, PhD, and Robyn Petree-Guzman, Ph.D. present five trends shaping employee listening in 2025 (see FIG 15): (1) Supercharging sentiment, (2) “Silent” signaling, (3) Synergising surveys, (4) Guiding greatness, and (5) Refining the rhythm. FIG 15: Top five trends for employee listening (Source: IT Survey Group) NICK LYNN - Proactive Accountability: Turning Employee Insights into Action Proactive accountability is more than just a practice — it’s a cultural commitment to transforming insights into meaningful action. It thrives on clear ownership, well-defined goals, and unwavering transparency. Nick Lynn uses the concept of ‘proactive accountability’, which is commonplace in health and safety work, to solve the habitual challenge of turning insights gathered from employee listening work into meaningful actions (see FIG 16). Nick examines some of the common challenges from moving from insight to action such as the lack of a framework to prioritise feedback, slow decision-making, and poo communication. He explains why proactive accountability matters and how to foster it including developing a structured framework, assigning clear ownership, setting measurable goals, leveraging technology, building a community of change leaders, and celebrating success. FIG 16: Proactive accountability (Source: Nick Lynn) LEADERSHIP, CULTURE, AND LEARNING DARRELL RIGBY AND ZACH FIRST – The Power of Strategic Fit Companies that excel at creating stakeholder value attract and retain the most valuable stakeholders, gaining a competitive advantage. In their article for Harvard Business Review, Bain partners Darrell Rigby and Zach First how to create a cohesive strategy that unleashes the power of ‘strategic fit’, which they define as: “Strategic fit is the degree of alignment and amount of synergy in a company’s business system.” They identify seven strategic factors: (1) the mental model, (2) purpose and ambitions, (3) stakeholder value creation, (4) macro forces, (5) markets and products, (6) competitive advantages, and (7) the operating model. They explain how aligning them generates beneficial multiplier effects, and – especially relevant for HR and people analytics professionals – demonstrate how creating value for employees and other stakeholders leads to higher returns (see FIG 17). FIG 17: Strategic Fit Leads to Higher Returns (Source: Bain) ANNE MCSILVER | LINKEDIN – Workplace Learning Report 2025: The rise of career champions Learning combined with career development — leadership training, coaching, internal mobility, and more — accelerates the flow of critical skills to keep pace with business needs The key theme of LinkedIn’s Workplace Learning Report 2025 is that the 36% of companies categorised as ‘career development champions’ (those companies with robust programs that yield business results) enjoy positive correlations with profitability outlook, confidence to attract and retain talent, and increased adoption of GAI. The report, with lead author Anne McSilver, features contributions from a host of talent leaders including: Vidya Krishnan (“The companies that outlearn other companies will outperform them.”), Chris Louie, Chris Foltz, Jennifer Shappley, Al Dea and Amanda Nolen (“You must be able to answer at least one of these three questions: How will this initiative help you to make money, save money, or mitigate risk for the company.”). The report also presents five talent foundations designed to accelerate career-driven learning: (1) Build the right skills, faster (see FIG 18). (2) Help people – and skills – move more easily. (3) Measure business impact. (4) Empower managers to support employee careers. (5) Inspire individual career growth. Thanks to Jennifer Gronski for making me aware of the report. FIG 18: Skills-based talent and career development champions (Source: LinkedIn) DIVERSITY, EQUITY, INCLUSION AND BELONGING STACIA GARR - Understanding the Impact of Recent DEI Executive Orders | KENJI YOSHINO, DAVID GLASGOW, AND CHRISTINA JOSEPH - The Legal Landscape Around DEI Is Shifting. Your Messaging Should, Too | JOSH BERSIN - Despite Political Firestorm, Diversity Investments Are Alive And Well | JOELLE EMERSON - Continuing the Work of DEI, No Matter What Your Company Calls It | While DEI the acronym may be on the decline, the work itself will remain vital for organizations that want to thrive today and in the future. President Trump’s two executive orders (EOs) to “end radical and wasteful” Diversity, Equity, Inclusion and Accessibility initiatives, and litigate up to nine private companies as examples have set off a hailstorm of amazement and uncertainty. From what I’ve come across to date, here are some resources I recommend consuming: (1) Stacia Sherman Garr of RedThread Research was one of the first out of the blocks with a very helpful summary of the EOs and their implications. (2) Kenji Yoshino, David Glasgow, and Christina Joseph from the NYU School of Law’s Meltzer Center for Diversity, Inclusion, and Belonging, set out best practices on communicating about DEI, offer some sample language to avoid legal risk, and share strategies to disseminate these best practices throughout your organisation. (3) Josh Bersin offers a glimmer of hope in his article, first by highlighting organisations like Apple, Microsoft and JP Morgan that have all come out publicly against anti-DEI initiatives, and second by emphasising that rather than turning away from DEI, many companies are instead “embedding DEI into the disciplines of leadership, recruitment, performance management, and rewards.” (4) Joelle Emerson presents findings from a study by Paradigm, The State of Culture and Inclusion: 2024 Trends and a Look Ahead at 2025, which outlines three ways companies should consider shifting their approach to DEI: resetting the narrative, using data more effectively, and moving from siloed efforts to an embedded company-wide focus on creating cultures that work for everyone. 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. In a slight change-up this month, I’ll start with a couple of pieces that analyse the people analytics and wider HR technology market: FRANZ GILBERT AND MATTHEW SHANNON - How agentic AI is changing HR dynamics in 2025 – Deloitte's Human Capital Forward team of Franz Gilbert and Matthew Shannon unveil six trends that will likely change how humans and technology work together in the year ahead. Their first prediction is that: “Improved macroeconomic factors will drive increased investment and transactions in the HR technology market.” MERCER - The 2024/2025 Skills Snapshot Survey report – The Mercer team of Brian Fisher, Melba Gant, Katie Jenkins, ?Heather Ryan, and Peter Stevenson unveil the findings from their skills snapshot survey. One of the main findings is that the number of organisations attaining a high or very high level in skills maturity has increased significantly compared to 2023 (see FIG 19). FIG 19: Skills maturity across organisations in talent practices, 2024 vs 2023 (Source: Mercer) PHILIP ARKCOLL - How to get people to care about your insights – Philip Arkcoll, CEO at Worklytics, provides a five-step guide to help organisations turn insights from people data into meaningful outcomes. JOHN GUY AND GARETH FLYNN - Simply Skills Chat: SWP, Tasks, AI, Skills and HR – John Guy and Gareth Flynn explore how HR can take advantage of the latest data, toolsets and mindsets to advance the field and drive business value. LOUJAINA ABDELWAHED - Remote Companies Grow Twice as Fast – Loujaina Abdelwahed, PhD presents analysis by Revelio Labs, which finds that workforce growth in companies offering remote and hybrid work arrangements has outpaced that of in-person firms (see FIG 20). FIG 20: Remote and hybrid companies have grown twice as fast as in-person companies (Source: Revelio Labs) PODCASTS OF THE MONTH In another month of high-quality podcasts, I’ve selected five gems for your aural pleasure: (you can also check out the latest episodes of the Digital HR Leaders Podcast – see ‘From My Desk’ below): HEATHER BUSSING – Navigating Trump’s DE&I Executive Orders: Clarity – In a must-listen episode of Workplace Stories, Heather Bussing joins Stacia Sherman Garr and Dani Johnson to unpick the recent executive orders on DE&I, what they mean for businesses, and how employers can navigate this complex landscape without overreacting. JEFFREY PFEFFER – Is Work Killing Us? – “An employer can be a good steward of the human beings whose lives have been entrusted to them — or not,” explains Jeffrey Pfeffer, author of Dying for a Paycheck, to host Kevin Cool, in this powerful episode of the if/then podcast from Stanford Business School. MARC EFFRON - The Science of Talent, 8 Steps to High Performance – Marc Effron joins Cole Napper and Scott Hines, PhD of the Directionally Correct podcast for an absorbing discussion covering topics such as why top I/O psychology Ph.D. programs aren’t more practitioner focused, as well as Marc’s two recent articles: “It’s not the mortar, it’s the bricks” and “Is the juice worth the squeeze”. RICHARD ROSENOW – Reimagining HR: Leveraging AI and Data for Better Outcomes – Richard Rosenow guests on the Capital H podcast with Kyle Forrest to discuss the role of data quality, governance, and AI in enabling HR teams to focus on strategic insights and drive business outcomes. DEBORAH PERRY PISCIONE - Employment Is Changing Forever – Sharing insights from her new book with Josh Drean, Employment is Dead: How Disruptive Technologies are Revolutionizing the Way We Work, Deborah Perry Piscione joins host Alison Beard on HBR IdeaCast to explain why we’re at a pivot point where old models of employment will be replaced by entirely new ones, and how mindset shifts and upskilling can help us prepare. VIDEO OF THE MONTH NAOMI VERGHESE, MADHURA CHAKRABARTI, AND DAVID GREEN | INSIGHT22 – People Analytics Trends Webinar Hopefully, I’ll be excused the mild dose of self-indulgence here, but this month’s ‘Video of the Month’ is the recent webinar I hosted with Naomi Verghese and Madhura Chakrabarti, PhD on the key findings of fifth annual Insight222 People Analytics Trends report. The webinar includes a deep dive on the four main findings of the study, which include insights on the impact of AI on people analytics, how leading companies measure the value of their work, and what we’ve identified as the adoption gap in people analytics. BOOK OF THE MONTH SERENA HUANG - The Inclusion Equation: Leveraging Data & AI For Organizational Diversity and Well-being Serena H. Huang, Ph.D.’s debut book is incredibly well-timed given the current assault on diversity, equity and inclusion. The Inclusion Equation provides a compelling guide to merging DEI and wellbeing initiatives with people analytics and AI to deliver outcomes for employees – and the business. As I wrote in my endorsement of the book: “The Inclusion Equation acts as a guide for chief people officers to harness data, analytics and technology to create a truly inclusive and healthy environment where workers can thrive.” RESEARCH REPORT OF THE MONTH KYLE LAGUNAS - Unlocking AI’s Potential in HR: A Practical Guide for Leaders This new report from Kyle Lagunas and the team at Aptitude Research is certainly worth a read. It features insights from seasoned HR thinkers and executives like Bob Pulver, Manjuri Sinha, Dustin Cann, and Meghan Rhatigan as well as a practical framework – impact, complexity, and risk - for assessing AI use cases, helping HR and operations professionals cut through the hype and so making smarter technology decisions. FIG 21: Adoption of AI in HR is slowing, but interest isn’t (Source: Aptitude Research) BONUS RESOURCES Some bonus resources to also consume this month: I don't anyone is writing with more quality or consistency on the impact of AI on work and on HR than Jason Averbook read one of his latest pieces, Thriving, Not Just Surviving, in an AI-First World, and then - if you haven't already - subscribe to his Now to Next Substack. Adam Bryant’s Strategic CHRO newsletter is always required reading as his recent interviews with Ellyn Shook (CHROs Must Never Forget That They Are The Voice Of The People On The C-Suite Team) and Peter Fasolo, Ph.D. (You Have To Be Curious About How All The Levers Work In Large-Scale Social Systems) ably demonstrate. Dr Tomas Chamorro-Premuzic asks Can AI Fix Succession Planning? and highlights how passive data can be used to help predict leadership success: “The work of David Stillwell, Sandra Matz and Michal Kosinski demonstrates how AI can infer personality traits and leadership potential from digital footprints, as well as internal company data not historically seen as critical to leadership talent.” In a recent edition of his This Week, In Recruiting newsletter, Hung Lee asks is Elon Musk an existential threat to HR, and presents six compelling arguments to suggest he might be. After reading Hung’s piece, readers may wish that Musk is handed a one-way ticket to mars. Thomas Otter is one of my favourite writers, and in The difficult second album: Advice for HR TECH vendors on launching a second product uses The Stone Roses sophomore album, The Second Coming (actually, a very good album) as a warning for HR Tech vendors intent on launching a second product. Tom Redman and Donna Burbank explain how by mixing together some training, providing an opportunity to speak up, and having better KPIs, leaders can hone a data driven culture: How to Make Everyone Great at Data. In his article, Laurent Reich provides five learnings to make the Corporate Sustainability Reporting Directive (CSRD) and opportunity for HR: CSRD: HR's Burden or Breakthrough? Turning Compliance into Opportunity: 5 learnings. FROM MY DESK February saw the final two episodes of series 44 the Digital HR Leaders podcast, sponsored by our friends at TalentNeuron (thanks to John Lynch, David Wilkins, Maureen McGinness, and the TalentNeuron team). It also saw a special bonus episode featuring my colleagues from Insight222, and the first episode of series 45, sponsored by our friends at Amazing Workplace, Inc. (thanks to Shon Holyfield). HENRIK HÅKANSSON - What People Analytics Leaders Need to Know About Scaling Their Function – Henrik Håkansson, who has built people analytics functions at three companies: Sony, Delivery Hero, and now Volvo Cars, joins me to share practical insights from his journey—what worked, what didn’t, and the lessons he’s learned on scaling people analytics along the way. TOBIAS BARTHOLOMÉ – How Lufthansa Group Combines Operational and Strategic Workforce Planning - Dr. Tobias Bartholomé, Project Lead for Strategic Workforce Planning at Lufthansa Group, joins me to explore why—after nearly a decade—Lufthansa has taken a bold step back to reimagine how it plans for the future of work. JONATHAN FERRAR AND NAOMI VERGHESE - How Leading Companies Turn People Analytics Into Business Value – In a special bonus episode of the Digital HR Leaders podcast, I was joined by my Insight222 colleagues Jonathan Ferrar and Naomi Verghese to uncover what truly differentiates leading companies in people analytics, and what research tells us about the evolution of the field over the last five years. ERIN MEYER - How to Bridge Cultures and Lead Global Teams for Success – Erin Meyer, Professor at INSEAD and author of The Culture Map: Breaking Through the Invisible Boundaries of Global Business joins me for a conversation exploring how cultural differences shape the way we work, lead, and collaborate. DAVID GREEN - How do you leverage People Analytics to inform Strategic Workforce Planning initiatives? – A wrap up of series 44 of the Digital HR Leaders podcast, which featured conversations with Stacia Sherman Garr, Dave Ulrich, Prasad Setty, David Wilkins, Henrik Håkansson, and Dr. Tobias Bartholomé, and featured the common question: How do you leverage People Analytics to inform Strategic Workforce Planning initiatives? 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 – as Richard’s latest newsletter reveals - now numbers over 500 roles. Look out too for Richard’s People Analytics Talent Book. THANK YOU The team at 365Talents for including me in their Top 50 HR influencers to follow in 2025 Mila Pascual-Nodusso for including the Digital HR Leaders podcast in her list of the Top 6 Spotify Podcasts on Human Resources, Talent Management, and Leadership Development. Neeru Monga for also including the Digital HR Leaders podcast on a list of her seven favourite podcasts. Steve Hunt for concluding after running a ChatGPT summary of the January edition of the Data Driven HR Monthly, that my version “is far more informative, interesting, and enjoyable even if it does take more time to read.” I won’t hang up my cap, just yet then ;-) Hirex for including me as one of 10+ influential experts you need to follow in 2025 Thinkers360 for including me in their list of Top 100 B2B Thought Leaders, Analysts & Influencers You Should Work With In 2025 (EMEA). Finally, a huge thank you to the following people who either shared the January edition of Data Driven HR Monthly and/or posted about the Digital HR Leaders podcast, conferences or other content. It's much appreciated: Thomas Kohler, Steve Sands, Christian Vetter ??, Ashish Pant, Stela Lupushor, Jo Thackray, Elin Thomasian, Guusje Brummer, Russell Flint, Kevin Le Vaillant, RJ Milnor, Ben Berry, Sewmini Amanda, Malinda Perera, Terri Horton, EdD, MBA, MA, SHRM-CP, PHR, Nesimi Akgul, Charlotte Copeman, Amardeep Singh, MBA, Diego Miranda, Jeff Wellstead, Dr Philip Gibbs, Amber O'Mahony, David Simmonds FCIPD, Sachin Sangade, Thiago Pimentel Pinto, Robin Haag, Susan Podlogar (she/her), Torin Ellis, Scott Reida, Catriona Lindsay, Kris Saling, Graham Tollit, Aravind Warrier, Jacob Nielsen, Swechha Mohapatra (IHRP-SP, SHRM-SCP, CIPD), Lewis Garrad, Viktoriia Kriukova (Вікторія Крюкова), Ying Li, Marc Steven Ramos, Danielle Farrell, MA, Greg Pryor, Jose Luis Chavez Vasquez, Michel Ciampi, Jacqui Brassey, PhD, MA, MAfN ?️ (née Schouten), Till Alexander Leopold, Richard Bretzger, José Valdivieso, John Golden, Ph.D., Kathleen Kruse, Kyle Forrest, Matthew Hamilton, Asaf Jackoby, David McLean, Dave Millner, Ben Waber, Ravin Jesuthasan, CFA, FRSA, Federico Bechini, Rebecca Ray, Aizhan Tursunbayeva, PhD, GRP, Tobias W. Goers ツ, Andrew Spence, Michelle Lee ?, Alex Franco, MHRM, Destin Cacioppo, Anisha Aulbach, Megan Reif, Dolapo (Dolly) Oyenuga, Kirsten Edwards, Kimberly Rose, Amanda dos Reis Garcia, Paola Alfaro Alpízar, Anna Kjellberg, Lucie Vottova, Kouros Behzad, Alexis Vergani, Francesca Gabetti, Brandon Roberts, Delia Majarín, Peter Ryan, John Gunawan, Sergio Garcia Mora, Dan George, Gal Mozes, PhD, Chris Long, Ohad Geron, Ryan Wong, Raja Sengupta, Pedro Pereira, Nikita D'Souza, Timo Tischer, Dave Fineman, Monika Manova, Shuang Yueh Pui, PhD, Holly Kortright (she-her), Hanne Hoberg, Andrés García Ayala, Arne-Christian Van Der Tang, Daisy Grewal, Ph.D., Nicolas Quadrelli, Erik Otteson, Bejoy Mathew, Stephen Hickey, Agnes Garaba, Gawain Wang, Emanuele Magrone, Maria Ursu, Marc Caslani, Dan Lapporte, Patrick Coolen, Ian Grant FCIPD, Joonghak Lee, Jaejin Lee, David Balls (FCIPD), Craig Starbuck, PhD, Mariami Lolashvili, Mattijs Mol, David Elkjær, Marie-Hélène Gélinas, MBA (Cand.), Aurélie Crégut, Nick Hudgell, Teodora Staneva, Sonia Mooney, Elizabeth Esarove, Søren Kold, Moïra Taillefer, Monika Mardaus, Tina Peeters, PhD, Ken Clar, Maria Alice Jovinski, Marcela Mury, Toon van der Veer, Madeline Cedeno, Marc Voi Chiuli. (MSc. HRM. Assoc CIPD. MIHRM.), Herbert Burri, Alexander S. Locher, Ava Dossi, Anna Kuzmenko ABOUT THE AUTHOR David Green ?? is a globally respected author, speaker, conference chair, and executive consultant on people analytics, data-driven HR and the future of work. As Managing Partner and Executive Director at Insight222, he has overall responsibility for the delivery of the Insight222 People Analytics Program, which supports the advancement of people analytics in over 100 global organisations. Prior to co-founding Insight222, David accumulated over 20 years experience in the human resources and people analytics fields, including as Global Director of People Analytics Solutions at IBM. As such, David has extensive experience in helping organisations increase value, impact and focus from the wise and ethical use of people analytics. David also hosts the Digital HR Leaders Podcast and is an instructor for Insight222's myHRfuture Academy. His book, co-authored with Jonathan Ferrar, Excellence in People Analytics: How to use Workforce Data to Create Business Value was published in the summer of 2021. MEET ME AT THESE EVENTS I'll be speaking about people analytics, the future of work, and data driven HR at a number of upcoming events in early 2025: March 13 - HiBob Heartcore HR LIVE, London March 19 - Workhuman Live Forum, London April 10-11 - Wharton People Analytics Conference, Philadelphia April 29-30 - People Analytics World, London May 6-8 - UNLEASH America, Las Vegas June 4-6 - TALREOS (Talent Analytics Leadership Roundtable Economic Mobility Summit), Chicago July 31 - August 1 - People Matters TechHR India 2025, Delhi October 21-22 - UNLEASH World, Paris More events will be added as they are confirmed.
