• HR professionals
    Biden tells HR professionals that real leadership is all about getting personal 在2025年SHRM大会现场，美国总统拜登向全球人力资源专业人士发出温暖呼吁：“真正的领导力，是走心的。”他强调，好的HR和管理者，应该关心员工的家庭和人生，而不仅仅是绩效和产出。拜登以自身经历为例，曾为女儿生日搭乘火车返家，仅为陪她吹灭蜡烛，再连夜赶回国会。他还曾明确告诉副总统团队：“如果因为我错过了重要的家庭时刻，那将令我深感失望。”在AI和效率至上的今天，拜登提醒HR，“记得员工的生日”或许比一个季度报告更重要。他用亲情与共情定义了新时代的人力资源领导力。 By Ginger Christ — Published July 2, 2025 SAN DIEGO — Remember their birthdays. President Joe Biden told a packed room of human resources professionals on the final day of SHRM 2025 that being a great leader means getting to know workers and colleagues. “You know better than anyone, the strength of a team comes down to the individual people on that team, whether they feel valued, whether they feel supported,” said Biden, who quipped that being the country’s chief executive is essentially being the ultimate chief people officer. He urged the HR leaders in attendance to make time for human connections and to lead by example. “Too often we try to separate people into categories: They’re work, or they’re family. We say it's business; it's not personal,” Biden said. “Real leadership is all about getting personal… It's about connecting. It means having empathy.” It means remembering their birthdays, he said. An unwritten rule during his time in office was that any member of his family would be put through immediately when they called — unless they specified that it wasn’t important. On the day of an important vote in Congress that he couldn’t miss, Biden took the train back home to Delaware, watched his daughter blow out candles on the platform for her eighth birthday and jumped back on a train southbound to the nation’s capitol. “We tell ourselves, ‘I have to be at that meeting, have to get that report done. I have to take that trip.’ Then, we tell ourselves, ‘My wife will understand, my kids will understand. We can make it up later,’” Biden said. “But deep down, we know we're killing ourselves. It does matter for moments you'll never get back. You might never know how much it mattered to your loved one.” Efforts like that, or commuting two hours home every day showed his staff that he wanted them to put their life, their family first, he said. After becoming vice president, Biden sent a memo to his team that said: “I do not want you to miss important family obligations for work. These include, but are not limited to birthdays, anniversaries, weddings, religious ceremonies, graduations, times of need, such as illness and loss. This is very important to me. In fact, I'll go so far as I say, ‘If I find out you are working with me while missing an important family responsibility, it will disappoint me greatly.’” Workers will give their all, he said, when they know you care not just about them but about their families, too.
    HR professionals
    2025年07月02日
  • HR professionals
    Yes, HR Organizations Will (Partially) Be Replaced by AI, And That’s Good I adore the human resources profession. These folks are responsible for hiring, development, leadership development, and some of the most important issues in business. And despite the history of HR being considered a compliance function, the role is more important than ever. CHRO salaries, for example, have increased at 5-times the rate of CEO pay over the last twenty years, demonstrating how essential HR has become. That said, we have to be honest that AI is going to disrupt our role. This week IBM formally announced that 94% of typical HR questions are now answered by its AI agent, and the role of HR Business Partner is all but eliminated except for very senior leaders. As a result the CEO plans to reduce HR headcount and shift that budget towards sales and engineering. Let’s accept the fact that we are in a time of increasing acceleration. In other words, the capabilities of AI are growing much faster than our organizations” ability to adapt, so we have to lean forward and start redesigning our companies. In the case of HR, our Systemic HR model (which we launched two years ago) is now being fully automated by AI. I know IBM’s story well, and I think it explains where all HR teams are going. Many years ago Diane Gherson (prior CHRO) started AI projects to automate recruitment, pay analysis, and performance management. She spoke at our conference eight years ago and shared how IBM’s pay tool (CogniPay was launched in 2018) uses AI to make pay recommendations based on skill. This type of tool, which was years ahead of the “skills-based” strategies we see today, essentially automated many of the performance and pay decisions left to managers.   