David Green: The best HR & People Analytics articles of February 20252025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Most organizations track skills through self-reports, manager assessments, and outdated frameworks.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.
HR Analytics
2025年03月02日
HR Analytics
HR and HRIS Trends for 2025: Key Priorities for HR Leaders to Address Today
随着2025年的临近，人力资源（HR）和人力资源信息系统（HRIS）正经历着加速变革的时期。HR流程的数字化、不断变化的员工期望以及新的职场动态，正深刻地重塑组织在人才管理和运营方面的方式。面对这些挑战，HR领导者必须提前洞察趋势并作出调整，以成功推动HR职能的转型。
HR Path作为该领域的领导者，被列入Gartner®《2024年HR转型咨询市场指南》的代表性供应商名单。这一认可彰显了我们在帮助企业进行HR转型方面的专业知识和承诺，使它们能够采用针对未来需求的最佳实践和技术。到2025年，HR领导者不仅需要应对快速变化的环境，还要利用工具和策略，让组织在竞争中保持优势。
本文概述了2025年的关键HR和HRIS趋势，并提供了实用的见解，帮助决策者制定策略并应对未来的挑战。
1. HR职能的数字化转型：至关重要的变革
HR流程的数字化已经成为战略重点。自动化行政任务并利用先进的HRIS工具，使HR领导者能够专注于更高价值的活动，如人才管理和提升员工体验。
人工智能（AI）和机器人流程自动化（RPA）等技术正在重新定义企业在招聘、培训、绩效管理和福利管理方面的方法。到2025年，HR数字化的步伐将因员工期望和业务效率的需要而进一步加快。
2. 员工体验：HR战略的核心
到2025年，员工体验仍将是HR的核心优先事项。员工期望迅速演变，灵活性、自主性、工作场所幸福感和成长机会成为吸引和留住人才的关键因素。
HR领导者需要实施能够为每位员工提供无缝且个性化体验的解决方案，无论他们的工作模式是现场、混合还是远程。HRIS工具通过集中信息、简化行政流程和改进组织内部的沟通，为员工创造一个他们感到被重视和投入的工作环境。
3. 人力资源数据在人才管理中的战略重要性
HR数据在战略决策中变得愈发重要。大数据和HR分析使HR领导者能够更好地理解员工行为、识别关键人才并预测未来技能需求。到2025年，利用HR数据进行战略决策将成为首要任务。
企业必须投资于收集、分析和利用HR数据的工具，以优化招聘、绩效管理和劳动力规划流程。定制的仪表板和报告将帮助HR领导者监控其战略的有效性，并根据实际业务需求进行调整。
4. 远程办公与灵活性：混合模式的演变
到2025年，混合工作模式将继续占主导地位，但会更加细化。许多公司可能会保留完全或部分远程的工作安排，而另一些公司则逐步恢复到更传统的现场模式，或实施符合其业务和员工需求的混合系统。
后疫情时期表明，没有单一方法适合所有组织。有些公司发现远程办公提高了生产力并提供了更大的灵活性，而另一些公司更重视面对面的协作和公司文化的加强。
企业需要找到平衡点：
对一些公司来说，这可能意味着固定的办公室日以维持团队凝聚力和协同工作。
对另一些公司而言，则可能是灵活的混合模式，让员工选择远程或办公室工作时间。
HRIS工具将在管理这种灵活性方面发挥关键作用，包括跟踪考勤、管理缺勤和优化工作日程。这些工具还将衡量这些实践对绩效和员工幸福感的影响。
5. 持续学习与技能发展：战略重点
到2025年，持续学习和技能发展将成为中心议题。企业必须预测岗位角色和技能需求的变化，以应对未来挑战。提升技能和重新培养将成为支持员工职业成长的首要任务。
HR领导者应投资于在线培训解决方案、学习管理系统（LMS）和学习体验平台（LXP），以提供灵活、可访问和个性化的培训路径。这些工具将帮助员工保持技能的更新，同时促进他们在组织中的成长。
6. 多样性与包容性：2025年的关键目标
多样性与包容性（D&I）将在2025年继续成为优先事项。企业必须实施具体的战略，以促进包容性的工作环境。HR领导者需要确保招聘、职业管理和薪酬实践的公平性和透明性。
HRIS工具应包括跟踪D&I计划和衡量进展的功能。目标是创造一个无论性别、背景或经验如何，每位员工都能茁壮成长的工作场所。
7. 员工幸福感：2025年的重点
员工幸福感，特别是心理健康，将成为2025年HR领导者的关键关注点。企业必须引入心理支持计划，促进工作与生活的平衡，并提供更加适应员工需求的工作空间。
HRIS工具可以整合幸福感项目，衡量员工满意度并提供支持服务。到2025年，创造一个健康的工作环境将成为吸引和留住顶尖人才的重要因素。
总结
2025年，HR和HRIS趋势将与组织的演进密不可分。为在这场转型中取得成功，HR领导者必须预测不断变化的员工期望，拥抱数字技术，并专注于灵活性、学习、多样性和幸福感为中心的战略。通过今天做出正确的决策，企业不仅可以应对当前的挑战，还能在未来职场中占据领导地位。
As we approach 2025, human resources (HR) and human resource information systems (HRIS) are undergoing a period of accelerated transformation. The digitalization of HR processes, evolving employee expectations, and new workplace dynamics are profoundly reshaping how organizations manage talent and operations. In light of these challenges, HR leaders must anticipate trends and adapt to drive the transformation of their HR functions successfully.
HR Path, recognized as a leader in this field, was listed as a Representative Vendor in the Gartner® Market Guide for HR Transformation Consulting 2024. This acknowledgment underscores our expertise and commitment to helping businesses navigate HR transformations, enabling them to adopt best practices and technologies tailored to future demands. By 2025, HR leaders will not only have to manage a rapidly changing environment but also leverage the tools and strategies that will keep their organizations competitive.
This article provides an overview of key HR and HRIS trends for 2025, offering practical insights to help decision-makers structure their strategies and address upcoming challenges.
1. The Digitalization of HR Functions: A Vital Transformation
The digitalization of HR processes is now a strategic imperative. Automating administrative tasks and utilizing sophisticated HRIS tools allow HR leaders to focus on higher-value activities, such as talent management and enhancing employee experiences.
