David Green：The best HR & People Analytics articles of November 2023
November has been a month of travel to three continents where I’ve attended and spoken at four events, learned a lot about how companies are using people analytics, AI and machine learning in HR, and met a lot of talented HR professionals. The month started in Chicago, where Berube, Derek, Jack Liu and their team hosted North American member companies of the Insight222 People Analytics Program at McDonalds’ iconic Hamburger University.
Two weeks later I was in Barcelona for Workday Rising EMEA, where I spoke on stage with Caroline O'Reilly, GM Workday Analytics, about the future of people analytics and workforce planning in the age of AI, and also did a book signing of Excellence in People Analytics. On the following day, also at Rising, I had the pleasure of presenting findings from the recently published Insight222 People Analytics Trends 2023 study. For more on the takeaways from Workday Rising EMEA, read this edition of the Digital HR Leaders newsletter, and check out the series of articles by Alexandra Nawrat on the UNLEASH blog such as AI regulation is like the movie Everything Everywhere All At Once.
I’ve just returned from Copenhagen where the final in-person Peer Meeting of 2023 took place for European member companies of the Insight222 People Analytics Program, where attendees explored in depth two topics that are critical to the success of people analytics – influence and value. Thanks to Alan Susi, Kevin Erikson and Claude-Alain Descloux, and Lucie Vottova for sharing some of the brilliant work they are doing at S&P Global, Novartis and ING respectively.
Tomorrow, I will embark on my final trip in November – to India, where I will be speaking on People Analytics 2.0: Unlocking the Transformative Power of Data and AI in HR at the Indeed FutureWorks event in Bangalore.
November travel snapshots
Benchmark your organisation against the Leading Companies in People Analytics
As previewed above, November also saw the release of the fourth annual Insight222 People Analytics Trends study, which this year was informed by a survey of 271 global organisations. In addition, we’ve also developed the Leading Companies Diagnostic, which enables you to get a personalised report into how your organisation rates against Leading Companies in People Analytics. Take the Leading Companies Diagnostic here.
Insight222 Leading Companies People Analytics Diagnostic
Looking for a new role in people analytics or HR tech?
Before we get to this month’s collection of resources, I’d like to once again highlight the wonderful resource created by Richard Rosenow and the One Model team of open roles in people analytics and HR technology, which now numbers nearly 500 roles. This is another indicator of the continued growth in the field.
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 (including those in the Comments below).
If you enjoy a weekly dose of curated learning (and the Digital HR Leaders podcast), the Insight222 newsletter: Digital HR Leaders newsletter is published every Tuesday – subscribe here.
PEOPLE ANALYTICS
JONATHAN FERRAR, NAOMI VERGHESE, AND HEIDI BINDER-MATSUO - Investing to Deliver Value: A New Model for People Analytics | Article | Full Report | Diagnostic
People analytics continues to grow despite a challenging global economy. This is one of four key findings from the fourth annual Insight222 People Analytics Trends study. The other three are: (1) Measuring and delivering value, from people analytics efforts, is key for the impact of the function. (2) Developing relationships with C-suite and senior stakeholders is essential to deliver on key business priorities. (3) There are eight defined characteristics that Leading Companies display to create impact (see FIG 1). Every people analytics function, in any organisation, can now diagnose themselves against these eight characteristics. The Insight222 Leading Companies Model (see FIG 2) will help CHROs and people analytics leaders understand their current position and pinpoint the characteristics that will enable them to deliver more value. Kudos to my colleagues and authors of the report: Jonathan Ferrar, Naomi Verghese, and Heidi Binder-Matsuo, as well as the practitioners who contributed case studies: Jane Puckey, James Reynolds, Sharon Doherty (she/her), Alan Susi, Jaesun HA, Laura Wright Shubert, and Eden Britt.
FIG 1: The eight characteristics of Leading Companies. Source: Insight222 People Analytics Trends Report 2023
FIG 2: Leading Companies in People Analytics Model Source: Insight222 People Analytics Trends Report 2023
HEIN KNAPPEN - Boosting Growth: How People Analytics Elevates Enterprise Value
Hein J.M. Knaapen, formerly chief human resources officer at ING and now Managing Partner, Europe at CEO.works, provides a compelling narrative on the profound impact of people analytics on business success. Hein sets out that when used effectively, people analytics (1) Uncovers strategic opportunities driven by effective people management. (2) Provides actionable insights into performance challenges. (3) Enhances employee engagement and productivity. (4) Establishes a robust link between business needs and HR solutions.
People analytics helps build a more solid bridge between business needs and HR interventions. It values evidence over assumptions. It moves HR professionals from supporting the overall business to providing specific, data-driven solutions to true business challenges.
AMIT MOHINDRA - Shapely Values: Game Theory in People Analytics
Amit Mohindra is one of the pioneering practitioners in people analytics, having led functions in companies including Apple, McKesson and Wayfair, lectured on people analytics at Stanford, and published a number of thoughtful articles such as the seminal Three "Laws" of Workforce Analytics. In his latest piece, Amit explores how people analytics can benefit from the connection between cooperative game theory and machine learning, and provides an example of a force plot (see FIG 3): “The red sections represent the factors that push attrition risk higher, and the blue sections are the mitigating factors pushing attrition risk lower. The base value is the average attrition risk in the dataset and is, therefore, the same in both plots.”
Explaining AI models, especially via compelling visualizations, builds comfort with and confidence in people analytics among decision-makers in HR and the business that drives adoption and improved talent, customer, and operational outcomes
FIG 3: Source – Amit Mohindra
JAPNEET KAUR AND NITIN RAZDAN - People analytics maturity in India
The country I receive the most enquiries about people analytics from is India. The progress of people analytics in the country is significant as this study by Deloitte’s Japneet Sachdeva and Nitin Razdan finds. Their research highlights four findings: (1) In the last 12 months Indian companies have shifted to realise value from people analytics across multiple dimensions, including individuals, teams, organisation, and society. (2) There is a significant shift in priorities from attrition last year to retention, well-being, and skills in 2023. (3) There is some hesitation around analytics and AI taking over decision-making from humans. (4) There is curiosity and enthusiasm around Gen AI and its potential in the People Analytics space.
FIG 4: The four levels of shared value (Source: Deloitte India)
MATTHEW HAMILTON - Do you understand probability better than a second grader? | LYDIA WU - People Analytics’ Awkward Place on Org Charts | STEPHANIE MURPHY – From Theory to Practice: Insights on the Future of People Analytics | KAI WEHMEYER - How Bertelsmann Group is Accelerating HR Transformation with People Analytics | ALLIE NAWRAT AND JULIEN LEGRET - Cartier HR data director: People analytics is a business necessity SEBASTIAN SZACHNOWSKI - This is the Last Call: Data Literacy for HR
November has seen a slew of articles published by current and recent people analytics leaders, which typically act as a spur and inspiration for the field. Six are highlighted here: (1) Matthew Hamilton, head of people analytics and HRIS at Protective Life, writes on the important of data literacy and probabilistic thinking to driving value from people analytics. (2) The prolific Lydia Wu continues her excellent ‘Oops, did I think that out loud’ series with an article on the vagaries of where people analytics resides in the organisation structure. (3) Stephanie Murphy, Ph.D. formerly the people analytics leader at Dell, answers ten questions for HRForecast related to the future of people analytics including the challenges and potential ethical concerns, and the role of people analytics in the future. (4) Kai Wehmeyer, Senior Vice President of Corporate HR Strategy & Systems at Bertelsmann shares his experience on effecting meaningful HR change in large, complex organisations. (5) Julien Legret shares aspects of the people analytics journey at Cartier with Alexandra Nawrat of UNLEASH. (6) Sebastian Szachnowski, Head of People Analytcis at Volvo Group, examines why HR professionals need to be more data literate, the skills they need, and how they can grow these skills.
Insights require action; otherwise, you are undertaking a costly science experiment
GENERATIVE AI AND THE FUTURE OF WORK
BCG AND THE WORLD FEDERATION OF PEOPLE MANAGEMENT ASSOCIATIONS - Creating People Advantage 2023: Set the Right People Priorities for Challenging Times Article | Full Report
Boston Consulting Group (BCG)’s bi-annual Creating People Advantage collaboration with the World Federation of People Management Associations (WFPMA) is consistently one of the best studies in our field. The 2023 edition continues this rich vein of quality. Two findings that stand out from the report are: (1) Only 35% of HR professionals agree that their company’s people management function is using relevant digital technologies. (2) Just 30% say that HR is using data and analytics to anticipate people challenges. This is despite People and HR strategy, planning, and analytics, being ranked as the #1 future people management topic (see FIG 5). There is a ton of insights in the report’s 28 pages, which includes a powerful visualisation (see FIG 6) of 32 people topics sorted by prioritisation. The report also outlines five recommendations for people management leaders to adopt to prepare for challenging times: (1) Leverage data to accurately plan for talent supply and demand. (2) Get better at talent acquisition. (3) Invest in upskilling and reskilling the current workforce. (4) Unlock value through AI. (5) Focus on change management and organizational development. A must read for any HR leader or professional. Kudos to the authors: Jens Stefan Baier, Vinciane Beauchene, Julie Bedard, Jean-Michel Caye, Dr. Philipp Kolo, Fang Ruan, Alexander Alonso, PhD SHRM-SCP, Anthony Ariganello, Kai H. Helfritz, Bob Morton, Chartered CCIPD, Lucas van Wees, and Wilson Wong.
FIG 5: Ranking of future importance of nine people management topics (Source: BCG)
FIG 6: The most pressing priorities for people leaders (Source: BCG)
KATHLEEN HOGAN – Microsoft’s Chief People Officer shares how AI will impact workers | What Can Copilot’s Earliest Users Teach Us About Generative AI at Work?