Since then IBM has gone much further, and in my last conversation with Nickle Lamoureux (current CHRO) she told me the AI agent helps write performance reviews, creates development plans, and coaches managers and senior leaders on a myriad of performance based decisions. I totally believe this because I see Galileo doing these kinds of things for companies every day. (Check out the Mercury release.) How does this impact the roles and jobs in HR? Well it definitely eliminates many. In the case of L&D or HR business partners, I believe we could see a 20-30% or more reduction in HR headcount per employee. And that means these individuals may wind up managing the AI platforms, moving into roles as change consultants (which AI still can’t do), or move into areas like org design, learning architect, and data management. I think this is all a good thing. While we all worry about AI taking our jobs, we have to remember that our real job is not to “do things” but to “add value” and bring complex problem solving skills to our companies. And in this journey to “crawl up the value curve,” we all have to learn to use AI, develop AI solutions, and think more systemically about how our companies go to market. I recently interviewed a brilliant HR leader (podcast coming) at WPP who explained how he and his team rationalized their job architecture from 65,000 job titles to only 600 by using new AI tools from OpenAI and Reejig (a work intelligence vendor). As you’ll hear in his story, this effort was a combination of data management, business analysis, change management, and leadership. The results of this work, which are still ongoing, is the opportunity for WPP to dramatically change its go to market strategy, innovation, and growth. That’s the kind of thing we want our HR teams to do. And as these various agents hit the market (see my latest view of the market below), HR professionals are going to have to train them, implement them, and “manage them” for long term success. This means analyzing the cross-functional data they produce, extend them into better decision-making, and move our thinking from dated concepts like “time to hire” and “course completion rates” to meaningful measures like “time to revenue” or “time to productivity” or “time to customer service excellence.” See where I’m going? In a time of increasing technology acceleration we have to “lean in” as hard as we can. Stop thinking about how much money we save on headcount (which is a fleeting benefit, by the way) and focus on value creation. That’s the big benefit of AI: customer service quality, time to market, and innovation. In many ways these “HR downsizing” stories are really stores of “HR crawling up the value curve,” which is really a good thing. And for HR professionals, it’s a time for personal reinvention.
    HR professionals
    2025年05月16日
  • HR professionals
    【成功举办】2025北美华人人力资源洛杉矶论坛成功举办—共话未来，共创机遇 2025年1月4日周六，北美华人人力资源协会(NACSHR)在洛杉矶地区成功举办了“2025北美华人人力资源洛杉矶论坛”。此次论坛积极响应南加州华人HR同仁的热切呼声，汇聚了40余位北美华人HR领域的专家与从业者。论坛由庞飞律师事务所、OCBridge、AP Global HR Consulting联合赞助支持，为与会者提供了深入探讨行业趋势、交流实践经验的绝佳平台。我们衷心感谢每一位演讲嘉宾和参会者，共同助力论坛的圆满成功，推动南加华人人力资源发展。 精彩分享：聚焦行业趋势与实践创新 Gawain Wang：2025 HR科技趋势和NACSHR服务图谱发布 会议伊始，NACSHR与Chuhai.tips合伙人Gawain Wang通过《2025 HR科技趋势暨北美华人人力资源服务图谱》的发布，为与会者带来一场2025年全球科技驱动的人力资源趋势展望。从AI First的新思路到与人工智能协作的未来！同时现场发布了2025北美人力资源服务采购指南的NACSHR图谱（点击可以直接下载） 庞飞律师：签证与绿卡的实务指南 庞飞律师事务所创始人庞飞的演讲聚焦于企业出海背景下的人才管理。他全面解析了常见的签证类型与绿卡申请策略，并结合实际案例剖析如何更好地支持企业实现全球化的人才配置，特别是近期H1B、J1等新政的影响。 Kirby Deng：AI与新能源人才市场趋势 OCBridge创始人兼CEO Kirby Deng从行业现状出发，详细分析了美国AI与新能源领域的招聘趋势及挑战。他的演讲通过数据与经验相结合，帮助与会者更好地理解未来人才市场的变化，更加体现了OCBridge区别与传统人力服务机构独特专业投入度。 圆桌论坛：突破边界，赋能职业发展 由East West Bank HR People Partner Joki Jin主持的圆桌讨论围绕“2025 Breaking Barriers, Unlocking Potential and Building Impactful Career”展开。与会嘉宾庞飞、Nexus Urban Development创始人Sean Li以及East West Bank高级副总裁Jessica Wu分享了他们在职业发展与组织创新中的实践与思考，为参会者提供了颇具价值的经验分享。 下午深度互动与专业探讨 HR岗位现场宣讲 本次会议专门设计了这个环节，邀请了现场招聘HR岗位的企业介绍了目前的岗位需求信息和更进一步的细节，从现场传递出的招聘需求中，我们发现了对华人人力资源专业人士的需求之迫切！未来机会之多！