Technologies like artificial intelligence (AI) and robotic process automation (RPA) are redefining how organizations approach recruitment, training, performance management, and benefits administration. In 2025, the pace of HR digitalization will continue to accelerate, driven by employee expectations and the need for overall business efficiency.
2. Employee Experience: The Core of HR Strategy
Employee experience will remain at the heart of HR priorities in 2025. Employee expectations are evolving rapidly, with flexibility, autonomy, workplace well-being, and growth opportunities emerging as essential factors for attracting and retaining talent.
HR leaders must implement solutions that provide a seamless and personalized experience for every employee, regardless of their role or work model (on-site, hybrid, or remote).
HRIS tools play a crucial role in delivering this experience by centralizing information, simplifying administrative processes, and improving communication across the organization. The goal is to create a work environment where every employee feels valued and engaged.
3. The Strategic Importance of HR Data in Talent Management
HR data is becoming increasingly central to strategic decision-making. Big data and HR analytics enable HR leaders to better understand employee behaviors, identify key talent, and predict future skill needs. By 2025, leveraging HR data for strategic decision-making will be a top priority.
Organizations must invest in tools that collect, analyze, and utilize HR data to optimize recruitment, performance management, and workforce planning processes. Custom dashboards and reports will help HR leaders monitor the effectiveness of their strategies and make adjustments based on real business needs.
4. Remote Work and Flexibility: Evolving Hybrid Models
By 2025, the hybrid work model will continue to dominate but with greater nuance. While many companies may maintain fully or partially remote work arrangements, others are gradually returning to more traditional on-site models or implementing hybrid systems tailored to their business and workforce needs.
The post-pandemic period has demonstrated that no single approach works for everyone. Some organizations have seen telework boost productivity and offer greater flexibility, while others value physical presence for strengthening company culture and face-to-face collaboration.
Businesses will need to strike a balance:
For some, this might mean fixed in-office days to maintain team cohesion and synergy.
For others, it may involve flexible hybrid models, allowing employees to choose when to work remotely or in-office.
HRIS tools will play a key role in managing this flexibility by tracking attendance, managing absences, and optimizing work schedules. These tools will also measure the impact of these practices on performance and employee well-being.
5. Continuous Learning and Skills Development: A Strategic Priority
In 2025, continuous learning and skill development will take center stage. Companies must anticipate changes in job roles and required skills to address future challenges. Upskilling and reskilling will become priorities for supporting employees in their professional growth.
HR leaders should invest in online training solutions, learning management systems (LMS), and learning experience platforms (LXP) to provide flexible, accessible, and personalized training pathways. These tools will help keep employees’ skills up to date while fostering their growth within the organization.
6. Diversity and Inclusion: Achieving Key Objectives in 2025
Diversity and inclusion (D&I) will remain top priorities in 2025. Companies must implement concrete strategies to foster an inclusive work environment. HR leaders will need to ensure that recruitment, career management, and compensation practices are equitable and transparent.
HRIS tools should include features to track D&I initiatives and measure progress. The goal is to create a workplace where every employee, regardless of gender, background, or experience, can thrive.
7. Employee Well-being: A 2025 Priority
Employee well-being, particularly mental health, will be a key focus for HR leaders in 2025. Businesses must introduce psychological support initiatives, promote work-life balance, and provide more adaptable workspaces.
HRIS tools can integrate well-being programs to measure employee satisfaction and offer support services. By 2025, creating a healthy work environment will be a critical factor in attracting and retaining top talent.
In 2025, HR and HRIS trends will be inseparable from organizational evolution. To succeed in this transformation, HR leaders must anticipate changing employee expectations, embrace digital technologies, and focus on strategies centered around flexibility, learning, diversity, and well-being. By making the right decisions today, companies can not only address current challenges but also position themselves as leaders in the future of work.
Hireology Named Best Applicant Tracking System of 2024 by Hotel Tech ReportHireology's recognition by Hotel Tech Report showcases their ability to understand the unique needs of the hotel sector and deliver innovative solutions. With an increasingly competitive job market, hiring the right personnel is crucial for hotels to maintain their high standards of service and guest satisfaction.
"We’re excited to announce that Hireology has ranked #1 overall on the Global Best Applicant Tracking Systems (ATS) list in the 2024 HotelTechAwards! The HotelTechAwards are produced by Hotel Tech Report, the leading authority on hotel software and digital transformation in the hotel industry."
Often referred to as “the Grammys of hotel tech,” the HotelTechAwards rank the world’s best hotel software companies and products based on authentic, timely reviews from real users. Winners have been selected from more than 200 of the top technology products around the world.
“The ranking process is simple, transparent, and unbiased — judging is based on time tested ranking factors developed specifically for the industry. Only verified hoteliers with hands-on experience using each product are allowed to participate in the voting process. This means that Hireology’s users decided the #1 ATS,” said Hotel Tech Report CEO, Jordan Hollander.
With more than 10,000 customers, Hireology is the only applicant tracking system built to power better hiring for multi-location businesses that largely rely on skilled talent like hotels. Our platform makes it easy for users to source quality talent across key channels, streamline hiring with innovative recruitment automation, and make smarter hiring decisions rooted in data.
“This recognition from Hotel Tech Report validates the work we’re doing at Hireology to help hotels capture more than their fair share of quality talent and fill critical revenue-driving roles faster,” said Adam Robinson, CEO at Hireology. “We’re grateful for every customer who helped us earn the top spot on this list, and we’re looking forward to helping even more hotels navigate today’s challenging hiring market and achieve their goals in 2024 and beyond.”