Two articles by Kathleen Hogan, chief people officer at Microsoft. In the first article, for Fast Company, Kathleen outlines three elements for companies to realise the benefits of AI for employees quickly: fostering an agility-based culture, reimagining how we work, and investing in deeper human skills. In the second article, Kathleen unveils the impact on productivity, creativity, and time of Copilot’s earliest users, with 70% saying they were more productive, 68% saying it improves the quality of their work, 64% saying that it helped them spend less time processing email, and 85% saying it helps them get to a good first draft faster (see also FIG 7).
AI is the defining technology of our time, creating a massive paradigm that will transform the way we work with even greater impact than the introduction of the PC
FIG 7: Copilot makes people more productive and creative, and saves time (Source: Microsoft)
PAUL LEONARDI - Helping Employees Succeed with Generative AI
Paul Leonardi unveils his STEP framework, which comprises four interrelated activities designed to help employees take advantage of new technologies: (1) segmenting tasks for either AI automation or AI augmentation; (2) transitioning tasks across work roles; (3) educating workers to take advantage of AI’s evolving capabilities; and (4) evaluating performance to reflect employees’ learning and the help they give others. Paul also highlights learnings from three companies that have adopted the STEP framework, including trusting employees to experiment, creating the right conditions for learning, and rethinking workforce planning. For more from Paul, tune in to his conversation with me on the Digital HR Leaders podcast: How To Help Your Teams Develop A Digital Mindset.
Because AI tools are constantly evolving, employees can’t learn new skills once and be done.
JOHANNES SUNDLO - 307 ChatGPT Prompts for CHROs | BERNARD MARR - How Data And AI Are Reshaping Contemporary HR Practices
Two helpful resources for HR leaders and professionals looking for practical guidance on incorporating generative AI into their work. (1) In an article from his FullStack HR blog, Johannes Sundlo sets out 307 ChatGPT prompts for CHROs covering topics such as organisational design and people strategy, recruitment, engagement and retention, learning and development, performance management, compensation, talent management, culture and engagement, workforce planning and analytics, change management and HR tech. (2) Bernard Marr writes about the rise of ‘intelligent HR’ in areas such as people analytics, recruitment, and performance management.
Intelligent HR is the strategic application of data, analytics, and artificial intelligence (AI) in human resources to improve decision-making, streamline operations, and create a better workplace experience.
THE EVOLUTION OF HR AND DATA DRIVEN CULTURE
JONATHAN GORDIN, SHARI CHERNACK, KAREN SHELLENBACK, AND YAMILE BRUZZA | MERCER - Evolving the CHRO role in a rapidly changing world of work
Forty-one percent of CHROs wish they had had a greater depth of knowledge in people analytics before stepping into their roles (see FIG 8). That is the one of the standout findings from Mercer’s recently published 2023 CHRO report. Many CHROs also conceded that they wish they had assumed the role with a greater understanding of business and strategy: “The ability to understand the business you are in is critical to success as a CHRO — the people strategy must be an extension of the business strategy.” The report, which was written by Jonathan Gordin, Shari Chernack, Karen Shellenback, and Yamile Bruzza, also digs into the growing importance of technology and analytics including the need for CHROs and their leadership teams to upskill themselves and act as role-models in areas such as data literacy, how the CHRO role will evolve (see also FIG 9), actions to develop HR leaders, and key attributes of CHROs.
FIG 8: What CHROs wished they’d known more about before assuming their roles (Source: Mercer)
FIG 9: How the CHRO role will evolve (Source: Mercer)
DAVE ULRICH, NORM SMALLWOOD, AND MIKE PANOWYK - Using Human Capability Information to Upgrade Business Decisions
Dave Ulrich, Norm Smallwood, and Mike Panowyk present their work on Governance and Guidance for Growth through Human Capability (G3HC). The article details their six-step framework (see FIG 10), which is built on gathering relevant human capital and business information and data to inform decision making in eight specific business use cases including board meetings, strategy discussions, and mergers, acquisitions, and divestitures. As ever, the guidance offered is insightful and practical, and even provides a helpful table of Dos and Don’ts for each of the six steps in the framework (see FIG 11).
FIG 10: Information choices to improve human capital (Source: Dave Ulrich et al)
FIG 11: G3HC Information Dos and Don’ts (Source: Dave Ulrich et al)
WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS
SIMMI MEHTA, KEVIN MOSS, AND DHRUV PATEL - Meet business outcomes by evolving to strategic workforce planning Article | Report
A helpful report by Simmi Mehta, Kevin Moss and Dhruv Patel of Deloitte to highlight their partnership with Anaplan and provide guidance to organisations on how they can pivot from operational to strategic workforce planning. The report explains how these two processes are interconnected, and outlines the considerations required to evolve to SWP (see FIG 12). Thanks to Brian Heger for highlighting this resource in his excellent Talent Edge newsletter.
FIG 12: Considerations to evolve to Strategic Workforce Planning (Source: Deloitte)
SIMON BRADBERRY AND BRUCE MORTON - Unlocking the Potential of a Skills-Based Organization
In their article for MIT Sloan Management Review, Simon Bradberry and Bruce Morton present their Workforce Target Operating Model (see FIG 13), which is assembled around four components: (1) The Workforce Business Partner (“…a senior and experienced individual, able to deconstruct roles into tasks and, where appropriate, look for automation opportunities, such as using AI). (2) The Workforce Acquisition Manager (“The WAM owns the execution for all hiring for their business area across all channels to market.”). (3) The Change Manager. (4) Sourcing. The authors then outline how the Workforce TOM is backed by a simplified workforce technology ecosystem and also provide examples illustrating real-world successes with the approach.
FIG 13: Workforce Target Operating Model (Source: Simon Bradberry and Bruce Morton)
ROBERT MOTION AND COLE NAPPER - What’s Old is New: The Quest for Excellence in Workforce Planning
As Robert Motion and Cole Napper highlight in their treatise on the topic, workforce planning is both an art and a science that has its root in data and strategy. Their article offers six lessons on the topic: (1). Strategy is hard, but that doesn’t make WFP impossible. (2) Workforce planning can both help fight and respond to the Wall Street earnings cycle pressure. (3) Process is necessary, but don’t overdo it. (4) Analytics is and will continue to be king. (5) Winning the war for talent requires Talent Intelligence. (6) We can’t fall in love with our own ideas.
As WFP practitioners, influencing with data is THE key to gaining credibility with the business. It shows that WFP is not “touchy-freely HR”, but data-driven and quantified.
EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING
KEN MATOS AND DIDIER ELZINGA - 7 charts that define the employee experience in 2023 | ANTONIO PANGALLO AND SARAH MARRS - The 5 employee experience trends redefining work in 2024
Two insight and data rich studies on the key trends in employee experience from two of the leading employee survey technology companies in the field. In the first article, Kenneth Matos and Didier Elzinga of Culture Amp explore the current EX trends, what employees need to connect with their work, and how companies can step up. They also provide some powerful visualisations including a breakdown of engagement by country and industry, the key drivers of engagement, and what successful companies are doing right (see FIG 14). In the second article, Antonio Pangallo, Ph.D. and Sarah Marrs highlight five key trends that emerged from Qualtrics’ 2024 EX Trends report: (1) Employees would rather AI assist them than manage them (see FIG 15). (2) Frontline employees are the most unhappy, poorly supported, and least trusting of leadership. (3) The new-job honeymoon phase has vanished. (4) Employees don’t mind if you monitor their work messages and emails. They want to be heard! (5) Some time in the office is better than none — just not 5 days.
FIG 14: What successful companies are doing right in employee experience (Source: Culture Amp)
FIG 15: Source - Qualtrics
The more positive you feel about your organisation, the more likely you are to believe that it will use AI for your benefit
LEADERSHIP AND CULTURE
TOMAS CHAMORRO-PREMUZIC - How to Strengthen Your Curiosity Muscle
The opening keynote at the recent Workday Rising EMEA event in Barcelona by Dr Tomas Chamorro-Premuzic was based on his recently published book, I, Human: AI, Automation, and the Quest to Reclaim What Makes Us Unique, which I highly recommend. Tomas is a prolific writer, and in one of his recent articles, for Harvard Business Review, he writes about one of the most critical and sought after dimensions of talent: curiosity – a skill that is vital for leadership effectiveness, learning, and career development. In the article, Tomas shares five recommendations to develop our curiosity muscle: (1) Ditch all excuses. (2) Find the right angle. (3) Change your routine. (4) Experiment. (5) When bored, just switch. For more from Tomas, please tune in to his recent conversation with me on the Digital HR Leaders podcast: How AI Can Unlock Human Potential and Make Work More Meaningful.
While we may not know what tomorrow’s jobs will be, employees’ motivation and ability to upskill and reskill for those jobs will significantly increase if they are curious.
MICHAEL ARENA - The Disruptive Nature of Small, Cohesive Teams
Jeff Bezos attributes much of Amazon’s ability to innovate at speed to ‘two-pizza teams’: “We try to create teams that are no larger than can be fed by two pizzas. We call that the two-pizza team rule.” In his article, Michael Arena explains the science behind why when operating in the right conditions, cohesive teams are able to move faster and innovate more boldly, and goes on to provide an example of a one of the marketplace leaders in AI (see FIG 16). He shares five ways to maximise cohesion and so foster speed and disruption: (1) Limit team size. (2) Streamline communication. (3) Encourage entrepreneurial activity. (4) Ask challenging questions. (5) Stimulate critical thinking.