    generative AI
    2025年03月02日
  • generative AI
    The best HR & People Analytics articles of January 2025 2025年伊始，人工智能（AI）和人力资源（HR）领域发生了一系列重大变革。DeepSeek的崛起是否标志着AI的“斯普特尼克时刻”尚未可知，但可以确定的是，AI正以前所未有的速度重塑产业、企业和工作方式。与此同时，混合办公、DEI（多元、公平与包容）等工作议题的政治化，在特朗普政府的回归下变得尤为突出，使得HR领导者面临更大挑战。 全球HR趋势与预测 世界经济论坛《未来工作报告2025》：未来五年内将新增1.7亿个新岗位，但9200万个工作将被取代，人才技能转型成为关键。 Spotify CPO Katarina Berg 提出HR应从“资源”转向“关系”，建立更具信任感和数据驱动的HR模式。 Gartner：AI第一的企业可能会因过度追求生产力而适得其反。 AI与人才分析 Josh Bersin的“AI超级员工”概念：AI将助力员工提高生产力、创造力，并推动企业文化变革。 Visier报告：欧洲64%企业高管 已获得员工数据分析权限，数据驱动HR决策成为主流。 员工体验与健康 麦肯锡健康研究院研究表明，关注员工健康的企业在业务表现上明显优于同行，健康与生产力紧密相关。 组织架构正在向技能为本的模式转型，人才战略已成为企业核心竞争力之一。 2025年，HR的核心任务将围绕AI技术、数据分析、员工福祉展开。面对变革，HR如何借力AI，实现企业与人才的双赢？欢迎讨论！? To rework Lenin’s infamous observation, replacing weeks with months: “There are decades where nothing happens; and there are months where decades happen” – this manifestly could be applied to January 2025. It’s still way too early to judge whether the sudden emergence of DeepSeek is AI's Sputnik moment, but it is safe to say that AI is already rapidly reshaping industries, companies and how we work. We are increasingly seeing the politicisation of work topics such as hybrid work and diversity, equity and inclusion programs – especially with the arrival of the new Trump administration in the United States. Let's just say that there’s a lot on the plate for chief people officers to contend with at the moment. Perhaps this partly explains the slew of insightful resources in January, which has made compiling this month’s collection as challenging as it has been enjoyable. Selections include the unmissable new Future of Jobs report from the World Economic Forum, the big trends and opportunities to look out for in HR, AI and data science in the year ahead, and a powerful new study from the McKinsey Health Institute, which finds that companies that prioritise employee health and wellbeing enjoy better business outcomes than their peers - a ray of light in the darkness. There’s lots to enjoy and learn from. This edition of the Data Driven HR Monthly is sponsored by our friends at Visier In Visier's latest research report, "The State of People Analytics in European Organisations," we explore how European companies are leveraging data-driven strategies to achieve measurable business outcomes. With 64% of organisations now enabling senior executives to access people insights, the shift toward analytics-driven decision-making is clear. Based on a recent study by The Josh Bersin Company in partnership with Visier Inc., the report highlights key people analytics adoption trends in Europe, the maturity journey of people analytics teams, and the tangible advantages experienced by organisations using advanced people analytics platforms. From adaptive workforce planning to meeting regulatory demands, this report is essential for HR leaders driving growth and innovation in 2025. Download the new report to learn: Key trends driving people analytics adoption and growth in Europe Why strategic investments in people data are critical for the future of work The measurable business benefits of advanced people analytics practices To sponsor an edition of the Data Driven HR Monthly, and share your brand with more than 140,000 Data Driven HR Monthly subscribers, send an email to dgreen@zandel.org. JANUARY ROAD REPORT I’m typing this on the Eurostar on my way back from Paris, where Laurent Reich and his team hosted the first Peer Meeting of 2025 for member companies of the Insight222 People Analytics Program® at L'Oréal’s Global HQ. A huge thank you to Laurent, his team and all the speakers over the two days: Isabel Gomez Garcia de Soria, Theo Leccia, Ashish Pant, Tracy Villanueva, David Tregidgo, Luc-O D L, Kai Wehmeyer, and Julien Legret, as well as my Insight222 colleagues: Naomi Verghese, Jordan Pettman, Jane Bloomfield, David Bebb and James Garrett, and all those who attended what was an absorbing, collaborative and fun two days. Attendees at the January 2025 Peer Meeting for member companies of the Insight222 People Analytics Program, hosted by L'Oreal in Paris January also saw two webinars, the first with the Italian People Analytics community (thanks to Martha Curioni, Aizhan Tursunbayeva, PhD, GRP and Federico Bechini), and the second, where I moderated a panel with Anette Bohm, Dawn Klinghoffer and Ian Cook on The Strategic Outlook for People Analytics in 2025 (click to get access to the recording) – thanks to Barry Swales, People Analytics World and Visier Inc. for organising. Speaking of webinars… Join me for an Insight222 webinar on February 5 to discover the key themes shaping People Analytics in 2025. If you want to learn how AI, close alignment with people strategy, and data democratisation, are enabling Leading Companies to drive business value with people analytics, register for the Insight222 People Analytics Trends Webinar. The webinar, which will take place on February 5, will be hosted by me and feature Naomi Verghese and Madhura Chakrabarti, PhD unpack the findings from the recently published 5th annual People Analytics Trend study. You can register for the webinar here – or by clicking the image below. Share the love! Enjoy reading the collection of resources for January and, if you do, please share some data driven HR love with your colleagues and networks. Thanks to the many of you who liked, shared and/or commented on December’s compendium as well as the five-part 2024 retrospective (Part 1: Creating value through people analytics, Part 2: Orchestrating the future of work, Part 3: Enhancing employee experience and wellbeing, Part 4: Developing leaders, culture and inclusion, and Part 5: Building the strategic HR function. If you enjoy a weekly dose of curated learning (and the Digital HR Leaders podcast), the Insight222 newsletter: Digital HR Leaders newsletter is usually published every other Tuesday – subscribe here – and read the latest edition. 2025 HR PREDICTIONS, TRENDS AND PRIORITIES KATARINA BERG - 2025 HR Predictions: Looking Into the Crystal Ball In 2025, it’s time for HR to double down on the Human and rethink the Resources. Katarina Berg, Chief People Officer at Spotify, presents ten predictions organised under her clarion call for HR to focus on the Human and replace Resources with Relationships. Three that stand out are: Make Trust and Purpose Great Again (“Trust is the glue, and purpose is the fuel”), Data-Informed HR: Sherlock, Not Skynet (“Data is your detective, not your dictator.”), and Ethical AI: Keep It Human (“AI is like your overachieving intern – it’s great at automating the boring stuff, but it can’t replace human judgment”). These are, in my view, by far and away the best set of HR trends, predictions for HR in 2025. If you agree, I also recommend buying Katarina’s book, Bold: A New Era of Strategic HR, and subscribing to the Spotify HR Blog. GARTNER – 9 Future of Work Trends for 2025 and HR Toolkit | JEANNE MEISTER - 10 HR Trends As Generative AI Expands In The 2025 Workplace | JOSH BERSIN - The Rise of the Superworker: Delivering On The Promise Of AI There has been the usual flood of commentators offering their take on the trends, priorities, and opportunities for HR in 2025 – including my own 12 Opportunities for HR in 2025: Thriving People, Thriving Organisation. With so many to choose from, it can be a challenge to ‘separate the wheat from the chaff,’ but hopefully I have done this for readers here! As well as those I highlighted in the December edition from the likes of Steve Hunt, Andrew Spence, and Lars Schmidt – and the one above from Katarina Berg, here are three others I recommend diving into. (1) Gartner’s Emily Rose McRae presents nine future of work trends for 2025 (see FIG 1) with perhaps the standout being that “AI-first organizations will destroy productivity in their search for it.” (2) I always enjoy Jeanne C M.’s annual set of HR trends, and the 2025 edition is no exception. Jeanne frames her ten trends around her belief that 2025 will see a more organisations “moving from experimenting with generative AI to making it an essential part of their business planning process”, and that this will transform HR. Two of Jeanne’s predictions that standout are: a) AI Agents Will Proliferate And Become The Killer App In The AI Era, and b) Generative AI Will Transform the Future of HR Jobs, where she highlights 13 HR jobs of the future (see FIG 2). (3) Josh Bersin’s 2025 set of HR and leadership predictions is themed: The Rise of the Superworker: Delivering On The Promise Of AI. Josh describes a Superworker as “an individual who uses AI to dramatically enhance their productivity, performance, and creativity,” and a Superworker company as “an organization that embraces this transformation, building a culture of adaptability where people reinvent themselves.” The study breaks down four types of superworker (see FIG 3) as well as the five imperatives for 2025, including the need to redesign works, jobs, and organisational models. FIG 1: 9 Future of Work trends for 2025 (Source: Gartner) FIG 2: 13 HR jobs of the future (Source: Jeanne Meister) FIG 3: The four dimensions of AI automation – and ‘superworker’ (Source: The Josh Bersin Company) HYBRID, GENERATIVE AI AND THE FUTURE OF WORK WORLD ECONOMIC FORUM – Future of Jobs Report 2025 Analytical thinking remains the most sought after core skill among employers, with seven out of 10 companies considering it as essential The fifth edition of the World Economic Forum’s Future of Jobs Report is, like its predecessors, an absolute treasure trove of data, insights, and visualisations. The 2025 report is based on data from more than 1,000 companies and over 14m workers, and will be a much referenced resource by researchers as well as workforce planning and people analytics practitioners. It offers a comprehensive analysis of the interconnected trends shaping the global labour market and explores what this will mean for the evolution of jobs and skills over the next five years. There are far too many highlights in the report to list them all here, but here are some standout ones for me: (1) By 2030, 170 million new jobs will emerge, yet 92 million will be displaced—a net increase of 78 million roles (see FIG 4), which not surprisingly means that (2) Skill gaps are considered the biggest barrier to business transformation, with 63% of employers identifying them as a major barrier over the 2025- 2030 period. (3) On average, workers can expect that two-fifths (39%) of their existing skill sets will be transformed or become outdated over the 2025-2030 period. (4) Analytical thinking remains the most sought after core skill among employers, with seven out of 10 companies considering it as essential in 2025 (see FIG 5). (5) Two demographic shifts are increasingly transforming global economies and labour markets: aging and declining working age populations, predominantly in higher income economies, and expanding working age populations, predominantly in lower-income economies. Kudos to the authors: Attilio Di Battista, Sam Grayling, Ximena Játiva, Till Alexander Leopold, Ricky LI, Shuvasish Sharma, and Saadia Zahidi. If you only read one of the resources I've selected this month, read this. FIG 4: Total job growth and loss 2025-2030 (Source: World Economic Forum) FIG 5: Top sought after skills by employers in 2025 (Source: World Economic Forum) RAVIN JESUTHASAN, RUPAL KANTARIA, AND SIMON LUONG - Workforce Transformation In The AI Era Leaders need new talent strategies as AI and demographic changes create the need for agile, skills-based organizations. In their article, Ravin Jesuthasan, CFA, FRSA, Rupal Sachdev Kantaria, and Simon Luong explain how with several workforce megatrends converging successful CEOs are being transformed into talent architects, with workforce strategy becoming as important to companies as financial strategy (see FIG 6). This is expanding the role of the chief people officer, whose mandates at some companies have expanded to include strategy, transformation and operations. All this, argue the authors, is leading to a transformation of work and the human experience of work across three critical dimensions: (1) Redesigning work for a truly agile operating model. (2) Skills as the currency (see FIG 7). (3) Adaptive leadership. The report is part of a series, The State of Our World 2025, compiled by the Oliver Wyman Forum, which has been designed to help global leaders navigate what is a turbulent and exhilarating environment. These include: The Revenge of Geopolitics, Solving the Demographic Dilemma, and Unlocking the Value of AI. If you want to know what's on your CEO's mind, read this. FIG 6: Talent strategy is leading board agendas (Source: Oliver Wyman Forum) FIG 7: The need to rethink skills as currency (Source: Oliver Wyman Forum) PEOPLE ANALYTICS TOM DAVENPORT AND RANDY BEAN - Five Trends in AI and Data Science for 2025 Our long-term prediction is that generative AI alone is not enough to make organizations and cultures data-driven. The 2024 edition of this article, by Tom Davenport and Randy Bean was MIT Sloan Management Review’s most-read article of last year, and the 2025 version looks set to similarly popular. The five trends outlined in the article are: (1) Leaders will grapple with both the promise and hype around agentic AI. (2) The time has come to measure results from generative AI experiments. (3) Reality about data-driven culture sets in. (Only 37% of companies surveyed said they work in a data- and AI-driven organisation, and 33% said they have a data- and AI-driven culture. 92% believe that cultural and change management challenges are the primary barrier to becoming data- and AI-driven). (4) Unstructured data is important again. (5) Who should run data and AI? Expect continued struggle. RICHARD ROSENOW – People Analytics Conferences: 2025 By focusing on community building, providing diverse and practical content, and addressing accessibility concerns, conferences can better serve the evolving needs of People Analytics professionals. A terrific resource compiled by Richard Rosenow on the top events scheduled for 2025, which was based on a survey of people analytics professionals. It lists the top events that practitioner are attending (including People Analytics World, TALREOS and Wharton People Analytics), those events that are top of the wishlist, which I’m proud to see includes the Insight222 Global Executive Retreat, plus insights on what people enjoy and need from these events. SCOTT REIDA - The Augmented Workforce: Redefining Roles and Hierarchies in the Age of GenAI | MATTHEW HAMILTON - Three mental blocking & tackling drills to recenter your People Analytics efforts | CAITLIN VAN MIL - SHAP Values | AMIT MOHINDRA – Who is the Human in the Loop? 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. Four are highlighted in this month’s edition. (1) Scott Reida, a workforce strategist at AWS, walks through a workforce scenario from now to 2035 to demonstrate year-on-year how tasks for data scientists will be automated through AI (see FIG 8) allowing human workers to focus on more strategic work with role-levels consolidated and cost savings realised. (2) I’ve always enjoyed Matthew Hamilton’s thoughtful musings, and in this article, he walks through three mindsets for people analytics professionals to adopt including: embracing the power of visual analytics. Thanks too to Matthew for his kind mention of the Data Driven HR Monthly in his article. (3) Caitlin van Mil launches her Everything Data Science microblog series with a piece that breaks down SHAP values. (4) Amit Mohindra outlines how The “human-in-the-loop” imperative presents an opportunity for HR to elevate its role in leading their organisation’s adoption of AI: Organizations do not adopt AI; individuals do. HR facilitates organizational change through its influence on leadership, culture, and learning. The chief people officer is in a better position to spearhead AI adoption initiatives than the chief technology officer. FIG 8: Source – Scott Reida THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE KEVIN COX, SUSAN PODLOGAR, AND KATIE BURKE - Less is More: The Transformative Power of Discarding Outdated HR Concepts If HR sees technology as someone else’s work, HR will have missed a huge opportunity. To drive these discussions, rather than follow others, HR leaders should be students of technology and how it can influence work, strategy, and culture. As this excellent article in People + Strategy begins, the job of the chief people officer is increasingly complex with their C-suite peers often turning to them to solve the new challenges that have made leadership so hard in this turbulent decade. Instead of more, three experienced chief people officers, who have recently stepped down from their roles, provide some thoughts on what HR should be spending less time on moving forward. One example from each: (1) Kevin Cox highlights culture surveys, and advocates how AI can create better assessments by analysing more sources. (2) Susan Podlogar (she/her) calls for the setting aside of low-value HR work to focus instead on high-value transformation work including being at the forefront of how technology is integrated (see quote). (3) Katie Burke writes how HR needs to be better at connecting employee experience and happiness to impact, productivity and business results. DAVE ULRICH, REBECCA RAY, AND ALAN TODD - Next Step in GenAI for Human Resources: Proliferation vs. Prioritization Proliferation offers an abundance of innovative ideas but can lead to being overwhelmed and not having a clear idea about where to invest. Prioritization filters the opportunities into priorities that deliver value. With the proliferation of GenAI in the HR market (estimated at $3.25 billion USD in 2023 and projected to grow at a compound annual growth rate of 24.8 percent from 2024 to 2030), how can HR leader prioritise the investments in GenAI apps that will provide the biggest benefit to their stakeholders and organisations? That is the question tackled by Dave Ulrich, Rebecca Ray, and Alan Todd in their article, where they provide four concrete recommendations: (1) Define desired stakeholder and outcome (“focus on impact rather than activity”). (2) Rely on an integrated framework to organise apps (see FIG 9). (3) Determine which GenAI apps best deliver stakeholder value. (4) Build a guidance system on existing HCM platforms. FIG 9: Human Capability Framework (Source: Dave Ulrich) WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS MARC RAMOS - 6 Part Series: Tasks Versus Skills - Squaring the Circle of Work with AI - Part 1 | Part 2 | Part 3 | Part 4 | Part 5 | Part 6 The world of work is changing rapidly, and the skills we need to succeed are evolving faster than ever before. While a strong focus on skills development is crucial, many organizations find that a sole skills-based approach is insufficient. There's a missing piece of the puzzle: tasks. Tasks are the building blocks of work, and understanding how they connect with skills is essential for developing effective workforce strategies, particularly as AI becomes increasingly integrated into our workflows. As I’ve been sharing broadly, HR, Talent and Learning & Development teams have increasingly had a laser focus on skill development, upskilling/reskilling, Skill-Based Organisations, and most recently gaining the right AI skills. Marc Ramos takes a slightly different approach: “A dilemma regards an over-reliance on a skills-first mindset as a somewhat dominant charter. What’s missing is acknowledging the proportional value of tasks, quantifiable tasks with the complementary value of skills, qualified skills.” AI and AI tooling is at the heart of this provocative new series; that is, how to address the combination of Tasks + Skills + AI. Part 1 and Part 2 re-emphasise the critical value of tasks and provide 7 Playbook Takeaways.  The remaining “What-If” sections share forward-looking AI-centric scenarios: Let Learning Breathe, A Task Intelligence Control Room, Employee Experience as an AI Product, and Ramos has also created an Instructional Quality AI Agent using OpenAI’s API Models.  Marc has also generously bundled all of this into a free eBook. FIG 10: Control Room mock up or heatmap of tasks not accomplished and negative impacts to sales quotas and related skills (Source: Marc Ramos) EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING BARBARA JEFFERY, BROOKE WEDDLE, JACQUELINE BRASSEY, AND SHAIL THAKER - Thriving workplaces: How employers can improve productivity and change lives By making work a place that improves health, organizations can build a strong, productive, and engaged workforce and release greater individual and organizational potential. A landmark new report from the McKinsey Health Institute in collaboration with the World Economic Forum, which has the headline finding that enhanced employee health and well-being could generate up to $11.7 trillion in global economic value. The report, authored by Barbara Jeffery, Brooke Weddle, Jacqui Brassey, PhD, MA, MAfN ?️ (née Schouten), and Shail Thaker, addresses three key questions: (1) Why prioritise workplace health? (e.g. financial return, improvements in productivity, engagement and retention, lower healthcare costs and absenteeism, enabling a more resilient and adaptive workforce – see FIG 11). (2) What is the current state of workplace health? (with a survey of 30,000 employees worldwide finding only 57% reported good holistic health). (3) How can organisations measure workforce health and develop an action plan? (how to build the investment case and company-specific KPIs – see FIG 12, case studies from the likes of Novo Nordisk, Swiss Re, and Novartis, and the role of people analytics including a case study from Experian. Finally, guidance is provided on six principles organisations can follow to get started: (i) understand the baseline health status of employees and the value at stake, (ii) develop initiatives for a sustainable healthy workforce, (iii) pilot interventions to test and learn, (iv) track three to five metrics to measure success, (v) ensure leadership commitment and sponsorship, and (vi) embed employee health into organisational culture. A tour de force. FIG 11: Workplaces with high well-being outperform other stock market indexes (Source: McKinsey) FIG 12: KPIs to build the investment case for employee wellbeing (Source: McKinsey) CARLIJN POPELIER AND RUUD RIKHOF – The (de)Humanized Workforce: Job Deconstruction - to what extent is the future workforce at risk of being further dehumanized? HR must take the lead in understanding AI’s impact and guide conversations about how these benefits are distributed. By doing so, we can keep the human experience at the center of this transformation. The cornerstone of this thoughtful paper from Carlijn Popelier and Ruud Rikhof is the concept of Humanized Growth, which they describe as “integrating the interests of employees, consumers, local communities, government, the planet, and broader humanity.” The paper takes a deep dive into the (un)intended consequences of new work arrangements and how they impact ‘humans’ and provides some helpful recommendations to chief people officers and senior leaders. Three of these are: (1) Leave HR service delivery to others and set expectations for employee experience. (2) Have a point of view on how AI impacts the workplace and how the benefits of productivity improvements are distributed. (3) Lead the transition to a skill-based approach. The authors also provide a primer on deconstructing jobs, including a helpful visualisation of the hopeful and cynical view of implementing this approach (see FIG 13). A highly recommended read. FIG 13: The ‘hopeful’ and ‘cynical’ view of deconstructing jobs (Source: Popelier and Rikhof) LEADERSHIP, CULTURE, AND LEARNING JONATHAN HUGHES, JESSICA WADD, AND ASHLEY HETRICK - Why Influence Is a Two-Way Street Managers achieve better outcomes when they prioritize collaborative decision-making over powers of persuasion The ability to wield influence is important for meeting team and individual goals in highly matrixed organizations, but research, presented by Jonathan Hughes, Jessica Wadd, and Ashley Hetrick finds there is too much of an emphasis on selling one's own point of view (see FIG 14). The authors explain how this can hamstring good decision-making and argue for a collaborative model of influence where the best decision for the organisation is the primary goal. They also share five research-based strategies on how managers can steer culture toward two-way influence. (1) Expand job definitions and responsibilities so that they provide guidelines for cross-functional engagement. (2) Replace traditional influence training with training focused on collaborative influence. (3) Engage in cross-functional goal setting and alignment of incentives. (4) Rethink criteria for promotions to management and executive leadership. (5) Model behaviours of collaborative influence. FIG 14: How Influence Is Wielded in Organizations (Source: Hughes et al) DIVERSITY, EQUITY, INCLUSION AND BELONGING TORIN ELLIS - Reducing Bias in HR using Artificial Intelligence Only 27% of companies are using AI to address bias despite AI’s potential to automate processes and minimize personal and unreasoned judgment. This research study provides a helpful primer on how the thoughtful application of AI can remove bias from HR processes such as hiring, promotion and performance management. The report, which is a collaboration between Torin Ellis as well as Madeline Laurano and Kyle Lagunas of Aptitude Research for plum, covers: (1) How AI impacts HR processes and its role in either perpetuating or eliminating unconscious bias. (2) How to implement AI tools to foster DEIB values. (3) Examples where AI has been successfully employed to neutralise bias and promote fairness in HR practices. FIG 15: Actions companies are taking to reduce bias (Source: Torin Ellis, Aptitude Research) LILY ZHENG – What Comes After DEI? Instead of the performative, individual-centered, isolated, and zero-sum methods of the current mainstream approach, DEI work must evolve to become outcomes-based, systems-focused, coalition-driven, and win-win. A timely and thoughtful article by Lily Zheng, which outlines how their new framework built around fairness, access, inclusion, and representation can succeed where Lily believes that DEI has failed. As Lily explains, (1) Fairness is when all people are set up for success and protected against discrimination. (2) Access is when all people can fully participate in a product, service, experience, or physical environment. )3) Inclusion is when all people feel respected, valued, and safe for who they are. (4) Representation is when all people feel their needs are advocated for by those who represent them. HR TECH VOICES Much of the innovation in the field continues to be driven by the vendor community, and I’ve picked out a few resources from January that I recommend readers delve into: FRESIA JACKSON AND HEATHER WALKER - The biggest lie continues: The impact of leaders vs. managers – Fresia Jackson and Heather Rose Walker, PhD mine Culture Amp’s extensive data to bust the oft-repeated myth that “People don’t quit companies; they quit managers.’ The findings they do uncover include: (1) Career opportunities, leadership, and company confidence drives employee commitment, and; (2) Leader’s impact on engagement has grown since 2020 (see FIG 16). FIG 16: Leadership’s impact on employee engagement has grown since 2020 (Source: Culture Amp) LIGHTCAST – The Speed of Skill Change – A new report from Lightcast, which analyses the extent of skills disruption in US job postings, finds that the average job has seen one-third of its skills change from 2021 to 2024. The report identifies three big themes: (1) Adapting to Artificial Intelligence, (2) The Growth of Green Skills, and (3) Cybersecurity skills Continue Climbing, and provides workforce planning tips for each. FRANCISCO MARIN - Why Now is the Time for Organizational Network Analysis (ONA) to Go Mainstream – Advancing social capital is one my 12 Opportunities for HR in 2025, and in his article, Francisco Marin of Cognitive Talent Solutions, looks at the historical evolution of the field and writes why the time is now for ONA. FIG 17: The historical evolution of ONA (Source: Cognitive Talent Solutions) JOHN GUY - Skills-Powered – Our maturity framework for getting the right skills – John Guy outlines the skills-powered maturity framework that developed with Simply Get Results’s customers (see FIG 18). FIG 18: Skills-powered maturity framework (Source: Simply) PHILIP ARKCOLL - How to Evaluate and Defend Your Flex Work Strategy – This is a terrific resource from Philip Arkcoll and the team at Worklytics. It highlights 15 common issues they are seeing in their research into flexible working and the metrics they’re using to help organizations identify them. These include: (1) Are people maintaining their networks or becoming isolated? (2) Is your organization becoming more siloed? (3) Do you have enough overlap on distributed teams? (see FIG 19). FIG 19: Team overlap based on working hours (Source: Worklytics) PODCASTS OF THE MONTH In another month of high-quality podcasts, I’ve selected five gems for your aural pleasure: (you can also check out the latest episodes of the Digital HR Leaders Podcast – see ‘From My Desk’ below): JEREMY SHAPIRO - People Analytics Trends for 2025 & Revisiting Competing on Talent Analytics – Jeremy Shapiro joins Cole Napper and Scott Hines, PhD on the Directionally Correct podcast for a lively and insightful discussion on the evolution of the field, reflections on Jeremy’s seminal 2010 HBR article, Competing on Talent Analytics, and a review of 2025 predictions for people analytics from Jeremy, Cole and Scott, as well as research from RedThread, Bersin, and Insight222. BRANDON ROBERTS - The future of AI in the workforce: Lessons from ServiceNow’s four-point strategic journey – Brandon Roberts, Head of People Analytics and AI at ServiceNow, joins host Kyle Forrest on the Capital H Podcast to dive into the company's transformative journey with AI. He shares a four-point plan guiding their AI strategy, covering key areas like AI operating models, data and tech infrastructure, the right investments and talent, and workforce enablement. STACEY HARRIS - The Future of HR – Stacey Harris from Sapient Insights Group joins hosts Stacia Sherman Garr and Dani Johnson on RedThread Research’s Workplace Stories to discuss the HR landscape as we enter 2025. They have an absorbing conversation on what ‘engagement’ truly means, the limitations of current AI applications, and why a company’s culture—not its tech—might be the biggest obstacle to success in 2025 AMIT MOHINDRA – Strategic Workforce Planning – Amit Mohindra joins Nick Kennedy on SWP – The Strategic Workforce Planning Podcast, to talk all things SWP and people analytics. ELLEN HENDRIKSEN – Dealing with Perfectionism – In a fascinating episode of HBR IdeaCast, psychologist Ellen Hendriksen speaks with Curt Nickisch about her new book, How to Be Enough: Self-Acceptance for Self-Critics and Perfectionists, where perfectionism comes from and how it affects teams. VIDEO OF THE MONTH BEN WABER, GEORGE LAROCQUE, AND CLIFF JURKIEWICZ – Helping Employees Gain Valuable AI Skills In this insightful panel discussion on Nasdaq, Ben Waber, George LaRocque and Cliff Jurkiewicz of Phenom join host Jill Malandrino to discuss how to strike a balance that helps employees gain valuable AI skills while simultaneously giving the organization a competitive edge. BOOKS OF THE MONTH AIZHAN TURSUNBAYEVA - Augmenting Human Resource Management with Artificial Intelligence | MARTIN R. EDWARDS, KIRSTEN EDWARDS, AND DAISUNG JANG - Using R in HR Analytics: A Practical Guide to Analysing People Data There are two book recommendations this month. First, Aizhan Tursunbayeva, PhD, GRP’s book explores human resource management technologies across operational, relational, and transformational elements. It includes an analysis of vendor value propositions, and pays significant attention to the ethical implications of AI and how they can be addressed through Responsible AI principles. The second book, by Martin Edwards, Kirsten Edwards, and Daisung Jang is designed to help readers learn how to use R and R Studio to analyse HR data and deliver insights that drive workforce and business performance. The authors also cover data privacy and the ethical considerations of using people data. Two excellent and complementary reads. RESEARCH REPORT OF THE MONTH SCOTT HINES, JUSTIN O’NEAL, CHRIS HUNYH, AND JOHN GOLDEN - An alternative path to unlocking high-potential talent: Universal models beware In this paper for the Consulting Psychology Journal, Scott Hines, PhD, Justin O'Neal, Ph.D. Chris Hunyh, and John Golden, Ph.D., investigate the intricacies of identifying high-potential talent within organisations overcoming the challenges of using a single defined measure of potential. As John Golden highlights here, insights from the paper include: (1) Redefining Potential: The article challenges traditional notions of potential, advocating for a behavioural framework that aligns with strategically critical roles: “It’s not just about climbing the ladder; it’s about finding the right fit for every rung.” (2) Innovative Methodologies: By integrating multiple theoretical constructs and utilising behavioural ratings, this study paves the way for predicting employee readiness for future growth opportunities. For those unable to access the report, have a listen to this podcast on the study. BONUS RESOURCES Some bonus resources to also consume this month: Hung Lee published his annual set of forecasts for recruitment and HR technology, which are always worth checking out and cover much, much more than recruiting: See Part One, Part Two, Part Three, Part Four. In a recent edition of his excellent Workforce Futurist newsletter, Andrew Spence unveils 35 New AI Roles to Watch Out For. Sharna Wiblen’s article in MIT Sloan Management Review, Who’s Making Your Talent Decisions? explores how technology—algorithms, vendors, and systems—shapes talent decisions to a much greater extent than many of us realise. Stacia Sherman Garr provides a helpful primer on Understanding the Impact of Recent DEI Executive Orders. Speaking of DEI, Bruce Daisley does an admirable takedown of Mark Zuckerberg’s cowardly decision to roll back on DEI at Meta: Zuckerberg cancelling DEI is a grim day for work. Finally, Nathan Warren’s column on Exponential View, outlines five contrarian ideas that may just change your perspective—and your strategy—on AI at work. These include: You're likely only scratching the surface – with organisations actually needing to retool entire processes around AI (see FIG 20). FIG 20: The shift from assistants to agents will be dramatic (Source: Exponential View) FROM MY DESK January proved to be a productive month for writing as well as the first three episodes of Series 44 of the Digital HR Leaders podcast, sponsored by our friends at TalentNeuron (thanks to John Lynch, David Wilkins, Maureen McGinness, and the TalentNeuron team). DAVID GREEN – The Best HR and People Analytics Articles of 2024 – My 11th annual retrospective of the best articles of the year came in five instalments: Part 1: Creating value through people analytics, Part 2: Orchestrating the future of work, Part 3: Enhancing employee experience and wellbeing, Part 4: Developing leaders, culture and inclusion, and Part 5: Building the strategic HR function. Enjoy! DAVID GREEN - How can organisations leverage skills intelligence to make more informed decisions? – A wrap-up of Series 43 of the Digital HR Leaders podcast, which featured Sandra Loughlin, PhD, Keith Sonderling, Mikaël Wornoo?, Melissa Daimler, and Christophe Cabrera , and featured the common question: How can organisations leverage skills intelligence to make more informed decisions? STACIA GARR AND DAVE ULRICH - How HR Can Create Stakeholder Value and Drive Organisational Growth in 2025 – In our traditional opening to the year at the Digital HR Leaders podcast, I was joined by Stacia Sherman Garr and Dave Ulrich for a conversation on the key priorities and opportunities in 2025. PRASAD SETTY - How Will AI Shape the Future of People Analytics? – Having established and led the fabled people analytics team at Google, Prasad Setty has an abundance of knowledge and wisdom to share about people analytics. We discuss learnings from his time at Google, current challenges in the field, and how AI is shaping the future of people analytics. DAVID WILKINS - How to Turn Strategic Workforce Planning Into Impactful Action – David Wilkins joins me to share TalentNeuron’s findings on the key priorities for organisations when it comes to SWP. This shapes our conversation on what it really takes to master Strategic Workforce Planning. LOOKING FOR A NEW ROLE IN PEOPLE ANALYTICS OR HR TECH? I’d like to highlight once again the wonderful resource created by Richard Rosenow and the One Model team of open roles in people analytics and HR technology, which now numbers over 600 roles. You can also read Richard’s latest newsletter related to this here. THANK YOU Nick Lynn for including the Data Driven HR Monthly in his list of recommended newsletters alongside some of my personal favourites by the likes of Bruce Daisley (Make Work Better), Rachel Botsman (Rethink with Rachel), and Serena H. Huang, Ph.D. (From Data to Action). Gianni Giacomelli for also recommending the Data Driven HR Monthly in his 2025 New Years Resolution: Only Read Good Newsletters post, which included another of my favourites from Thomas Otter (Work in Progress). Mike Irvine for including my 12 Opportunities for HR in 2025 article in a recent edition of LinkedIn’s The Must-Read Articles for Talent Professionals This Week. Rick Leunisse for including me in this ‘General HR Tech Influencers’ category in his list of LinkedIn Influencers to follow. Rick also included categories for Workday Subject Matter Experts, Workday Employees, and HRIS Innovators and Thought Leaders. Offbeat for including me as one of 50 learning professionals to keep an eye on in 2025. I can happily return the favour by highly recommending Offbeat’s weekly newsletter, edited by Lavinia Mehedințu, which is one I read every week: Where L&Ds Always Learn. Thanks to Matt Manners and the Inspiring Workplaces team for including me as one of The Top 101 Global Employee Engagement & Experience Influencers 2025 Kyle Forrest for generously including me in two posts. Firstly, in a list of six 2025 set of predictions and trends for the world of work, and then secondly, in his list of non-Deloitte sources to obtain insights in the HumanCapital and HR ecosystem. MagnusHR for including Excellence in People Analytics as one of its five reading recommendations for 2025. Jeroen Naudts for including me in his list of 10 People Analytics Experts to Follow. Kalpana Joshi for including me in her list of five top HR influencers on LinkedIn to follow in the HR and people management space. Teamflect for including the Digital HR Leaders podcast at number 5 in its list of 15 Podcasts for HR Professionals. Thinkers360 for including the Digital HR Leaders podcast in its article: 125 Podcasts from You Should Listen To in 2025. Aurélie Crégut for citing the Digital HR Leaders podcast episode with Yves Van Durme, in her excellent post on Structuring Data for Success: A Guide for HR Teams. Phil Kirschner for including me in his group of inspiring thought leaders who introduce and amplify new perspectives on the future of work. Olimpiusz Papiez for posting another wonderful set of learnings from an episode of the Digital HR Leaders podcast, this time the one with Stacia Garr and Dave Ulrich: How HR Can Create Stakeholder Value and Drive Organisational Growth in 2025. Finally, a huge thank you to the following people who either shared the December edition of Data Driven HR Monthly and/or posted about the Digital HR Leaders podcast, conferences or other content. It's much appreciated: Ollie Henderson, Paola Alfaro Alpízar, Sarah White, Mila Pascual-Nodusso, Robin Haag, Elliott King, Ryan Wong, Mark Woodhouse, Hakan Sahin, Veronika Birkheim, Gareth Flynn, Thomas Kohler, Monika Manova, Alice Reinhold, Javier Calzolari, Nicolas Quadrelli, Bastiaan Starink, Dan George, Jaqueline Oliveira-Cella, Alessandro Cosentino, Kouros Behzad, Diane Gherson, Ihuaku Ugwu, Amardeep Singh, MBA, Ian Grant FCIPD, Kevin Metherell, Francisca Solano Beneitez, Sanja Licina, Ph.D., Laura Oh, PhD, Swechha Mohapatra (IHRP-SP, SHRM-SCP, CIPD), Irada Sadykhova, Ian OKeefe, Anna A. Tavis, PhD, Bengi Bozdag, Monica Sirbu, Shonna Waters, PhD, Adam Tombor (Wojciechowski), Sachin Sangade, Robin Kane, Jason Saltzman, Johnatan Moreno, Roshaunda Green, MBA, CDSP, Phenom Certified Recruiter, Jaap Veldkamp, Patrick Coolen, José Valdivieso, Danielle Farrell, MA, Nevena B., Menna Shehab ElDin, David Simmonds FCIPD, Debbie Harrison, Meghan M. Biro, Kathleen Kruse, John Healy, Greg Pryor, Daria Manoilenko, Samir Murgude , SPHR®, SHRM-SCP, IHRP-SP, Catriona Lindsay, Mark North, Maria Alice Jovinski, Zohaib Azhar, Michael Arena, Michelle Lee ?, Malgorzata Langlois, Erin Spencer, Timo Tischer, Richard Bretzger, Nick Hudgell, Evan Franz, MBA, Darshana D., Johannes Sundlo, Luis Maria Cravino, Sergio Garcia Mora, Graham Tollit, Ifraan Karim, John Gunawan, Jay Chang, Hanadi El Sayyed, Alexis Baker, Neil Vyner, Giovanna Constant, Marcela Mury, Monika Buzasy, Lewis Garrad, Tina Peeters, PhD, Lewis Garrad, Abhilash Bodanapu, Kouros Behzad, Dan Lapporte, Ying Li, Stephanie Andel, PhD, Kris Saling, Caitie Jacobson Mikulis, Roxanne Bisby Davis, Joonghak Lee, Delia Majarín, Emanuele Magrone, Claire Masson, Lucie Vottova, Gawain Wang, Sophia Huang, Ed.D., Jacob Nielsen, Søren Kold, Samy Ben Said, Ralf Buechsenschuss, Gal Mozes, PhD, Alexis Fink, Dave Fineman, Danielle Bushen, Peter Ryan, Elizabeth Esarove, Ken Clar, Erik Otteson, Mariami Lolashvili, Craig Starbuck, PhD, Maria Ursu, Mattijs Mol, Toon van der Veer, Arne-Christian Van Der Tang, ABOUT THE AUTHOR David Green ?? is a globally respected author, speaker, conference chair, and executive consultant on people analytics, data-driven HR and the future of work. As Managing Partner and Executive Director at Insight222, he has overall responsibility for the delivery of the Insight222 People Analytics Program, which supports the advancement of people analytics in over 100 global organisations. Prior to co-founding Insight222, David accumulated over 20 years experience in the human resources and people analytics fields, including as Global Director of People Analytics Solutions at IBM. As such, David has extensive experience in helping organisations increase value, impact and focus from the wise and ethical use of people analytics. David also hosts the Digital HR Leaders Podcast and is an instructor for Insight222's myHRfuture Academy. His book, co-authored with Jonathan Ferrar, Excellence in People Analytics: How to use Workforce Data to Create Business Value was published in the summer of 2021. MEET ME AT THESE EVENTS I'll be speaking about people analytics, the future of work, and data driven HR at a number of upcoming events in early 2025: February 26-27 - People Analytics World, Zürich March 13 - HiBob Heartcore HR LIVE, London March 19 - Workhuman Live Forum, London April 10-11 - Wharton People Analytics Conference, Philadelphia April 29-30 - People Analytics World, London May 6-8 - UNLEASH America, Las Vegas June 4-6 - TALREOS (Talent Analytics Leadership Roundtable Economic Mobility Summit), Chicago July 31 - August 1 - People Matters TechHR India 2025, Delhi October 21-22 - UNLEASH World, Paris More events will be added as they are confirmed.