In 2023 alone, Hireology launched several critical product updates that are designed to help their hotel customers not only attract better quality talent but also streamline the hiring process to fill critical roles faster, including:
Indeed Sponsored Jobs integration: Sponsor jobs on Indeed directly from the Hireology platform — helping you maximize your reach to top candidates and make hires faster all without ever leaving Hireology
Innovative ChatGPT integration: Leverage generative AI to instantly craft quality descriptions for new open jobs
Enhanced candidate communication automations: Keep candidates engaged and reduce no-shows with automated messaging for routine updates
Employee referral campaign templates and manager: Quickly launch optimized text and email campaigns and start driving quality referrals faster
Hotel Tech Report’s lists are based on data from over 16,000 verified customer reviews during the HotelTechAwards period. These reviews were written and published between September 1,2023–December 15,2023, with participation from every major hotel brand and thousands of independents. In one review, a Hireology customer noted how they’ve driven better quality candidates and made smarter hiring decisions with our platform:
“With Hireology I am able to track all of my candidates from the various recruiting websites and see all the candidates in one spot. With their screening tools I am able to pick out the candidate that has the most potential to be a good fit for the position. I have a better turn out and response rate for candidates that I have considered, and I have had a better quality of candidates who show up to the interview. The candidates that I have hired have become invaluable assets to my property.”
Today’s announcement comes at the heels of the Winter G2 awards, where they placed in the top 10 in more than 200 reports and earned the top spot in 28—including referral programs, recruitment marketing, and HR analytics. Additionally, Hireology was recently named the American Hotel and Lodging Association’s (AHLA) Leadership Partner for Talent Technology. Learn more about this partnership here.
To learn more about Hireology’s hospitality-specific ATS, take a self-guided virtual tour today! Or reach out to one of our experts for a free 1:1 consultation.
SOURCE Hireology
HR Analytics
2024年01月10日
HR Analytics
您需要了解的 19 个最重要的人力资源指标
In the complex, ever-evolving realm of human resources, effective decision-making is anchored in data-specific insights. This underlines the significance of HR metrics, which serve as key navigational beacons in the journey of driving business success. These metrics, or key performance indicators (KPI) – do not mix them with Key Result Areas (KRA), transform abstract aspects of HR management into quantifiable data, which can be measured, analyzed, and optimized. In this review, we will navigate through the 19 most crucial HR metrics, offering HR professionals and business leaders a comprehensive understanding of these powerful analytical tools.
Table of Contents
Key HR Metrics
Number of Employees (FTEs)
Employee Turnover Rate
Voluntary Turnover Rate
Employee Net Promoter Score (eNPS)
Employee Engagement
Employee Satisfaction
Employee Experience
Employee Value
Recruitment Metrics
Time to Hire
Time to Fill
Cost of Hire
Compensation and Benefits Metrics
Salary Range Penetration
Salary Averages
Pay Equity
Pay Gap
Gender Pay Gap
Talent Development Metrics
Employee Growth Rate
Retention Rates
Employee Performance Metrics
Summary
At the helm of these metrics are those concerning workforce management. Metrics such as employee turnover rate, retention rate, and absenteeism rate offer profound insights into the dynamics of the workforce. These HR metrics allow teams to assess workforce stability and employee engagement, and are instrumental in highlighting areas that need remedial action, contributing to enhancing workforce efficiency and fostering a positive organizational culture.
Moreover, the spectrum of HR metrics extends to illuminate performance-based aspects, using data points like productivity rate, performance score, and training effectiveness. These metrics are invaluable in tracking skill enhancement, individual and team performances, and the efficacy of training initiatives. By analyzing these HR metrics, HR Managers can optimize talent management strategies, assisting in the creation of a high-performing, competitive workforce.
Another significant category involves financial aspects including compensation competitiveness ratio and the cost of hiring. By yielding a clear perspective of the financial implications of HR policies, these metrics enable organizations to ensure their reward structures are market-competitive and recruitment processes are cost-effective. Armed with these HR metrics, management can strike an optimal balance between employee satisfaction and the organization’s financial health.
19 Most Important HR Metrics
To encapsulate, the knowledge and understanding of these 19 imperative HR metrics provide a robust framework for strategic decision making in HR management. Each data point, each metric acts like a compass directing towards greater business success. They bravely shine the light on areas of improvement, success, and stagnation. By intelligently utilizing these HR metrics as outlined in the HRM Guide, HR leaders stand poised to significantly augment their human resource initiatives, thereby strengthening the backbone of their organizations.
The relationship between HR Metrics and HR Analytics forms a powerful synergy that fuels informed decision-making. While HR Metrics offer quantifiable indicators of HR policies’ efficiency and effectiveness, HR Analytics dives deeper, harnessing these metrics to glean crucial insights and derive data-driven conclusions. This confluence of metrics and analytics is central to enhancing the overall effectiveness of HR management, ensuring that decisions made are grounded in empirical evidence and tailored to the organization’s evolving needs.
In essence, the symbiosis between HR Metrics and HR Analytics paves the way for continuous improvement and strategic foresight, standing testament to the commitment of HR teams and organizations in nurturing and safeguarding the success of their people.
Key HR Metrics
In the sphere of Human Resource Management, informed decision-making is the cornerstone of effective practice. It is this that underscores the quintessential value of Key HR Metrics. These quantitative indicators reflect the efficiency and effectiveness of HR policies and operations, generating valuable insights that guide business strategy. Harnessing these metrics equips HR practitioners with a robust toolkit to measure, analyze, and optimize various aspects of HR processes.
Navigating this vast array of metrics, a few distinguish themselves for their impact and universality. Among these are the Employee Net Promoter Score (eNPS), Employee Turnover Rate, and several other vital measures. The eNPS, a definitive metric of employee loyalty and job satisfaction, offers a transparent lens into the internal health of an organization. On the other hand, the Employee Turnover Rate stands as an indicator of organizational stability and workforce retention capacity. Thorough exploration and seamless integration of these key metrics play a pivotal role in honing effective HR strategies.
Number of Employees (FTEs)
Nestled within the cascade of HR metrics, the ‘Number of Employees’ or ‘Full-Time Equivalent’ (FTE) stands out as a fundamental measure of an organization’s human capital. This metric tracks the total number of full-time employees within the organization, encapsulating the breadth of the workforce at a glance. Understood across industries, FTE refers to the number of full-time employees that could have been employed if the reported number of hours worked by part-time employees had been worked by full-time employees.
While seemingly straightforward, the value derived from this key metric extends far beyond a cursory headcount. A clear understanding of the Number of Employees (FTEs) serves as a vital foundation for resource planning and analysis. It aids in assessing the organization’s growth and expansion capacity, mapping the trajectory of workforce development, and determining if current staffing levels are aligned with the business goals.