FIG 16: Example of how a marketplace leader in AI operates with small, cohesive teams (Source: Michael Arena)
DIVERSITY, EQUITY, INCLUSION, AND BELONGING
PAUL RUBENSTEIN - Prioritizing DEI Is the Secret to Future-Proofing Your Business
Paul Rubenstein outlines that rather than rolling back on investments in diversity, equity and inclusion and belonging programs, companies should instead broaden the scope to groups such as parents, new immigrants, and people with disabilities. Moreover, he explains why these efforts should be enriched with people analytics approaches like organisational network analysis, and smart compensation tools. For more from Paul, please tune in to his recent conversation with me on the Digital HR Leaders podcast: How to transform HR practices with data.
Pledges and statements are nice, but data lights the path to accountability and change.
STELA LUPUSHOR - Let’s talk about age(ism) in the age of generative AI
Stela Lupushor explains the business benefits of investing in age-diverse teams: (1) More productive teams (“Age-diverse teams are generally more productive and can lead to an increase in overall productivity by up to 12%”). (2) Better decisions (“Age-diverse teams make better decisions 73% of the time”). (3) Higher retention. Stela also outlines ways that generative AI can be used to influence gendered ageism at work.
Organizations that choose to fight ageism and embrace an age-diverse workforce position themselves for long-term success and competitive advantage
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:
JEROEN VAN HAUTTE - How unlocking skills lies in capturing business data – Jeroen Van Hautte ? of TechWolf explains why in order to get skills data deep in your organisation, it is key to combine business and people data together (see FIG 17).
FIG 17: Source - TechWolf
PHILIP ARKCOLL - Using ONA to Find the Optimal Team Size – Another good example from Philip Arkcoll of Worklytics on how organisational network analysis can be used to provide fresh insights on common people questions - in this case: What is the optimal team size? Does flattening middle management have a negative impact on culture? The analysis suggests that a span of 3-7 is associated with the optimal manager support (see FIG 18).
FIG 18: Using ONA to find optimal team (Source: Worklytics)
FRANCISCO MARIN - Unlocking Diversity, Equity, and Inclusion with Organizational Network Analysis – Another good example of an ONA use case comes from Francisco Marin of Cognitive Talent Solutions. In his article, Francisco explores the many ways that ONA can support initiatives on diversity, equity, and inclusion.
FIG 19: Source – Cognitive Talent Solutions
BEN ZWEIG AND STEPHANIE HAO - Demand for Compensation Professionals Soars – Ben Zweig and Stephanie Hao of Revelio Labs provide insights that finds demand for compensation professionals has surged in recent years especially from companies exposed to pay transparency regulations, and that these professionals are increasingly required to have skills in data analytics tools.
FIG 20: Source – Revelio Labs
KAYLA BAUM - Shaping the Future: White House Unveils Groundbreaking AI Executive Order – Kayla Baum of FairNow (where former people analytics leader Guru Sethupathy is CEO) digs into the recent AI Executive Order from President Biden, and looks at the implications including for HR and CHROs:
CHROs should be aware of global AI trends and regulations, especially if their organization operates internationally.”
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):
SHANNON CUSTARD, DANI JOHNSON AND STACIA GARR - Partnerships Focused on Learning Equity - Shannon Custard, Global Competence Development Manager at Ingka Group, joins Dani Johnson and Stacia Sherman Garr on RedThread Research ’s Workplace Stories podcast to share insights on the transition to a skills-based organisation, why the Ingka Group believes it’s important, and the impact it’s making on their frontline population.
JOSH BERSIN - Performance Management Revisited and The Ray Dalio Dot Collector | Trailblazer HR Technology Vendors – Two episodes from Josh Bersin’s podcast. In the first, Josh explores performance management and feedback using insights from the ‘feedback-rich example of Ray Dalio and Bridgewater Associates. In the second episode, Josh walks through six of his ‘Trailblazer HR Technology vendors’: STRIVR, SeekOut, Sana, HiBob, Rippling, and ServiceNow.
ANEESH RAMAN AND MOLLY WOOD - Why Adaptability Is the Skill of the Moment – Aneesh Raman joins Molly Wood on Microsoft’s WorkLab podcast to break down the significance of key findings from LinkedIn’s research on how generative AI is changing work.
BRYAN HANCOCK, BROOKE WEDDLE, AND LUCIA RAHILLY - Right skills, right person, right role – in this episode of the McKinsey Talks Talent podcast, Bryan Hancock and Brooke Weddle join host Lucia Rahilly to discuss how a shift from credential-based to skills-based hiring could be a key to filling technical roles amid talent shortages.
Q HAMIRANI AND LARS SCHMIDT - The Impact of GPTs in HR Explained – In an episode of Redefining Work, Q Hamirani and Lars Schmidt break down GPTs, discuss real-world applications for HR, ethical considerations, and where they see this developing in the future.
KRISTIN SABOE, COLE NAPPER AND SCOTT HINES – Employee Voice, Policy and the Army - Kristin Saboe, Ph.D., Head of Employee Voice at Google, joins Cole Napper and Scott Hines, PhD on the Directionally Correct podcast to discuss using science and research to drive strategy and policy through an employee voice function.
VIDEO OF THE MONTH
DAVID WHITE AND SHUJAAT AHMAD - Driving culture change for business outcomes
Unfortunately, I wasn’t able to attend the recent LinkedIn Talent Connect in New York, but fortunately all the sessions from the event are now available to view here. I particularly enjoyed this session with David White and Shujaat Ahmad, leaders inLinkedIn’s People Analytics team. In their talk, David and Shujaat explain how to use analytics to shape culture and drive business outcomes.
BOOK OF THE MONTH
FRANCES FREI AND ANNE MORRISS - Move Fast and Fix Things: The Trusted Leader's Guide to Solving Hard Problems
The new book from leadership experts Frances Frei and Anne Morriss, who have just been included on the prestigious Thinkers 50 list for 2023, is a highly recommended read. In Move Fast and Fix Things, Frances and Anne reinvent the playbook for how to lead change, based on their work with companies including Uber, Riot Games and ServiceNow. The book lays out a five-step process to moving fast and fixing things: (1). Identify the real problem holding you back. (2) Build and rebuild trust in your company. (3) Create a culture where everyone can thrive. (4) Communicate powerfully as a leader. (5) Go fast by empowering your team.
FROM MY DESK
November saw the final three episodes of Series 34 of the Digital HR Leaders podcast, sponsored by eQ8, and the first episode of Series 35, sponsored by HiBob. Thank you to Angela Shori at eQ8, and Louis Gordon at HiBob.
ALICIA ROACH AND CHRIS HARE - How to Democratise Strategic Workforce Planning – Two of my go-to experts on workforce planning – Alicia Roach and Chris Hare, co-CEOs at eQ8, join me to discuss how to democratise and derive business value from strategic workforce planning.
NICK BLOOM - Unmasking Common Myths Around Remote Work – Stanford professor Nick Bloom, who has been studying working from home for over 20 years, shares the past, present and future of remote and hybrid work, and provides guidance on how to develop work models that help organisations and employees thrive.
ALEX BROWNE - Nestlé's 4B Methodology to Strategic Workforce Planning – Alex Browne, Head of People Analytics Innovation and Data Science at Nestlé, takes us on the ten year journey of strategic workforce planning at the company, how it has shifted to a skills-based approach, and their 4B model: build, buy, borrow and bot.
JACOB MORGAN - How to Lead with Vulnerability in Uncertain Times – Jacob Morgan joins me to share insights from his new book, Leading with Vulnerability, which was informed by interviews with over 100 CEOs and a survey of 14,000 employees. As Jacob explains: “People want to work for leaders who they can connect with, because connection is where trust, motivation, engagement, and inspiration comes from. (They) also want to work for a leader who is good at their job, who they can learn from, who can coach them, who can mentor them.”
THANK YOU
Finally, this month I’d like to thank:
Caroline O'Reilly, Shannon Paschal, and Charlie Yuan for inviting me to join them on stage at Workday Rising in Barcelona for their session on Workday Workforce Analytics and Planning
Thinkers360 for including me on their Top Voices EMEA 2023 list
The Workday Analyst Relations team of Angela Barbato, Alexandros Stratis, Chris Phillips, Jennifer Neumann, and Brienne Steinke, as well as Sophie Barnes and Ankita Jha for their brilliant organisation and hospitality at Workday Rising EMEA.
APERHU - Asociación Peruana de Recursos Humanos (here), Pacífico Business School (here) and Miguel Augusto Huerta Valverde (here) for all posting about my recent talk at the Human Capital Congress in Lima
Sebastian Szachnowski for referencing Insight222’s research on Upskilling HR in his article - This is the Last Call: Data Literacy for HR
Konstantin Tskhay, PhD for referencing the recent Insight222 webinar with Naomi Verghese, Courtney McMahon and me on the importance of data literacy in HR in his article: Data Literacy 101
Dariush Franczak for including the October edition of Data Driven HR in his list of resources for HR professionals
Luciana Langhanz (here) Jui Hasan (here) and Mehedi Hasan Soykot (here) for including me in their lists of people to follow on LinkedIn for HR and people analytics content
Riley Moore for including two episodes of the Digital HR Leaders podcast with Alicia Roach and Rupert Morrison in his collection: A Strategic Workforce Planning Guide
Jeremy Shapiro for including the Digital HR Leaders podcast on his list of favourite podcasts
Lanteria HR for including the episode of the Digital HR Leaders podcast with Piyush Mehta in their list of 10 podcasts not to miss
Michael Corrigan for posting on LinkedIn about Excellence in People Analytics
Kerstin Rothermel for featuring me in her ‘Leading Voices’ series – see here.