    generative AI
    2025年02月02日
  • generative AI
    The best HR & People Analytics articles of December 2024 The December edition of the Data Driven HR Monthly is an opportunity to reflect on the year that is about to pass into history and look forward to what lies ahead. 2024 has proved to be another tumultuous year of geopolitical tension, economic uncertainty, and upheaval in the world of work. Perhaps for HR and people analytics it is a case of “in chaos, there is opportunity,” as we move into 2025. Enjoy this month’s collection of resources, and to all readers who are taking a break over the festive season, I wish you Happy Holidays, and a prosperous and healthy 2025. Thank you to everyone who has supported Insight222, the Digital HR Leaders Podcast, and the Data Driven HR Monthly in 2024. It means a lot and is much appreciated. This edition of the Data Driven HR Monthly is sponsored by our friends at TechWolf Task Intelligence: rethink work, redefine skills Work happens at the task level, where skills meet action. But are your skills aligned with the work that drives impact? TechWolf has proven that bridging the gap between tasks and skills is the key to workforce transformation. By applying Task Intelligence within our own teams, we’ve unlocked measurable results: $76,000 saved in productivity gains by automating repetitive tasks. Freed up time for strategic, high-value work. Reshaped hiring strategies by focusing on the skills that truly matter. At TechWolf, we believe that getting close enough to the work being done is the key to doing skills right. As our own 'customer zero'; we’ve put our AI to the test, integrating it with JIRA to analyze and optimize our work processes. The results speak for themselves in our first Task Intelligence Impact Case: $76,000 saved in productivity gains by automating repetitive tasks. Freed up time for strategic, high-value work. Reshaped hiring strategies to focus on the skills that truly matter. What is Task Intelligence? It’s a new way to connect real-time task data with workforce skills to: Identify tasks that drive the most value. Adapt skills as work evolves. Streamline processes and unlock productivity. As Jeroen Van Hautte ?, TechWolf CTO, says: Skills tell us what people can do. Tasks show us why it matters. Task Intelligence brings it all together. ? Discover Task Intelligence ? Insights from the Experts: Explore how Gina Jeneroux, MBA FLPI, Chief Skills & Innovation Officer at Executive Networks, is helping organizations move beyond learning to embed skills strategies into their business. ? Read Gina’s interview The future of work demands more than adapting—it demands leading. Task Intelligence is how you get there. To sponsor an edition of the Data Driven HR Monthly, and share your brand with more than 140,000 Data Driven HR Monthly subscribers, send an email to dgreen@zandel.org. What are the biggest opportunities for HR in 2025? HR’s role in creating a thriving workforce and organisation is the underlying theme of my recently published 12 Opportunities for HR in 2025 article (see FIG 1). I’m crowdsourcing the final two opportunities, so if you’d like to contribute suggestions for opportunities 11 and 12, please click here and add your suggestion in the comments. FIG 1: 12 Opportunities for HR in 2025 (Source: David Green) December Road Report The main event for December was the publication of the fifth annual Insight222 People Analytics Trends study, which was our biggest yet with 348 participating organisations. A summary of the key findings follows in the ‘People Analytics’ section below, but one is that 62% of companies told us that they were in the first year of their AI journey in HR. Click here to download the report, and see how the people analytics function in your company compares to ‘A Teams’ by taking the Leading Companies Diagnostic. I had the privilege of taking the findings from the study out on the road to two events in December. First, I delivered the opening keynote at Visier Inc. Outsmart Local in London, which also featured the likes of Nick Hudgell, Rosemary Byde, Kevin Metherell, and Neera Ridler-Mayor, AIA (see more here). The following week I was in Amsterdam for Workday Rising EMEA, where I was interviewed on stage by Phil Willburn, as well as delivering a keynote on the characteristics of People Analytics ‘A Teams’ (see more on Workday Rising here). 2024 seemed like the year when the 'in-person' event fully returned - and as such it proved to be a busy year on stage. I emceed Unleash World in Paris, People Analytics World events in Zurich, London, and New York, and the Insight222 Global Executive Retreat in Amsterdam. I keynoted at the three People Analytics World events, Workday Rising in Las Vegas and Amsterdam, Gloat Live in New York, the Deloitte Workforce Innovation Forum in Dallas, a Mercer/Corporate Research Forum event on Productivity, Purpose and Profit in London, and Visier Outsmart Local in London. I moderated panels at a number of these events as well as at Strategic HR Analytics MeetUp in New York. Share the love! Enjoy reading the collection of resources for December 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 November’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 on Tuesday: subscribe here. 2024 REFLECTIONS HUNG LEE -  What Happened in Recruiting in 2024 - Part 1 | Part 2 | Part 3 | Part 4 | Don't be fooled by the title, Hung Lee's 2024 reflections covers topics much broader than recruiting, and contains a plethora of data, analysis and visualisations that should act as a guide for the year ahead too. Taking one highlight from each of the four-part series (and 20 reflections in total), I'd go with AI and Automation (Part 1), the re-emergence of Talent Density (Part 2), Atlantic Divergence on DEI - see FIG 2 (Part 3), and War on Middle Managers (Part 4). If you don't already follow Hung's twin newsletters, Recruiting Brainfood, and This Week in Recruiting, I highly recommend you do. FIG 2: Is DEI a 'good thing'? (Source: Pew Research Center) 2025 HR PREDICTIONS, TRENDS AND PRIORITIES STEVE HUNT - A guide to HR predictions, trends, and forecasts | ANDREW SPENCE - 5 Big Questions for Work in 2025 | DANIEL ZHAO - Glassdoor Worklife Trends 2025 | VISIER – Embracing the AI Driven Workforce: 5 Workforce Trends for 2025 | i4CP – 2025 Priorities and Predictions | LARS SCHMIDT - 7 ways HR will look different in 2025 | JOSH BERSIN - A Tumultuous Year Behind: A Challenging, Important 2025 A people analytics team cannot sit on the sidelines while AI is poised to transform the world of HR. If you don't embrace AI to surface insights and support data-driven decisions, you may miss out on the ability to scale decision intelligence Putting my own 12 Opportunities for HR in 2025 to one side, there are a plethora of other HR trends, predictions, and priorities being published. Here are seven resources that I recommend digging deeper into. (1) Firstly, Steve Hunt provides a helpful ‘buyer beware’ guide on eight lessons to consuming HR predictions, trends and forecasts, including a warning that most HR forecasts are designed to influence buying behaviour. (2) Despite being a Man United fan, Andrew Spence’s Workforce Futurist newsletter is one of the best around. In a recent edition, Andrew ponders five big questions for work in 2025 including: Is the office dead or just evolving (see FIG 3)? (3) Daniel Zhao presents five trends based on Glassdoor data including: Employers are investing in holistic wellbeing. (4) Visier Inc.’s five workforce trends for 2025 includes the need for organisations to build the backbone of data infrastructure to fully realise the promise of AI in HR and workforce topics, and features contributions from the likes of Dawn Klinghoffer, Eric Bokelberg (see quote above), Angela LE MATHON, Ryan Wong and Adam McKinnon, PhD. (5) As Kevin Oakes writes in his Foreword to The Institute for Corporate Productivity (i4cp)’s thoughtful annual look at the year ahead: “perhaps the safest prediction we can make is those who embrace agility will have much more success than those who resist change.” (6) Lars Schmidt takes his annual look at how HR is likely to evolve as a function in the year ahead, with my favourite of his seven being that "Learning and development will take center stage." (7) Josh Bersin looks back at a tumultuous 2024 to highlight the priorities for the year ahead in his big idea of 'Citizenship': "Our job in HR is to help our leaders and organizations practice this kind of citizenship. In a year of tumultuous change, Citizenship will serve us well." FIG 2: Office utilisation 2020-now (Sources: Andrew Spence, Nicolas BEHBAHANI) HYBRID, GENERATIVE AI AND THE FUTURE OF WORK BRIAN ELLIOTT - Five Hybrid Work Trends to Watch in 2025 | JOSE MARIA BARRERO, NICK BLOOM, SHELBY BUCKMAN, AND STEVEN J. DAVIS - SWAA December 2024 Updates | LYNDA GRATTON - Seven Truths About Hybrid Work and Productivity | BETH SCHINOFF, ASHLEY E. HARDIN, KRIS BYRON, AND RACHEL BALVEN - Research: How WFH Can Actually Strengthen Bonds Between Coworkers Forward-looking organizations will shift toward measuring performance based on results, not attendance As I wrote in 12 Opportunities for HR in 2025, HR has the opportunity to help their organisations elevate the conversation on hybrid working from where to how. With outliers like Amazon getting a lot of column inches about their decision to bring employees back to the office five days a week (although this move may not be working out well), HR leaders in other firms may come under pressure from their CEOs to follow suit. Five articles that can help resist this move are included here. (1) First, Brian Elliott outlines five hybrid work trends to look out for in 2025 including: “Organizations that embrace flexible work will steal talent from organizations that impose harsh return-to-office mandates.” (2) The latest data from Nick Bloom and his WFH Research team finds that only 44% of employees would comply if their company imposed a five-day return to office (compared to 53% in 2022), which suggests Elliott’s prediction is likely to be prescient. (3) Lynda Gratton unveils seven key findings from what she is seeing from experiments in hybrid working including: (i) Hybrid work is a continuum. (ii) Productivity is usually challenging — and measurement is always complex. (iii) It’s useful to view hybrid work as fundamentally a job design option. (4) Beth Schinoff, Ashley Hardin, Kris Byron, and Rachel McCullagh Balven present research that finds (contrary to beliefs that employees are able to form richer relationships in person than they can working remotely), remote work can actually make coworkers feel closer by giving them authentic glimpses into each others non-work lives through video calls. FIG 4: Compared to Fall 2022, Persons Who WFH 1+ Days/Week Are Less Willing to Comply With RTO Mandates (Source: WFH Research, December 2024) RASMUS HOUGAARD AND JACQUELINE CARTER - How AI Can Make Us Better Leaders In their article for Harvard Business Review, Rasmus Hougaard and Jacqueline Carter outline their research, which finds that AI can enhance and empower leaders, and actually help them to be more human. They explain why leaders need to focus on the core leadership qualities of awareness, wisdom, and compassion, as well as take on a both/and mindset. In this way, the “AI-augmented leader” can leverage both the power of AI and develop their most human qualities, bringing the best of both human and machine to their leadership practice. FIG 5: The AI Augmented leader (Source: Potential Project) PEOPLE ANALYTICS JONATHAN FERRAR, NAOMI VERGHESE, AND MADHURA CHAKRABARTI - Harnessing Data for Growth: The Impact of People Analytics Article | Full Report The fifth annual People Analytics Trends study was our biggest yet at Insight222, with 348 participating organisations. The four key findings were: (1) Growth: people analytics continues to expand in scope and investment. (2) Intelligent automation: the advent of GenAI has catalysed HR’s use of AI with people analytics at the core and central to AI strategy in HR. (3) Adoption crisis: the adoption of people analytics remains a challenge with a significant gap between the democratisation of people insights and data (71% of organisations) and a high-level of adoption within HR (47%) and outside HR (28%) – see FIG 6. (4) Value: measuring and demonstrating value is now essential for people analytics teams to increase their impact and drive greater ROI. Kudos to the authors: Jonathan Ferrar, Naomi Verghese, and Madhura Chakrabarti, PhD. Thanks too to the practitioners featured in the study: Adam Tombor (Wojciechowski), Peter Ryan, and Phil Willburn. FIG 6: Trends in the democratisation and adoption of analytics (Source: Insight222) RICHARD ROSENOW – People Analytics is Growing | People Analytics Roles Review Richard Rosenow devotes part of his monthly People Analytics Roles Update newsletter to data highlighting the growth of people analytics. He cites three sources: (1) The 30% increase in people analytics roles that Richard and the One Model team have tracked between 2023 and 2024. (2) The aforementioned Insight222 study, which found that the ratio of people analytics professionals to total employee headcount has improved from 1:4000 in 2020 to 1:2500 in 2024. (3) Data by Jason Saltzman at Live Data Technologies, which finds that both core and specialist people analytics roles are on the rise (see FIG 7). FIG 7: The growth of people analytics jobs (Source: Live Data Technologies) BENJAMIN ROGOJAN – Data Science v Data Engineering | PATRICK COOLEN – What Is Not People Analytics | PIETRO MAZZOLENI - The Power of Integration: Why People Data Thrives Within Enterprise Frameworks | JACKSON ROATCH - From Correlation to Causation: Levelling Up People Analytics with Econometrics | SCOTT REIDA - Transform Performance Evaluations with GenAI: Smarter Grading, Visual Insights, and Next Steps | CHRISTOPHER ROSETT – Storytelling: The Story Arc and The Journalist’s Pyramid 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) Thanks to Richard Rosenow for highlighting Benjamin Rogojan’s post, which may be the best explanation (and visualisation – see FIG 8) yet on why you need data scientists and data engineers in an effective analytics team. (2) Patrick Coolen provides a powerful list of what is not people analytics – my favourite is: “People Analytics is ??? about HR (only). It should be strongly focused on high impact business threats and opportunities.” (3) In a recent edition of his (excellent) People Data Platform newsletter, Pietro Mazzoleni explains how HR and people analytics leaders can increase their impact by integrating people data with broader organisational impacts. (4) Jackson Roatch outlines how people analytics teams can create more impact by adding econometric methods to its tools and capabilities. (5) Scott Reida explains how to use GenAI to transform employee performance evaluations from vague feedback into actionable insights. (6) Christopher Rosett breaks down two models – The Story Arc and The Journalist’s Pyramid (see FIG 9) – that can be used to underpin storytelling with data in different contexts. FIG 8: How data engineers and data scientists deliver value (Source: Benjamin Rogojan) FIG 9: The Story Arc and The Journalist’s Pyramid (Source: Christopher Rosett) THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE DAVE ULRICH - The Next Agenda for Human Resources: What’s So? So What? Now What? Evidence shows that organizational capability has 4x more impact on results than individual talent efforts alone - yet most of the HR field remains heavily focused on talent. Dave Ulrich provides some astute observations on the current state of the HR field, and concludes that most of the focus is on the talent domain of his human capability model (see FIG 10) and so on individuals rather than organisational capability. He then provides four ‘next agenda’ recommendations to shift the profession to creating stakeholder value through human capability: (1) Advance that HR is less about HR and more on creating stakeholder value. (2) Offer a complete human capability agenda and assessment. (3) Prioritise using analytics and AI. (4) Upgrading HR professionals. FIG 10: Human Capability Taxonomy (Source: Dave Ulrich) KENNETH KUK, DONALD DELVES, AND JOHN BREMEN - A Board Outlook on Effective Human Capital Governance Human capital governance can be an overwhelming subject for the board. They do not want to get stuck with minute detail about HR policies or programs. Best practice is for the board to focus their oversight on human capital areas most material to the business, either because they pose a significant risk or are a differentiator for competitive advantage. Kenneth Kuk, Don Delves, and John Bremen present the findings of WTW research into board prioritisation of human capital governance. Findings include: (1) Boards do not spend enough time on long-term strategic workforce planning. (2) Leadership succession and development, talent attraction and retention, and workforce planning and skills for the future were identified as the top three priority human capital topics. (3) Only one-third of board members agree that human capital governance is effective on their boards. (4) Boards do not spend enough time, nor do they receive the right level of information, to engage in meaningful and strategic discussions about human capital governance (see FIG 11). FIG 11: Boards do not spend enough time or receive enough information on human capital governance topics (Source: WTW, Directors & Boards) WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS WORLD ECONOMIC FORUM AND PwC - Leveraging Generative AI for Job Augmentation and Workforce Productivity: Scenarios, Case Studies and a Framework for Action The organizations quickest to adopt GenAI in their workforce are those that could be described as “data-driven” In their new report, the World Economic Forum and PwC present the findings of their study into how early adopters are leveraging GenAI across the workplace, the impact it is having, and the lessons they have learned along the way. The big takeaway is that they found that success depends as much on people as it does technology. Workers need to understand, trust and adopt GenAI. The report also presents four different scenarios for how the deployment of GenAI in organisations could play out (see FIG 12). With the recent Insight222 People Analytics Trends study finding that 62% of companies are in the first year of their journey with AI in HR, this report will be required reading. Credit to the authors: Adèle Jacquard, Isabelle Leliaert, Till Alexander Leopold, Shuvasish Sharma, Peter Brown MBE, Marlene De Koning, Kiera Thomas, and Astrid van der Werf. FIG 12: Four scenarios for the near future of GenAI (Source: PwC and World Economic Forum) THE BUSINESS ROUNDTABLE - Measuring the Impact of Skills-Based Talent Initiatives A helpful and practical guide from The Business Roundtable group of companies to help other organisations effectively implement skills-based hiring and talent management strategies. The report provides a blueprint for how to measure the success of skills-based talent strategies, which is comprised of four components: (1) Aligning on goals and selecting the right metrics to achieve them. (2) Enhancing internal data reporting (see sample balance scorecard in FIG 13). (3) Leveraging data for strategic change management. (4) Collaborating to report success at scale. Thanks to Brian Heger for highlighting in his Talent Edge newsletter. FIG 13: Measuring the impact of skills-based talent initiatives – sample balance scorecard (Source: The Business Roundtable) EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING SHARON K. PARKER AND CAROLINE KNIGHT - Design Work to Prevent Burnout Small, locally led work design changes can have a powerful effect on work quality. Employee burnout and disengagement is bad for business and bad for workers. A much better approach is to create healthier and more sustainable jobs through good work design. In their article, Sharon Parker and Caroline Knight, outline their SMART Work Design model (see FIG 14), which is designed to improve worker wellbeing and performance. The authors describe each of the five characteristics in the model, before emphasising that the first step in improving work design is to start with data: “The first step in improving work design is to assess its current state, using employee surveys, interviews, and observations. The most comprehensive assessment would incorporate all three.” They then provide guidance on five ways to use the model to drive positive collaboration between managers and their teams to: (1) Redesign teams' work, (2) Align people management systems, (3) Build leader capability for SMART work design, (4) Guide and evaluate operational change, and (5) Encourage and support employee job crafting. FIG 14: A model for making work smarter (Source: Sharon K. Parker and Caroline Knight) JACQUELINE BRASSEY, AARON DE SMET, AND DANA MAOR WITH SHEIDA RABIPOUR - Developing a resilient, adaptable workforce for an uncertain future To successfully move their business strategies forward, 21st-century leaders need an engaged and innovative workforce that can change course quickly, effectively, and fluidly. A recent study by the McKinsey Health Institute finds that when employees experience strong levels of organisational support, psychological safety, resiliency and adaptability, these are associated with high levels of engagement and innovation (see FIG 15). In their article, Jacqui Brassey, PhD, MA, MAfN ?️ (née Schouten), Aaron De Smet, Dana Maor, and Sheida Rabipour, PhD present a blueprint composed of four actions for leaders to develop their own capacity for change while in parallel fostering resilience and adaptability in the workforce: (1) Setting a North Star for the organisation. (2) Building a psychologically safe community, not just a workforce. (3) Ensuring that leaders themselves are resilient, adaptable, and can serve as role models. (4) Encouraging teams to build resilience and adaptability skills in groups. FIG 15: The relationship between organisational support, psychological safety, resilience and adaptability with engagement and innovation (Source: McKinsey) LEADERSHIP, CULTURE, AND LEARNING STEVEN LEVY - Relevance! Relevance! Relevance! Microsoft at 50 Is an AI Giant—and Still Hellbent on Domination | KATHLEEN HOGAN AND DAWN KAWAMOTO - How Microsoft’s chief people officer built a dynamic company culture In 2015, Nadella called for a major transformation of Microsoft’s culture: from a ‘know-it-all,’ fixed mindset culture to a ‘learn-it-all’ growth culture When Satya Nadella took over as CEO in 2014, Microsoft was seen as lumbering and uncool. Together, with Kathleen Hogan, who he appointed as Chief People Office, Nadella cleaned up a toxic culture, crafted the deal of the decade, and put Microsoft back on top. These two resources provide the context from a business perspective and a people one, on who this was achieved. The first article, in Wired, tells the business story: including the acquisitions of LinkedIn and GitHub, the partnership with OpenAI, and how Microsoft closed the AI gap with its competitors. The second article and video, sees Kathleen Hogan sharing how the company changed its company culture and how that evolution continues: “We always joke, the minute you think you’ve arrived and have a growth mindset is the minute you have a fixed mindset.” MICHAEL ARENA AND PHILIP ARKCOLL - When flatter isn’t better: The hidden cost of collaborative demand In an effort to create flatter organizational structures, indiscriminately cutting managers without first assessing collaborative demand can have detrimental consequences. In order to speed up decision making, companies like Meta and Amazon have cut managers as part of a ‘flatter is faster’ approach. The theory is that fewer managers means more speed, more agility, and more innovation. In their article, Michael Arena and Philip Arkcoll provide a counterpoint through Worklytics data showing that when managers are stretched thin—leading teams of seven or more— they encounter overwhelming workloads, rising burnout, and reduced ability to effectively support their teams (see FIG 16). To strike the right balance, Arena and Arkcoll advocate the use of data to assess collaborative demand and drive targeted actions. They provide guidance on (1) Optimising span of control , (2) Focusing on managerial overload, (3) Providing delegation strategies, and (4) Monitoring workloads. FIG 16: Manager hours worked compared to team size (Source: Worklytics) ARNE GAST, ERIK MANDERSLOOT, KAI GRUNEWALD, AND NEIL PEARSE WITH CARMEN JAMES AND NATACHA CATALINO - All about teams: A new approach to organizational transformation Team-focused transformations can lead to 30 percent efficiency gains in organizations that implement these strategies effectively. According to McKinsey, when it comes to organisational transformations there is a third way beyond the top-down or bottom-up approaches that are typically employed. That is a team-centric approach. Indeed, in their article, Arne Gast, Erik Mandersloot, Kai Grünewald, Neil Pearse, Carmen James, and Natacha (Simon) Catalino reveal that a team-centric approach can lead to 30 percent efficiency gains in organisations that implement these strategies effectively. The article provides guidance on four practical steps to empowering teams and unleashing their potential: (1) Identifying the highest-value teams, (2) Activating the value-creating teams (see FIG 17), (3) Lifting the leaders to support their teams, and; (4) Scaling this approach to more and more teams. FIG 17: Transformation requires collaboration within and across teams throughout the organisation (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 December that I recommend readers delve into: FRANCISCO MARIN - Unlocking HR Potential with Organizational Network Analysis: Insights from Gartner’s 2025 HR Priorities – Francisco Marin of Cognitive Talent Solutions takes inspiration from Gartner’s Top 5 Priorities for HR Leaders in 2025 report to highlight the role ONA can play in areas such as change management and leadership development – highlighting a case study by Allstate that is contained in the Gartner report (see FIG 18). FIG 18: Network model for change planning and execution (Source: Gartner) LISA K. SIMON - AI Isn’t Coming for Your Job—Unless You Ignore It – Lisa K. Simon reveals insightful data from Revelio Labs, on the exposure and adoption of different roles to AI. Findings include: (1) High AI exposure is positively correlated with higher salaries: A ten percentage point increase in AI exposure is associated with 25% higher salaries. (2) The higher the AI exposure, the higher the adoption of AI tools (see FIG 19). FIG 19: Data scientists lead the way in AI adoption (Source: Revelio Labs) BEN WIGERT AND COREY TATEL - The Great Detachment: Why Employees Feel Stuck – Ben Wigert, Ph.D, MBA and Corey Tatel, Ph.D. present data from Gallup that finds that employees across the US are increasingly detached from their jobs – hence The Great Detachment – with satisfaction at record lows, employees seeking new opportunities at the highest rate since 2015, but with a cooling job market organisations face risks with regards to productivity and  future talent loss (see FIG 20). FIG 20: Overall satisfaction and intent to leave, among US employees (Source: Gallup) 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): NICK HUDGELL - AI And Data Governance – Nick Hudgell, Global Head of People Insights at Sanofi, joins hosts Stacia Sherman Garr and Dani Johnson on Workplace Stories, to discuss how his team has built an infrastructure that connects disparate systems, improves data quality, and uses machine learning to unlock insights that genuinely improve employee experiences. LASZLO BOCK - Becoming a Courageous, Data-Driven HR Leader - Laszlo Bock, co-founder of the Berkeley Transformative CHRO Academy joins Lars Schmidt on what looks like the last episode of Redefining Work (for now at least – see here) to share his journey from shaping Google’s data-driven HR practices to mentoring the next generation of CHROs. If it does prove to be the final episode, Lars you certainly went out on top. MARK MA - RTOs: Research-backed Realities and Recommendations - Mark Ma, a research professor at the University of Pittsburgh, joins host Sophie Wade on the Transforming Work podcast to shares his discoveries that stock market declines generated RTO mandates but not improved corporate results. In the episode, he advocates for workplace flexibility – giving choices to employees and teams. ERIN SPENCER AND MACKENZIE WILSON - AI and innovations in HR technology – In this episode of the Capital H podcast, hosts David Mallon and Franz Gilbert sit down with Human Capital analysts Erin Spencer and Mackenzie Wilson to discuss innovative AI solutions emerging in the market from established vendors and agile startups. BRYAN HANCOCK AND BROOKE WEDDLE - What works—and doesn’t—in performance management – In this episode of McKinsey Talks Talent, Bryan Hancock and Brooke Weddle join host Lucia Rahilly to share their research on what drives performance: what motivates employees most, what matters less than you think, and the changes organisations need to make to ensure their feedback, ratings, and review processes are on track. VIDEO OF THE MONTH BRIAN ELLIOTT, LAURIANNE MCLAUGHLIN, AND M. SHAWN READ - RTO Mandates: Hard Truths for Leaders In this video, Brian Elliott, who we featured earlier in the special on hybrid working, discusses the impact of RTO mandates with Laurianne McLaughlin and M. Shawn Read. Brian highlights data and examples that shines a light on return-to-office directives, offers predictions for those companies who have implemented these mandates. He also provides alternative, evidence-based strategies that forward-thinking leaders can use to boost productivity without hurting employee trust, engagement, or talent retention. RESEARCH REPORT OF THE MONTH SHONNA WATERS, ERIN EATOUGH, SHEHZAD BASHIR - People Analytics Across Company Growth Stages: Evolving Your Approach as You Scale In an era where people are at the heart of organizational success, making data-driven talent decisions is no longer optional - it's a strategic imperative. In their white paper, four esteemed experts in people analytics - Shonna Waters, PhD, Erin Eatough, PhD, Shehzad Bashir, and Ian OKeefe, break down how to build and refine people analytics capabilities that grow with your organisation. The authors introduce a practical framework for people analytics based on four pillars - each with its own set of capabilities: Governance (with seven capabilities including strategy, ethics and compliance), Infrastructure (also with seven capabilities such as storage, performance and security), Methods (with eight capabilities including primary research, statistical models and machine learning), and Products (with nine capabilities including metrics, dashboards, and nudges), which they state form the basis for organisations to build and subsequently scale their people analytics function. This is a well-researched, practical and helpful paper. HR Analytics adoption is associated with higher return on investment by an average of 6.2% for return on capital employed