It also provides a clear picture of the scale at which HR policies and procedures operate, reinforcing the significance of understanding this measure within the larger HR Analytics structure. Ultimately, the metric mirrors the size and complexity of an organization’s human resources, guiding critical decisions about recruitment, retention, and resource allocation to align with the organization’s strategic objectives.
Employee Turnover Rate
Among the essential HR Metrics, the Employee Turnover Rate holds significant weight as a measure of workforce stability. This crucial metric gauges the rate at which employees exit an organization within a specified time frame, reflecting the tempo of attrition. An elevated turnover rate may be a symptom of underlying issues with job satisfaction, company culture, or a disconnect between employee expectations and organizational realities. By monitoring and analyzing this metric, HR specialists and business leaders alike can glean crucial insights into the overall health and attractiveness of their workplace.
Understanding the Employee Turnover Rate assists organizations in identifying areas in need of improvement and implementing targeted interventions. A high turnover rate can profoundly impact a company’s bottom line, as the loss of experienced personnel often leads to increased recruitment costs and decreased productivity. Additionally, it may negatively affect the morale of the remaining workforce, as employees witness their peers departing, potentially eroding the organization’s internal cohesion.
Conversely, a low Employee Turnover Rate often speaks to a thriving and nurturing work environment where employees are content and well-supported. It signifies that the organization has been successful in fostering a positive company culture, attractive compensation packages, and opportunities for personal and professional growth. Analyzing this metric in tandem with other HR Metrics, such as Employee Retention Rate and Employee satisfaction, can provide a comprehensive and holistic picture of the employee experience within the organization.
To sum up, the Employee Turnover Rate is an indispensable tool that allows HR professionals to recognize the strengths and weaknesses of their talent management strategies effectively. Pivoting their initiatives and interventions based on this data, organizations are better equipped to create a more stable, engaged, and high-performing workforce. Recognizing the immense value of this metric and taking proactive steps to address unwanted fluctuations is a testament to an organization’s commitment to its people’s success and well-being.
Voluntary Turnover Rate
In the sphere of human resource management, deciphering the dynamics of employee attrition is of paramount importance. Here, an essential metric that provides specific insights is the Voluntary Turnover Rate. Distinct from overall turnover, this metric zeroes in on the number of employees who willingly choose to leave the organization. By analyzing this key performance indicator, HR managers and business leaders gain valuable understanding into the effectiveness of their employee retention strategies and overall workplace health.
Unveiling the reasons behind voluntary departures empowers organizations to address potential lapses in their offerings and policies. Common drivers of voluntary turnover may include a lack of career advancement opportunities, insufficient compensation, or a misalignment of personal values with the organization’s culture. Identifying such factors through the lens of the Voluntary Turnover Rate enables HR teams to proactively design and implement relevant programs, cultivating a more nurturing, engaging work environment.
Moreover, tracking the Voluntary Turnover Rate in combination with other HR metrics, such as Employee Satisfaction and Employee Retention Rate, can provide a comprehensive overview of employee engagement and commitment. By addressing the issues highlighted by these interrelated metrics, organizations ensure that they maintain a content and productive workforce willing to contribute to the company’s long-term vision.
The Voluntary Turnover Rate serves as an eye-opening metric for understanding an organization’s employee retention capabilities. Through skillful analysis and thoughtful response, HR departments and business leaders can utilize this metric to sharpen their talent management strategies, sustain a resilient workforce, and ultimately, fortify their organization’s foundation by fostering a committed and satisfied team of professionals.
Employee Net Promoter Score (eNPS)
In the multifaceted domain of human resources, the Employee Net Promoter Score (eNPS) emerges as a powerful tool to measure employee satisfaction and engagement. This metric gauges the loyalty of employees by posing a simple, yet insightful question: How likely are they to recommend the company as a place to work? Built on the premise of the Net Promoter Score concept used in customer satisfaction, the eNPS distills the essence of employee sentiment into meaningful key data points that reflect their commitment and attachment to the organization.
A profound understanding of the Employee Net Promoter Score offers HR professionals and business leaders not merely a numerical score, but valuable insights into the health and vitality of their organizational culture. By monitoring the fluctuations of this pivotal metric, organizations can identify trends, recognize areas of success, and spot aspects of the work environment that might require redress and reinforcement.
Furthermore, the analysis of the eNPS in conjunction with related HR metrics provides a holistic perspective on the many elements influencing employee satisfaction. For instance, evaluating eNPS alongside Employee Turnover Rate or Employee Retention Rate can illuminate the intricate relationship between overall satisfaction and workforce stability. By harnessing the power of these interrelated data points, HR teams can tailor their strategies and interventions, ultimately fostering a nurturing environment that engenders employee commitment and loyalty.
The Employee Net Promoter Score remains a cornerstone within the portfolio of HR metrics for assessing employee satisfaction and engagement. The wisdom and understanding that arise from the skillful interpretation of eNPS pave the way for optimizing employee experience and cultivating a resilient organization deeply invested in the success of its people. Embracing the opportunity to learn from the eNPS reflects an organization’s commitment to fostering a thriving culture, where employee satisfaction and well-being are at the core of its mission.
Employee Engagement
Employee Engagement is a vital HR metric that gauges the emotional investment and commitment of employees towards their work and the company. This measurement helps gauge the level of enthusiasm, loyalty, and dedication employees have for their roles within the organization. It directly impacts key performance indicators, such as productivity, turnover, and overall organizational performance. Simply put, employee engagement stems from the deeply human need for fulfillment in one’s work and plays a decisive role in the success of an organization.
Delving deeper into Employee Engagement unveils its significance. High engagement levels often translate into a more motivated, resilient workforce that achieves higher productivity levels and fosters a lower turnover rate. Engaged employees are typically more loyal, invest greater effort into their work, and are likely to go the extra mile for the company’s success. Additionally, they form the backbone of a positive workplace culture, contributing to a harmonious, cooperative work environment.
However, measuring Employee Engagement can be challenging, as it encompasses various key data points, including job satisfaction, loyalty, pride in their work, and the quality of relationships with co-workers and supervisors. Various tools like surveys and feedback sessions can gather these data points, which, when analyzed together, can provide a composite picture of the organization’s engagement health.