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ABOUT THE AUTHOR
David Green ?? is a globally respected author, speaker, conference chair, and executive consultant on people analytics, data-driven HR and the future of work. As Managing Partner and Executive Director at Insight222, he has overall responsibility for the delivery of the Insight222 People Analytics Program, which supports the advancement of people analytics in over 90 global organisations. Prior to co-founding Insight222, David accumulated over 20 years experience in the human resources and people analytics fields, including as Global Director of People Analytics Solutions at IBM. As such, David has extensive experience in helping organisations increase value, impact and focus from the wise and ethical use of people analytics. David also hosts the Digital HR Leaders Podcast and is an instructor for Insight222's myHRfuture Academy. His book, co-authored with Jonathan Ferrar, Excellence in People Analytics: How to use Workforce Data to Create Business Value was published in the summer of 2021.
SEE ME AT THESE EVENTS
I'll be speaking about people analytics, the future of work, and data driven HR at a number of upcoming events in 2023:
30 November - Indeed FutureWorks (Bengaluru)
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2023年11月27日
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祝您感恩节快乐！在这个感恩节，我们北美华人人力资源协会向我们的会员、合作伙伴以及人力资源界的朋友们表达最诚挚的感谢。您的奉献和坚韧每天都在带来改变。祝您和您的家人感恩节快乐！
As we celebrate Thanksgiving, we at NACSHR extend our heartfelt gratitude to our members, partners, and the HR community. Your dedication and resilience make a difference every day. Happy Thanksgiving to you and your loved ones!
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2023年11月22日
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Sam Altman 重返 OpenAI 成为首席执行官,前美国财政部长 Summers 加入董事会
- 这一反转是在 OpenAI 的大投资者强烈压力下发生的
- 如果不恢复 Altman 的职位，员工威胁要辞职
2023年11月23日最新消息：
OpenAI 将迎回 Sam Altman，并对董事会进行重大改组，引入包括 Larry Summers 在内的新董事，这一变动在硅谷和全球 AI 圈引起了极大关注。
Altman 将以 CEO 身份回归，新董事会将由 Salesforce.com的. 前联合 CEO、在被 Elon Musk 收购前担任 Twitter 董事的 Bret Taylor 担任主席。其他董事包括在比尔·克林顿总统任内担任美国财政部长的 Summers，以及现任成员、Quora Inc. 联合创始人兼 CEO POE的创始人 Adam D’Angelo （早先被认为是报复Sam的）。OpenAI 正在 X 平台上发布声明，称公司正在“商讨具体细节”。
各方人士的推特表达：
OpenAI:
我们已基本达成共识，Sam Altman 将以首席执行官（CEO）的身份重返 OpenAI，并组建一个新的董事会，成员包括 Bret Taylor（担任主席）、Larry Summers 和 Adam D'Angelo。
我们正携手协商具体事宜。感谢大家在此过程中的耐心等待。
Sam Altman:
我对 OpenAI 充满热爱。过去几天，我所做的一切都是为了保持这个团队及其使命的凝聚力。周日晚上，当我决定加入微软（Microsoft）时，我深信这是我和团队最佳的选择。有了新董事会以及 Satya Nadella的支持，我满怀期待地回到 OpenAI，希望能在我们与微软牢固的合作基础上再创佳绩。
Satya Nadella:
我们对 OpenAI 董事会的新变化感到振奋。我们认为这是迈向更稳固、更明智、更高效治理的重要第一步。我与 Sam Altman、Greg Brockman 和其他 OAI 领导层进行了深入交流，一致认为他们在确保 OAI 持续发展和推进其使命中将扮演关键角色。我们期待在我们坚实的合作基础上进一步发展，并将这一代 AI 的价值带给我们的客户和合作伙伴。
Greg Brockman:（题图就是Greg的推文提供）
今晚我将重返 OpenAI，并重新开始编程工作。
今天我们取得了惊人的进展。我们将以前所未有的团结和强大姿态回归。
有关Sam Altman从OpenAI被解雇及其后果的时间线：
11月16日：Ilya Sutskever，OpenAI的首席科学家和联合创始人，周四晚上向Altman发送短信，安排周五中午的电话会议。Mira Murati，OpenAI的首席技术官（CTO）和现任临时CEO，被告知Altman将被解雇。
11月17日：Greg Brockman，在收到Sutskever的短信后，被告知他将被从董事会主席职位上撤下，但仍是公司重要人物，并保留总裁职位。同时，他得知Altman被解雇。随后，OpenAI宣布了这一高层变动。当天下午，OpenAI召开全体员工会议，Sutskever在会上辩护解雇Altman的决定。
11月17日：Greg Brockman宣布从OpenAI辞职，引用“今天的新闻”为原因。在内部发送备忘录后，他在X平台上发布了文本。随后，包括研究总监Jakub Pachocki和准备工作负责人Aleksander Madry在内的三名高级OpenAI研究员也辞职。
11月18日：OpenAI首席运营官Brad Lightcap在周六早上发送的一份内部备忘录中指出，前一天的公告“让[管理团队]感到惊讶”，并表示管理团队与董事会进行了“多次对话，试图更好地了解他们决策的原因和过程”。
11月18日：据报道，Altman告诉投资者，他计划启动一个新的创业项目，Brockman有望加入这一努力。投资者对事件的发展感到愤怒，正向OpenAI的董事会施压，要求恢复Altman的职位。
11月19日：Altman没有作为CEO返回，而是由Twitch联合创始人Emmett Shear接替成为临时CEO。
11月20日：Sam Altman、Greg Brockman和其他同事宣布，他们将加入微软，领导一个新的AI研究团队。
11月20日 Ilya Sutskever在X平台上发布文章，表示他后悔自己的决定，将尽一切努力让Altman重新成为CEO。几乎有500名OpenAI的大约770名员工——包括Sutskever在内——发表了一封信，表示除非创业公司的董事会辞职并重新任命被罢免的Altman，否则他们可能会辞职。
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2023年11月20日
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AI变局：OpenAI董事会解雇其CEO Sam Altman与重返OpenAI的可能
在人工智能领域的历史长河中，2023年11月17号这一天或许将被铭记为一个转折点。OpenAI，这个曾推出 ChatGPT、DALL-E 3、GPT-4 等热门人工智能产品的公司，经历了一次前所未有的内部动荡。
【事件开端：CEO Sam Altman 的突然解雇】
11月17日周五中午，OpenAI 董事会宣布解雇了其联合创始人兼首席执行官 Sam Altman。这位曾是 Y Combinator 的前总裁，被认为是人工智能领域的领军人物。他的解雇在科技界引起了巨大的震动，很多人认为这是对人工智能发展的一个重大打击。
【内部反应与原因】
据内部消息，这一决策源于与董事会之间的沟通断裂，而非不当行为。然而，具体细节并未对外公开，使得整个事件笼罩在一层神秘的阴影之下。
【行业与公司内部的震动】
Sam Altman 的解雇不仅在外界引起了讨论，也在 OpenAI 内部掀起了波澜。据报道，OpenAI 的总裁兼联合创始人 Greg Brockman 在事件发生后宣布辞职，多名高级研究人员也选择了离开公司。这一系列的离职显然是对董事会决策的不满和对公司未来方向的担忧的直接反应。
【投资者的立场与反应】
在 Altman 被解雇的消息传出后，OpenAI 的主要投资者，包括 Microsoft 和风险投资公司 Thrive，对董事会的决定表示不满。他们开始积极推动 Altman 的重返，并要求对董事会进行重组。这一举动反映了投资者对于 OpenAI 当前管理层的不信任，以及对 Altman 领导能力的认可。
【Sam Altman 的回归之路】
在经历了一天的震惊和反思之后，据报道，在投资人等要求下OpenAI 董事会与 Altman与进行回归的讨论。尽管对于回归持有矛盾态度，但他显然正在考虑重新掌舵，并提出了重组董事会的要求。
【事件背后的深层原因】
据科技记者 Kara Swisher 报道，这一系列事件的背后，是对于人工智能商业化速度的内部分歧。一方面是急于推动商业化的声音，另一方面则是希望鉴于新技术的巨大能力和风险，采取更加谨慎的策略。这种分歧在董事会和管理层中愈演愈烈，最终导致了这场风暴的爆发。
【未来的不确定性】
尽管目前尚不清楚 Altman 是否会重返 OpenAI，但这一事件无疑为公司未来的发展方向投下了不确定性的阴影。同时，这也反映出整个人工智能行业在面对快速发展和伦理责任之间的挑战。
在这场风波中，OpenAI 不仅失去了一位关键的领导人物，还暴露出了其内部的管理和战略上的深层次问题。如何在创新和责任之间找到平衡，将是 OpenAI 乃至整个人工智能行业未来必须面对的重大课题。
附录网上的组织架构图，供参考：
头条
2023年11月18日
头条
AIHR:Measuring Employee Experience: A Practical Guide for 2024
Keeping your employees engaged, motivated, and satisfied throughout their journey with your organization is key to business success. Measuring employee experience allows HR professionals to understand how their workforce feels and ensure the team remains fulfilled.
In this article, we’ll explore how to measure employee experience, evaluate the results, and turn them into meaningful action.
Contents
What is employee experience (EX)?
Why measure employee experience?
How to measure employee experience
Best practices for measuring employee experience
FAQ
What is employee experience (EX)?
Employee experience (EX), in its simplest form, is how employees perceive their stay at your organization from when they apply for a job to after they leave.
It encompasses various dimensions – ranging from the physical workspace and technological tools being used to the organizational culture, professional growth opportunities made available, and social interactions they have with colleagues or superiors.
It’s more than just a collection of daily experiences at work; EX profoundly shapes an employee’s perceptions about their employer and impacts their decision to stay or leave.
DIVE DEEPEREmployee Experience vs. Employee Engagement: 4 Differences To Know
Why measure employee experience?