BOOK OF THE MONTH KATARINA BERG – Bold: A New Era of Strategic HR Behind every innovative company there should be an innovative HR function. That certainly applies to Spotify and Katarina Berg, the company’s Chief People Officer where being bold is etched into the DNA of the HR function she leads. This is evident in the Spotify HR Blog, and now in Bold, which is finally available in English. As I describe in my endorsement of the book: The pandemic has thrust HR into the spotlight and given the function the opportunity to lead in shaping the new model of work. To do this, HR has to embrace data and digital. It must deliver for leaders and employees alike. Above all, HR must be bold. Spotify’s HR function, under the leadership of Katarina Berg, is setting the template for other to follow. With ‘Bold’, Katarina and her team build on the visionary Spotify HR Blog, providing a rich vein of insights on the practice of a leading-edge HR function and how it delivers value for employees and the business. BONUS RESOURCES Some bonus resources to also consume this month: Andrew Kilshaw provides data, insights and guidance to companies looking to streamline their organisations in Middle Management Is Tough Enough As It Is.... If You're Going to Streamline Your Organization, Do It Right And Give Them "Space to Lead". The latest edition of Gareth Flynn’s consistently excellent newsletter summarises the findings of his research into skills-based approaches to talent management: 2024 Skills Research - You Don't Need to Become a SBO or SPO to Drive Value From Skills. Tejas Kumar provides some helpful guidance on how to grow professional relationships (see FIG 21). Madeline Laurano and Kyle Lagunas provide some helpful guidance on how HR Tech vendors can build better partnerships in 2025. Donald Sull highlights here the excellent series of 'Culture Champions' based on a webinar series and research by Donald and the CultureX team, which features interviews with leaders including Sharon MacBeath, Manny Maceda, Jim Whitehurst, Marvin Boakye, and Katie Burke. Rob Briner provides a cautionary tale about telling stories with data. FIG 21: The Journey to Synergy (Source: Tejas Kumar) FROM MY DESK December saw the final three episodes of Series 43 of the Digital HR Leaders podcast, sponsored by TechWolf (thanks Maaike Standaert, Andreas De Neve ?). MIKAËL WORNOO - How to Use Skills Data to Solve Business Challenges – Mikaël Wornoo? joins me to explore how organisations can move beyond surface-level discussions centred on build a skills-based organisation to drive real business impact. MELISSA DAIMLER - Drive Success Through Intentional and Adaptive Company Cultures – Melissa Daimler, Chief Learning Officer at Udemy and author of ReCulturing: Design Your Company Culture to Connect with Strategy and Purpose for Lasting Success, joins me to share how HR leaders can design company cultures that are intentional, adaptive, and aligned with business goals. CHRISTOPHE CABRERA - How to Navigate Challenges in Skills-Based Transformation Journeys - Christophe Cabrera, Director and Head of IT Talent and Company Reputation at UCB, joins me to share how UCB kicked off its skills transformation with an initial proof-of-concept for 500 employees, how it used AI, and its rollout across additional parts of the company. LOOKING FOR A NEW ROLE IN PEOPLE ANALYTICS OR HR TECH? I’d like to highlight once again the wonderful resource created by Richard Rosenow and the One Model team of open roles in people analytics and HR technology, which now numbers over 550 roles. THANK YOU Oli Meager for including me in his list of HR Tech Analysts you can Trust along with a number of people I really respects such as Stacia Sherman Garr, David Perring, FLPI, Kyle Lagunas, and Dani Johnson Gareth Flynn for posting about the Digital HR Leaders podcast episodes with Sandra Loughlin, PhD and Mikaël Wornoo? as part of sharing his insightful learnings on skills Josh Tarr for also posting about the Digital HR Leaders podcast episodes with Sandra and Mikael here Serena H. Huang, Ph.D. for including Excellence in People Analytics as one of ten books that inspired her to write her first book, The Inclusion Equation, which is published in January 2025 Laureano Pérez Caballero for including Excellence in People Analytics in his selection of five books to give as gifts Thomas Kohler for including the November edition of Data Driven HR Monthly in his list of HR resources Thinkers360 for including me in their list of Top Voices EMEA 2024 Teamflect for including me on their list of leaders redefining HR Paul's Job for including me in their list of Experts Shaping the Future of HR Voxeon Communicationsfor including me in their list of Visionaries redefining the Future of Work Finally, a huge thank you to the following people who either shared the November edition of Data Driven HR Monthly and/or posted about the Digital HR Leaders podcast, conferences or other content. It's much appreciated: Tanguy Dulac Joseph Nabarro Sven Hultin Alan Susi Sibusiso Mkhize Sebastian Knepper Samir Murgude , SPHR®, SHRM-SCP, IHRP-SP Catriona Lindsay Amardeep Singh, MBA Kouros Behzad Matthew Hamilton Ian Grant FCIPD Dave Millner Vijay Patnaik, MBA Kathleen Kruse Danielle Farrell, MA Aravind Warrier Alexis Fink Errol Kruger Jose Luis Chavez Vasquez Marijana Brasiello, MHRM Andrew Pitts Joachim Decock David Simmonds FCIPD Dr. Jeeta Sarkar Maximilian Lankheit Chris Long Maria Alice Jovinski Felipe Jara David McLean Danielle Bushen Swechha Mohapatra (IHRP-SP, SHRM-SCP, CIPD) Lukasz Sowinski Geetanjali Gamel Timo Tischer Henrik Håkansson Serena H. Huang, Ph.D. Sander de Bruijn, Kristin Saboe, Ph.D. Giovanna Constant Ravin Jesuthasan, CFA, FRSA Russ Fatum BS, BS, MSA, MBB, PMP Ekta Lall Mittal Luis Maria Cravino Sameer Raut Chandresh Natu Praful Tickoo Ron Ben Oz Emanuele Magrone Laurent Reich Scott Nemeth Chris Lovato Philippa Penfold FCIPD Gal Mozes, PhD Christina Bui Matt Burns Bhawna Bist Melissa Hopper Fritz Rex Blodgett Delia Majarín Asaf Jackoby Joonghak Lee Jaejin Lee Mark Lawrence Kimberly Rose Mariami Lolashvili Malgorzata Langlois Irene Wong Kelly Monahan, Ph.D. Doug Chartier Sophia Huang, Ed.D. Caitie Jacobson Roxanne Bisby Davis Hanna Salo Toon van der Veer David Littlechild Jeff Wellstead Pedro Pereira Dr. Sebastian Projahn Melissa Arronte Linda Jonas John Healy Greg Pryor Kristina Kersiene, PhD Kris Saling Dr Philip Gibbs John Golden, Ph.D. Irada Sadykhova Dolapo (Dolly) Oyenuga, Phil Inskip Joseph Frank, PhD CCP GWCCM Lina Makneviciute Alexandra Nawrat John Brazier Marcela Mury Jacob Nielsen Søren Kold Lucie Vottova Stephanie Murphy, Ph.D. John Gunawan Gawain Wang Dave Fineman Craig Starbuck, PhD Ralf Buechsenschuss Bob Pulver Daniel Ivezaj Nico Orie Greg Newman Brandon Mistry Elizabeth Esarove Julia Brandon, PhD Evan Franz, MBA Erik Otteson Higor Gomes Ken Clar Ruben Santos Dr. Peter Schulz-Rittich Mattijs Mol Tina Peeters, PhD Tim Peffers Ludek Stehlik, Ph.D. Abhilash Bodanapu Mukesh Jain Ohad Geron Jonathon Frampton 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.
    generative AI
    2024年12月29日
  • generative AI
    David Green:The best HR & People Analytics articles of November 2024 The centrepiece of this month’s edition of the Data Driven HR Monthly is focused around two topics – Agentic AI and Diversity, Equity and Inclusion. One with a technology focus, the other very much a human topic. With Gartner predicting that that by 2028, at least 15% of day-to-day work decisions will be made autonomously through agentic AI (up from 0% in 2024), the word on everyone’s lips at UNLEASH World in Paris recently was Agentic AI. But what actually is Agentic AI, and what does it mean for HR technology and HR professionals? Some of the content this month explores these topics. It was also good to hear at Unleash, L’Oreal’s CHRO, Jean Claude Le Grand on the main stage saying in very clear terms that “DEI is not a trend. DEI is part of our DNA”. DEI shouldn’t be used as a political football. But with questions being asked about what Trump’s Second Term Could Mean for DEI, it is important to highlight that DEI is also about business performance. I’ve included two articles this month from Quinetta Roberson (on how to link DEI to business outcomes) and Brian Elliott (on why capitulating to DEI sceptics is counterproductive). When it comes to DEI, now is the time to stand up. This edition of the Data Driven HR Monthly is sponsored by our friends at TechWolf Transforming talent strategies with skills-based insights Skills are the currency of the modern workforce. For Workday, unlocking the power of skills was key to transforming their talent strategy—and the results speak for themselves. Workday faced common challenges: fragmented job architecture, costly manual processes, and a need for greater agility to adapt to shifting business needs. By partnering with TechWolf, they implemented a skills-based approach that delivered measurable impact: 32% faster hiring: AI-driven skills matching reduced time-to-hire by more than a third. 85% of the workforce had critical skills aligned to their jobs. Saved 12-18 months of manual effort, creating a standardized framework for decision-making. This partnership didn’t just solve today’s challenges—it prepared Workday for the future. TechWolf’s AI continuously updates skills data, ensuring their workforce strategy remains adaptable in a rapidly changing landscape. Want to know more about Workday’s journey? ? Watch the on-demand webinar: How Workday Leads the Skills Revolution with AI and Data? Explore how a skills-first approach can make a measurable impact on your workforce strategy. To learn more about how TechWolf can help your organization, reach out to us at hello@techwolf.ai or visit the contact page. To sponsor an edition of the Data Driven HR Monthly, and share your brand with more than 135,000 Data Driven HR Monthly subscribers, send an email to dgreen@zandel.org. November road report After a heavy travel schedule in September and October, November was a quieter month with my sole trip being to Germany for the final European Peer Meeting of 2024 for member companies of the Insight222 People Analytics Program®, which was hosted by Alexis Saussinan and Ruben Groen at Merck Group’s HQ in Darmstadt. During the two days, we learned about how Alexis and Khadija Ben Hammada, the CHRO, partner to deliver business value at Merck. We also learned from Ruben and Mariana Hebborn PhD on how Merck has established its enterprise data foundations, from Dawn Klinghoffer on how Microsoft has reconfigured its people analytics function in the age of intelligent automation, and Adam Tombor (Wojciechowski) on how Julius Bär democratised data across the company. If you are a people analytics leader interested in joining the People Analytics Program, and attending our 2025 Peer Meetings – including in Paris on January 28 and 29, and New York on March 4 and 5, please get in touch. Attendees at the Insight222 Peer Meeting for members of the Insight222 People Analytics Program, hosted by Merck, November 19-20, 2024 Sign-up to receive the 5th annual Insight222 People Analytics Trends research report The 2024 Insight222 People Analytics Trends study will be released publicly on December 9. The report, which is informed by a survey of 340 participating organisations, will uncover how AI, data democratisation, and impactful people analytics strategies drive business value and elevate workforce decision-making. You can pre-register to receive the report one week earlier on December 2 by signing up here or by clicking on the image below. Share the love! Enjoy reading the collection of resources for November and, if you do, please share some data driven HR love with your colleagues and networks. Thanks to the many of you who liked, shared and/or commented on October’s compendium. If you enjoy a weekly dose of curated learning (and the Digital HR Leaders podcast), the Insight222 newsletter: Digital HR Leaders newsletter is published every Tuesday – subscribe here. AGENTIC AI AND THE FUTURE OF WORK JOANNE CHEN AND JAYA GUPTA - A System of Agents brings Service-as-Software to life | McKINSEY - Why agents are the next frontier of generative AI With Gartner predicting that by 2028, at least 15% of day-to-day work decisions will be made autonomously through agentic AI, up from 0% in 2024, this is a topic we all need to learn about. Here are two resources that provide some helpful context. (1) A VC view from Joanne Chen and Jaya Gupta, writing for Foundation Capital, which they present as a “$4.6 trillion opportunity as AI transforms software from tool to worker”, with all the inherent implications that has for the workforce (see FIG 1). Thanks to Paul Daley, Gareth Flynn, Nico Orie, and Hung Lee (I recommend following all of these four people) for all highlighting this excellent article. (2) Writing for McKinsey, Lareina Yee, Michael Chui, Roger Roberts, and Stephen Xu, explore the opportunities that the use of gen AI agents presents including how they could work with potential use cases, the value they can bring, and how business leaders should prepare. FIG 1: A System of Agents (Source: Foundation Capital) JASON AVERBOOK - How AI Agents are Revolutionizing HR—and How to Get Ready | LARS SCHMIDT - Agents of (Massive) Change: How AI Agents Are Poised to Alter Work | JOSH BERSIN - AI Agents, The New Workforce We’re Not Quite Ready For (Agentic AI) | FELIPE JARA - HR - Let's Prepare for a Big Wave of Multi-Agents AI Systems For HR, Agentic AI means shifting away from repetitive administrative tasks to focusing on what truly matters: people. So, what does Agentic AI mean for HR in terms of the HR technology stack, how we deliver services to employees, and HR professionals themselves? Not surprisingly, with all the hype, there is a growing body of resources on these topics. Here are four I recommend to* Data Driven HR Monthly readers: (1) Definitely subscribe to Jason Averbook’s Now of Work Substack. In this blog, he provides five tips for HR to get ready for AI agents including: (i) Upskilling HR teams, (ii) Assessing current processes to identify and prioritise use cases, and (iii) Working on improving data quality. (2) Lars Schmidt’s primer is also highly recommended. It includes a guide to three categories of AI and how they are impacting work: bots, AI agents, and digital workers: “As we weave agentic AI capabilities into our businesses, we will likely deconstruct jobs into individual tasks and then identify the tasks that can be fully automated by these new AI technologies and agents.” (3) Josh Bersin has been all over agentic AI, and has recorded several podcasts on the topic as well as this article, which explains how the “’Large Language Models’ we’ve been learning about for the last two years are now turning into ‘Large Action Models’”, as well as outlining two potential uses cases in L&D and recruiting. As Josh mused in his keynote at Unleash World in Paris, AI is set to dominate the HR Tech stack (see FIG 2). (4) Last but not least, Felipe Jara provides a helpful synopsis of the emerging macro trends in enterprise AI for HR including a summary of the tools that major players like Workday, SAP, ServiceNow and One Model (see FIG 3) are introducing. He also lays out four focus areas of opportunity for HR including guidance on how to prepare your data foundation. FIG 2: AI dominates the HR Tech stack (Source: Josh Bersin at Unleash World, Paris, October 2024) FIG 3: The Evolution of Agents and Enterprise AI (Source: One Model – see here) ANDY SPENCE - The Next Wave of AI: Building Your Own Digital Workforce This is going to be fundamental change in how we interact with AI. It's moving us from being passive consumers of AI tools to active creators of personalized AI assistants. The great thing is we won’t need to be a machine learning expert or a seasoned programmer to get started. Finally on the Agentic AI theme this month, a twist as in an edition of his brilliant Workforce Futurist, Andy Spence writes about Agent Engineering, and how individuals (not just companies): “can create and deploy their own army of AI agents for a wide array of personal and professional tasks.” In his article, Andy breaks down what agent engineering is, the rise of personal AI agents, how to get started with agent engineering (including tools and platforms), and how it might reshape work, learning and our daily lives. FIG 4: Agent engineering framework process (Source: Andy Spence) MIT AND BCG - Learning to Manage Uncertainty, With AI Companies that boost their learning capabilities with AI are significantly better equipped to handle uncertainty from technological, regulatory, and talent-related disruptions compared with companies that have limited learning capabilities. A new study by Sam Ransbotham, David Kiron, Shervin Khodabandeh, Michael Chu, and Leonid Zhukov, Ph.D for MIT Sloan Management Review and BCG finds that companies that combine organisational learning with AI-specific learning, which they define as Augmented Learners, outperform those that apply either approach in isolation or neither (see FIG 5). For example, these Augmented Learner companies are twice as likely to weather talent-related disruptions, demonstrating that they are more resilient to workforce volatility. Thanks to Allison Ryder for highlighting the study. FIG 5: Learning Capabilities Vary (Source: MIT Sloan Management Review and BCG) DIVERSITY, EQUITY, INCLUSION, AND BELONGING QUINETTA ROBERSON - How Integrating DEI Into Strategy Lifts Performance By explicitly linking DEI goals to business outcomes, companies create a clear vision of how diversity adds value. In her timely article Quinetta Roberson presents the findings of a study on diversity, equity and inclusion and company financial performance, and highlights the practices for achieving competitive advantage through DEI. These findings include that a bundled practice approach to DEI amplifies the performance effects of individual practices – see example in FIG 6. Quinetta also presents a three-point blueprint for meaningful action to DEI: (1) Strategically align DEI with business goals. (2) Systemically integrate DEI practices. (3) Make evidence-based improvements. FIG 6: DEI practice bundles (Source: Quinetta Roberson) BRIAN ELLIOTT - How to Stand Up When It Comes to Diversity, Equity, and Inclusion The backlash against DEI is out of sync with the opinions held by the most important set of stakeholders: your employees. In this powerful column for MIT Sloan Management Review, Brian Elliott tackles the growing backlash by some companies in the US on diversity, equity and inclusion. He highlights two dangers of backing away. First, the fact that DEI programs are actually getting more popular with employees, not less, and increasingly view it as a business topic rather than a political one. Second, capitulating on DEI commitments doesn’t settle the issue with employees or customers especially as research by Edelman finds that 76% of employees want companies to recommit not retreat. Elliott also provides guidance on three approaches to having real conversations on this topic, highlighting examples from his experience in leading teams at Google and Slack: (1) Let people voice their concerns about DEI programs. Don’t stifle the conversation or run away. (2) Use the words diversity, equity, and inclusion — not DEI. Explain what the words mean, correct misinformation, and tie them back to business results. (3) Keep in mind that memos don’t create trust; employee engagement does. PEOPLE ANALYTICS PHIL WILLBURN - People Analytics Demystified: A Practitioner’s Handbook Highly effective HR organizations know that every area of the business makes people decisions. The best people analytics teams excel by scaling people insights to all business leaders, ensuring these insights reach those making critical people decisions Phil Willburn, the Head of People Analytics, and his team recently hosted a Peer Meeting for member companies of the Insight222 People Analytics Program® at Workday’s global headquarters in California. During the two days, Phil and his team presented some of the amazing work they are doing with people analytics in areas such as workforce planning, employee experience and hybrid work. Some of the content they presented is in this insightful e-book, which shines a light on how Workday has scaled people analytics in its own company (see FIG 7), their product-oriented and persona-based approach, and provides details on three case studies including how the team provides insights on flexible work and collaboration. FIG 7: People analytics and insights at Workday (Source: Phil Willburn, Workday) COLE NAPPER, JIN YAN, AND BEN ZWEIG - What is happening to people analytics? A 15 Year Trend Part Two | Part Three Following on from Part One of their study on employment trends in the people analytics field over the last 15 years, which I featured in the September edition of Data Driven HR Monthly, Cole Napper, Jin Yan and Ben Zweig return for a second helping – and a third helping with Kristin Saboe, Ph.D. In Part Two, Cole, Jin and Ben turn their attentions to an analysis of the skills of people analytics professionals and the impact of the field during the last 15 years. The insights they uncover include: (1) While people analytics specialists are more likely to hold a doctoral degree (8.2%) than other HR specialists (1.4%), advanced skills (e.g. SQL, GenAI, Python) haven’t been adopted in the numbers expected. (2) There is a correlation between companies with ‘prestigious’ people analytics teams and companies being rated more highly for employee sentiment (see FIG 8). They also provide three recommendations for the field moving forward: (1) Add real value and break the cycle. (2) Mature the people analytics function. (3) Let’s get back to growth. In Part Three, Kristin takes the lead to shine the lens on how the composition of government people analytics jobs have changed over the last 15 years. FIG 8: Companies with a prestigious people analytics team are rated higher by employees (Source: Revelio Labs) ERIC LESSER, ERIC BOKELBERG, AND DEVON JOHNSON - Powering people analytics through HR data: How to strategically integrate data as a product Data products help analysts better grasp what data is available, where it comes from, how it can be used and how to put it together to gain insights effectively. When a new business question arises, the needed data is often already available in a data product, making it easy to gather the correct information. Eric Lesser, Eric Bokelberg, and Devon Johnson from Deloitte provide a helpful breakdown on how to implement data products through applying key principles of product management across the data lifecycle, namely: ownership, reuse, quality, cataloguing and security. They outline three steps to get started with data products: (1) Educate HR and IT teams about data products; (2) Focus on impactful use cases (“Instead of creating numerous data products, concentrate on those that effectively address pressing business needs”); (3) Establish a strong governance model. CHRISTOPHER ROSETT – Reporting, Analytics, Research, Statistics (RARS) | SERENA HUANG - The Future of Work: Human Skills in the Age of AI | GIOVANNA CONSTANT – The 10 Commandments for every People Analytics professional | MITCH MIHANOVIC – People Analytics Lessons | WILLIS JENSEN - An Unusual Application Using Organizational Network Data | A.J. TUFTE – Making Workforce Planning Strategic: Three Vs | BEN TEUSCH – A reflection on six years at Facebook The true value of people analytics lies in translating insights into actionable strategies and programs that enhance employee engagement and drive business performance. In each edition of the Data Driven HR Monthly, I feature a collection of articles by current and recent people analytics leaders. These are intended to act as a spur and inspiration to the field. Seven are highlighted in this month’s edition. (1) Christopher Rosett outlines the RARS (Reporting, Analytics, Research, Statistics) model he uses with his analytics teams and customers at Amazon (see FIG 9). (2) Serena H. Huang, Ph.D. presents seven human skills required in the age of AI (see FIG 10). (3) Giovanna Constant presents her ten commandments for people analytics professionals including i) You shall worship data quality, ii) You shall train HR teams in data literacy, iii) You shall not create confusing dashboards. (4) Mitch Mihanovic shares three things he has learned from working in the people analytics field, including: “The true value of people analytics lies in translating insights into actionable strategies and programs that enhance employee engagement and drive business performance.” (5) Willis Jensen walks through a case study of using ONA to support compensation decisions for employees. (6) A.J. Tufte breaks down his Three Vs of Strategic Workforce Planning: i) Value (“what value does the work provide”) ii) eVolution (“how does the work need to change”), and iii) Volume (“how much of the work is needed”). (7) Finally, Meta has made a number of layoffs including from its people analytics team in the last few weeks. One of those impacted is Ben Teusch, who penned a reflection on his six years with the company. Wherever Ben decides to go next will be very fortunate to land such a talented practitioner. FIG 9: The RARS model (Source: Christopher Rosett) FIG 10: Seven human skills required in the age of AI (Source: Serena Huang) THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE RAVIN JESUTHASAN, MIRIAM DAUCHER, AND ALEX ZEA - The future of human resources: Who will care for the human at work? As the trusted link between organizations and their employees, HR can lead the charge in creating fulfilling workplaces and helping people thrive in an era of transformative technological change, ensuring that AI serves humanity, not the other way around. Ravin Jesuthasan, CFA, FRSA, Miriam Daucher, and Alexandra Zea present a new paper from Mercer on the future of human resources in the fifth industrial revolution. They paint a compelling evolution for the function to move beyond being stewards of employment to being stewards of work, and ultimate being stewards of humanity through (1) Ethical use of AI. (2) Safeguarding ESG. (3) Preserving human well-being. FIG 11: HR’s changing role through the history of industrial revolutions (Source: Mercer) ASAF JACKOBY - Work, Workforce, and Workplace: The Role of CHROs in Leading Change As Asaf Jackoby, VP HR for Amdocs, writes, chief human resources officers have a pivotal role to play in transforming the landscape of work, workforce and workplace. His article presents a framework (see FIG 12), and provides detail about each of the three categories and the individual components within it: (1) The Work – AI will transform the way we define work, (2) The Workplace – Creating an inclusive and adaptable environment, and (3) The Workforce – who does the work. FIG 12: Source – Asaf Jackoby WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS BRIAN FISHER, KATE BRAVERY, KATIE JENKINS, AND LAUREN ROBERTSON - Measuring skills in the age of agile work A helpful primer from the Mercer team of Brian Fisher, Kate Bravery, Katie Jenkins, and Lauren Robertson on three ways to ascertain employee skills (see FIG 13): (1) Inferred skills (“The starting point for skills measurement”), (2) Rated skills (“The employee and manager view of skills proficiency”), and (3) Validated skills (“Approaches for validating behavioural and technical skills”). As the authors highlight: Although each method of collecting skills data has its respective merits, methods can also be combined to paint a more complete skills picture that strengthens talent decision-making and can better inform business strategy. FIG 13: Three components of a skills measurement strategy (Source: Mercer) EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING MICHAEL ARENA AND AARON CHASAN - Fostering Friendships: The Game Changer in Employee Retention One study found that an employee’s position in the network can predict turnover with 85% accuracy. This is especially true for friendship networks. Research consistently finds that those with friends at work are far more likely to stay. Indeed, in their article for HR Exchange Network, Michael Arena and Aaron Chasan share the results of a study with a technology company, which found that there was a 44% drop in turnover rate for those who went from 0 friends to just 1. They also provide guidance on how organisations can create a climate for friendships to blossom: (1) Create opportunities for employees to connect; (2) Actively encourage friendships among colleagues; (3) Evaluate the level of connections in the workplace; (4) Create an environment of belonging. KENNEDYFITCH – Employee Experience Report 2024: Humanized Growth In A Digital Era You need data to prove your cause, prove your arguments and prove your impact. This is a highly impressive report on the current state and long-term vision for employee experience by the team at KennedyFitch including Joan Beets, Frank van den Brink, Sander de Bruijn and Patrick Coolen. Highlights include: (1) Analysis on the current state of EX as it relates to maturity (see FIG 14), tools, skills, team responsibilities, leadership buy-in and main obstacles. (2) Insights into the goals, planned skills/tools development and anticipated challenges for the next 12 months. (3) Exploration of how AI and other factors will transform EX and HR. (4) Case studies from EX trailblazers including Sebastian Knepper (Deutsche Telekom), Vasuki Ranganath (Volvo), Lea Mikus (Celonis), Andreas Mayer (ING), Volker Schrank and Joachim Decock (Mondelez), and Ruth Bielderman (Royal BAM Group). An absolute must-read report for anyone working or interested in employee experience. FIG 14: EX Maturity Model (Source: KennedyFitch) DAVE ULRICH AND WENDY ULRICH - What Is the Next Step for Employee Experience? The Why, What, and How of Hope Hope is an emerging fifth wave of managing mental health challenges that shape employee experience which in turn impacts stakeholder value. The cost of mental illness and the related consequences is projected to be $6 trillion globally by 2030. As Dave Ulrich and Wendy Ulrich write, in the workplace, mental health often connects to the employee experience, which in turn impacts stakeholder and business outcomes (see FIG 15). The article then identifies hope as a new dimension of the employee experience (see FIG 16), and details six principles of what hope means in an organisational setting, so that organisations with hope: (1) Transform the future, (2) Are based in healthy relationships and conversation, (3) Ensure efficacy, (4) Rely on realistic optimism, (5) Empower people, and; (6) Address personal needs. Finally, Dave and Wendy offer seven skills for leaders to master to turn principles into actions that increase hope. An important and timely article. FIG 15: Logic of Mental Health, Employee Experience and Stakeholder Value (Source: Dave Ulrich and Wendy Ulrich) FIG 16: Evolution of Ideas Related to Employee Experience (Source: Dave and Wendy Ulrich) LEADERSHIP, CULTURE, AND LEARNING McKINSEY - Go, teams: When teams get healthier, the whole organization benefits Team effectiveness is less art, more science A new McKinsey study identifies the elements of team effectiveness that have the most