In essence, Employee Engagement is an invaluable measurement within the HR metrics spectrum. Its findings shed light on the pulse of the organization, highlighting areas that require optimization to enhance job satisfaction, increase loyalty, and improve overall performance. Prioritizing and nurturing Employee Engagement reflects an organization’s commitment to its most critical resource – its people. It is a testament to the organization’s dedicated pursuit of achieving success by building a highly engaged and motivated workforce.
Employee Satisfaction
Within the dimensions of Human Resources Management, the metric of Employee Satisfaction stands as a direct barometer of how content employees are. It comprehensively measures their satisfaction levels with aspects like job roles, the work environment, organizational policies, and workflows. This critical metric transcends the mundane statistics, illuminating the subjective experiences and feelings of employees towards their workplace.
Central to the robustness of the HR Processes, Employee Satisfaction harbors the potential to significantly influence an organization’s success trajectory. A workforce that is satisfied with their roles, feels valued, and finds alignment with organizational policies tends to exhibit higher productivity, lower turnover rates, and greater levels of engagement. It also underscores the positive aspects of an organization’s culture, reinforcing its attractiveness to prospective talent and bolstering its reputation in the job market.
By undertaking regular Employee Satisfaction surveys and making this assessment an integral part of their Human Resources Management, organizations can amass valuable insights. These key data points then serve as a compass to navigate the planning and execution of HR policies, correcting course where needed and thus ensuring an environment that promotes satisfaction.
To conclude, Employee Satisfaction (aka Employee Happiness) is not merely a measure of contentment. It is a testament to the effectiveness of the HR processes and the overall health of an organization. Prioritizing this critical metric helps build a workforce that is not just satisfied, but also engaged, productive, and committed to driving the organization’s success.
Employee Experience
A core metric within the domain of Human Resources Management is the Employee Experience. This term encompasses an employee’s entire journey within an organization, encapsulating every touchpoint from recruitment to exit. It includes their encounters with the organization’s culture, work environment, management philosophy, and HR Operating Rhythm. Essentially, it reflects how an employee perceives their interaction with the organization at large, offering a panoramic view of their professional journey.
The depth and breadth of the Employee Experience shed light on critical aspects of the Human Resources Management strategy. It helps identify potential areas for improvement, and, perhaps more importantly, areas that are working well. This measure is not confined to the individual employee’s direct work-related tasks; it extends to cover the overarching environment, company culture, and sentiment within the organization. A positive experience fosters a feeling of inclusion, boosts engagement, improves job satisfaction, and reinforces a sense of loyalty.
Accurate measurement of the Employee Experience requires a detailed understanding of the organization’s HR Operating Rhythm. It calls for a systematic, disciplined approach to assess each phase of an employee’s journey, from onboarding and integration to growth and eventually, their exit. Regular feedback sessions, pulse surveys, and open communication channels can serve as tools for capturing the nuances of Employee Experience reliably.
The Employee Experience stands as a pillar in the realm of HR metrics. A thorough understanding of this metric empowers Human Resources Management to create a fulfilling, rewarding environment that positively influences every facet of the employees’ professional lives. In prioritizing Employee Experience, an organization reinforces its commitment to its most valuable asset–its people. This is instrumental in building a strong, vibrant, and high-performing workplace where each individual is fully engaged and aligned with the company’s vision and direction.
Employee Value
In the strategic framework of human resource management, Employee Value emerges as a critical metric. This term encapsulates the aggregate contribution an employee brings to an organization, assessed in light of key facets such as productivity, innovation, and teamwork. Effectively, it quantifies the unique worth of each employee within the organization, detailing their individual impacts on overall company performance.
An employee’s value is intrinsically linked to their productivity. Higher employee productivity often directly translates to greater value for the organization. However, this metric extends beyond merely measuring task completion rates or output levels. It also encompasses the innovative capacities of the employee–their potential and demonstrated ability to introduce or improve processes, ideas, or products, thereby contributing to the organization’s evolution and growth.
Further, the concept of Employee Value embraces the power of teamwork, recognizing the synergistic effects of cooperative, harmonious office relationships. The quality of interactions and collaborations, the readiness to assist colleagues, and the ability to effectively function within a team all contribute to an individual’s cumulative value to an organization. Understanding these dimensions through the lens of Employee Value illuminates the factors driving both individual and collective successes.
The Employee Value stands as a comprehensive measure of an employee’s impact on an organization. It encompasses not only the tangible output in terms of employee productivity but also the softer aspects of innovation capacity and teamwork. A nuanced understanding and application of the Employee Value metric play a pivotal role in empowering HR leaders and business leaders alike, enabling them to enhance talent management strategies, foster a productive workplace, and drive their organization toward unparalleled success.
Recruitment Metrics
Recruitment Metrics serve as indispensable tools for HR managers and business leaders striving to optimize their talent acquisition process. These essential performance indicators, including time-to-hire, time-to-fill, and cost-of-hire, enable organizations to assess the efficacy, speed, and cost-effectiveness of their recruitment frameworks. By evaluating these key metrics, decision-makers can ensure that their talent acquisition strategies are aligned with the organization’s broader objectives while providing a seamless experience for both candidates and hiring managers.
Central to the HR metrics ecosystem, Recruitment Metrics hold the key to detecting areas requiring streamlining, improvement, or an outright transformation in the recruitment journey. A comprehensive understanding of these metrics allows an organization to stay competitive in the job market, attract top talent, and fine-tune their recruitment strategies to bolster their workforce. In this context, time-to-hire, time-to-fill, and cost-of-hire metrics emerge as vital signposts guiding organizations toward the best practices for finding, hiring, and retaining exceptional candidates while striving for operational excellence.
Time to Hire
In the panorama of HR metrics, Time to Hire emerges as a key measure of efficiency within the recruitment process. It succinctly outlines the duration from when a job is posted to when a candidate accepts the offered role. A shorter Time to Hire often stands as an indicator of a more streamlined and efficient hiring process, reflecting the effectiveness of the recruitment strategies employed by an organization.