87% of employee experience experts say that a great employee experience helps retain and attract talent. However, only 51% of employees feel that their organization is delivering on the experience they promised.
By measuring employee experience, you can uncover and fix issues and discrepancies to reap the benefits of a satisfied and engaged workforce.
Let’s break down the reasons why you should measure employee experience.
Enhanced productivity and performance
Research shows that superior employee experience (EX) may lead to enhanced productivity.
Employees who feel satisfied, empowered, and valued are more motivated to perform at their highest level. They significantly contribute to organizational goals, which can result in an over 50% increase in revenue.
By focusing on optimizing the employee journey – from end to end – companies can foster a work environment that stimulates both individual and team performance.
LEARN MORE23 Key Employee Experience Statistics You Should Know in 2024
Retaining talent
Monitoring and enhancing EX levels significantly contributes to improving retention rates. Employees who resonate with their company culture and find meaning in their work stay longer in their organizations.
Examining facets like workplace habits or preferences provides employers invaluable insights related to employee experience – which ultimately feeds into long-term staff retention strategies.
Making informed decisions related to HR practices
A robust method of measuring employee experience offers in-depth insights into how employees perceive things such as career development opportunities or even intricate details like office seating arrangements.
This helps HR shape policies and practices strategically and make smarter decisions that maximize the workforce potential while actively minimizing discontentment factors.
Enhanced customer experience
A happier workforce equals happier customers. Companies with great employee experience report 2X as high customer satisfaction levels compared to businesses scoring low on employee experience.
A well-executed EX strategy will aid your organization in delivering higher standards of service, creating a ripple effect that extends far beyond merely measuring employee experience for internal benefit.
Australian Defence Bank collaborated with the employee and customer experience management platform Insync to measure and improve EX and CX.
Investing in their employees has helped them build a motivated workforce and get outstanding business results. Not only are they in the top 10% for employee engagement compared to other financial organizations, but they have also achieved record deposit growth in transaction and savings account balances.
Innovation, growth, and improved organizational performance
As we’ve already alluded to, keeping your finger on the pulse of EX can set the scene for broader innovation and growth within an organization.
Employee experience goes hand in hand with employee engagement, which helps foster an innovative culture and a passionate commitment to ongoing improvement—an infallible recipe to drive the company performance northward.
To sum it up, measuring employee experience isn’t simply good practice, but it can bring numerous strategic benefits that make a profound impact on organizations and their competitive standing in the market.
How to measure employee experience
Employee experience is a multifaceted and intangible concept, which is not easy to quantify at first sight. Successfully measuring it involves defining relevant employee experience metrics and methods of measurement to collect the data.
Let’s take a closer look.
1. Define and track employee experience metrics
Employee experience metrics allow organizations to gain insight into the wellbeing, satisfaction, and productivity of their teams. The following metrics serve as good indicators of the employee experience levels at your organization:
Retention rates
Retention rates signify how many employees remained within the company over a specified period. A high employee retention rate generally implies positive experiences at work, while low rates indicate potential problems or dissatisfactions among staff.
Intent to stay
This metric shows how many employees foresee themselves staying with an organization over a lengthy period. It can provide insights into the workforce’s commitment level and their perception of future opportunities within the company.
Number of employee referrals
The number of referrals from existing staff suggests how highly they rate working within the organization. The higher this figure is, the more positive opinions workers hold about their employee experience, and that’s why they’re willing to recommend you as an employer.
Productivity metrics
Productivity indicators such as performance ratings or meeting project deadlines can reveal a lot about how efficiently an employee works. High productivity levels generally imply a supportive environment that propels the team towards achieving set objectives.
Employee Net Promoter Score (eNPS)
The eNPS asks employees on a scale from 0-10 whether they would recommend their place of work to others – typically friends or family members. The data gleaned helps appraise the overall employee experience levels.
Employee Experience Index
The Employee Experience Index score takes into account an array of factors influencing the overall workplace atmosphere, like engagement levels, empowerment feelings, job fulfillment factors, and key performance indicator achievement. It provides a holistic overview of what it might be like working for your organization.
The exact dimensions of the Employee Experience Index depend on how an organization defines it. Two well-known Employee Experience Index systems have been developed by IBM and Forrester.
2. Administer surveys
Once you know what insights you’re hoping to gain, you can start collecting data. Surveys are an indispensable tool for measuring employee experience.
There are a couple of types of surveys that you can utilize.
Employee experience surveys
Employee experience surveys provide an avenue for employees to confidentially share views about their workplace, its leadership practices, and its culture. Organizations typically conduct employee experience surveys annually, bi-annually, or quarterly.
Including both quantitative and qualitative questions in your survey will provide you with comprehensive data on your respondents’ perspectives.
Quantitative questions, usually closed-ended, help gather structured data that you can do a statistical analysis of, revealing patterns and trends in responses.
On the other hand, qualitative questions, typically open-ended, elicit descriptive and narrative responses that dive deeper into the nuances and complexities of participants’ experiences and feelings. These responses shed light on the ‘why’ and ‘how’ behind the numbers, uncovering the underlying motivations, beliefs, and emotions that drive behaviors and opinions.
By incorporating both types of questions, you can capture the breadth of information and the depth of insights.
Employee experience survey questions examples
Next to the eNPS question “On a scale from 1 to 10, how likely are you to recommend our organization as a place to work to your friends and family?”, examples of quantitative employee experience survey questions include:
On a scale of 1 to 10, with 1 being “Not at all” and 10 being “Extremely”:
How satisfied are you with the opportunities for professional development within the company?
How confident do you feel in your current role and responsibilities?
How supported do you feel by your direct supervisor or manager?
Qualitative questions you can consider covering in your survey are:
In your opinion, what 2-3 changes could be made to improve the overall work environment and culture?
What aspects of our company’s culture do you value the most?
If you could recommend one thing to improve team collaboration, what would it be and why?
Pulse surveys
Pulse surveys are short, frequent surveys designed to quickly capture employee feedback and continuously gauge overall sentiment about their workplace experience.
Focusing on a few key questions, they are less burdensome for employees, leading to higher response rates. These surveys can help organizations zoom in on current events or specific workplace issues that impact employee experience.
However, regularly collecting data can lead to an abundance of information. Organizations must have the capacity and tools to analyze and act on this data to prevent it from becoming overwhelming or underutilized.
It’s crucial to use pulse surveys strategically and in combination with other feedback mechanisms to ensure a comprehensive understanding of the employee experience.
New hire surveys
New hire surveys help you capture insights about one of the most crucial “moments that matter” in an employee’s journey: their onboarding. This initial phase sets the tone for an employee’s tenure with the company, shaping their perceptions, expectations, and overall sentiment toward the organization.
You can glean valuable feedback about the effectiveness of your onboarding processes, the clarity of role expectations, and the cultural immersion experience.
This feedback not only provides a snapshot of the new employees’ experience but also offers actionable insights for organizations to refine their onboarding processes so that they create a positive and lasting first impression.
3. Conduct qualitative interviews
One-on-one dialogues with employees afford a deeper understanding of the intricacies at play regarding the overall employee experience.
By conducting employee interviews, you can complement and enrich your survey data. They provide you with an excellent opportunity to ask open-ended questions and give your employees space to express their opinions and perceptions.
Two common types of interviews to gather qualitative data are stay interviews and exit interviews.
Stay interviews
These discussions aim to find out why employees opt to remain with an organization. HR professionals can then identify the positive aspects of their working experiences that should be reinforced or replicated.
Exit interviews
Exit interviews help you assess why employees leave your organization and how they see their time spent working for you. These discussions allow you to better understand the challenges our employees face at work, providing insights into potential corrective measures.
By adopting these varied approaches blending both quantitative and qualitative employee experience measurement methods, businesses can effectively gauge worker sentiments – thereby improving employee experiences and driving organizational success.
Best practices for measuring employee experience
Measuring employee experience effectively goes beyond defining relevant metrics and conducting surveys and interviews.
To get a comprehensive view of employee experience at your organization and put your findings into action, you need to follow these five best practices.
Setting clear objectives
Begin with a set of distinct objectives that align with your company’s overall business strategy. This is crucial for accurately evaluating the employee experience.
Why exactly do you want to assess employee experience? Are you aiming to increase productivity or retention rates or encourage higher creativity levels across teams?
Your end goals play an indispensable role in determining which part of the employee journey needs focus and what type of feedback you need from the employees.
Conducting research across different employee groups
When you’re measuring employee experience, you need to recognize diversity within your workforce. That helps you accurately capture different facets of the work experiences of diverse groups in your organization.
Make sure to survey or interview employees from diverse backgrounds, different job levels, departments, and lengths of service to understand the unique challenges they might face.
Dell Technologies partnered with an employee experience measurement platform Voxxify to design a hybrid work plan for one of their European offices. Over 60% of employees responded to the survey, providing more than 2,100 individual comments.
The analysis results helped identify four areas of focus. These included updating the handbook for managers and employees for hybrid work considerations, defining the value of coming into the office, supporting employees’ mental wellness, and optimizing facilities and technology to enhance the work environment.
The office now sees occupancy rates of 60% or more on Tuesdays through Thursdays, and the success of the measurement effort has led to plans to repeat it annually.
Overcoming survey fatigue and ensuring participation
It may be tempting to send surveys left and right for comprehensive data collection when measuring employee experience. However, you should really avoid doing so. Survey fatigue can quickly pile up, draining previously enthusiastic participants’ eagerness to provide valuable insights.
To keep engagement high and maximize response rates, make sure your surveys are succinct yet thorough. Carefully plan your survey schedule to not overwhelm your team. For example, you can send out a comprehensive survey quarterly or bi-annually, with a couple of shorter pulse surveys in between.