significant impact on team performance: trust, communication, innovative thinking and decision-making. The authors debunk several other myths about how teams operate, and highlight the importance of context and how it determines the behaviours that matter most for a team to function effectively. A framework is presented that categorises teams into three archetypes: cycling, relay and rowing teams, which also highlights the top performance drivers for each (see FIG 17). Finally, the article details four actions for leaders to help their teams succeed: (1) Take a hard look in the mirror. (2) Make sure the changes stick. (3) If you are a team leader, don’t stand in the way of progress. (4) Embed team effectiveness in the organization’s DNA. (Authors: Aaron De Smet, Gemma D'Auria, Liesje Meijknecht, Maitham Albaharna, Anaïs Fifer, and Kimberly Rubenstein, PhD) FIG 17: Three archetypes of teams (Source: McKinsey) ALLAN H. CHURCH AND JANINE WACLAWSKI - Humpty Dumpty and the 9-Box: Five Steps to Putting it Back Together Again Using the Science of Leadership Potential (The 9-box) should be about understanding the consistency between what the organization thinks of its talent (designated potential) and what the data indicates against a validated predictive model (assessed potential). As Allan Church, Ph.D. and Janine Waclawski outline in their revealing article, while the 9-box model is commonly used talent management tools many companies struggle to use it effectively. Church and Waclawski believe this is because most organisations are doing it wrong, explaining the tendency to fall into “the performance-potential paradox”. They ten outline five steps towards having a best-in-class 9-box: (1) Throw Out Performance Ratings – They Should Be a Gatekeeper, not a Predictor. (2) Keep Your Current Talent Framework and Embrace it – But Re-label it as Designated Potential. (3) Introduce the Science of Leadership Potential – By Using Formal Assessments & Data (see the New 9-box in FIG 18). (4) Don’t Box Yourself In – Determine the Right Size Grid for Your Organization. (5) Use Data to Diagnose the Gaps – Between Designated Potential and Assessed Potential. FIG 18: Leadership potential for the new 9-box (Source: Allan H. Church and Janine Waclawski) HR TECH VOICES Much of the innovation in the field continues to be driven by the vendor community, and I’ve picked out a few resources from November that I recommend readers delve into. In a slight change-up this month, I’ll start with a couple of pieces that analyse the people analytics and wider HR technology market: DAVE ZIELINSKI - How GenAI is Transforming People Analytics Software – Analysis by David Zielinski for SHRM on how GenAI is democratising the use of people analytics and lowering the barrier to entry, which features insights from Stacia Sherman Garr, Jeremy Shapiro, Lydia Wu, and Sameer Raut. EKTA LALL MITTAL - The Realities of HR Tech Part 1 | Part 2 - In her column for Transform, Ekta Lall Mittal provides insights and guidance on the HR technology market. In Part 1, she looks at how to get started and ways to connect business and people strategy with technology. In Part 2, Ekta provides guidance on how to conduct a current state analysis of your tech stack. LISA SIMON - The Ripple Effect of Female Leadership in Data – Lisa K. Simon, Chief Economist at Revelio Labs, highlights some of the main findings from a report on the Career outlook for women in D&A and AI, she co-authored with Asha Saxena and Robert Parr. One of these was that companies with more women in senior executive data roles have higher female representation in data roles across the organisation. The difference is greatest for junior roles (see FIG 18). FIG 18: The more woman in leadership, the more women overall (Source: Revelio Labs) VISIER – Embracing the AI Driven Workforce: 5 Workforce Trends for 2025 – It’s that time of year when we start hearing the word ‘trends’ a lot, and Visier Inc. is one of the first out of the traps with their five workforce trends for 2025. It’s an insightful read featuring contributions from the likes of Angela LE MATHON, Jill Larsen, Keith Bigelow, and Dawn Klinghoffer. FIG 19: The ABCDs of Creating a Future-Proof Agile Workforce (Source: Visier) DIRK JONKER - Finance and Human Resources: A Strategic Partnership for Business Growth – Crunchr CEO Dirk Jonker explains why and how HR and Finance should work together, and paints a vision where: “Together, HR and finance can unlock a future where employees are seen for what they truly are: a company’s most significant (and measurable) asset.” FRANCISCO MARIN - The Shift from Authority to Influence: Power Distribution in a Network-First Future of Work – Francisco Marin of Cognitive Talent Solutions continues his excellent series of articles on moving to a network-first approach by analysing the shift of power from authority to influence. PODCASTS OF THE MONTH In another month of high-quality podcasts, I’ve selected six gems for your aural pleasure: (you can also check out the latest episodes of the Digital HR Leaders Podcast – see ‘From My Desk’ below): BROOKE WEDDLE, BRYAN HANCOCK, AND WENDY MILLER - Why being in HR is getting tougher—and how to break through – In a fascinating episode of McKinsey Talks Talent, Brooke Weddle, Bryan Hancock, and Wendy Stratman Miller join host Lucia Rahilly to discuss the dynamics that are making HR tougher than ever—as well as what leaders can do differently to begin turning morale around. CONNIE NOONAN HADLEY - Make it Safe for Employees to Speak Up – Connie Noonan Hadley guests on Steelcase’s Work Better podcast with host Chris Congdon to discuss why and how managers should encourage employees to speak up about mistakes, ideas, and questions – essentially by creating a psychologically safe work environment. DANIELLE BUSHEN – Navigating Pay Transparency with People Analytics - Danielle Bushen, Global Head of People Analytics Data Governance and Stewardship at Sanofi, joins David Turetsky on HR Data Labs to explore how people analytics intersects with compensation, how to modernise compensation through data-driven practices, and the importance of pay transparency. MATTHEW HAMILTON - How To Master People Analytics and Deliver Insights That Actually Work - Matthew Hamilton, VP of People Analytics & HRIS at Protective Life, joins host Christopher Rainey on HR Leaders to discuss the challenge of delivering actionable insights to leaders -  the last mile problem - and the importance of storytelling with data. PAUL RUBENSTEIN AND JOSH BERSIN - What’s Holding Back People Analytics? – Josh Bersin and Paul Rubenstein, Chief Customer Officer at Visier, discuss how the people analytics market has evolved, and why only around 10% of People Analytics teams deliver strategic business value. VIDEO OF THE MONTH LEENA NAIR – View From the Top Leena Nair is that rarity of a chief people officer that rises to the role of CEO having transitioned from CHRO at Unilever to CEO at Chanel in January 2022. In this interview with Ayesha Kamik as part of Stanford’s View From the Top series, Leena shares her inspiring journey with insights from her life and career, including her time in human resources, how to build company culture, her leadership principles, how to break barriers and her thoughts on AI and the future of work. BOOK OF THE MONTH RUSSELL KLOSK – Talent Prophecy: Creating Strategic Impact Through Workforce Planning and Talent Strategy In Talent Prophecy, Russell Klosk (智能虎) provides a comprehensive guide to workforce planning, which should have particular resonance for HR professionals involved in workforce planning activities. The book provides readers with practical and accessible tools to: (1) Analyse your current workforce capabilities. (2) Predict future talent needs across various business scenarios. (3) Create adaptive strategies for talent acquisition and development. (4) Leverage AI and emerging technologies. (5) Build stakeholder support for talent initiatives. RESEARCH REPORT OF THE MONTH ZHEYUAN (KEVIN) CUI, MERT DEMIRER, SONIA JAFFE, LEON MUSOLFF, SIDA PENG, AND TOBIAS SALZ - The Effects of Generative AI on High Skilled Work: Evidence from Three Field Experiments with Software Developers This paper explains the findings from a study to evaluate the impact of generative AI on software developer productivity through analysing data from three trials conducted at Microsoft, Accenture, and an anonymous Fortune 100 electronics manufacturing company. The researchers ( Kevin Zheyuan Cui, Mert Demirer, Sonia Jaffe, Leon Musolff, Sida Peng, and Tobias Salz) found that introducing a generative AI tool to software developers did increase productivity, with less-experienced developers showing higher adoption rates and greater productivity gains. You can also read this summary of the paper by Dylan Walsh: How generative AI affects highly skilled workers. FROM MY DESK November saw the final two episodes of Series 42 of the Digital HR Leaders podcast, sponsored by Workday (thanks to Sophie Barnes and Jennifer Neumann), an article rounding up the key learnings from series 42, and the first two episodes of Series 43, sponsored by TechWolf (thanks Maaike Standaert, Mikaël Wornoo?, Andreas De Neve ?). ANISH LALCHANDANI - The Four Reskilling Principles Every HR Leader Should Know - Anish Lalchandani, Global Head of Talent Management at Maersk, joins me to discuss insights from his book, The Skills Advantage, including why reskilling should be a key component of talent management strategy, the four cornerstones of reskilling, and key metrics to tie reskilling efforts to business value. LARA WAINWRIGHT AND DUNCAN REYNELL - How Digital Transformation Fuels Skills and EX at Lloyds Banking Group - Lara Wainwright, Product Owner and Lab Lead, and Duncan Reynell, Group Talent & Development Director, join me to share how digital transformation is driving Lloyds Banking Group’s shift to a skills-based organisation. SANDRA LOUGHLIN - Building a Skills-Based Organisation: Lessons from a 30-Year Journey – Sandra Loughlin, PhD, Chief Learning Scientist, discusses the lessons EPAM Systems has learned over its 30-year skills journey and how organisations can apply these insights to their own skills transformations. KEITH SONDERLING – Responsible AI in HR: The Ethical Roadmap for Success – For four years, Keith Sonderling was the Commissioner at the United States Equal Employment Opportunity Commission (EEOC). During this time, Keith openly engaged with the HR tech and people analytics community on AI in HR. In this episode, recorded just before Keith’s term ended, we reflect on what AI in HR means for organisations and technology firms, as well as have a broader discussion on discrimination in the workplace. DAVID GREEN - How can organisations use workforce data to drive culture, inclusion and engagement? - A round-up of the key discussions and learning from series 42 of the Digital HR Leaders podcast featuring: Michael Fraccaro, Michael Arena, Jason Scheckner, Anish Lalchandani, Lara Wainwright and Duncan Reynell. SIGN UP TO PARTICIPATE IN THE PEOPLE ANALYTICS NETWORK CENSUS This is a great initiative by Andrew Pitts, Richard Rosenow, Matthew Diabes, PhD, and Stephanie Murphy, Ph.D. Together they have launched the People Analytics Network Census (PANC), which aims to map and understand the global people analytics network, tracking connections across professionals in our field through a single active organisational network analysis. You can find out more about the initiative and sign up to PANC here. LOOKING FOR A NEW ROLE IN PEOPLE ANALYTICS OR HR TECH? I’d like to highlight once again the wonderful resource created by Richard Rosenow and the One Model team of open roles in people analytics and HR technology, which now numbers over 475 roles, and has now been developed into a LinkedIn newsletter too – you can read the latest edition here. THANK YOU Richard Rosenow for including the Digital HR Leaders podcast episodes with Craig Starbuck, PhD and Rob Briner on his Election Day Playlist Veronika Birkheim for including me on her list of experts on LinkedIn to read, listen and follow Thomas Kohler for including the Digital HR Leaders podcast episode with Anish Lalchandani in his excellent list of HR resources Nick Broughton for including me on his list of top 40 voices in the remote work industry. Wolfgang Brickwedde for including me in his article on the Recruiting Tech Highlights of Unleash 2024 OpenHR UK for including the Digital HR Leaders podcast as one of four must-listen to podcasts, along with podcasts by Matt Alder Ben Geoghegan and Lucinda Carney ? Finally, a huge thank you to the following people who either shared the October edition of Data Driven HR Monthly and/or posted about the Digital HR Leaders podcast, conferences or other content. It's much appreciated: Scott Rogers Tobias W. Goers ツ Jordan Hartley David McLean Jaqueline Oliveira-Cella Tim Sharp Delia Majarín Andreea Lungulescu Dart Lindsley Sharna Wiblen Amardeep Singh, MBA Selina Yankson Olivier Vidal Lukasz Sowinski Lenka Máchová Nick Lynn Russ Fatum BS, BS, MSA, MBB, PMP Tanguy Dulac Aurélie Crégut Roshaunda Green, MBA, CDSP, Phenom Certified Recruiter Stephanie Denino Ian Grant FCIPD Purvi Vasani Lewis Garrad Rafael Senise David Simmonds FCIPD William Thai, Ph.D. Olivia Li Md Shahid Ullah Bhuyan Facundo Tomás García Bob Pulver Corine Boon Alessandro Cosentino Jose Luis Chavez Vasquez Kalifa Oliver, Ph.D. Samir Murgude , SPHR®, SHRM-SCP, IHRP-SP Jayashree Shivkumar Dr. Jeeta Sarkar Abbie Gnewuch Zachary Schurmann ?️? Aurangzeb Soharwardi CDIS. CHRP. SAP HCM Aravind Warrier Catriona Lindsay Luis Maria Cravino Kerron Ramganesh Ralf Buechsenschuss David Hodges Ouarda Guergour Marijana Brasiello, MHRM Malgorzata Langlois Amit Mohindra Swechha Mohapatra (IHRP-SP, SHRM-SCP, CIPD) Lore Muraina, PMP, PMI-ACP, CPP Alan Susi Yuyan Sun Sven Hultin Greg Pryor Kathleen Kruse Jaap Veldkamp Aleksandra Borisova, RODP Hrvoje Bulat Jaejin Lee Wayne Tarken Caitie Jacobson Nathalie Kumbrink, PHR®, SAFe® APM Melissa Arronte Nicole Lettich Nils Bunde Mia Norgren Shane Walsh Irina Villacreces, M.S., SPHR, PMP Jaana Saramies ? Stacy Davies Ruben Santos Justin Shemeley Richie Citta Erin Gerbec, Ph.D. Mircea-Stefan Glavici Bri Klein Indre Radzeviciute Alex Paton Ramesh Karpagavinayagam Megan Cox (née Phelps) Natasha Ouslis, PhD Tina Peeters, PhD Joseph Frank, PhD CCP GWCCM Lucie Vottova John Fisher Whitney Giga, PHR, SWP Graham Tollit Dave Millner Nicole Davis Barry Swales Dr. Sebastian Projahn David Littlechild Tatu Westling Philipp Heller Blaine Ames Shujaat Ahmad Irene Wong Greg Newman Adam McKinnon, PhD. Kanwal Safdar Irada Sadykhova Hanadi El Sayyed Tanya Arrowsmith Nabil Dewsi Henrik Håkansson Lina Makneviciute Alejandro Giordanelli Andras Szabo Radka Krempova David van Lochem Andreas Maroulis Ohad Geron Placid Jover Sydney Dolanch Isabel Naidoo Rob Kok Kimberly Rose Nick Hayter Annia Balcazar Cabana Anna A. Tavis, PhD Claire Masson Agnes Garaba Sebastian Kolberg Sabine Bothe Sophia Huang, Ed.D. Mariami Lolashvili Philip Arkcoll Erik Otteson Alexandra Nawrat Kristina Schoemmel Craig Starbuck, PhD Maria Alice Jovinski Toon van der Veer Petra Noble Julia Brandon, PhD Aritra Majumdar Scott Nemeth Shannon Rutledge Gal Mozes, PhD Ken Clar Kelly Monahan, Ph.D. Jacob Nielsen Olimpiusz Papiez Nick Hudgell Sonia Mooney Marcela Mury Christopher Cerasoli Dr. Peter Schulz-Rittich Ludek Stehlik, Ph.D. Craig Forman Kelly Satterfield Perri Ma Anna Gullstrand Victoria Holdsworth Joanna Bloor Pietro Mazzoleni Andrés García Ayala Kristhy Bartels Tim Peffers John Golden, Ph.D. Nicole Hazard Søren Kold Kirsten Edwards Doug Shagam Geetanjali Gamel John Gunawan Jack Liu UNLOCK THE POTENTIAL OF YOUR PEOPLE ANALYTICS FUNCTION THROUGH THE INSIGHT222 PEOPLE ANALYTICS PROGRAM At Insight222, our mission is to make organisations better by putting people analytics at the centre of business and upskilling the HR profession The Insight222 People Analytics Program® is your gateway to a world of knowledge, networking, and growth. Developed exclusively for people analytics leaders and their teams, the program equips you with the frameworks, guidance, learnings, and connections you need to create greater impact. As the landscape of people analytics becomes increasingly complex, with data, technology, and ethical considerations at the forefront, our program brings together over one hundred organisations to collectively address these shared challenges. Insight222 Peer Meetings, like this event in London, are a core component of the Insight222 People Analytics Program®. They allow participants to learn, network and co-create solutions together with the purpose of ultimately growing the business value that people analytics can deliver to their organisations. If you would like to learn more, contact us today. ABOUT THE AUTHOR David Green ?? is a globally respected author, speaker, conference chair, and executive consultant on people analytics, data-driven HR and the future of work. As Managing Partner and Executive Director at Insight222, he has overall responsibility for the delivery of the Insight222 People Analytics Program, which supports the advancement of people analytics in over 100 global organisations. Prior to co-founding Insight222, David accumulated over 20 years experience in the human resources and people analytics fields, including as Global Director of People Analytics Solutions at IBM. As such, David has extensive experience in helping organisations increase value, impact and focus from the wise and ethical use of people analytics. David also hosts the Digital HR Leaders Podcast and is an instructor for Insight222's myHRfuture Academy. His book, co-authored with Jonathan Ferrar, Excellence in People Analytics: How to use Workforce Data to Create Business Value was published in the summer of 2021. MEET ME AT THESE EVENTS I'll be speaking about people analytics, the future of work, and data driven HR at a number of upcoming events in 2024 and early 2025: December 5 - Visier Outsmart Local - Building Your People Data Strategy, London December 10-12 - Workday Rising EMEA, Amsterdam January 23 - The Strategic Outlook for People Analytics in 2025 with Ian Cook and Dawn Klinghoffer (WEBINAR - Register here) February 26-27 - People Analytics World, Zürich April 29-30 - People Analytics World, London More events will be added as they are confirmed.   原文来自：https://www.linkedin.com/pulse/best-hr-people-analytics-articles-november-2024-david-green--aofje/
    generative AI
    2024年12月01日
  • generative AI
    HR：清醒吧！员工更信任AI而非HR 多年来，我一直是HR的支持者和朋友。在与HR团队的每次交流中，我都对他们的热情、投入和善意印象深刻。然而，尽管我们尽了最大努力，一项针对851名职场专业人士的最新调查发现，“员工更信任AI，而非HR。” 什么？这怎么可能？ 在你否定这个结果之前，让我解释一下数据。这并不像表面看起来那样简单。 数据揭示了什么？ 1. AI被认为更值得信任 当被问到“你更信任AI还是HR专业人士”时，54%的受访者表示更信任AI，而27%表示更信任HR。这个数据虽然听起来奇怪，但实际上反映的是“信任”的问题。员工知道经理有偏见，因此任何由HR提供的绩效评估、加薪或其他反馈可能都会受到某种偏见的影响（甚至是近期偏见）。 而AI没有“个人意见”。在基于真实数据的情况下，它的决策往往更“值得信赖”。65%的受访者相信AI工具会被公平使用。 这很合理：我们已经从认为AI会毁灭世界的担忧中跨越了鸿沟，现在更多地将其视为统计和基于数据的决策系统。而且你可以问AI“为什么选择这个候选人”或“为什么这样评估这个员工”，AI会给出精准且明确的答案。（而人往往难以清楚地解释自己的决定。） 2. AI已被信任用于绩效评估 尽管目前市场上可用的AI绩效评估工具还很少（如Rippling的工具），但39%的受访者认为AI的绩效评估会更公平，33%认为基于AI的薪酬决策不会有偏见。同样，这很可能是因为AI能够清晰地解释其决策，而管理者往往依赖“直觉”。 3. AI更受欢迎作为职业教练 当被问到“你是否重视AI工具在职业目标设定方面的指导能力”时，64%的受访者表示“是”。这再次表明员工对反馈和指导的需求，而这是许多管理者做得不够好（或者不够开放）的地方。 这不是对HR的否定，而是对管理者信任度的质疑 对我而言，这些数据揭示了三个重要点，每个都可能让你感到意外： 1. 员工对管理者的决策能力存疑 我们并不总是信任“管理者”在招聘、绩效和薪酬方面做出公正、不偏不倚的决定。员工知道偏见存在，因此希望有一个系统可以更公平地选择和评估他们。 2. AI从“令人恐惧”到“被信任”的转变 我们已经跨越了“AI令人害怕”的心理鸿沟，开始更多地将其视为可信赖的工具，这使得企业可以更大规模地将AI用于人事决策。 3. HR需要迅速适应AI时代 对于HR部门来说，前进的方向已经明确。我们现在必须立刻学习AI工具，将它们引入最重要的HR领域，并投入时间去管理、培训和利用这些工具。 关于HR赢得信任的能力，现在的逻辑变成了这样：公司内部支持和信任的建立将越来越依赖于HR如何选择和实施AI系统。员工的期望很高，因此我们必须满足这些需求。不管你喜欢与否，AI正在改变我们管理人的方式。
    generative AI
    2024年11月21日
  • generative AI
    The best HR & People Analytics articles of September 2024 September has been a phenomenal month. Indeed, in the ten years I’ve been writing the Data Driven HR Monthly, I can’t recall a month when there has been so much insightful content to choose from. I believe this is indicative of the journey HR is on from its traditional role as a support function to becoming a true strategic partner to the CEO and the board. As Janine Vos, Managing Board Member and CHRO at Rabobank, highlighted this past week at the Insight222 Global Executive Retreat, people analytics has an important role to play in elevating the HR function and enabling it to successfully navigate this transition: People Analytics helps give the chief human resources officer credibility (with the executive team and board). This edition of the Data Driven HR Monthly is sponsored by our friends at Worklytics A New Way to Approach Manager Effectiveness If you’re using eSat scores to evaluate Manager Effectiveness, you’re moving too slowly. eSat scores are a lagging indicator of how it’s going.  And in today’s distributed work environment, you can’t afford to wait. Instead, use ONA-powered outcome driver analysisto identify what your best managers are doing differently. You might measure behaviours like: Manager Cross-Department Connectivity Co-Attendance in Directs’ Meetings Manager-Driven Disruptions (Slack DMs) Curious to see what that looks like in practice? Find out how your managers stack up. To sponsor an edition of the Data Driven HR Monthly, and share your brand with more than 135,000 subscribers, send an email to dgreen@zandel.org. The Changing Role of the People Analytics Executive My personal highlight of September was the 7th annual Insight222 Global Executive Retreat, which took place from September 24 to 26 at the Duin en Kruidberg for member companies of the Insight222 People Analytics Program®. I’ll share more about the Retreat in a separate blog in a few days time, but for now I'll highlight this year’s theme: The Changing Role of the People Analytics Executive, and the stellar cast of inspirational speakers: Janine Vos discussed the strategic influence of the CHRO and the close partnership she has at Rabobank with the people data and innovation team led by Marc Jansen. Prasad Setty shared insights from his 14 years leading people analytics at Google as well as painting a vision of the future of people analytics in the age of generative AI. Kevin Friesen, Neora Myrow PhD, and Nancy Duarte delivered an interactive workshop on influencing through data storytelling. Erin Meyer ended proceedings with a tour de force masterclass on leading across cultures I global organisations. The Retreat is one of the services included as part of the Insight222 People Analytics Program. If you are a people analytics leader and would like to find out more, you can contact the team here. Attendees at the Insight222 Global Executive Retreat 2024, Duin en Kruidberg, Amsterdam September and October World Tour As well as the Retreat, I’m speaking at and attending a number of events in October. This week, I’m in New York, moderating a panel on Workestration at the New York Strategic HR Analytics Meetup (Sept 30), and chairing People Analytics World (Oct 2 and 3). The next stop after that will be Paris, where I’ll once again have the privilege of hosting the main stage at UNLEASH World (Oct 16 and 17) - thanks to Marc Coleman and the team. Then it’s back to the US for the North America Peer Meeting for member companies of the Insight222 People Analytics Program®, which will be hosted by Phil Willburn and his team at Workday in Pleasanton (Oct 22 and 23). I hope to see some of you at one of these events. Thanks too to Marcus Downing for hosting me at the recent Mercer event in London where I had the pleasure of sharing the stage with Ravin Jesuthasan, CFA, FRSA (see here), and Jennifer Neumann for inviting me to speak at Workday Rising in Las Vegas (see here), where it was great to meet up with the likes of Priyanka Mehrotra, Richard Rosenow, and Cory Edmonds. Speaking onstage at Workday Rising, Las Vegas, 2024 Register for an Insight222 webinar on October 10: Building the People Analytics Operating Model Join me and the Insight222 team on October 10 when we’ll be hosting a webinar on the recently published research on. You can register for the webinar here. Share the love! Enjoy reading the collection of resources for September and, if you do, please share some data driven HR love with your colleagues and networks. Thanks to the many of you who liked, shared and/or commented on August’s compendium. If you enjoy a weekly dose of curated learning (and the Digital HR Leaders podcast), the Insight222 newsletter: Digital HR Leaders newsletter is published every Tuesday – subscribe here. HYBRID, GENERATIVE AI AND THE FUTURE OF WORK ANDY JASSY - Message from CEO Andy Jassy: Strengthening our culture and teams | JOSE MARIA BARRERO, NICHOLAS BLOOM, SHELBY BUCKMAN, AND STEVEN J. DAVIS - The Survey of Working Arrangements and Attitudes – September 2024 | ANNIE DEAN – Lessons Learned: 1,000 Days of Distributed at Atlassian This special on hybrid work was inspired by Amazon CEO Andy Jassy’s announcement that Amazon is going back to five days in the office: “to further strengthen our culture and teams.” This comes hot on the heels of KPMG’s CEO Outlook Survey, which finds that CEOs are hardening their stance on returning to pre-pandemic ways of working, with 83 percent expecting a full return to the office within the next three years. Forensic analysis by Bruce Daisley (here), Phil Kirschner(here) and Nick Bloom (here) examines Amazon’s move and the validity of KPMG’s claim. This confirms that (1) Amazon is an outlier. (2) The findings by KPMG contradict the WFH Research that Nick is publishing every month, which shows working from home has remained flat since early 2023 and has stabilised at around 25% (see FIG 1). As Bloom suggest “shock sells,” which explains the extent of the media coverage about Amazon and the KPMG survey. To balance things out, I recommend reading about Dropbox’s Virtual First model (which chief people officer, Melanie Rosenwasser explains has “led to clear benefits, including higher employee engagement and retention.”). I also recommend reading a new report authored by Annie Dean summarising the findings from the first 1,000 days of Atlassian’s Team Anywhere approach to distributed work. As Rabobank’s CHRO Janine Vos urged in her session at Insight222’s Global Executive Retreat this week, the role of HR and People Analytics teams is to provide data that steers executive decision making around hybrid and return to office. It would be interesting to learn what data (if any) was used to inform Amazon’s decision to return to the office five days a week. FIG 1: WFH is stable at c35% of days (Source: WFH Research) BCG HENDERSON INSTITUTE - GenAI Doesn’t Just Increase Productivity. It Expands Capabilities The ability to rapidly take on new types of work with GenAI - particularly tasks that traditionally require niche skills that are harder to find, such as data science - can be a game-changer for individuals and companies alike. The BCG Henderson Institute follow-up their first landmark study on GAI in the workplace (see: How People Can Create - and Destroy - Value with Generative AI). The sophomore experiment tests how workers can use GenAI to complete tasks that are beyond their current capabilities. The findings from the study are illuminating: (1) Participants were able to instantly expand their aptitude for new data-science tasks, even when they had no prior experience in coding or statistics. (2) Those with moderate coding experience performed better on all three tasks, even when coding was not involved. This suggests that an engineering mindset - which coding helps develop - could be a key success factor for workers adapting to GenAI tools. The article also provides guidance on: When and how to pair humans with GenAI (see FIG 2), as well as visualising and detailing the workforce change-management implications (see FIG 3). (Authors: Daniel Sack, Lisa Krayer, PhD, Emma Wiles, Mohamed Abbadi, Urvi A., Ryan Kennedy, Cristián Arnolds, and François Candelon). FIG 2: When and How to Pair Humans and GenAI (Source: BCG Henderson Institute) FIG 3: Workforce and Change-Management Implications (Source: BCG Henderson Institute) GARTNER - Hype Cycle for the Future of Work, 2024 Only 14% of organizations have reached the level of maturity where they are able to empower workers to embrace new ways of working. Gartner’s inaugural Hype Cycle for the Future of Work (see FIG 4) highlights the core technologies set to transform how work is done by augmenting and enhancing human capabilities with intelligent technology. Five standouts from the analysis are: (1) Workers want a more personalised experience, and are building it for themselves. (2) CEOs are captivated by AI and are investing in new strategies. (3) Low digital workplace maturity is a barrier to improving worker productivity and time to competency. (4) Data Storytelling and Generative AI (already!) have entered the Trough of Disillusionment. (5) Hybrid Work and Self-Service Analytics are on the Slope of Enlightenment. The article also contains some illuminating analysis on a number of the ‘on the rise’ innovations including Exoskeletons (Tori Paulman), Cyberpsychology (Cynthia P.), Digital Twin of the Employee (Helen Poitevin) and Workforce Nudgetech (Rania Stewart). Thanks to Phil Kirschner for alerting me to this work in his excellent LinkedIn post on the study, which linked to an insightful article Phil co-authored with Natasha Ouslis, PhD and Dr. Julia Sperling-Magro on applying behavioural science and nudging to the workplace. FIG 4: Hype Cycle for the Future of Work, 2024 (Source: Gartner) NICKY DRIES, JOOST LUYCKX, AND PHILIP ROGIERS - What 570 Experts Predict the Future of Work Will Look Like While it’s impossible to know exactly what the future of work will look like, it doesn’t stop (lots of!) people from having opinions. In their study, Nicky Dries, Joost Luyckx, and Philip Rogiers from KU Leuven, asked 570 experts to rank the likelihood of predictions made by technologists, economists and journalists. They landed on the sequence of events laid out in FIG 5, which get increasingly concerning and dystopian by the decade. Not one for the faint hearted! FIG 5: A timeline of future of work predictions (Source: Dries et al) MCKINSEY - Charting a path to the data- and AI-driven enterprise of 2030 Generative AI has increased the focus on data, putting pressure on companies to make substantive shifts to build a truly data-based organization. These are the opening words to a recent article by McKinsey’s Dr. Asin Tavakoli, Holger Harreis, Kayvaun Rowshankish, and Michael Bogobowicz, which provides guidance on seven essential priorities for leaders to focus on to realise the data-driven enterprise of 2030. They argue that the key enabler to realising the potential of GenAI is data: “Without access to good and relevant data, this new world of possibilities and value will remain out of reach.” Three of the seven priorities outlined are (1) Data Leadership (“Companies need to find leaders skilled in governance and compliance, engineering and architecture, and business value"). (2) Talent (see FIG 6), and (3) Digital Trust. FIG 6: New skills to manage GenAI will likely lead to both expanded and new data roles (Source: McKinsey) PwC - 2024 Workforce Radar Report Executive Summary | Full Paper The workforce of today won’t become the workforce of tomorrow unless businesses act right now. But how? That’s the exam question that PwC’s