Assessing Time to Hire provides valuable insights into the speed and efficacy of the recruitment function. A brief duration could signal a well-structured and efficient system capable of quickly attracting, evaluating, and securing suitable candidates. It may also imply a positive working relationship with hiring managers, facilitating swift decision-making and expediting the overall recruitment process.
Conversely, a lengthier Time to Hire could indicate possible inefficiencies or bottlenecks that are slowing down the recruitment cycle. These could range from a lengthy decision-making process, difficulties in attracting the right candidates, to perhaps the absence of a robust recruitment platform or system. Understanding and analyzing this metric empowers an organization to undertake necessary revisions or enhancements to the recruitment process.
Time to Hire is an essential recruitment metric, offering quantifiable evidence of the strengths and potential weak links within an organization’s recruitment process. Regular monitoring of this metric enables HR hiring specialists to uphold the efficiency and effectiveness of their recruitment practices, ensuring the organization remains competitive in the dynamic talent acquisition landscape. Having an optimized Time to Hire helps harness the full potential of the recruitment process, ensuring timely talent acquisition that aligns with the strategic growth objectives of the organization.
Time to Fill
At the heart of an organization’s talent acquisition process stands the crucial recruitment metric known as Time to Fill. This metric gauges the amount of time it takes to fill a vacant position, stretching from the moment a job opening is identified to the point when the selected candidate steps into the role. Time to Fill shines light on the efficiency of an organization’s hiring practices, offering valuable insights into potential bottlenecks or areas that may warrant improvement.
A shorter Time to Fill typically reflects a well-orchestrated recruitment process, where vacant positions are rapidly filled, minimizing the adverse impacts of extended vacancies on the organization’s operational efficiency. Conversely, a protracted duration can signal complexities within the talent acquisition process that may require streamlining, or a case of substantial applicant volume making candidate selection challenging. Analyzing Time to Fill enables HR managers and business leaders to reveal and address any inefficiencies, reinforcing smoother, more effective hiring practices.
Developing an understanding of Time to Fill is fundamental in fostering a more efficient talent acquisition process. Through the identification of friction points, organizations can take targeted measures such as optimizing job descriptions, refining selection criteria, or enhancing the interview process. These tailored strategies contribute to a more agile and proficient recruitment system, resulting in a competitive advantage in the quest for top talent.
In summary, the Time to Fill metric serves as a vital indicator of the productivity and effectiveness of an organization’s talent acquisition process. Identifying areas for improvement can bolster overall efficiency, ensuring that businesses are well-positioned to swiftly hire the brilliant minds required to drive the organization to new heights. This metric not only measures the speed of the recruitment process but also signifies the organization’s commitment to selecting the best candidates for the job, thereby contributing to a sustainable, high-performing workforce.
Cost of Hire
In the realm of effective talent management strategies, understanding the Cost of Hire is of paramount importance. This financial metric delves into the costs associated with filling a vacant position, encompassing both direct and indirect expenses incurred during the talent acquisition process. Direct costs include job advertising fees, agency or recruiter fees, and background check costs. Indirect costs may incorporate time spent on candidate sourcing, interviewing, and onboarding across different organizational departments. A comprehensive overview of Cost of Hire offers indispensable insights to HR team members and business leaders, enabling them to evaluate their organizations’ recruitment efficiency and overall competitiveness.
Evaluating the Cost of Hire is crucial in optimizing talent acquisition strategies, which, in turn, can profoundly influence an organization’s long-term success. By monitoring this metric, decision-makers can identify areas where cost savings and process improvements can be realized, minimizing excessive recruitment expenditure without compromising on the quality of hires. A solid grasp of Cost of Hire supports resource allocation and budgeting decisions, ensuring that organizations remain agile and capable of attracting top talent in the increasingly competitive job market.
Efficient Cost of Hire management is vital to the sustenance and growth of an organization. By streamlining the talent acquisition process, HR professionals and business leaders can balance cost control with the pursuit of high-quality candidates, ultimately fostering a strong and vibrant workforce. Continued investment into refining recruitment strategies and processes will contribute to reductions in Cost of Hire while also positioning companies as attractive destinations for top talent.
Assessing and managing the Cost of Hire is integral to the development and optimization of a company’s talent acquisition process. By examining these costs and identifying areas of potential improvement, organizations can refine their recruitment strategies, strike a balance between cost-efficiency, and quality hires, and solidify their foundation for enduring success. As a critical component of the recruitment metrics toolkit, the Cost of Hire serves as a key investment in the prosperity and future of the organization and its employees.
Compensation and Benefits Metrics
Amplifying the potency of an organization’s human resources strategy necessitates a comprehensive understanding of Compensation and Benefits Metrics. These crucial benchmarks, encapsulating aspects like pay gaps, salary averages, and more, guide HR managers and business leaders in making informed decisions about their organizations’ compensation structures. With these metrics at their disposal, professionals are better equipped to foster a fair, competitive, and enticing workplace, uplifting both employee satisfaction and organizational performance.
Beyond merely representing numbers, Compensation and Benefits Metrics carry significant implications for talent acquisition, retention, and overall employee engagement. Drawing a clear picture of current compensation structures and comparing them to market standards can yield deep insights and illuminate areas for potential improvement. By closing pay gaps, aligning salary averages with industry standards, and delivering competitive benefits packages, organizations can showcase a palpable commitment to their employees’ welfare, ultimately underpinning a rock-solid foundation for sustainable success.
Salary Range Penetration
At the nexus of effective compensation management is the critical metric known as Salary Range Penetration. This evaluates how closely an employee’s salary matches the market or industry standards, ensuring businesses offer a competitive compensation package. Here, the Total Cost of compensation incorporates the entire salary spectrum—from minimum to maximum—considering various job roles and levels within an organization.
The central role of Salary Range Penetration is to measure the employee’s pay position within the organization’s established salary range. This can help determine if the compensation offered aligns with industry benchmarks and remains attractive to both the current workforce and potential hires. By understanding where an employee’s salary stands in relation to these ranges, HR managers and business leaders can make informed decisions about pay increases, promotions, or adjustments needed to remain competitive.