It also helps to effectively communicate the purpose behind these assessments, so employees see them not as tasks but as avenues towards improving their work lives. You can, for instance, share examples of initiatives you implemented based on employee feedback.
Guaranteeing confidentiality
Nothing squashes honesty quicker than a sense of insecurity surrounding responses’ anonymity, which makes maintaining confidentiality critical to effective employee experience measurement.
If you use external applications for gathering feedback, emphasize their confidentiality features.
You should also invest in fostering an environment where employees feel they can honestly express thoughts and concerns without fear of retribution. Doing so will not only amplify trust but also provide you with more authentic data to work on.
Acting on employee feedback
Once you’ve gathered and analyzed employee feedback, it’s time to take action. Prioritize high-impact initiatives and create a plan for how to implement these.
Employees need to believe that their input sparks real change; otherwise, they might lose engagement in such processes altogether. Recognize employee contributions and communicate plans about future improvements based on their input clearly. Transparency here fosters a sense of responsibility among the staff and improves morale during periods of change.
Ultimately, measuring employee experience is a cyclical process. It starts from setting clear objectives leading up each step to enacting feedback-led changes and then identifying newer areas for improvement continuously.
Key takeaway
Staying on top of your employees’ experiences at work allows companies to detect dissatisfaction early enough and tackle issues before they develop into bigger problems. It’s a great way to improve HR practices and design employee experience that promotes productivity, talent retention rates, and ultimately a better workplace environment.
Relevant employee experience metrics help you quantify the concept and solidify your measurement process. Surveys and qualitative interviews give voice to your employees, offering rich insights into the workers’ perceptions of the workplace.
However, it’s the organization’s responsiveness to feedback that significantly impacts the effectiveness of measuring employee experience. It is key to not just listen but also take action based on employees’ feedback for positive changes.
FAQ
What are the most important employee experience metrics to measure?
When it comes to measuring employee experience, key metrics that organizations use include:
– Retention rates: Your business’s retention rates can reveal much about employees’ willingness to commit long-term to an organization.
– Intent to stay: Beyond just assessing current employee tenure, discerning whether staff members aspire to stay with the company for the foreseeable future is a valuable indicator of how they perceive their journey at your organization.
– Employee Net Promoter Score (eNPS): This quantifies how likely employees would recommend their workplace to others – a telling sign of overall satisfaction and positive employee experience.
A combination of several employee experience metrics paints a nuanced picture of overall employee experience in any organization.
Are surveys the best way to measure employee experience?
Surveys play an instrumental role in gauging overall employee experience levels—all thanks to their ability for large-scale data collection and sentiment analysis. They also provide insights into potential pain points and highlight areas for improvement according to actual employee sentiments.
However, while valuable, relying solely on surveys can lead to limited insights. Conducting different types of interviews, like stay and exit interviews, helps complement the survey data with deeper insights.
What is the Employee Experience Index?
The Employee Experience Index is a metric that aims to give a comprehensive view of employees’ experience. Essentially, it helps you gauge the overall ‘health’ of organizational culture and environment.
IBM’s Employee Experience Index assesses employee experience on five core dimensions: Belonging, Purpose, Achievement, Happiness, and Vigor.
The Employee Experience Index from Forrester evaluates three elements of EX: Empower, Inspire, and Enable.
头条
2023年11月18日
头条
Josh Bersin：Introducing Galileo™, The World’s First AI-Powered Expert Assistant For HRAs many of you know, HR professionals play a vital, complex, and constantly changing role in business. These 30 million professionals hold more than 250 job roles and leverage over 400 skills to help companies with all aspects of management: recruiting, development, leadership, coaching, diversity, pay, benefits, hybrid work, and more. And they must also select and implement a wide array of technologies and tools to help their companies grow.
The Josh Bersin Company, through 25 years of research and interviews with thousands of companies and vendors, has amassed the most trusted library of best-practices, vendor information, benchmarks, case studies, and professional development tools for HR.
Last Spring we embarked on a project to build an “HR Copilot”, consolidating our content into a Generative AI platform. The results were amazing: using Gen AI we were able to build an amazing new experience: users can ask questions, compare vendors, dig into solutions, and generate implementation plans, RFP templates, and more.
Today, in our ongoing effort to help HR professionals drive value for their companies, we’re ready to launch this offering. I’m excited to introduce Galileo™, the world’s first AI-powered expert assistant for HR. (Join the waitlist.)
Every HR Question Answered
Just as Galileo mapped the heavens to explain the universe, our Galileo™ gives HR teams the ability to understand, learn, and seek out best-practices in every area of HR. Powered by Sana’s AI platform, Galileo™ gives users complete access to all of The Josh Bersin Company’s comprehensive research, articles, and tools. And unlike internet-based AI tools, Galileo is free of promotional material, giving you trusted, detailed, verifiable accurate information.
We designed Galileo™ to be the HR professional’s ‘always-on’ resource to learn, ask questions, and develop solutions.
Galileo™ can answer questions on hundreds of topics, provide detailed information on vendors and HR technology, draft RFPs and implementation plans, and give users guidance, case studies, and benchmarks. All of the Josh Bersin Company research is instantly available, with access to in-depth reports, podcasts, articles, and courses. This includes access to our maturity models, frameworks, case studies, and our new definition of terms, The Josh Bersin Company Lexicon™.
Galileo™ will revolutionize the way HR Professionals do their jobs. No longer will you have to guess how to develop a new program or understand a vendor – accurate information is available at your fingertips.
Galileo Is A Learning, Design, And Problem Solving Assistant
Many HR problems are complex. To make problem-solving easy, Galileo includes a library of more than 50 pre-defined “prompts” which help professionals with topics like hiring, onboarding, performance management, training, and multi-disciplinary topics like building a skills taxonomy, implementing pay equity, workforce planning, or designing a capability academy.
We designed these prompts in chains, so as you ask a question, Galileo will take you down a path to learn, explore, and further assist you in your query. (The Galileo Getting Started Guide shows you some of the solutions available.)
Enterprise Ready: Galileo Is Your Company’s Expert Assistant
And there’s more. As you use Galileo, you will want to put your own HR policies and internal information into the system. Thanks to the architecture of Sana, Galileo lets users and teams add your information to the corpus, turning Galileo into your company’s in-house HR and employee assistant. In this private workspace your data and privacy are protected: Galileo is an enterprise grade, secure platform that isolates your data from others, pre-trained by The Josh Bersin Company research.
And our partnership with Sana goes further. Not only does the Sana platform provide scale and speed, it lets us build multiple AI assistants. If you want an expert assistant tailored to specific HR disciplines, like Talent Acquisition, L&D, DEI, or line managers, we can create them without writing code.
“This is just the beginning,” said Josh Bersin, CEO and Founder of The Josh Bersin Company. “This paradigm-shattering offering will change the way companies run their HR organizations and manage their people, enabling any professional to operate like a world-class expert in a short period of time. Galileo is a supportive, developmental assistant, ready to give users detailed answers, real-world examples, and guidance at any time.”
Initially Galileo will be available to our corporate members and later next year we will roll out a version available to members of The Josh Bersin Academy.
We want to thank Sana for their partnership and look forward to evolving Galileo rapidly in the coming months. Anyone interested in experiencing Galileo can sign up for the wait list. We expect general availability in early 2024.
Questions:
What Topics Are Covered by Galileo?
Galileo stores more than 50,000 pages of Josh Bersin Company research, including podcasts, articles, and comprehensive data and analysis on a wide variety of topics. These include talent acquisition, talent management, corporate training, diversity and inclusion, organization design, rewards and recognition, pay and pay equity, performance management, leadership development, global HR operations, hybrid work, culture, change management, and every major area of HR technology.
More than 500 vendors are covered by Galileo and the database is growing and updated every week. Over time Galileo will also include real-time information on new vendor offerings, the labor market, skills and capabilities, and important regulatory changes in HR.
To get just a glimpse of what Galileo can do, review the “Galileo Getting Started Guide.”
Is Galileo Generative AI?
Yes, Galileo is an advanced Generative AI solution that lets users ask questions and prompt the system to compare vendors, list best practices, and even create implementation plans, historical perspectives, and in-depth analysis. This means an HR professional can ask any simple question and Galileo will not only answer the question but give the user follow-on prompts to help them learn more, find examples, or download detailed reports, articles, podcasts, or tools.
What Is The Research and Information Provided?
Over the last three decades The Josh Bersin Company has studied nearly every domain of HR, developing in-depth maturity models, frameworks, benchmarks, and case studies. We have also added all of Josh’s blogs, podcasts, and videos – and we will be adding much more. While Galileo does not include legal and regulatory guidelines (these can be discovered in local jurisdictional systems), it covers every major domain of HR, empowering any HR leader or professional to quickly learn, find examples, and solve a problem.
How Do We Know Galileo Information Is Accurate?
Unlike public domain tools, Galileo is trained exclusively on The Josh Bersin Company’s large corpus of information and research. This means it does not suffer from the “AI drift” problem experienced by internet-sourced systems. In fact the opposite is true: as users query and use the system, it enables them to rate the generated answers and get smarter over time.
How Do I Know That Galileo Is Secure?
Galileo does not train any underlying language models on user input, thereby eliminating the risk of data leakage. Sana, which powers Galileo, is single tenant, ISO 27001 certified, and GDPR compliant. All data is encrypted at rest with AES 256 and in transit with TLS 1.2+. The platform follows data privacy regulations and guidelines to protect each individual user.
Can I Use Galileo To Create My Own HR Assistant?
Yes, Galileo is built on the highly configurable Sana platform, enabling users and teams to add their own content and create new AI assistants. We will offer these private workspace features to corporate clients and then roll them out to individual JBA members later in 2024.