inaugural Workforce Radar study attempts to answer across an insightful and thought-provoking report of 48 pages. The research identifies five workforce signals (see FIG 7) that business leaders and chief people officers can use to deliver enterprise-wide transformation. (1) Taking both a talent magnet and talent factory approach (e.g. levers such as meaningful work, skill-building, and culture). (2) Devising a location strategy that appreciates over time. (3) The intelligent enterprise – through HR harnessing and taking the lead on GenAI (see FIG 8). (4) Empowering transformation with a workforce balance sheet. (5) Investing in building transformative leadership. Kudos to the authors: Anthony Abbatiello, Julia Lamm, Reid Carpenter, Craig O'Donnell, and Christopher Hannegan. FIG 7: Five Workforce Radar Signals (Source: PwC) FIG 8: Emerging areas for Leading Digital HR Leaders to lean-in (Source: PwC) PEOPLE ANALYTICS NAOMI VERGHESE, JONATHAN FERRAR, AND JORDAN PETTMAN - Building the People Analytics Ecosystem: Operating Model v2.0 ARTICLE | FULL REPORT In the August edition of the Data Driven HR Monthly, I highlighted the new Insight222 study on the evolution of the people analytics operating model. This month I’d like to highlight one specific aspect of the report about the role of the people analytics leader. The research, which was conducted by my colleagues, Naomi Verghese, Jonathan Ferrar and Jordan Pettman, found that three profiles of people analytics leader are emerging (see FIG 9): (1) Data and Analytics Specialist Leader (focused on a scope for data and analytics research, insights and analytical product development and deployment). (2) Analytics-led Strategy Leader (encompassing a broad set of analytics responsibilities: consulting, research, employee listening, product development, reporting, data governance, workforce planning and AI). (3) Portfolio Analytics Leader (responsibility for people analytics and one or more other closely associated topic, such as people strategy, HR technology, HR operations, skills management, or employee experience). Read the report for more detail on each of the profiles together with examples of each leader persona Featuring Anthony Ferreras, Aashish Sharma, and Alexis Saussinan. FIG 9: Responsibilities of the three people analytics leader personas, aligned to the People Analytics Ecosystem (Source: Insight222) COLE NAPPER, JIN YAN, AND BEN ZWEIG - What is happening to people analytics? A 15- year trend (Part 1) How has people analytics employment changed in the last 15 years, and specifically how has the environment changed in the last two years? That was the question that Cole Napper along with Jin Yan and Ben Zweig sought to answer after being inspired by Alexis Fink to analyse these topics. The study identified a number of interesting – and perhaps counterintuitive – findings. These include: (1) People analytics positions in the US have actually declined in the last two years – the data suggests more than 1,000 people have left the field during this time (see FIG 10). (2) 83% of people leaving the field move to roles outside people analytics but mostly in HR. (3) People analytics positions are sensitive to changes in interest rates and money supply. FIG 10: People analytics positions have been decreasing in the last two years (Source: Revelio Labs) PIETRO MAZZOLENI - People Data Excellence: Driving Quality through Empowerment, Standardization, and Automation Ensuring high-quality (people) data is crucial for building leaders' trust in data-driven talent decisions and reducing the need for manual reconciliation. Moreover, maintaining top-tier data quality is essential for the successful implementation of AI and GenAI technologies. In the latest edition of his excellent People Data Platform newsletter, Pietro Mazzoleni breaks down the three ingredients IBM brought together to build Workforce 360, IBM’s internal people data platform, and deliver people data excellence: (1) Empowerment (“Putting Data & Knowledge in the Hands of Users”). (2) Standardisation (“Establishing a Unified Approach for data and processes”). (3) Automation (“Enhancing Efficiency Through Technology”). FIG 11: Source – Pietro Mazzoleni HENRIK HÅKANSSON - People Analytics: Generative AI | AMIT MOHINDRA – Definitions of People Analytics | KEITH MCNULTY - The Three Most Common Statistical Tests You Should Deeply Understand | LAURA HILGERS - How to Measure Quality of Hire, According to 4 Experts | JILL BARTH - How people analytics transformed this org’s HR from old-school to inspirational In each edition of the Data Driven HR Monthly, I feature a collection of articles by current and recent people analytics leaders. These are intended to act as a spur and inspiration to the field. Five are highlighted in this month’s edition. (1) Henrik Håkansson highlights a common predicament for people analytics leaders – stakeholder requests to implement GenAI. He offers sage advice on the ideal response: “GenAI is a solution. So naturally I ask: What is the problem? What is the value? Why would GenAI be better than what we are doing today? Are we trying to save money and cut costs, or actually do things better or faster?” (2) Amit Mohindra assembles a handy list of definitions of people analytics. (3) As Keith McNulty explains, hypothesis testing is one of the most fundamental elements of inferential statistics. In his article, Keith uses an example to show three common hypothesis tests (Welch’s t-test, Correlation test, and Chi-square test of difference in proportion) and how they work under the hood, as well as showing how to run them in R and Python and to understand the results. (4) Laura Hilgers’ article on the elusive quality of hire metric is a must-read for people analytics and talent acquisition professionals. It features guidance from four experts in the field: Hung Lee, Tim Sackett, SPHR, SCP (see FIG 12 for Tim’s equation to measure quality of hire), Stacey A. Gordon, MBA, and Jennifer McClure. (5) Finally, Sonia Boyle, CHRL - chief people officer at Gore Mutual, explains to Jill Barth HR Tech Editor how people analytics has been at the centre of the company’s HR transformation. FIG 12: How to measure Quality of Hire (Source: Tim Sackett) THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE DAVE ULRICH - Realizing Talent Advantage: Evidence and Implications from the Organization Guidance System In 2020, Dave Ulrich and his colleagues at The RBL Group, developed the Organization Guidance System (OGS), which was designed to align desired stakeholder outcomes across four human capital pathways: talent, organisation, leadership and human resources. Five years on, in a new series of articles, Dave provides an update on the key findings to date. In this article, Dave focuses on the talent pathway, highlighting ten talent investments that deliver stakeholder value, and then presents analysis from 187 companies on the relative impact of these investments across five stakeholder outcomes (see FIG 13). The article then describes how individual companies can use the OGS to guide investment in the areas that will provide them with the greatest return. FIG 13: Heatmap of impact of ten talent initiatives on five stakeholder outcomes (Source: Dave Ulrich) JILL GOLDSTEIN, CHRIS HAVRILLA, CHACKO THOMAS, AND CATHY FILLARE - Reimagine human potential in the gen AI era: Revolutionizing work to boost business value With their unique perspective and understanding of organizational culture, workforce needs, skills development, and change management, HR leaders are well-positioned to take a leadership role in their organization’s future of work strategy. A new study by the IBM Institute for Business Value and Oracle, highlights the top concerns facing executives around the future of work, including the need for a skills-focused foundation and a well-defined strategy. The big takeaway for HR leaders is that while executives acknowledge that HR contributes to their organisation’s future of work strategy, not enough of them are in the driver’s seat. Only one in five executives say HR owns the future of work strategy in their organisation today. The report provides guidance to HR leaders on possible actions: (1) Build a future-ready culture that encourages experimentation. (2) Give your workforce a voice in the future of work strategy. (3) Drive technology transformation and champion AI use case adoption. The report also highlights critical workforce skills that will increase in demand by 2026 (see FIG 14). (Authors: Jill Goldstein, Chris Havrilla, Chacko Thomas, and Cathy Fillare). FIG 14: Critical workforce capabilities—increases from today to 2026 (Source: IBM Institute of Business Value) WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS MCKINSEY - The gen AI skills revolution: Rethinking your talent strategy Developing the software talent companies need to grow means thinking in terms of skills rather than roles to navigate this period of uncertainty around talent. According to McKinsey research, nearly 70 percent of top economic performers, versus just half of their peers, use their own software to differentiate themselves from their competitors. GenAI offers an opportunity to multiply this value. In the article, Alharith Hussin, Anna Wiesinger, Charlotte Relyea, Martin Harrysson, Suman Thareja, Prakhar Dixit and Thao Dürschlag, provide guidance on: (1) The new skills software teams will require. (2) How their evolution will alter roles and risks. (3) How companies can orient their talent management practices toward developing skills for greater flexibility and responsiveness. This includes grounding strategic workforce planning in business needs and skills. The talent transformation starts with HR leaders developing a strategic workforce plan that’s built around skills. FIG 15: Generative AI affects every phase of the software development life cycle (Source: McKinsey) EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING VOLKER JACOBS – Squaring the Circle: Why the old promise of P&O transformation –more for less – can finally be fulfilled With effective, generative AI, P&O transformations can deliver a better, friction-free work experience for managers and employees. With a friction-free experience for managers and employees, we enable higher productivity and engagement levels. And it goes without saying that with AI taking on P&O tasks we can reduce cost of the function: More for less. Squaring the circle. Three ingredients: Data, AI, and EX. In his thoughtful paper, Volker Jacobs, CEO at employee experience experts TI PEOPLE, highlights how HR transformations have historically undelivered their promise of more business value at lower cost. Instead, Volker argues, with the capabilities offered through AI and digitisation allied to rising expectations for better work experiences, the scene is now set to realise the dream of ‘more for less’. The catalyst? A shift from transformation focus on process to data as one of three ingredients to square the circle: Data, AI and Employee Experience leading to the business outcomes including improved productivity, better customer experience, and lower cost (see FIG 16). FIG 16: Shifting HR transformation focus from process to data (Source: Volker Jacobs, TI People) MALISSA CLARK - A Workaholic’s Guide to Reclaiming Your Life In the latest edition of the Harvard Business Review, the Big Idea Series focuses on an increasingly important topic: Overcoming Overwork and Workaholism. Workaholism is defined in the lead article, by Malissa Clark, as: “Workaholism is when work dominates your thoughts and your activities, to the detriment of other aspects of your life, including but not limited to your relationships and your health.” Does that sound uncomfortably familiar? If so, like me you’ll probably welcome the six coping strategies Malissa outlines in her article: (1) Redefining “urgent”. (2) Reinventing the to-do list (see FIG 17). (3) Learning to say “no” and delegate. (4) Fixing the workaholic clock. (5) Controlling rumination. (6) Embracing rest and recovery. Through mechanisms such as redefining what is and is not urgent, fixing the workaholic clock, and embracing rest and recovery, workaholics can unlearn toxic behaviors and reclaim their time and lives. FIG 17: The Eisenhower Matrix (Source: Marissa Clark, Harvard Business Review) LEADERSHIP, CULTURE, AND LEARNING PER HUGANDER AND AMY EDMONDSON - Skills Training Links Psychological Safety to Revenue Growth Organizational performance can be improved by viewing psychological safety as a trainable skill that individuals develop with practice. Hugander Per and Amy Edmondson present a case study from Nordic bank SEB where training for executives on psychological safety and perspective taking was identified as the catalyst that enabled the investment bank to achieve revenues 25% above yearly targets in a strategically important market segment. The article provides four recommendations for leaders who want to make progress on strategic challenges and improve financial results by leveraging psychological safety and perspective-taking: (1) Focus on two levels in parallel: individuals and teams. (2) Expand leadership responsibility. (3) Keep strategy and performance front and centre. (4) Link skills to short-term gains to counteract perceived costs. For more on psychological safety, tune in to Amy’s conversation with me on the Digital HR Leaders podcast: How Learning to Fail Can Help People and Organisations to Thrive. ANDREW WHITE, ADAM CANWELL, AND MICHAEL SMETS - Is Your Organizational Transformation Veering Off Course? Leaders who achieve successful transformations create and maintain an environment where people can experiment, learn, and take ownership of their work — and ultimately feel good about their effort According to a study by Andrew White, Adam Canwell and Michael Smets, 96% of all organisational transformations face significant challenges that can derail the whole program. Their research identified that changes in a team’s emotional energy (“the collective mood, vibe, and intensity of emotions within a group”) can signal when a transformation is in danger (see FIG 18). They then reveal the three-step process successful leaders use to navigate a turning point – increasing transformation performance by 12 times from 6 to 72 per cent: (1) They look for shifts in the team’s emotional energy (e.g. lack of clarity on how to proceed, ineffective collaboration, decreased engagement). (2) They dig into the underlying issue at play – by involving the whole team to decide the course of action. (3) They get to action — quickly (e.g. by creating team alignment, adjusting organisational priorities, and investing in the skills and mindset required for the transformed company). FIG 18: How emotional energy can signal a transformational turning point (Source: White et al) DIVERSITY, EQUITY, INCLUSION, AND BELONGING LORI NISHIURA MACKENZIE, SARAH A. SOULE, SHELLEY J CORRELL, AND MELISSA C. THOMAS HUNT - How DEI Can Survive This Era of Backlash When they’re given adequate support — like protected time, advancement opportunities, leadership development, and compensation for their DEI work — ERG leaders can act as a strategic conduit between employees and organizational leaders. Despite recent backlash against and cuts to organisational DEI initiatives, researchers from the Stanford VMware Women’s Leadership Innovation Lab - Lori Nishiura Mackenzie, Sarah Soule, Shelley J. Correll, and Melissa C. Thomas-Hunt - argue in their Harvard Business Review article that DEI isn’t dead in the U.S. Instead, they say it’s experiencing a period of what social movement scholars call “closed doors,” where the obvious route for change is no longer easily accessible. They recently convened a gathering of 14 chief diversity officers (CDOs) to unpack what’s happening in their world. In the article, they highlight the striking similarities between current DEI strategies and the tactics used by feminist movement builders during times of closed doors — and present four strategies for continuing the important work of DEI while it’s under attack: (1) Sustain networks of people engaged in DEI work. (2) Preserve the collective memory. (3) Reframe and rename the work for survival. (4) Nurture the collective identity within the DEI community. HR TECH VOICES Much of the innovation in the field continues to be driven by the vendor community, and I’ve picked out a few resources from September that I recommend readers delve into: JASON CORSELLO AND THOMAS OTTER | ACADIAN VENTURES - 2024 Future of Work 100 - An excellent resource compiled by Jason Corsello and Thomas Otter of Acadian Ventures counting down the top 100 venture-backed companies building businesses that make work better, fairer, more meaningful, and ultimately more productive. Together, the Future of Work 100 has raised a cumulative $29.5 billion with a total market valuation over $140.3 billion. FIG 19: Source – Acadian Ventures PHIL WILLBURN - Global Workforce Report: Top Talent Is Hard to Find, Harder to Keep – Phil Willburn, head of people analytics at Workday summarises the key findings of the recently released Workday Global Workforce Report: Restoring Trust Before Your Top People Leave covering hiring, turnover of top performers, meaningful work, and internal mobility. Phil also highlights the key actions for business leaders: (1) Rebuild trust through transparency. (2) Make work meaningful. (3) Personalise your employee experience efforts based on tenure. (4) Embrace AI strategically. An absolute must-read. FIG 20: Current use of AI and ML for recruiting (Source: Workday) CATHERINE COPPINGER - Manager Facetime: Why It's Useful and How to Measure It – The latest in a series of insightful articles by Catherine Coppinger of Worklytics analyses the importance of manager facetime and provides guidance on how to use the insights identified to improve team effectiveness. FIG 21 – Source: Worklytics BEN COWAN - You Don’t Need to Abandon Jobs to Become a Skills-Based Organization – Ben Cowan of Degreed explains that while jobs aren’t likely to disappear this shouldn’t hinder efforts by companies to adopt skills-based talent practices: “The reality is that moving away from jobs is not something most organizations are likely to do in the near term and it does not need to hold you back from adopting other skills-based practices.” FRANCISCO MARIN - Towards a Network-First Future of Work – Francisco Marin of Cognitive Talent Solutions provides an insightful breakdown of the differences between Hierarchy-First and Network-First approaches across then organisational concepts (see FIG 22): “While hierarchies have long been the norm, favoring clear lines of authority and collaborative control, the network-first model prioritizes collaborative freedom, decentralization, and the strength of informal relationships.” FIG 22: Hierarchy-First vs. Network-First Approach (Source: Francisco Marin) PODCASTS OF THE MONTH In another month of high-quality podcasts, I’ve selected five gems for your aural pleasure: (you can also check out the latest episodes of the Digital HR Leaders Podcast – see ‘From My Desk’ below): JEREMY SHAPIRO AND CHRIS SHULTZ - HR, Workforce Automation, and GenAI at Merck – Jeremy Shapiro and Chris Shultz join Stacia Sherman Garr and Dani Johnson on RedThread Research’s Workplace Stories podcast to share how (and why) Merck is embracing AI to streamline HR processes, support innovation, and maintain ethical considerations. COURTNEY MCMAHON – People Analytics at Colgate-Palmolive – Courtney McMahon joins Cole Napper and Scott Hines, PhD on the Directionally Correct podcast to discuss how to get a smaller people analytics function to punch above its weight, and how Colgate-Palmolive is using One Model to scale people analytics to HRBPs and the business. KEITH MCNULTY – Applying Mathematical Principles to People Analytics Part 1 | Part 2 – In a two-part episode, Keith McNulty joins hosts Matthew Lampe, PsyD, Natasha Ouslis, PhD, and Bilal Alperen Ergun on the ScienceForWork podcast to discuss how mathematical principles can be applied to organizational data and people analytics. JEFFREY PFEFFER - How Modern Work is Creating a Health Crisis - Jeffrey Pfeffer, professor of organizational behaviour at Stanford University and author of Dying for a Paycheck, joins Lars Schmidt on Redefining Work to discuss employee well-being and explore the harmful effects of workplace stress and poor working conditions on employee health. SUE CANTRELL AND TRAVIS DION - Beyond productivity: Rethinking performance metrics – In an episode of Deloitte’s Capital H podcast, host David Mallon, talks to Susan Cantrell, and Travis Dion about moving beyond traditional employee productivity metrics —followed by a roundtable discussion featuring David, Sue, Julie Duda, and Diane Sinti. VIDEO OF THE MONTH LASZLO BOCK - Former Google exec talks about what makes a strong CHRO candidate In an interview with Human Resource Executive, Laszlo Bock, former Head of HR at Google and a arch proponent of people analytics, provides guidance on what makes a strong chief people officer. He emphasises the need for HR executives to develop their understanding of business beyond a simple familiarity with their company’s products and services: “It’s not that (CHRO candidates) don’t understand that we make widgets. It’s that they don’t understand why we’re willing to pay $1.3 billion to buy a company but not $1.4 billion.” For aspiring chief people officers, I’d also recommend investigating the Berkeley Transformative CHRO Leadership Program, where Bock is co-faculty director. BOOK OF THE MONTH RAVIN JESUTHASAN AND TANUJ KAPILASHRAMI – The Skills-Powered Organization: The Journey to the Next-Generation Enterprise Ravin Jesuthasan, CFA, FRSA and Tanuj Kapilashrami provide a step-by-step guide to designing, implementing and activating the skills-powered organisation. They outline why and how jobs are giving way to skills as the currency of work and why this pivot requires us to rethink everything we know about work. The inspiring cases presented in the book discuss how leading companies are reinventing themselves to be skills-based organisations and how this is helping them to transform value for customers, communities, and stakeholders. RESEARCH REPORT OF THE MONTH MARGRIET BENTVELZEN, CORINE BOON, AND DEANNE N. DEN HARTOG - A person centered approach to individual people analytics adoption – In their paper, Margriet Bentvelzen, Corine Boon, Deanne Den Hartog study people analytics adoption through the lens of the implementation of people analytics technology. They identify four profiles related to differences in user satisfaction and the frequency and versatility of PA technology use. They demonstrate that performance benefits, social influence, required effort, and facilitating conditions jointly affect the use of PA technology, but that the latter two might be the most influential factors. FIG 23 demonstrates the four user profiles identified in the paper: the skeptic diplomats, the optimistic strugglers, the optimists, and the enthusiasts. Thanks to Dirk Jonker for highlighting this insightful contribution to the field. FIG 23: Source – Bentvelze,  Boon and Den Hartog (2024) FROM MY DESK September saw the return of the Digital HR Leaders podcast after its summer sojourn with the first four episodes of Series 41, kindly sponsored by our friends at Visier Inc.. Thanks to Adedamola Adeleke and the team. LYNDA GRATTON AND DIANE GHERSON - The Key Role of HR In Successfully Integrating a Blended Workforce – Lynda Gratton and Diane Gherson join me to discuss the impact of a blended workforce on organisational structures, the evolving role of managers, and the opportunities and challenges for HR. ANGELA LE MATHON - How GSK is Using Data, Analytics and AI to Drive its HR Transformation - Angela LE MATHON, Vice President of People Data and Analytics at GSK, joins me to explore how GSK is utilising data-driven strategies and AI integration to future-proof their HR initiatives. KEITH BIGELOW - HR’s Strategic Role in Managing the AI-driven Talent Restructure – Keith Bigelow, Chief Product Officer at Visier, joins me to explore the critical role HR plays in leading digital transformation—and how AI is changing the game. TANUJ KAPILASHRAMI AND RAVIN JESUTHASAN - How to Build the Skills-Powered Organisation – Tanuj Kapilashrami and Ravin Jesuthasan, CFA, FRSA join me to share insights from their book, The Skills-Powered Organisation: The Journey to the Next-Generation Enterprise (see Book of the Month). Tanuj also shares insights from the skills journey at Standard Chartered, including how the bank quantified a saving of $60,000 per person by upskilling and reskilling employees to redeploy talent from sunset jobs to sunrise jobs. Skills [are] becoming the currency of work and work flowing not to jobs, but to skills... If done well, it has the massive power to unlock untapped productivity potential within the company. LOOKING FOR A NEW ROLE IN PEOPLE ANALYTICS OR HR TECH? I’d like to highlight once again the wonderful resource created by Richard Rosenow and the One Model team of open roles in people analytics and HR technology, which now numbers close to 500 roles – and has now been developed into a LinkedIn newsletter too. THANK YOU Srikant Chellappa and the team at Engagedly Inc for including me in their 8th annual list of the 2024 Top 100 HR Influencers Hallie Bregman, PhD for her wonderfully generous post following our meeting at the Boston People Analytics MeetUp organised by Ramesh Karpagavinayagam – Hallie, it was wonderful to meet you too. Paul Daley for referencing the Digital HR Leaders podcast episode with Diane Gherson and Lynda Gratton in his post on how HR strategy needs to support the independent / blended / contingent workforce of the future Similarly thanks to Olimpiusz Papiez for his post sharing his takeaways from the podcast episode with Diane and Lynda Thanks also to Jaqueline Oliveira-Cella for her post, are you ready for the shift, which was also inspired by the podcast episode with Diane and Lynda Piyush Mathur for providing his takeaways on insight without outcome is overhead in relation to his speaking sessions at the Peer Meetings in New York and Vevey for member organisations of the Insight222 People Analytics Program Esther Abraas for including my article, The role of Organisational Network Analysis in People Analytics, in her excellent list of ONA resources. Wayne Tarken for his post on How AI can Help HR, which was informed by the digital HR Leaders podcast episode with Nickle Lamoreaux on how AI is transforming HR at IBM. Thomas Kohler for including the podcast episode with Keith Bigelow in his weekly round-up of future of work resources. The Talent Games for including me in their list of HR Leaders redefining the Future of Workin recognition of HR Professionals Day. Finally, a huge thank you to the following people who shared the August edition of Data Driven HR Monthly and other content in the last few weeks. It's much appreciated: Craig Forman Zornitza Iankova, SPHR Brandon Merritt Johnson Hrvoje Bulat Rebecca Hone Michael Arena Emma Mercer (Assoc CIPD, MLPI) Dr. Max Muge Bakkaloglu Priyanka Mehrotra Kerry Ghize Deviprasad Panda Richard Stein Stela Lupushor David Balls (FCIPD) Emily Ricci Danielle Farrell Dan George Patrick Coolen Catriona Lindsay Katrina A. Stevens, CHRE Kouros Behzad Kathleen Kruse Martha Curioni Adam McKinnon, PhD. Greg Newman Dr Philip Gibbs Sally Smith Hanadi El Sayyed David van Lochem Amardeep Singh, MBA Rick Rome Ken Oehler Vaibhav Deshmukh María Victoria Sáinz Roshaunda Green, MBA, CDSP, Phenom Certified Recruiter Aysun Öz Serena H. Huang, Ph.D. Nelson Spencer Tristan Hack Penny Newman Vivek Ojha Aravind Warrier Francisca Solano Beneitez Kalifa Oliver, Ph.D. Stephanie Murphy, Ph.D. John Healy Greg Pryor Lewis Garrad Jose Luis Chavez Vasquez Audrey Burke-McCarthy, MBA, Adv Dip Coaching, MII Grad Aurélie Crégut Max Blumberg (JA) ?? Vanessa Monsequeira Shujaat Ahmad Jeff Wellstead Jackson Roatch Maria Alice Jovinski Rafael Uribe Truong Hong Ha (Mr Niem Tin) Dan Weiss David Hodges Toby Culshaw David McLean Dr. Peter Schulz-Rittich Timo Tischer Stephanie Denino Jacqui Brassey, PhD, MA, MAfN ?️ (née Schouten) Gianni Giacomelli Terri Horton, EdD, MBA, MA, SHRM-CP, PHR Placid Jover Andrews Cobbinah, MLPI, ACIHRM Emily Killham Al Adamsen Tim Frazier Tim Peffers Julie Asselin Chandresh Natu Anabel Fall Ralf Buechsenschuss Anna A. Tavis, PhD Marcela Niemeyer Meta McKinney, MLIS Aritra Majumdar Gustavo Araujo Vijaya Das Kirsten Edwards Graham Tollit Joy Kolb Remco van Es Ahmed Salah ?? Sebastian Knepper Melissa Beasley Bo Vialle-Derksen Malgorzata Langlois Abhilash Bodanapu Isabel Naidoo Marino Mugayar-Baldocchi Nirit Peled-Muntz Ron Ben Oz Littal Shemer Haim (ליטל שמר חיים) Joseph Frank, PhD CCP GWCCM Bob Pulver Jaejin Lee Kristhy Bartels Geetanjali Gamel Chris Hare Alicia Roach Caitie Jacobson John Gunawan Doug Shagam Davey Nickels Paul Davies Tatu Westling Mia Norgren Nick Lynn Alexandra Nawrat Gal Mozes, PhD Dave Millner Prachi Agasti Jacob Nielsen Matt Elk Chris Long Kimberly Rose Ilse Venter Søren Kold Irada Sadykhova Dave Fineman Agnes Garaba Sebastián Mestre Victoria Holdsworth Elpida Ormanidou Megan Buttita, MLIS Danielle Bushen Robert Bolton Stephen Hickey Dolapo (Dolly) Oyenuga Higor Gomes Irene Wong Ludek Stehlik, Ph.D. Sonia Mooney Mariami Lolashvili Joonghak Lee Raja Sengupta Swechha Mohapatra (IHRP-SP, SHRM-SCP, CIPD) Alfonso Bustos, Ph.D. Marcela Mury Olivier Bougarel Martijn Wiertz Veronika Birkheim ABOUT THE AUTHOR David Green ?? is a globally respected author, speaker, conference chair, and executive consultant on people analytics, data-driven HR and the future of work. As Managing Partner and Executive Director at Insight222, he has overall responsibility for the delivery of the Insight222 People Analytics Program, which supports the advancement of people analytics in over 90 global organisations. Prior to co-founding Insight222, David accumulated over 20 years experience in the human resources and people analytics fields, including as Global Director of People Analytics Solutions at IBM. As such, David has extensive experience in helping organisations increase value, impact and focus from the wise and ethical use of people analytics. David also hosts the Digital HR Leaders Podcast and is an instructor for Insight222's myHRfuture Academy. His book, co-authored with Jonathan Ferrar, Excellence in People Analytics: How to use Workforce Data to Create Business Value was published in the summer of 2021. MEET ME AT THESE EVENTS I'll be speaking about people analytics, the future of work, and data driven HR at a number of upcoming events in 2024: September 30 - New York Strategic HR Analytics MeetUp - Workestration: Working across human, digital and physical workplace dimensi (New York) October 2-3 - People Analytics World (New York) October 16-17 - UNLEASH World (Paris) October 22-23 - Insight222 North American Peer Meeting (hosted by Workday in Pleasanton, CA) - exclusively for member organisations of the Insight222 People Analytics Program November 12-14 - Workday Rising EMEA (London) November 19-20 - Insight222 European Peer Meeting (hosted by Merck in Darmstadt, Germany) - exclusively for member organisations of the Insight222 People Analytics Program More events will be added as they are confirmed.