更多的HR招聘岗位，会通过NACSHR招聘频道发布：https://www.nacshr.org/job Sandy Qian：教练技术在HRBP中的应用 Transglobal Holding HR总监Sandy Qian通过实践案例，讲解了教练技术在HRBP角色中的应用。在她的环节中，参会者通过互动投票讨论了“信任在组织中的重要作用”，这一环节激发了热烈讨论，并进一步引导大家思考如何通过信任构建更高效的组织合作。 Joki Jin：从洞察到行动，做出更智能决策 East West Bank HR People Partner Joki Jin在演讲中通过现场案例研究，展示了如何利用数据分析优化HR决策过程。通过实际案例与互动讨论，她为与会者提供了可操作性极强的解决方案，获得了广泛好评。 Alice Tian：国际招聘助力全球扩张 AP Global HR Consulting CEO Alice Tian聚焦“国际化招聘的战略”，她详细分享了如何为企业的全球化扩张制定高效的人才招聘计划，帮助企业提升跨文化竞争力。 总结与展望 为期一天的论坛以高质量的分享和多维度的互动圆满落幕。40余位来自北美各地的华人HR同仁，通过交流前沿观点与实践经验，拓展了行业视野，建立了宝贵的专业联系。此次论坛不仅彰显了北美华人人力资源协会为行业发展所做的努力，更为未来持续的合作与创新奠定了坚实基础。 再次感谢庞飞律师事务所、OCBridge、AP Global HR Consulting的鼎力支持！ 期待在未来更多的活动中，与广大HR同仁携手共进，共创卓越！更多行业动态，欢迎关注北美华人人力资源协会！   The North American Chinese Society for Human Resources (NACSHR) successfully hosted the “2025 North American Chinese HR Los Angeles Forum” on January 4, 2025. With over 40 HR professionals in attendance, the forum provided a platform to explore HR trends, share best practices, and foster collaboration. Key sessions included Gawain Wang’s release of the 2025 HR Technology Trends and NACSHR Service Map, legal guidance on visas and green cards by Peng Fei, and Kirby Deng’s insights into AI and renewable energy talent markets. Highlights also featured a roundtable on career development, discussions on coaching techniques in HRBP roles, and strategies for global recruitment. The event was supported by Peng Fei Law Firm, OCBridge, and AP Global HR Consulting.
    HR professionals
    2025年01月06日
  • HR professionals
    David Green : The best HR & People Analytics articles of April 2024 My highlight for April, and indeed of the year so far, was the People Analytics Worldconference in London. I first chaired the event in 2014, and over the last decade People Analytics World has established itself as the go-to event in Europe for the field. The 2024 edition was sold out with close to 400 people attending across the two days (4x compared to 2014!). I had the privilege of co-chairing, along with Cole Napper and Michael M. Moon, PhD and also delivering the opening keynote on how leading companies deliver value with people analytics, based on our research at Insight222. You can find the slides I shared in the keynote below. These include the results of three polls I ran with attendees at People Analytics World on (1) the current state of people analytics in their organisation, (2) the financial impact of people analytics in the last 12 months, and (3) the data literacy of HR professionals. Additionally, you can also access the Insight222 research I shared here. The conference only ended a few days ago, but already many of the attendees have shared some of their key takeaways and learnings. Do check out the ones from Patrick Coolen (here), Giovanna Constant (here), Sebastian Knepper (here), Mariana Rossi Campos (here), Fatma Hedeya (here), Pietro Mazzoleni (here), Maria Manso Garcia (here), Ekkehard Ernst (here), Marcela Mury (here) and Jaejin Lee (here). Finally on People Analytics World, congratulations to Barry Swales and the Tucana team for organising such a successful event, thank you to all those who attended the Insight222 dinner, visited the Insight222 stand and who took the time to interact with me over the two days. Lastly, thank you to all of the brilliant speakers and panellists in the Plenary sessions and Strategy track that I moderated: Richard Rosenow Ian Cook Sue Lam Rob Briner Peter Cheese Aizhan Tursunbayeva, PhD, GRP Abigail Gilbert Alexis Saussinan Michael Cox Gemma McNair David Shontz Amit Mohindra Clare Moncrieff Jo Thackray Lucie Vottova Andrew Elston Rob Etheridge Isabel Naidoo James Fenlon and Ekkehard Ernst. People Analytics World 2024 | London Share the love! Enjoy reading the collection of resources for April 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 March’s compendium (including those in the Thank You section below). If you enjoy a weekly dose of curated learning (and the Digital HR Leaders podcast), the Insight222 newsletter: Digital HR Leaders newsletter is published every Tuesday – subscribe here. HYBRID, GENERATIVE AI AND THE FUTURE OF WORK DIANE GHERSON AND LYNDA GRATTON - Highly Skilled Professionals Want Your Work But Not Your Job Without question, there has been a huge shift. Many of the individuals we’re looking to attract—in technology, data sciences, machine learning, blockchain, and