How does Galileo Differ From Other AI Tools?
Many companies are experimenting with Generative AI through public internet tools. Galileo differs from these existing AI tools for the following reasons:
Enterprise Scale, Scope, and Security. Galileo is built on an enterprise scale AI platform capable of loading massive volumes of your own company information. This means you can build on the Josh Bersin Company corpus to safely add your own processes, training, compliance documents, and support material for HR professionals and other users throughout your company.
Depth of expertise. The answers and support you receive from Galileo are based on an extensive library from The Josh Bersin Company, one of the world’s leading advisory companies for corporate learning, talent management, and HR. The Josh Bersin Company has customized Galileo to answer and behave as if it were an expert consultant from their organization.
Source attribution. While other AI chat tools don’t consistently back up their answers, Galileo attributes sources to each answer with specific references and further learning content from The Josh Bersin Company library. And for corporate members, you can download and read the detailed sources.
Privacy. While other assistants may get trained on your data and usage, risking data leakage, Galileo lets you upload your own content without training any underlying large language models on your data.
Workflow support. Beyond answering questions and brainstorming ideas, Galileo helps you solve day-to-day tasks like drafting implementation plans because it can generate content based on both expert HR resources and your organization’s information.
How Does Galileo Get Smarter Over Time?
As we say, Galileo is smart and always getting smarter. It does this through many features.
First, Galileo integrates, tags, transcribes, and indexes all of The Josh Bersin Company’s content on an ongoing basis, making sure the system is always trained on the latest research, findings, and vendor information. Every day we add new information.
Second, answers to questions are generated with retrieval-augmented generation (RAG), identifying the semantically relevant videos, audio, and texts, ranking the sources, and attributing the generated answers to the underlying references. We monitor questions and continuously improve results to provide detail and actionable answers.
Third, we take advantage of user-generated feedback. When users upvote or downvote answers the system learns to provide more accurate answers. The Bersin team works with Sana to improve the detailed answers in commonly asked questions. During the 9-month pilot we already optimized hundreds of questions.
Finally, we have developed “prompt chains” of more than 100 known use-cases in HR and management. Galileo literally prompts you to dive into a problem to learn more, explore vendors, read case studies, and learn best-practices. We will accelerate these solutions over time.
The Josh Bersin Company uses Sana AI’s assistant builder to tailor Galileo’s instructions, specifically adapted to various HR roles and tuned with hundreds of archetypical HR scenarios.
Who Is Sana and What is Sana AI?
Sana is an AI company transforming how organizations learn and access knowledge. Their end-to-end learning platform is trusted by hundreds and thousands of users at leading enterprises like Kry/Livi, Merck, and Svea Solar. Backed by top-tier investors, operators, and founders, they have raised over $80m to date. The company’s headquarters are in Stockholm, Sweden, with offices in London and New York. Galileo is powered by Sana AI, the company’s newest product.
To learn more about Sana, go to https://www.sanalabs.com/galileo.
How Is Galileo Sold and Offered?
Initially Galileo is being offered to Josh Bersin Company Corporate Members, enabling these organizations to empower and support their HR teams in an exciting new way. These individuals can access all the information, download all materials, take courses, and share the tools and information with their teams.
In the coming months there will be a version of Galileo for members of The Josh Bersin Academy. We encourage anyone interested to register on our waitlist so that we can provide updates on availability.
How Do I Get Access To Galileo Now?
Please join our wait list, we are now rolling out Galileo to corporate members and look forward to supporting you.
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Exploring the Top 10 HR Tech Trends of 2024The HR field is undergoing significant changes in 2024, with technology playing a pivotal role. Key trends include the use of AI and ML in talent acquisition, a shift to skills-based hiring, and the integration of remote and hybrid work models. Emphasis on diversity, equity, and inclusion (DEI) is growing, alongside the exploration of the Metaverse for virtual HR practices. Data analytics is crucial for informed decision-making, and there's a focus on optimizing user experience and supporting employee well-being and mental health. Enhancing the candidate experience and ensuring data security and compliance are also critical.
2024年人力资源领域正在经历重大变革，技术发挥着关键作用。主要趋势包括在人才招聘中使用人工智能和机器学习，向基于技能的招聘模式转变，以及远程和混合工作模式的整合。多元化、平等和包容性（DEI）的重视日益增加，同时探索元宇宙在虚拟人力资源实践中的应用。数据分析对于做出明智的决策至关重要，优化用户体验和支持员工福祉和心理健康也同样重要。加强候选人体验和确保数据安全与合规性也是关键。
Human Resources is continuously evolving, and in 2024, it is set to undergo a remarkable transformation. With the integration of cutting-edge technology and innovative approaches, HR departments are better equipped than ever to attract, retain, and manage talent effectively. In this blog, we'll delve into the top 10 HR tech trends of 2024, offering a glimpse of how these trends shape the future of HR.
Artificial Intelligence and Machine Learning
Artificial Intelligence (AI) and Machine Learning (ML) are at the forefront of HR tech trends in 2024. These technologies are revolutionizing talent acquisition by streamlining the recruitment process. AI-driven algorithms can assess resumes, conduct initial candidate screenings, and predict a candidate's suitability based on historical data. ML algorithms analyze patterns within employee data to provide insights into performance, helping HR departments make more informed decisions about promotions and job placements.
Skills-based Hiring
Skills-based hiring, which prioritizes a candidate's specific skills and abilities, will significantly impact companies in 2024. This approach will help companies swiftly adapt to the changing job landscape and technological advancements. In 2024, skills-based hiring will:
Improve Recruitment Efficiency: Companies will find it easier to match candidates directly to job requirements, reducing time and resources spent sifting through resumes and interviews.
Reduce Skill Gaps: With skills-based hiring, companies can address skill gaps more effectively and invest in training and upskilling for existing employees to meet the organization's needs.
Increase Employee Productivity: Hiring individuals with the right skills results in quicker onboarding and increased employee productivity, driving business performance.
Remote and Hybrid Work:
Remote work has swiftly transformed the modern workplace and is set to become a permanent fixture in 2024. HR professionals are tasked with managing the challenges of overseeing remote teams, encouraging collaboration, and maintaining employee engagement within virtual environments. Moreover, the growing prominence of hybrid work models demands strategic initiatives to enhance productivity and work-life balance for employees, regardless of their location within or outside the office.
Diversity, Equity, and Inclusion (DEI):
Inclusion and diversity will remain at the forefront of HR agendas in 2024. Organizations will strive to create inclusive cultures where employees from all backgrounds feel valued, respected, and empowered. HR professionals will focus on building diverse talent pipelines, implementing unconscious bias training, and developing inclusive leadership practices. Addressing pay equity and ensuring equal opportunities at all levels will also be prioritized.
Focus on Metaverse in HR
The Metaverse is poised to redefine HR practices. This revolutionary technology seamlessly integrates virtual meetings, interviews, onboarding, and learning experiences. By creating lifelike virtual environments, HR professionals can host dynamic meetings, conduct immersive interviews, and foster engaging discussions among remote teams.
Recognizing its vast potential, organizations embrace the Metaverse to reshape traditional HR processes and enhance collaboration across distributed teams. The Metaverse empowers HR to transcend geographical boundaries, ushering in a new era of impactful virtual interactions that elevate employee experiences and boost organizational productivity.
Harnessing Data for Informed Decision-Making
This trend revolves around leveraging advanced data analytics tools to collect, process, and interpret vast amounts of data within the HR domain. By doing so, HR professionals can gain valuable insights into various aspects of workforce management, including employee engagement, performance metrics, talent acquisition, and workforce planning.
This trend is driven by the recognition that data is critical to making strategic and informed decisions. HR departments increasingly adopt predictive analytics to foresee trends, identify potential challenges, and devise proactive solutions. Through data-driven decision-making, organizations can optimize their HR strategies, streamline operations, and enhance overall workforce effectiveness.
Optimize the User Experience
As HR tech evolves, the user experience is optimized for HR professionals and employees. This trend is about making the technology more user-friendly and intuitive. User-friendly interfaces, simplified navigation, and customized dashboards make it easier for HR personnel to access and utilize HR tools, ultimately improving efficiency and reducing the learning curve.
Employee Well-being and Mental Health Support
HR technology trends are placing a spotlight on employee well-being and mental health. Innovative tools and applications are designed to monitor and support employee well-being, offering resources to help individuals manage stress and achieve a healthy work-life balance. This emerging trend underscores the recognition of the significance of comprehensive employee care.
Emphasizing Candidate Experience Enhancement
Even with resource limitations in 2024, CHROs are committed to maintaining their teams' focus on essential tasks. Companies recognize the imperative need to continually enhance the candidate experience, fortify their employment brand, and expedite their recruitment processes to remain competitive in attracting top talent. Among the myriad HR trends discussed, refining the candidate experience remains an enduring challenge for TA teams.
Data Security and Compliance
Data security and compliance are paramount with the growing use of HR tech. HR departments are increasingly implementing data protection measures to safeguard sensitive employee information and adhere to the ever-evolving global data protection regulations.
Conclusion
As we step into 2024, HR tech trends are shaping the future of human resources management. These trends, from artificial intelligence and machine learning to a strong focus on employee experience, enhance how organizations attract, retain, and manage talent. By staying abreast of these top 10 HR tech trends, businesses can position themselves to succeed in an ever-changing world of work. Embracing these technologies will streamline HR processes and create a more engaged, diverse, and resilient workforce.
by Navjot Kaur
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Webinar：ILS - 2023 Annual ConferenceILS - 2023 Annual Conference
Join us for an in-depth review and discussion on the pivotallegal developments from 2023 and what to expect in 2024.
Featuring most important Supreme Court rulings, Labor andEmployment trends, and International Trade regulations.