    generative AI
    2024年09月29日
  • generative AI
    Josh Bersin: When Will The Trillions Invested In AI Pay Off? Sooner Than You Think. 近年来，生成式人工智能（GenAI）的投资已达数万亿美元，但围绕其回报问题的争论不断升级。一些分析师，如麻省理工学院教授达隆·阿西莫格鲁（Daron Acemoglu）和纽约大学心理学与神经科学教授加里·马库斯（Gary Marcus），对AI的经济影响持悲观态度，认为其对美国生产力和GDP增长的推动作用有限，甚至可能导致市场崩溃。相反，另一派如高盛的全球经济学家则乐观地认为，AI有望在未来十年内大幅提高生产力。然而，文章指出，生成式AI的真正价值在于其特定领域的应用。例如，Paradox和Galileo等HR技术平台通过高度专业化的解决方案，显著提升了招聘和人才管理的效率。最终，文章强调，AI行业仍处于早期阶段，成功的关键在于找到具有专注性和精确性的创新解决方案。 In the last few weeks there has been a lot of concern that Gen AI is a “bubble” and companies may never see the return on the $Trillion being spent on infrastructure. Let me cite four analyst’s opinions. Will Today’s Massive AI Investments Pay Off? MIT professor Daron Acemoglu estimates that over the next ten years AI will impact less than 5% of all tasks, concluding that AI will only increase US productivity by .5% and GDP growth by .9% over the next decade. As he puts it, the impact of AI is not “a law of nature.” On a similar vein, Gary Marcus, professor emeritus of psychology and neural science at New York University, believes Gen AI is soon to collapse, and the trillions spent will largely result in a loss of privacy, increase in cyber terror, and a lack of differentiation between providers. The result: a market with low profits and big losses. Goldman Sachs Head of Equity Research Jim Covello is similarly pessimistic, arguing simply that the $1 Trillion spent on AI is focused on tech that cannot truly automate complex tasks, and that vendors’ over-focus on “human-like features” will miss the boat in delivering business productivity.  (He studies stocks, not the economy.) And Goldman Sachs Global Economist, who is a fan, estimates that AI could automate 25% of work tasks and raise US productivity by 9T and GDP by 6.1% over the next decade. He follows the traditional business meme that “AI changes everything” for the better. What’s going on? Quite simply this new technology is very expensive to build, so we’re all unsure where the payoffs will be. Buyers Are Looking For A Return Soon If we discount the work going on at Google, Meta, Perplexity, and Microsoft to build AI-based search businesses, which make money on advertising (Zuckerberg essentially just said that in a few years AI will guarantee your ad spend pays off), corporate IT managers are asking questions. An article in Business Insider pointed to a large Pharma company that cancelled their Microsoft Copilot licenses because the tool was not adding any significant value (Chevron’s CIO was quoted similarly in The Information). Another quoted a Chief Marketing Officer who stated Google Gemini’s email marketing tool and the new AI-powered ad-buying tool performed worse than the human workers it was intended to replace (or support). Given that these tools almost double the “price per user” for the productivity suites, I think it’s fair that CIOs, CMOs, to expect them to pay for themselves fairly quickly. What’s Going On?  The Big Wins Will Be Domain Specific As with all new technologies that enter the market quickly, “the blush on the rose” is over. We’ve been dazzled by the power of ChatGPT and now we’re searching for real solutions to problems. And unlike the internet, where research was funded by the government, there’s going to be a lag (and some risk) between the trillions we spend and the trillions we save. Given that ChatGPT is less than two years old and OpenAI has morphed from a research company into a product company, it’s easy to see what’s happening. Every vendor and tool provider is narrowing its AI “strategy” and not just pasting little AI “stars” on their websites, looking for useful things to do. And this process may take a few years. In the world of HR, I think we can all agree that a “push the button job description generator” is a bit of a commodity. However if the AI analyzes the job title, identifies the skills needed through a large skills engine, and tunes the job description by company size, industry, and role, then it’s a fantastic solution.  (Galileo does this, as does SeekOut, SAP, and some other vendors.) The more “specific” and “narrow” the AI is, the more useful it becomes. Generic LLMs that aren’t highly trained, optimized, and tuned to your company, business, and job are simply not going to command high prices. So while we all thought ChatGPT was Nirvana, we’re now figuring out that highly specialized solutions are the answer. Let me give you some examples. The first is the platform built by Paradox, a pioneering company that started work on AI-based recruiting agents in 2016. Paradox, now valued at around $2 Billion, delivers an end-to-end recruitment platform that automates the entire process of candidate marketing, candidate experience, assessment, selection, interview scheduling, hiring, and onboarding. Most people believe its a “Chatbot” but in reality it’s an AI-powered end-to-end system that radically simplifies and speeds the recruitment process in a groundbreaking way. Companies like 7-11, FedEx, GM, and others see massive improvements in operational efficiency and both candidates, managers, and recruiter adore it. It took Paradox eight years to build this level of integrated solution. The second is our platform Galileo. Galileo, which is now licensed by more than 10,000 HR professionals, is a highly tuned AI agent specifically designed to help HR professionals (leaders, business partners, consultants, recruiters, and other roles) do the “complex work” HR professionals do. It’s not a generic LLM: it’s a highly specialized solution designed specifically for HR professionals, and we’ve added specialized content partners and are building special integrations with other HR platforms. Our clients tell us it’s saving them 1-2 hours a day. The third is the platform HiredScore, that was recently acquired by Workday. Founded in 2012, the HiredScore team built tools to help identify “fit” between individuals and jobs, and tuned its AI to be highly explainable, unbiased, and very easy to use. It took Athena Karp and the team a few years to nail down the use-cases and user interface but now HiredScore is considered one of the most powerful recruitment “orchestration” tools in the market, and is also used for internal hiring and many other applications. Every customer I talk with tells me it’s essential and saves them months of manual, error-prone effort. The fourth is the platform Eightfold, which was invented in 2016 as a way to build “Google-scale” matching between job seekers and jobs. Through many years of engineering, product management, and ongoing sales process the company has become the leader in a new space called “Talent Intelligence,” now a billion dollar rapid-growing category. The company is about ten years old and now has some of the world’s largest companies building their hiring, career management, and talent management processes using AI. Companies like EY, Bayer, and Chevron now use it for all their strategic talent programs. Each of these vendors, including others like Gloat, Sana, Arist, Lightcast, Draup, Uplimit, Firstup, and hundreds of others have patiently taken the power of Generative AI and applied it with laser precision to their solutions. Each of these companies is different, and as we work with them we see lightning bolts of innovation: not in AI itself, but in finding new ways to solve problems and do what I call “crawling up the value curve.” This is the path for AI in the coming years. As with all new technologies, the “trough of disappointment” is always followed by the “bowling pin” of hitting the nail on the head. Innovators, entrepreneurs, and startup founders are the ones who will take GenAI and apply it in unique ways to solve problems. And soon enough, “AI-powered” will be a phrase we barely even need to say. The Best Solutions Will Be Narrow Not Wide GenAI solutions require a large “platform” of data, infrastructure, and software. That alone is not where the value resides. Rather, the big productivity advantages come after years of effort, focusing the data sets and working with customers to find the features, UI designs, and data sets that add enormous value. And we are still in the early stages. If you want to learn more about HR Technology and AI, join me at the HR Technology Conference on September 24-25 in Vegas, or at Unleash in Paris in October 16-17. While I can’t predict who will win the core AI platform game (Microsoft, OpenAI, Google, Meta, Amazon will fight it out), I can predicts this: Generative AI will deliver massive improvements in business productivity. You just have to shop around a bit and wait for just the right solutions to arrive.
    generative AI
    2024年08月10日
  • generative AI
    David Green：The best HR & People Analytics articles of June 2024 David Green整理了最近的HR和PA的文章，其实最近也不仅仅是这方面的内容了，推荐大家可以了解看看，文章谈到了一些内容可以简单了解下： Justin Taylor, Keith Sonderling, Guru Sethupathy的演讲 总结: 讨论了人员分析生态系统的最新进展和未来趋势。 Insight222研究报告《构建人员分析生态系统：运营模式v2.0》预览 总结: 探讨了如何构建和优化人员分析的运营模式。 TechWolf完成4275万美元B轮融资 总结: 该融资将进一步推动其在AI和人员分析领域的发展。 Mercer和MIT发布的《技能策略指南》 总结: 解释了为什么技能应成为重新思考工作的首要任务，以及如何在AI时代克服挑战。 关于混合工作模式对员工保留和生产力的影响研究 总结: 混合工作提高了员工满意度并减少了离职率。 组织网络分析（ONA）的应用 总结: ONA能够揭示传统组织图中缺失的协作和决策影响，有助于优化工作场所策略。 Insight222的网络研讨会《HR和人员分析中的AI应用》 总结: 探讨了AI在HR和人员分析中的应用及其影响。 McKinsey关于生成式AI的研究 总结: 生成式AI的采用激增，为组织带来了可衡量的业务价值。 Mark Mortensen和Amy Edmondson关于重新定义办公室返工对话的文章 总结: 提供了领导者如何通过重新定义对话来平衡面临面的工作和灵活工作的策略。 Rashleen Kaur Arora关于制定平衡组织和员工需求的返工策略的文章 总结: 提供了如何通过证据和员工反馈制定有效的返工策略的案例。 Pietro Mazzoleni关于HR中生成式AI的应用 总结: 讨论了根据数据成熟度做出明智选择的重要性。 Greg Newman关于AI聊天机器人的员工旅程 总结: 阐述了如何通过使用员工旅程语言来最大化数字工人的价值。 Martijn Wiertz关于生成式AI重新定义工作设计的文章 总结: 提出了一个愿景，即生成式AI帮助我们重新定义工作设计，创造更多时间用于重要任务。 Max Blumberg关于AI时代的人员分析职业的文章 总结: 探讨了在AI时代保持相关性的技能需求及其透明性。 Scott Latham和Beth Humberd关于自动化对工作的四种影响的文章 总结: 讨论了基于价值类型和交付方式的工作响应自动化的四种方式。 Deloitte团队关于组织网络分析（ONA）的文章 总结: 讨论了ONA在测量员工绩效和优化工作场所策略中的应用。 Dave Hodges关于基于研究的HR决策的文章 总结: 强调了基于证据的HR决策的重要性。 Henrik Håkansson关于人员分析中的“错失恐惧症”的文章 总结: 将“错失恐惧症”概念应用于人员分析领域。 Amit Mohindra关于“72法则”的文章 总结: 提供了一个解释增长率的关键参数的简单方法。 Louise Baird关于机器学习及其在人员分析中的应用 总结: 解释了监督学习和非监督学习在人员分析中的应用。 Martha Curioni关于将可解释的AI引入HR流程的文章 总结: 提供了在招聘、预测离职和评估晋升准备度等HR流程中应用可解释AI的例子。 Nick Jesteadt和Erin Fleming关于人员分析领域前沿问题的文章 总结: 强调了生产力、技能和产品化等人员分析中的常见主题。 Christopher Rosett关于人员分析立方体的文章 总结: 介绍了人员分析立方体的概念及其应用。 Willis Jensen关于寻找人员分析工作的文章 总结: 分享了关于如何成功过渡到新角色的见解和策略。 Gregory Vial, Julien Crowe和Patrick Mesana关于高级分析中的数据隐私风险管理的文章 总结: 介绍了五种数据隐私保护方法及其对数据可用性的影响。 Cathy O’Neil, Jake Appel和Sam Tyner-Monroe关于算法风险审计的文章 总结: 提供了帮助组织评估其AI工具和算法的简单框架。 Öykü Işık, Amit Joshi和Lazaros Goutas关于生成式AI风险管理的文章 总结: 提供了管理四种生成式AI风险的蓝图。 Josh Bersin关于首席人力官（CHRO）角色演变的文章 总结: 强调了CHRO在C-suite中的重要性及其角色的多学科性。 Jeanne Meister关于未来HR工作角色的文章 总结: 介绍了未来十年HR领域的十三个新兴工作角色。 Naomi Verghese关于HR技能提升的文章 总结: 分享了HR专业人员在数据咨询和沟通方面所需的关键技能。 MIT和Mercer关于技能驱动型组织的报告 总结: 探讨了在AI时代，技能驱动型组织的重要性及其益处。 Business Roundtable关于基于技能的内部流动白皮书 总结: 提供了推动技能验证和连接人员与机会的战略。 Microsoft关于混合工作环境中新员工入职的研究 总结: 强调了角色职责、反馈和资源对新员工成功的重要性。 Dave Ulrich关于绩效管理的文章 总结: 提出了一个四步流程来改善绩效管理系统。 Erin Meyer关于构建有效企业文化的文章 总结: 提供了六条指导原则，帮助管理者应对文化建设的挑战。 Rob Cross和Katheryn Brekken关于团队网络效应的研究 总结: 发现80%的团队未能达到其生产力潜力，并提供了提高团队绩效的六种策略。 Shujaat Ahmad关于AI对生产力和繁荣的影响的文章 总结: 提倡从生产力优先转向繁荣优先的AI模型，以促进公平和可持续发展。 BCG关于女性技术领导者在生成式AI中的领先地位的研究 总结: 发现高级女性技术领导者在生成式AI的采用方面领先于男性同行。 Richard Rosenow关于人员分析新兴趋势的文章 总结: 分享了人员分析领域的六大新兴趋势。 Alicia Roach关于战略性劳动力规划的文章 总结: 讨论了战略性劳动力规划在业务成功中的重要性。 Annie Dean关于团队状态的报告 总结: 发现使用AI的团队在协作方面表现更好。 Shay David关于HR技术从自动化到增强的演变的文章 总结: 解释了HR技术如何增强人类能力和丰富员工体验。 I’m putting the finishing touches to June’s Data Driven HR Monthly in the airport lounge at Minneapolis-St Paul after a successful peer meeting for more than 50 North American members of the Insight222 People Analytics Program. The two-day peer meeting featured speakers including: Justin Taylor Keith Sonderling Guru Sethupathy and a collaboration between Bennet Voorhees and Eunice Ok. We also previewed the soon-to-be-published Insight222 research study: Building the People Analytics Ecosystem: Operating Model v 2.0 (click on the link to register to receive a copy). Other highlights in June included: We also ran a peer meeting for European members of the Insight222 People Analytics Program, which was hosted by Nestlé and featured sessions run by Nataliya Filonenko Michael Cox Alex Browne Thomas Tchako Nowe Piyush Mathur Jack Liu and Martin Janhuba. We delivered an Insight222 webinar on AI in HR and People Analytics, which featured Andrew Elston Justin Shemeley and Jasdeep Kareer, PhD (née Bhambra). Watch the recording here. In the HR Tech space, TechWolf announced a new $42.75m round of Series B funding. Congrats to Andreas De Neve ? Mikaël Wornoo? Jeroen Van Hautte ? and the team. Welcome to the more than 2000 new subscribers to the Data Driven HR Monthly newsletter, who joined in the last month. This edition of the Data Driven HR Monthly is sponsored by our friends at Mercer Strategic Shift: Skills-Powered Organizations in the Age of AI Forty-four percent of workers’ skills will be disrupted by technology in the next five years.* To thrive through this disruption, businesses must adapt their operating models to perpetually reinvent themselves as demand for skills ebbs and flows with greater velocity and volatility. The next-generation organization will be at the forefront of this strategic shift toward making skills the currency of work, cultivating a culture of talent sharing, automating work to take mundane tasks off employees’ hands, augmenting human creativity with AI, and reshaping the entire talent life cycle. Find out how to make the shift to a skills-powered organization The new Skills Strategy Guide from Mercer and MIT SMR Connections explores: Why skills should be a top priority in rethinking work in the age of AI The obstacles that stand in the way Practical steps to overcome challenges and reap the rewards Learnings from Standard Chartered Bank’s skills journey How to build a skills-powered approach to work Read the Strategy Guide *Source: The World Economic Forum’s 2023 Future of Jobs report To sponsor an edition of the Data Driven HR Monthly, and share your brand with close to 130,000 Data Driven HR Monthly subscribers, send an email to dgreen@zandel.org. Heartfelt thanks to Richard Rosenow It’s ten years since I published the first edition of the Data Driven HR Monthly (which featured pioneers like Luk Smeyers Andrew Marritt Ian OKeefe Jonathan Ferrar and Greta Roberts). Unbeknown to me, Richard Rosenow organised a wonderful surprise – see here. It’s such a kind gesture - thank you Richard and the One Model team for creating this and the 100 people - friends, colleagues, clients, and peers - many of whom have inspired me in my journey in the wonderful world of people analytics. Thank you too to my colleagues at Insight222 - and everyone who has contributed to the Data Driven HR Monthly over the last decade. Share the love! Enjoy reading the collection of resources for June 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 May’s compendium (see Thank You section at the end of this issue). 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 MCKINSEY - The state of AI in early 2024: Gen AI adoption spikes and starts to generate value If 2023 was the year the world discovered generative AI, 2024 is the year organizations truly began using—and deriving business value from—this new technology. New research from McKinsey highlights that adoption of AI – and GenAI – has surged in the last 12 months, that organisations are reporting measurable benefits, that there is increased mitigation of the risk of inaccuracy, and that there are a small group of high-performers leading the way. From a HR perspective, the study finds: (1) 12% of respondents are regularly using GenAI in HR. (2) Organisations most often see meaningful cost reductions from GenAI use in HR (see FIG 1). (3) HR functions are most often able to put their GenAI capabilities to use within one to four months. (4) Talent is one of six areas of best practice where high-performers are leading with GenAI (see FIG 2). (Authors: Alex Singla Alexander Sukharevsky Lareina Yee and Michael Chui with Bryce Hall) FIG 1: Organizations most often see meaningful cost reductions from generative AI use in HR and revenue increases in supply chain management (Source: McKinsey) FIG 2: Organizations seeing the largest returns from generative AI are more likely than others to follow a range of best practices (Source: McKinsey) MARK MORTENSEN AND AMY EDMONDSON - Leaders Need to Reframe the Return-to-Office Conversation Framing refers to how an issue is presented; it’s the meaning layered onto an issue or situation that shapes how people think about its objective facts. More precisely, it’s about re-framing: deliberately replacing taken-for-granted cognitive frames with more helpful ones. Mark Mortensen and Amy Edmondson discuss the concept of ‘framing’ and its role for leaders in engaging in dialogue with employees about the balance between in-person and flexible working. They offer a three-step process to communicate flexible work policies: (1) Acknowledge the bind and be patient. (2) Focus on mutual value, not just organisational benefits. (3) Approach the process as data-driven, co-created, iterative learning. For more on this topic, listen to Mark in conversation with me on the Digital HR Leaders podcast: How to Foster Collaboration Within Hybrid Working Teams. RASHLEEN ARORA - Design a Return-to-Office Strategy That Balances Organizational and Employee Needs It’s becoming increasingly evident that rigid return-to-office (RTO) mandates can backfire by antagonising employees and impacting retention. Rashleen Kaur Arora presents Gartner research that outlines how HR leaders can craft a RTO strategy that balances organisational objectives with employee buy-in. The article includes a powerful case study on how Scotiabank implemented an evidence-based hybrid RTO model (see FIG 3). FIG 3: Scotiabank’s role aligned hybrid personas (Source: Gartner) PIETRO MAZZOLENI - Generative AI in HR: making smart choices depending on your data maturity | GREG NEWMAN - What's the employee journey of an AI chatbot? | MARTIJN WIERTZ - How will we use GenAI to redefine our Work Design: Creating Great Places to Be | MAX BLUMBERG - Saving your People Analytics Career in the Face of AI | SCOTT LATHAM AND BETH HUMBERD - Four Ways Jobs Will Respond to Automation Organizations which provide an environment where the needs of the workforce are aligned with the outlines of the future will have the competitive advantage. June saw a plethora of insightful reads about the impact of AI on HR and people analytics, so I’ve gathered five together here along with a prescient piece from 2018 on the professions most susceptible to automation. (1) Pietro Mazzoleni examines the importance of data maturity when it comes to the successful adoption of GenAI solutions in HR. (2) Greg Newman outlines why using the language of the employee journey will help your organisation maximise the value you gain from digital workers. (3) Martijn Wiertz presents a compelling vision where GenAI helps redefine our work design, creating time we can utilise for doing the work, care and training we need as a community – from great places to work to great places to be (see FIG 4). (4) Max Blumberg (JA) ?? explores how people analytics roles may evolve in the age of AI, the skills needed to remain relevant, and the importance of transparency in these issues within the people analytics community. (5) Finally, and thanks to Hung Lee for featuring it in a recent edition of Recruiting Brainfood, let’s revisit an article by Scott Latham and Beth Humberd that outlines four ways in which jobs will respond to automation based on two factors: the type of value provided and how it’s delivered (see FIG 5). FIG 4: Source – Martijn Wiertz FIG 5: Which Professions Are Most Vulnerable to Automation? (Source: Latham and Humberd) PEOPLE ANALYTICS MAYA BODAN, DON MILLER, SUE CANTRELL, GARY PARILLIS, AND CARISSA KILGOUR - Harnessing organization network analysis (ONA): Measure workforce performance and optimize strategies ONA reveals insights absent in traditional organizational charts—such as how people collaborate, who influences decision-making and/or operates in silos, and sentiments surrounding trust and influence. A helpful primer on how to use Organisational Network Analysis (ONA) from the Deloitte team of Maya Bodan Don Miller Susan Cantrell Gary Parilis and Carissa Kilgour. Their article discusses the myriad of use cases ONA can be used for, including to: (1) Measure workforce performance, (2) Understand individual workforce performance, and (3) Optimise workplace strategies. FIG 6: ONA can help uncover collaboration within an organisation (Source: Deloitte) DAVE HODGES - Facts Over Fads: HR Decisions Grounded in Research |HENRIK HÅKANSSON - People Analytics: The fear of missing out | AMIT MOHINDRA - The "Rule of 72": A Gentle Reminder | LOUISE BAIRD - Machine Learning and its Applications in People Analytics | MARTHA CURIONI - Building Explainable AI Into HR Processes | NICK JESTEADT AND ERIN FLEMING - People Analytics Frontiers aka Why are We Asking the Same Questions Again? | CHRISTOPHER ROSETT - The People Analytics Cube If you’re not practising evidence-based HR, what type of HR are you practising? In recent editions of the Data Driven HR Monthly, I’ve featured a collection of articles by people analytics leaders. These act as a spur and inspiration to the field. Seven are highlighted here. (1) David Hodges takes inspiration from Rob Briner’s research to make the case for evidence-based HR. As Dave asks: “If you’re not practising evidence-based HR, what type of HR are you practising?” (see FIG 7). (2) Henrik Håkansson applies the popular concept of “fear of missing out” to people analytics in his astute article. (3) Amit Mohindra provides a handy explanation of the ‘Rule of 72”, which can be used to extract a key parameter from a growth rate. (4) Louise Baird breaks down the two different types of machine learning – supervised and unsupervised – and how it can be applied to people analytics. (5) Martha Curioni provides examples of building explainable AI into a range of HR processes including: hiring, predicting attrition, and assessing promotion readiness. (6) Based on their survey of people analytics practitioners, Nick Jesteadt and Erin Fleming highlight three common yet seemingly elusive themes in the field: productivity, skills and productisation. (7) Christopher Rosett breaks down the People Analytics Cube (see FIG 8) in his LinkedIn post with a nod to Alexis Fink. FIG 7: What is being used in HR instead of evidence? (Source: Evidence Based HR: A New Paradigm by Rob Briner, Corporate Research Forum) FIG 8: People Analytics Cube (Source: Christopher Rosett) WILLIS JENSEN - Finding a People Analytics Job One of the features of the people analytics field is that it is pretty fluid with many that work within it moving roles in the last 12-18 months – as evidenced by the invaluable People Analytics Job Board that Richard Rosenow oversees. In his article, Willis Jensen shares insights from his recent transition to a new role including: (1) Being very clear about what you want in your next job. (2) Don’t write an AI-generated cover letter. (3) Use a resume tool to help you tailor your resume for each job. (4) Do not use a shotgun approach of applying for hundreds of jobs. (5) Use LinkedIn as a job-hunting tool. For more on people analytics careers, listen to Serena H. Huang, Ph.D. in discussion with me on the Digital HR Leaders podcast: How to Enhance Your Career in People Analytics. ETHICS AND PRIVACY SPECIAL GREGORY VIAL, JULIEN CROWE, AND PATRICK MESANA - Managing Data Privacy Risk in Advanced Analytics | CATHY O’NEIL, JAKE APPEL AND SAM TYNER-MONROE - Auditing Algorithmic Risk | ÖYKÜ ISIK, AMIT JOSHI, AND LAZAROS GOUTAS - 4 Types of Gen AI Risk and How to Mitigate Them Three articles covering ethics, risk and privacy with regards to advanced analytics and AI, which should be invaluable to people analytics professionals and HR technologists alike. (1) Gregory Vial Julien Crowe and Patrick Mesana present five approaches to measuring data privacy and how each approach impacts on data usability (see FIG 9) before discussing mitigation strategies. (2) Cathy O’Neil Jacob Appel and Sam Tyner-Monroe, Ph.D. lay out a set of simple frameworks (see example in FIG 10) designed to help organisations evaluate that their AI tools and algorithms are fair and working as intended. (3) Öykü Işık Amit Joshi and Lazaros Goutas outline a blueprint for managing four types of generative AI risk (see FIG 11). FIG 9: Five Approaches to Preserving Data Privacy (Source: Vial, Crowe and Mesana) FIG 10: A Simplified Ethical Matrix (Source: O’Neil, Appel, and Tyner-Monroe) FIG 11: Four types of AI risk (Source: Isik, Joshi, and Goutas) THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE JOSH BERSIN - The Ever Expanding Role Of The Chief HR Officer (CHRO) The CHRO must transform the HR team, moving from the “service delivery” model to an HR team of consultants, problem-solvers, and analysts. Josh Bersin lays out a compelling case for the CHRO being the most important role of all in the c-suite now. He highlights factors such as the abundance of people challenges, labour shortages, organisation redesign, and globalisation. Josh also introduces his initial findings from a study of 47,000 