An efficient Salary Range Penetration system is vital for HR Compensation and Benefits managers in maintaining equity and transparency in compensation practices. Regular reviews and adjustments inspired by this metric can ensure the workforce feels valued, subsequently fostering higher levels of job satisfaction and commitment. By being mindful of this metric, organizations can shape an equitable pay structure that securely aligns the interest of employees and the strategic objectives of the company.
Salary Range Penetration offers in-depth insights that fuel fair and competitive pay structures within organizations. By constantly monitoring and adjusting this measure, organizations can ensure their compensation strategies align with market standards, positively impacting employee satisfaction, and, ultimately, retention. Recognizing and acting upon the nuances of this metric is an investment in your people’s contentment and your organization’s long-term success.
Salary Averages
In the realm of fair and competitive compensation practices, understanding the concept of Salary Averages stands central. Salary Averages refer to the mean salary within an organization or a specific role. It essentially entails a comprehensive evaluation of the sum of all salaries divided by the total number of employees. This metric enables HR professionals and managers to maintain a balance in their internal pay structure while also considering relevant external costs.
The value of Salary Averages is reflected in its ability to influence both internal and external costs tied to employee compensation. Internally, it aids in maintaining equity within the organization, ensuring a balanced distribution of compensation centered around fair market value. Externally, comprehending this metric efficiently allows companies to remain competitive in the market by offering attractive compensation packages that can attract and retain talent.
Calculating and monitoring Salary Averages affords organizations a clearer lens through which to view potential disparities or imbalances in their pay structure. By identifying these gaps, companies can take corrective measures to ensure equitable pay among employees, fostering an environment of transparency and fairness. This conscious and conscientious practice not only strengthens employee relations but also encourages a more dedicated and motivated workforce.
Salary Averages serve as a critical component of a balanced and competitive compensation practice. The insights derived from it throw light on both internal and external costs associated with employee compensation. This, in turn, equips organizations with the knowledge needed to ensure a fair, transparent, and competitive remuneration system—an instrumental cornerstone to fostering a satisfied and high-performing workforce.
Pay Equity
Centered at the heart of a constructive, diverse, and inclusive workforce is the core HR metric known as Pay Equity. It ensures that all employees receive fair compensation for their work and contributions, regardless of their gender or other demographic factors. The primary purpose of this metric is to foster a culture of equality, aligning with the principles of diversity and inclusion.
Pay Equity helps eliminate unjustifiable disparities in the workforce relating to compensation. It is a reflection of an organization’s commitment towards upholding fairness by assessing and adjusting pay scales based solely on factors such as role, experience, and performance. With Pay Equity, HR leaders and business leaders commit to a critical investment in ensuring that their compensation practices do not discriminate but, instead, respect diversity and promote inclusion.
Practicing Pay Equity necessitates regular monitoring and adjustments of pay strategies. It may involve conducting equity audits, examining pay practices, and implementing relevant policies that ensure fair compensation. The process extends beyond just remuneration and reflects the organization’s values, translating to higher employee satisfaction, improved employer branding, and fostering a culture that truly values diversity and inclusion.
Pay Equity is not merely a metric; it’s an organizational commitment towards fostering a workplace culture that upholds the principles of equality, diversity, and inclusion. By driving pay practices that ensure equitable compensation, businesses can strengthen their employer brand, enhance employee loyalty, and build a robust foundation of trust and mutual respect. Pay Equity, thus, is less a choice and more a responsibility that organizations must shoulder in their quest for sustainable success.
Pay Gap
In the landscape of fair and equitable compensation practices, addressing the issue of the Pay Gap is a non-negotiable priority. Broadly speaking, this term refers to variations in pay across not only genders but also across different demographic, racial, and cultural groups. Comprehensive understanding of the concept of Pay Gap ensures that organizations adopt a sincerely fair approach to employees, emphasizing the principle of internal equity in compensation models.
The Pay Gap is not merely about discerning salary discrepancies; it provides important insights into deeper systemic issues that might exist within an organization. Adjusting for these gaps is crucial for fostering a sense of fairness among employees and maintaining internal equity. This involves understanding these differences, identifying their origins, and devising systematic interventions to ensure equitable pay across all levels and roles.
Efficient management of the Pay Gap necessitates close collaboration with HR managers and business leaders. This involves scrutinizing internal salary data, benchmarking against external markets, and rolling out policies that uphold equitable compensation. The commitment to narrowing and eventually eliminating the Pay Gap is a testament to an organization’s dedication to a fair approach to employees.
Addressing the Pay Gap is a critical step towards establishing fairness and equality in compensation across all layers of an organization. Tackling this problem fosters a sense of internal equity, resulting in improved employee morale and productivity. As directly linked to a fair approach to employees, successful management of the Pay Gap is a substantial boon to the overall organizational health and reputation.
Gender Pay Gap
In the spectrum of fair compensation, addressing the Gender Pay Gap is of paramount importance. This metric underlines the salary disparity between male and female employees performing the same work. The alignment of the Gender Pay Gap to equitable pay scales is key in promoting workplace equality and maintaining internal equity.
Firstly, let’s understand what the Gender Pay Gap is. It’s the differential between the average earnings of male and female employees, considering they are in identical roles with similar experience and performance. A noteworthy point is that a “gap” indicates a disparity, not justified by professional factors, signaling that there are elements beyond work performance influencing compensation. Such inequalities can undermine the spirit of fairness, negatively impacting the work environment and an organization’s ethical stature.
The inevitability of addressing the Gender Pay Gap signals a commitment towards valuing a fair and balanced compensation strategy. By recognizing and actively responding to these discrepancies, organizations cement their commitment to internal equity. Revisiting pay structures, conducting thorough equity audits, and cultivating an environment of open dialogue about compensation are measures that can help in overcoming these challenges.
Analyzing and working to lessen the Gender Pay Gap is more than an HR metric; it is a significant stride towards forging an equitable, inclusive workplace. The conscious examination and rectification of these disparities serve as a testament to an organization’s investment in their people, contributing to enhanced organizational morale and overall productivity. Prioritizing a sphere of pay equality is a critical contributor to achieving internal equity in the workplace.