THURSDAY.DECEMBER 14.2023
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https://us06web.zoom.us/webinar/register/WN_dBaJvmtaQ-iAlx-cqZ8gLQ#/registration
Hiring Trends 2024: For Tech And Digital Global Employers
ANWESHA ROY 8 MINUTE READ
The hiring landscape has gone through a lot of fluctuations in the last two years. The United States and the European Union (EU) fell into recession, triggering widespread panic amongst tech and digital companies. Businesses had to lay off a large chunk of their workforce as a cost-cutting measure, some even freezing hiring temporarily.
Fast-paced digital agencies and startups understood that they needed a flexible hiring approach to adapt to these circumstances. They realized that hiring remote talents from offshore locations like LatAm, East EU, East Asia, and India was a viable way to grow their workforce. Recruiters soon realized that they needed to prioritize both skills and cultural adaptability while looking for remote talents. Hiring platforms emerged as the helping hand in this matter, with their comprehensive solutions geared to deliver a fast and reliable hiring experience.
In this blog, we will discuss these developments and other hiring trends for 2024, and the job roles that will grow in the near future.
Hiring Trends That Will Define 2024
Adaptable hiring strategies will help tackle the talent shortage
Remote hiring for remote positions is here to stay
Skill-based hiring will gain more prominence
India’s rising talent pool to meet global needs
Talent expectations from global employers are changing
Organizations will look for culture-fit talents
Emergence of hiring platforms
Artificial Intelligence (AI) and Machine Learning (ML) will play a crucial role in optimizing the hiring process
1. Adaptable hiring strategies will help tackle the talent shortage
By 2030, the global tech talent shortage will rise to 85.2 million, leading to a massive loss in revenue. Global employers will be more careful and strategic when hiring in 2024. The demand-supply gap of skilled tech and digital talents is growing every year, which means startups have to work harder to onboard the best talents. They will also look to hire remote talents from offshore locations to upscale as per their budget and resources.
2. Remote hiring for remote positions is here to stay
In 2023, tech and digital startups have to deal with the growing tech talent shortage amidst a precarious global economic scenario. Remote hiring is the most viable solution for these organizations, as they can easily access skilled and cost-effective talents across the globe, with a faster hiring process. Even companies following on-site or hybrid workstyles are hiring certain roles remotely, due to its benefits. contract hiring – uncertain economic conditions are compelling companies to hire full-time long-term contractual employees for flexibility and scalability. Global employers are also open to long-term contractual engagements for full-time employees, to ensure flexibility and scalability.
The number of startups hiring remotely has grown from 900 in 2019, 2,500 in 2020, and 14,000+ in 2022. With a growing number of talents preferring remote workstyle, companies will be able to retain their top talents by setting up distributed teams instead of strictly adhering to local hiring.
3. Skill-based hiring will gain more prominence
92.5% of companies have seen a reduction in their mis-hire rate when implementing skills-based hiring, with 44% reporting a decrease of more than 25%. Going ahead, the qualification of a candidate will be defined by their hard and soft skills, and not just their education and work experience. Technical skills, problem-solving abilities, leadership, adaptability, and more will be closely evaluated by companies. A study shows that hiring for skills is five times more predictive of job performance than hiring for work experience.
To drive this initiative, startups will rely on vetting tools and integrate them within their hiring process. The assessment will be tailor-made for tech and digital roles to aid in finding the most suitable talent. Furthermore, startups have to drop degree requirements from job descriptions and become more specific about the capabilities they are looking for.
4. India’s rising talent pool to meet global needs
Contrary to the talent crisis across the globe, India is generating tech and digital talents consistently in large numbers. Their tech talent pool has grown by 120% in the last five years, with two million STEM graduates every year. The country also has a surplus of 2.5 million digital talents, presenting a great opportunity for global employers.
The average salaries of Indian talents is lower than that of US, EU, and AUS talents, which means global companies can hire equally or better-skilled professionals at a lesser cost.
India also has a wide network of talents specializing in emerging technologies. The number of Indian AI experts on LinkedIn has grown by 14x in the last seven years, the 5th fastest growth after Singapore, Finland, Ireland, and Canada.
These reasons have helped India become the most preferred talent-sourcing hub in the world.
5. Talent expectations from global employers are changing
The global labor market is very tight and the talents have an upper hand in deciding their next employer. To remain competitive, startups have to reexamine their hiring strategies and cater to what the top talents are looking for.
A study reveals that top Indian remote talents want better pay, good work-life balance, and prospects of career growth while choosing an employer. Before hiring from India, global employers have to prepare an offer that fulfills the expectations of these talents.
6. Organizations will look for culture-fit talents
Technical proficiency makes a candidate qualified for the job role, but a cultural fitment aligns makes them the perfect addition to the organization. Both large-scale companies and startups need talents who take initiative, have a positive attitude, and handle situations in a non-confrontational manner. Such skills will uphold the work environment and promote a healthy culture. An org-culture fit talent will be more engaged and satisfied with their job than just a skilled professional.
Finding and hiring culture-fit professionals also impacts the retention rates, as a study shows that 73% of talents have left a job due to poor cultural fitment.
7. Emergence of hiring platforms
According to a 2022 survey by Upwork, 50% of businesses outsource at least some of their work. Of those businesses that outsource, 38% use hiring platforms to find freelancers and contractors. Another report reveals that 48% of companies are planning to increase their use of hiring platforms for offshoring in the next two years.
Hiring platforms offer a number of advantages to businesses, including access to a large pool of skilled and experienced freelancers and contractors, the ability to scale their workforce up or down as needed, and cost savings on labor costs. They also help in vetting candidates to find the right technical and cultural fit, helping in making an informed hiring decision. With their end-to-end solutions, hiring platforms help both fast-paced businesses and enterprises in upscaling confidently within a short period of time.
8. Artificial Intelligence (AI) and Machine Learning (ML) will play a crucial role in optimizing the hiring process
44% of recruiters find AI useful in shortening the hiring cycle, which is the main priority, 32% found it a good way to cut down overhead costs, and 24% found it helpful in identifying the right talents.
Studies suggest that it takes 29 to 66 days to fill tech-based vacancies, which is a very long hiring cycle for startups. In a fast-paced environment with constant deadlines, open roles must be filled as quickly as possible. As time is of the essence, startups are beginning to leverage Artificial Intelligence (AI) and Machine Learning (ML) in their hiring process.
By reducing the time to hire, small-scale startups are also able to cut down overhead and operational costs. In fact, AI/ML have helped companies in North America cut down their costs by 40%, in Europe by 36%, and in the APAC region by 25%.
Application Tracking System (ATS) is also being used by startups to ensure a seamless hiring process. The ATS is useful in organizing applications, managing communications, and tracking the status of candidature. 99% of Fortune 500 Global companies are using ATS for an elevated hiring experience and short cycle, so why shouldn’t startups? After all, it oversees all the tedious processes in hiring, so managers can focus their energy on decision-making and other important tasks.
Region-wise Job Roles Which Will Grow In Demand in 2024
United States
Europe
Australia
According to a survey by NASSCOM, future skills demand is expected to grow to 3.5-3.7 million by 2024, rising from the present 1.2-1.3 million currently employed by the industry. Building on that, here are a few predicted jobs that will be in demand in the next few years, sorted region-wise.
United States
The United States is leading the world in next-gen technology, which reflects in their plans to hire more cloud engineers, machine learning engineers, data scientists, and salesforce developers. The digital sector is also growing at an average of 8.5% CAGR, and the startups are looking to hire more web developers, ad specialists, UI/UX designers, and digital marketing managers.
Europe
European tech startups will focus increasingly on their core services and hire more front-end developers, DevOps engineers, and blockchain developers. Similarly, digital companies will look for PHP developers, web developers, and digital marketing managers. SaaS-based startups in the EU will focus on building next-gen products and user privacy, which is why they will hire more product managers, customer success managers, and security engineers.
Australia
Despite fears of recession, Australian tech startups are focussing on resilient hiring to support their services. They will look to onboard more back-end developers, database administrators, and systems engineers. In the digital sector, SEO specialists, web analytics specialists, and digital sales representatives will be in demand. SaaS-based startups in the country will focus on better customer service by hiring account executives, customer success managers, and e-commerce managers.
Jobs created by AI to look out for in 2024
Prompt Engineer
Prompt engineers are experts in designing and developing AI-generated text prompts for improving the AI prompt generation process for several applications. They use data analysis and programming skills to deliver an elevated user experience in tech and SaaS products.
AI Trainer
AI trainers are responsible for teaching AI systems how to think and interact with users. They work with the development team to ensure the chatbots and virtual assistants respond to customer queries and resolve them effectively. These experts have a strong background in data science, natural language processing (NLP), and machine learning.
AI Auditor
AI auditors evaluate the safety, legality, and ethics of AI systems so they can be put to good use. They review codes, conduct data analysis, and test the systems to ensure the system does not produce biased or discriminatory responses.
Machine Managers
Machine managers oversee the AI-operated hardware and systems, and ensure everything is intact for peak performance. They are responsible for the efficient operation and minimum downtime of AI tools, making them indispensable for the tech sector.
Final Thoughts
The secret to success in talent acquisition is to identify the trends, adapt your strategy, and prepare for the future. It is important to constantly monitor the ever-changing hiring landscape to build a productive workforce for the long run.
As we enter 2024, the major focus for global employers will be on identifying the best candidates for the role and leveraging digital tools for a smarter process. Digital agencies also have to offer what talents seek in their employer in order to improve their chance of hiring the best candidates.
By aligning these hiring trends in advance, global recruiters like digital agencies, IT services companies, and SaaS-based tech companies can stay ahead of the curve and hire methodically.
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