CHROs: (1) There is a major increase in the C-level importance of the CHRO. (2) The CHRO job is multi-disciplinary, and more difficult than it looks. (3) The CHRO role is expanding. (4) Strong CHROs are now transforming the HR function. (5) The HR function is not developing itself - 80% of high-performing CHROs are external hires. FIG 12: The two roles of the CHRO (Source: Josh Bersin) JEANNE MEISTER – 13 HR jobs of the future In HR, this is our Promethean moment as we navigate a complex future, one with limitless possibilities in how we work, where we work, who we work with and what we expect in our workplace. Based on her conversations with HR leaders, Jeanne C M. presents 13 HR jobs of the future, which will emerge between now and 2030 (see FIG 13). Jeanne then explains how each of these roles “embody five core workplace themes enabling leaders to embrace reinvention as a strategy where humans and machines collaborate to deliver in which to the organization.” The five themes are: (1) Building GenAI literacy, (2) Working from anywhere, (3) Building human-machine partnerships, (4) Driving innovation and wellbeing in the workplace, (5) Creating a personalised employee experience. FIG 13: 13 HR Jobs of the Future (Source: Jeanne Meister) NAOMI VERGHESE - Investing in the Right Approach to Upskilling HR When the CHRO and HRLT role-model the use of people data and analytics in their day-to-day job, then other HR professionals also use people data and analytics in their work. Naomi Verghese shares the key findings from research she led at Insight222 to identify the key skills HR professionals need to consult and communicate effectively with data. The study, Upskilling the HR Profession: Building Data Literacy at Scale, identified five essential skills for HR professionals: (1) Consulting, (2) Influencing Stakeholders, (3) Data Interpretation, (4) Building Recommendations from Insights, (5) Storytelling. The study also identified the importance of role-modelling by the CHRO and HR leadership team with regards to data literacy (see FIG 14, and above quote). FIG 14: (Source: Insight222, Upskilling the HR Profession: Building Data Literacy at Scale) WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS MIT SMR CONNECTIONS AND MERCER - Strategic Shift: Skills-Powered Organizations in the Age of AI By making skills the backbone of their talent practices, organizations can better allocate people to projects, help employees explore different career paths, and gain the flexibility to allocate their capital more effectively as their needs change. In their collaborative study, MIT and Mercer break down why skills should be a priority in rethinking work and people management in the age of AI. The report highlights the benefits for employees and employers of a skills-based approach (see FIG 15), provides practical guidance on how to overcome challenges, and provides powerful learnings from Standard Chartered’s skills journey. Features contributions from experts including Peter Cappelli Tanuj Kapilashrami Ravin Jesuthasan, CFA, FRSA Brad Bell Joseph Fuller Tom Kochan and Audrey Mickahail. FIG 15: Benefits of a skills-powered approach (Source: MIT and Mercer) LINKEDIN LIVE: Skills-Powered Organizations in the Age of AI | JULY 24, 2024 Register to join Tanuj Kapilashrami, Ravin Jesuthasan and David Green for a LinkedIn Live discussion on Skills-Powered Organizations in the Age of AI on July 24 at 10.00am EST. BUSINESS ROUNDTABLE - Skills-Based Internal Mobility Playbook Summary | White Paper Skills are five times more predictive of a person’s future performance than their education An excellent playbook compiled by the Business Roundtable on skills-based internal mobility, which is organised into five chapters covering critical areas such as stakeholder engagement, skills assessment and validation (see FIG 16), how to connect people with opportunities, how to measure success, and enabling technologies. Features examples from a myriad of companies including: Walmart, Chevron, Workday and Vistra.  Thanks to Brian Heger for highlighting this resource in his excellent weekly Talent Edge newsletter. FIG 16: Skill validation characteristics (Source: Business Roundtable) EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING DAWN KLINGHOFFER, KAREN KOCHER, AND NATALIE LUNA - Onboarding New Employees in a Hybrid Workplace New hires who are provided with clarity about their role responsibilities, feedback on how they are doing, and resources to help them answer questions are three to four times more likely to contribute to their team’s success during the first 90 days. Now we are in the era of hybrid work, what’s the ideal way to onboard new employees today? That was one question that the people analytics team at Microsoft sought to answer in a recent study, along with: How can we ensure that new hires thrive while also supporting flexibility? The findings confirmed that onboarding to a new role, team, or company is a key moment for building connections with the new manager and team and doing so a few days in person provides unique benefits. But just requiring newcomers to be onsite full time doesn’t guarantee success. In their article, Dawn Klinghoffer Karen Kocher and Natalie Luna explain and provide examples of how onboarding that truly helps new employees thrive in the modern workplace is less about face time and more about intention, structure, and resources. For example, the study found that the top factors that make the most difference in onboarding new employees are clarity about role responsibilities, feedback on how they are doing, and resources to help them answer questions. New hires who are successfully set up with these three elements are three to four times more likely to contribute to their team’s success during the first 90 days. For more on Microsoft’s approach to employee thriving, which they define as: being energized and empowered to do meaningful work, listen to Dawn in conversation with me on the Digital HR Leaders podcast: How Microsoft Created A Thriving Workforce By Going Beyond Employee Engagement. LEADERSHIP, CULTURE, AND LEARNING DAVE ULRICH - Reflections on Performance Management: How to Make Meaningful Progress In May’s Data Driven HR Monthly, I featured a McKinsey article on a performance management system that puts people first. In his recent article, Dave Ulrich cites a number of sources highlighting that pretty much all stakeholders (including employees, executives and HR leaders) are unhappy with their performance management systems. Ulrich lays out a four-step process for performance management (see FIG 17) comprising: (1) Clarifying expectations with meaningful goals. (2) Measuring and tracking performance. (3) Allocating financial and non-financial rewards. (4) Having positive coaching conversations. Dave then highlights the recently launched Manifesto for Flourishing at Work, a collaboration of practitioners, consultants, and academics to reinvent performance management. He highlights three critical topics from the manifesto: First, align performance and purpose by making sure that performance encourages progress towards a company’s purpose that includes all stakeholders. Second, manage the complex system of performance by focusing both on individuals within the system and also the system itself. Third, ensure that leaders are secure enough in themselves to use their power to empower others and to allow employees to contribute to their own improvement. FIG 17: Performance management process – four steps (Source: Dave Ulrich) ERIN MEYER - Build a Corporate Culture That Works If you hire people whose personalities don’t align with your culture, no matter what else you get right, you are unlikely to get the desired behaviors. Ever since Peter Drucker’s infamous assertion that “culture eats strategy for breakfast,” it has been widely acknowledged that managing corporate culture is the key to business success. Yet the link between ‘values’ and ‘behaviours’ is often stark. As INSEAD professor Erin Meyer asks in her latest Harvard Business Review article: “If culture eats strategy for breakfast, how should you be cooking it?” Erin blends in examples from the likes of Amazon, Netflix, Airbnb, Pixar and others and presents six guidelines to help managers who are confronting the challenges of culture building: (1) Build Your Culture Based on Real-World Dilemmas. (2) Move Your Culture from Abstraction to Action. (3) Paint Your Culture in Full Colour. (4) Hire the Right People, and They Will Build the Right Culture. (5) Make Sure that Culture Drives Strategy. (6) Don’t Be a Purist. An absolute must-read. At Insight222, we’re delighted that Erin Meyer will be speaking at our Global Executive Retreat in Amsterdam in September. The Retreat is exclusively for member companies of the Insight222 People Analytics Program. Click on this link to find out more. ROB CROSS AND KATHERYN BREKKEN | I4CP - The Team Network Effect™: How Precision Collaboration Unleashes Productivity A new study of 1,400 organisations on team effectiveness, led by Rob Cross and Katheryn Brekken, Ph.D. for The Institute for Corporate Productivity (i4cp), finds that 80% of teams fall short of reaching their full productivity potential due to corporate dysfunction. The study identifies six snares that stifle team performance (see FIG 18), and provides powerful examples including from Roche, which found that efforts to increase geographic and cross-functional collaboration across teams in 89 countries reaped a direct revenue impact of $500 million in less than two years. FIG 18: How companies rank against the six dysfunctions that stifle team performance (Source: i4CP) DIVERSITY, EQUITY, INCLUSION, AND BELONGING SHUJAAT AHMAD - From Productivity to Prosperity: The AI Shift Leaders Must Embrace The jobs most at risk from AI automation are jobs occupied by women and minority racial groups. In his compelling essay, Shujaat Ahmad argues that this calls for a shift from the current focus on a productivity-only AI model (with an emphasises on cutting costs at the expense of worker well-being and creativity) to a prosperity-first AI model, championing AI's potential to improve human life, promote fairness, and ensure sustainable progress alongside economic growth. Shujaat then breaks down the differences between the two models in four scenarios: software development, product management, go-to market, and recruitment (see FIG 19), as well as outlining three steps for leaders seeking to build a prosperity-first AI strategy: (1) Adopt a Prosperity-First True North and Accountability Measures for AI Adoption. (2) Put Employees in the Pilot Seat. (3) Commit to Responsible AI Development; Integrate AI Ethically and Inclusively. FIG 19: Productivity Only vs. Prosperity First AI – Recruitment (Source: Shujaat Ahmad) BCG - Women Leaders in Tech Are Paving the Way in GenAI A recent BCG study finds that that senior women in technical functions are ahead of their male peers in adopting GenAI—but junior women are lagging behind (see FIG 20). The study identifies three key attributes that correlate with gender disparities in GenAI adoption: (1) Awareness of GenAI’s criticality to job success. (2) Confidence in GenAI skills. (3) Risk tolerance for using GenAI prior to having a company policy. The authors (Maria Barisano Neveen Awad Adriana Dahik Julie Bedard Uche M. Gunjan Mundhra and Katherine Lou) conclude that if the number of senior and junior women with GenAI skills increases, then it’s likely that women’s representation in tech leadership will grow, and call for highly targeted upskilling programs, leadership advocacy and change management. FIG 20: Women leaders in tech are ahead in GenAI adoption (Source: BCG) 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 June that I recommend readers delve into: RICHARD ROSENOW - 6 Emerging People Analytics Trends for a People-Focused Future – Richard Rosenow of One Model shares his observations on shifts in the people analytics field including related to regulation, team structure and focus, and the people data supply chain (see FIG 21). Definitely worth a read. FIG 21: The People Data Supply Chain (Source: One Model) ALICIA ROACH - Want Better Business Planning? Budgeting? Recruiting? Read This! – Alicia Roach of eQ8 provides a treatise on the rising importance of strategic workforce planning: “SWP is a business planning and forecasting process that just happens to be grounded in people.” FIG 22: Source – eQ8 ANNIE DEAN – State of Teams 2024 – Annie Dean presents Atlassian’s newly published report on the State of Teams, which has a plethora of insights including that teams and leaders who use AI are better at collaborating. FIG 23: Team that use AI on a regular basis (Source: Atlassian) SHAY DAVID - From Automation To Augmentation: The Evolution Of HR Tech – Shay David of retrain.ai explains how leveraging HR technology to enhance human capabilities and enrich the employee experience is transforming the workplace. 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): REID HOFFMAN - Gen AI: A cognitive industrial revolution - In this episode of At the Edge, Reid Hoffman speaks with McKinsey’s Lareina Yee about the generative AI revolution and how it can teach users to understand and harness its power. PATRICK COOLEN – The Evolution of People Analytics – In a fascinating episode of the Talent Intelligence Collective podcast, Patrick Coolen joins hosts Toby Culshaw Alan Walker and Alison Ettridge to discuss all things people analytics and the factors that drive success. MARCO BURELLI – Shaking Up Silos – Marco Burelli joins the HR Visionaries podcast to walk through the HR transformation journey at TomTom including breaking down old silos to create a more unified and dynamic team structure. JOSH BERSIN - A New, Transformed Role For The HR Business Partner – Josh Bersinoutlines some of his latest research in relation to the new and transformed role of the HR Business Partner, which as Josh says has become pivotal to a company’s successful people strategy. SHUBA GOPAL - Computational Biology Helps People Analytics with Small Samples & More – In another must-listen episode of the Directionally Correct podcast, Shuba Gopal joins hosts Cole Napper and Scott Hines, PhD to discuss how techniques gleaned from computational biology can help in people analytics. VIDEO OF THE MONTH PRASAD SETTY – Tech It Up a Notch: GenAI for HR Leaders In his keynote at the i4CP Next Practices Now Conference, Prasad Setty, formerly Head of People Analytics at Google, breaks down the opportunities and challenges of GenAI in organisations and posits a path forward for HR leaders to champion humanity in the workplace. At Insight222, we’re delighted that Prasad will be speaking at our Global Executive Retreat in Amsterdam in September. The Retreat is exclusively for member companies of the Insight222 People Analytics Program. Click on this link to find out more. BOOK OF THE MONTH SHARNA WIBLEN - Rethinking Talent Decisions: A Tale of Complexity, Technology and Subjectivity In ReThinking Talent Decisions, Sharna Wiblen, presents an uncomfortable truth: Talent decisions are always subjective. Drawing on examples from business, sports, movies and everyday interactions, Sharna emphasises the importance of understanding complexity and encourages deliberate, intentional, and informed decisions and conversations around talent. For a teaser from the book, read my expert interview with Sharna: Rethinking Talent Decisions and Navigating Subjectivity in HR. RESEARCH REPORT OF THE MONTH NICHOLAS BLOOM, RUOBING HAN, AND JAMES LIANG - Hybrid working from home improves retention without damaging performance There are a lot of opinions about the impact of hybrid work and some executives argue that it damages productivity, innovation and career development. But what does the data say? In their study, Nick Bloom Ruobing Han and James Liang find that hybrid working improved job satisfaction and reduced quit rates by one-third. The reduction in quit rates was significant for non-managers, female employees and those with long commutes (see FIG 24). For more from on this topic, listen to Nick Bloom in conversation with me on the Digital HR Leaders podcast: Unmasking Common Myths Around Remote Work. FIG 24: WFH cut attrition by 33% overall, and had a particularly strong effect for non-managers, women and those with longer commutes (Source: Bloom et al) FROM MY DESK June saw the final three episodes of series 39 of the Digital HR Leaders podcast, which was kindly sponsored by our friends at Crunchr. Thank you to Ralf Bovers and Dirk Jonker for your partnership and support. Also included are two articles inspired by series 38 and 39 of the podcast respectively. DIRK JONKER – Driving Business Transformation with Advanced People Analytics - Dirk Jonker, one of the most knowledgeable and passionate leaders in the people analytics field, joins me to discuss how people analytics is enabling HR to play a more active role in business transformation and strategy. ARMAND SOHET - Painting the Future of HR with AI, Analytics and Curiosity - Armand Sohet, Chief Sustainability, HR, and Communications Officer, joins me to discuss how a data-driven approach to HR has led to substantial cost savings and efficiency gains at AkzoNobel. ERIN GERBEC – How Cardinal Health Transformed Their People Analytics Function – Erin Gerbec, Ph.D. shares insights from her three-year journey of transforming the people analytics operating model at Cardinal Health, and how they shifted from a build to a buy strategy for its people analytics platform. DAVID GREEN - Revolutionising Workplace Experience through Employee Insights and Analytics – In this article for myHRfuture, I look at how people analytics and AI is reshaping the employee experience through the eyes of recent guests on the Digital HR Leaders podcast including Loren I. Shuster Nickle LaMoreaux and Craig Starbuck, PhD. DAVID GREEN - How can HR leaders use people analytics to uncover and address inclusivity gaps? – A round up of series 39 of the Digital HR Leaders podcast, with insights from Daisy Auger-Domínguez (she/her/ella), Kate Bravery, and Ilya Bonic as well as Dirk, Armand, and Erin. PETER SCHULZ-RITTICH AND DAVID GREEN – D as in Data Analytics – In June, I also had the pleasure of joining Dr. Peter Schulz-Rittich Caroline Amalie Allard and Christina May on ISS’s A People and Culture Podcast to discuss the power of people analytics within HR, where we are today – and where we are going. LOOKING FOR A NEW ROLE IN PEOPLE ANALYTICS OR HR TECH? I’d like to highlight once again the wonderful resource created by Richard Rosenow and the One Model team of open roles in people analytics and HR technology, which now numbers over 500 roles. THANK YOU Thomas Kohler for including the May edition of Data Driven HR Monthly in his round-up of resources for HR professionals Amit Mohindra (here), Oliver Kasper (here) and Michelle Deneau (here) for sharing details on the Insight222 People Analytics Trends survey for 2024 Neeru Monga (here), Agostina Verni (here), and Tristan Hack (here) for sharing takeaways from the recent Insight222 webinar on Transforming HR and People Analytics with AI. Sharon Saldanha for sharing her key learnings on the Digital HR Leaders podcast episode with Kate Bravery and Ilya Bonic on the importance of skills and trust Similarly, Olimpiusz Papiez also highlighted the relationship between trust and employee engagement, productivity and retention, which Ilya, Kate and I discussed in the Digital HR Leaders podcast episode: Navigating the Future of Work: AI, Skills, and Trust in the Modern Workforce. Marcela Niemeyer for recommending and sharing her key learnings on the Digital HR Leaders podcast episode with Nickle Lamoreaux on How IBM uses AI to transform HR. Harisenin.com for including me in their list of 12 people to follow for HR professionals on LinkedIn. Aurélie Crégut for sharing her key takeaways (here) from the Digital HR Leaders podcast episode with Dirk Jonker: Driving Business Transformation with Advanced People Analytics Alicia Roach for posting about the fifth anniversary of the Digital HR Leaders podcast (see here), which included her episode, How Strategic Workforce Planning Contributes to Business Success, ranking in the top 10 most listened to episodes! Sonali Kumar for sharing her learnings on the Digital HR Leaders podcast episode with Piyush Mehta, How to Create Personalised Employee Experiences. Thank you to everyone that contributed to the amazing video celebrating ten years of the Data Driven HR monthly: Sue, Jeremy. Eden, Kalifa, Lexy, Greg, Adam, Dawn, Chris, John, Jonathon, Kris, Greg, Paul, Anna, Cole, Shannon, Al, Toby, Thomas, Dirk, Antony, Alan, Michael, Ian, Chris, Craig, Andrew, Alexis, Patrick, Sanja, Dan, Mark, Ben, Sukumaran, Stela, David, Christopher, Daisy, Serena, Tony, Chad, Pietro, Kathi, Casey, Gabe, Lydia, Mark, Allen, Nicole, Nicholas, Stephanie, Andrew, Ramesh, Hallie, Dave, Roxanne, Matt, Max, Stacia, Travis, Jordan, Kelly, Ethan, Bethany, Rob, Anthony, Meg, Shawn, RJ, Jordan, Justin, Tanmay, Jon, Christine, Nick, Madhura, Brian, Raja, Henrik, Ben, Ben, Prasad, Maja, Stacey, Courtney, Buddy, Kristin, Shujaat, Gary, Alicia, Fabian, Philipp, Irene, Nick, Ryan Hammond, Amit Mohindra Gregor Teusch and of course Richard Rosenow. Finally, a huge thank you to the following selection of people who shared the May edition of Data Driven HR Monthly. It's much appreciated: Viktoriia Kriukova (Вікторія Крюкова) Juan Antonio Vega Davina Erasmus Dan Riley Danielle Farrell, MA Ugur Zel (Prof. / ACC) Veronika Birkheim Chris Louie Jaqueline Oliveira-Cella Ganchimeg Gantulga EDLIGO Talent Analytics and Learning Analytics Ken Oehler Nick Lynn Sohil Varshney Jackson Roatch Graham Tollit RADICL Adam Tombor (Wojciechowski) Reshma Mawji Jeremy Carpenter, M.S., MPA Terri Horton, EdD, MBA, MA, SHRM-CP, PHR Bilal Laouah Catriona Lindsay Ayomide Ebietomiye Irada Sadykhova Caroline Arora Lawson Iduku German Arciniegas Brandon Merritt Johnson Jim de Vries Dave Millner Aravind Warrier Terrance Edwards David Simmonds FCIPD Stefano Di Lauro Francesca Caroleo, SHRM-SCP, ICF-ACC Emmanuel Dominick Chris Long Cedric Borzee Maria Alice Jovinski Aurélien GOZET Aizhan Tursunbayeva, PhD, GRP Susan Knolla Markus Graf Matt Elk Robert Newry Anil Saxena Fresia Jackson Conor Gilligan Alexandra Nawrat Hanadi El Sayyed Kannu Priya Arora Patrick Svensson Phil Inskip Jennifer Moore John Gunawan Ann-Marie Clayton Johnson Roshaunda Green, MBA, CDSP, Phenom Certified Recruiter Rebecca Thielen Shilpa Shah Tom Morehead PCC,MBA,SPHR David Balls (FCIPD) Meghan M. Biro Sebastian Kolberg Olivier Bougarel Catherine Coppinger Aimee Wilkinson Andrew Bamber Matt Higgs MBA FCIPD Chandresh Natu David Duewel Nicola Wood Andrew Pitts Kerrian Soong Andrés García Ayala Sanja Licina, Ph.D. Jeremy Shapiro Chris Lovato Tatu Westling Ken Clar Brandon Roberts David van Lochem Placid Jover Ohad Geron Carly Fordham Tobias W. Goers ツ Dave Fineman Laura Thurston Higor Gomes Kirandeep Chakrabarti Stephen Hickey Liz Mackay Lina Makneviciute David McLean ABOUT THE AUTHOR David Green ?? is a globally respected author, speaker, conference chair, and executive consultant on people analytics, data-driven HR and the future of work. As Managing Partner and Executive Director at Insight222, he has overall responsibility for the delivery of the Insight222 People Analytics Program, which supports the advancement of people analytics in over 90 global organisations. Prior to co-founding Insight222, David accumulated over 20 years experience in the human resources and people analytics fields, including as Global Director of People Analytics Solutions at IBM. As such, David has extensive experience in helping organisations increase value, impact and focus from the wise and ethical use of people analytics. David also hosts the Digital HR Leaders Podcast and is an instructor for Insight222's myHRfuture Academy. His book, co-authored with Jonathan Ferrar, Excellence in People Analytics: How to use Workforce Data to Create Business Value was published in the summer of 2021. MEET ME AT THESE EVENTS I'll be speaking about people analytics, the future of work, and data driven HR at a number of upcoming events in 2024: June 25-26 - Insight222 North American Peer Meeting (Minneapolis, US) - exclusively for member organisations of the Insight222 People Analytics Program July 24 - LinkedIn Live - Skills-powered organizations in the Age of AI, with Ravin Jesuthasan and Tanuj Kapilashrami September 16-19 - Workday Rising (Las Vegas) September 24-26 - Insight222 Global Executive Retreat (Colorado, US) - exclusively for member organisations of the Insight222 People Analytics Program October 2-3 - People Analytics World (New York) October 16-17 - UNLEASH World (Paris) October 22-23 - Insight222 North American Peer Meeting (hosted by Workday in Pleasanton, CA) - exclusively for member organisations of the Insight222 People Analytics Program November 12-14 - Workday Rising EMEA (London) November 19-20 - Insight222 European Peer Meeting (hosted by Merck in Darmstadt, Germany) - exclusively for member organisations of the Insight222 People Analytics Program More events will be added as they are confirmed.
    generative AI
    2024年07月03日
    • 123
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