Talent Development Metrics
In the evolving landscape of Human Resources, the collection, analysis, and interpretation of HR Metrics form a cornerstone for success. One subset of these vital metrics, particularly significant for both the HR Professional and the holistic growth of an organization, is the realm of Talent Development Metrics. These work to quantitatively measure the efficiency and impact of the organization’s talent development and training programs, fueling strategic decision-making and enhancing overall operational efficiency.
Talent Development Metrics offer insight into the effectiveness of the company’s employee development strategies. These metrics range from gauging the reach, relevance, and responsiveness of training programs to measuring resultant employee performance and retention levels. While effectively broadening the scope of traditional employee metrics, these data points serve as a critical tool in assessing employee skill growth, job satisfaction, and, ultimately, boosting business productivity.
Employee Growth Rate
The Employee Growth Rate is a critical HR metric that helps assess this capability. By monitoring the development and promotion rate of employees within an organization, this metric highlights the effectiveness of training and development programs while signaling a truly forward-thinking learning organization.
An organization’s deliberate focus on Employee Growth Rate is the embodiment of its commitment to competency-based learning. By tracking advancements, skill enhancements, and career progressions, this metric stresses the importance of investing in people. At the same time, it also serves as a valuable input for decision-makers looking to improve existing development programs, create new opportunities for growth, and better align workforce skills with strategic business goals.
Employee Growth Rate, when viewed as a part of the bigger picture, is transformative. It elevates human capital, enhances employee engagement, and promotes exceptional performance. As a direct result, this results in increased levels of job satisfaction and employee retention. When it comes to a business performance perspective, an environment that nurtures talent and encourages growth leads to a more agile, effective, and adaptive workforce, enabling an organization to thrive in an ever-changing market.
The Employee Growth Rate serves as an insightful measure of an organization’s dedication to cultivating a learning organization. Paying close attention to this metric and taking data-driven, empathetic actions reflects an organization’s commitment to its people, ultimately ensuring that it stays on a path of continuous growth. Embracing the Employee Growth Rate is a testament to an organization’s focus on competency-based learning, its appreciation for individual aspirations, and its unwavering pursuit of sustained business performance.
Retention Rates
In a world where employees are the linchpin of business success, Retention Rates serve as a crucial HR metric. This metric quantifies how well a company retains its employees over a period, effectively revealing insights into job satisfaction levels and the overall company culture. Keeping a keen eye on Retention Rates is central to the sustained effectiveness of a learning organization.
Retention Rates are more than just numbers. They are indicative of an organization’s ability to maintain a competent, motivated workforce. High retention rates usually point towards positive job satisfaction and a supportive company culture. On the contrary, low retention rates may signal potential challenges that need to be addressed. These could include aspects related to competency-based learning, compensation, employee engagement, or opportunities for growth and development.
Studying Retention Rates enables HR professionals and business leaders to identify areas of improvement within the organization. These insights guide decision-making processes around recruitment, onboarding, training, rewards, and recognition systems. An organization that thrives on high retention rates is likely to have a team of committed employees on board, willing to contribute to improved business performance. Such an organization tends to exude a positive ambiance, advantageous for its reputation as an employer, and its customer relationships.
In a nutshell, Retention Rates are a vital health check of an organization. They portray how effectively an organization cultivates a climate of employee satisfaction and continuous growth, in line with principles of a learning organization. By focusing on Retention Rates, businesses can significantly influence competency-based learning, drive enhanced employee job satisfaction, and sculpt an empowering company culture, all of which are essentials for elevated business performance.
Employee Performance Metrics
At the heart of a successful business are its employees and their performance. Employee Performance Metrics offer a systematic lens to evaluate individual productivity and effectiveness. By providing a measure of an employee’s contributions and accomplishments, these metrics serve as an essential tool to comprehend and enhance workforce capabilities, a critical aspect of any learning organization.
The scope of Employee Performance Metrics is broad and multifaceted, capturing a spectrum of data points such as quality and quantity of work, adherence to deadlines, job knowledge, and innovation. By providing clear and accurate information of individual employee contributions, these metrics aid HR professionals and business leaders in decision-making processes. They shed light on areas for improvement, identify potentials for promotion, and inform strategies for competency-based learning initiatives.
The power of these metrics extends beyond individual employees and has the capacity to transform the entire organization. A workforce that is regularly assessed and guided using performance metrics is more likely to be engaged, motivated, and productive. This engagement and productivity directly impact the operational efficiency of the organization, contributing to enhanced business performance.
Employee Performance Metrics provide valuable insights into an organization’s most valuable asset, its people. By focusing on these metrics, organizations can create a proactive workforce, inspire continued learning, and drive performance growth, making them an indispensable feature of a well-functioning learning organization. They are the lynchpin that ties individual performance to competency-based learning and business performance, creating a synergetic environment that benefits employees and organizations alike.
Summary
Summary
For HR leaders and organizational leaders, understanding a variety of key HR metrics is nothing short of essential. By successfully interpreting and actioning the insights from these 19 HR metrics, decision-makers equip themselves with the knowledge to effectively manage and enhance multiple areas of their human resource initiatives. These metrics not only help in shaping a productive and content workforce but also contribute tangibly to an organization’s future success.
Diving deep into employee satisfaction, organizations must adopt a systematic approach to gauge the happiness and well-being of their workforce. By accurately capturing the significance of various factors that influence satisfaction, HR metrics enable organizational leaders to make informed decisions, fostering an uplifting workplace atmosphere where employees feel acknowledged, motivated, and valued.
Retention rates, on the other hand, hold a mirror to the overall company culture, illuminating aspects that may need improvement, or areas that are flourishing. Consequently, these metrics facilitate effective action plans that drive harmonious cultures and stable employee longevity. The connection between a satisfied employee base and an efficient workforce highlights the core importance of retaining human capital for success in any business.
In conclusion, comprehending and leveraging these key HR metrics is an indispensable requirement for building a robust and thriving organization that stands the test of time. HR teams, armed with these insights, play a crucial role in weaving together a genuinely outstanding company tapestry. By nurturing employees through informed, empathetic decisions, organizations can strengthen the foundations of their workforce, ensuring long-lasting success sustained by satisfied, productive, and fulfilled employees.
HR Analytics
2023年12月10日
HR Analytics
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.
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