the internet of things—have a different mindset now. They want more-flexible working arrangements. This quote from Peter Fasolo, Ph.D. chief human resources officer at Johnson & Johnson, perfectly captures the challenge that Diane Gherson and Lynda Grattonhighlight in their article for Harvard Business Review: more and more workers want to work as freelancers. As the article highlights, Gartner predict that independent workers will make up 35% to 40% of the global workforce by 2025. Moreover, one-third earn more than $150,000 per year, and just over half were providing knowledge services—such as computer programming, marketing, IT, and business consulting. Integrating and managing what this ‘blended workforce’ will be one of the main managerial challenges in the years ahead. Based on their interviews with executives at leading companies that are experimenting with how best to bring freelancers into their organisations, Diane and Lynda set out some guidance and highlight emerging management practices that forward-looking companies are embracing. These include: (1) Helping freelancers understand and embrace company culture. (2) Following rigorous practices to retain institutional knowledge. (3) Adopting a ‘sponsor’ mindset to guide freelancers’ performance. (4) Leveraging digital workflows and building trust to manage changes in project needs. FIG 1: The Emerging Blended Workforce (Source: Diane Gherson and Lynda Gratton) LEILA HOTEIT, ANTON STEPANENKO, PAVEL LUKSHA, SAGAR GOEL, AND LEONID GORENBURG - The Next 50 Years of Work Contrary to popular fears that the future will offer fewer work opportunities for people, most experts anticipate that rewarding work options will be plentiful. The key finding of a recent BCG study is that workforce experts anticipate that jobs will flourish over the next fifty years, with four boundaries framing the future growth of the economy (see FIG 2). The study, authored by Leila Hoteit Anton Stepanenko Pavel Luksha Sagar Goel and Leonid Gorenburgalso highlights bionic skills (e.g. tech literacy, data-driven decision making, AI-enhanced creativity, and ease with human-machine collaboration) and creativity as the skills that will be in highest demand. But to complement these skills, workers should also cultivate adaptability and the ability to take initiative. FIG 2: The four boundaries within which the future economy will grow (Source: BCG) ETHAN MOLLICK - Reinventing the Organization for GenAI and LLMs Consider this an early eulogy for the traditional organizational structure, which began in 1855 with the first modern organizational chart and thrived, more or less successfully, until the 2020s, when it succumbed to a new technology, the large language model (LLM). That’s the bold claim by Ethan Mollick in his compulsive article in MIT Sloan Management Review. While he concedes that previous waves of technology have ushered in innovations that have strengthened traditional organisational structures, Mollick makes the case that GenAI and LLMs are different. He then outlines three principles for reorganising work around AI: (1) Identify and enlist your current AI users. (2) Let teams develop their own methods. (3) Build for the not-so-distant future. If you enjoy this article, I recommend subscribing to Mollick’s One Useful Thing blog. BCG - What GenAI’s Top Performers Do Differently The top GenAI performers have the biggest lead across five main capabilities: a clear link to business performance, modern technology infrastructure, strong data capabilities, leadership support, and a grounding in responsible AI. While GenAI is becoming an integral part of business ecosystems, only 10% of companies have mastered scaling GenAI to create value and secure other benefits from this transformative technology (see FIG 3). That’s according to recent research by BCG, which finds that 10% of companies lead in five key areas: (1) a clear link to business performance, (2) modern technology infrastructure, (3) strong data capabilities, (4) leadership support, and (5) a grounding in responsible AI. A helpful read for HR leaders as they think how HR can lead organisational transformation in the age of AI as well as incorporate the technology into HR programs too. (Authors: Amanda Luther Romain de Laubier Nicolas de Bellefonds Tauseef Charanya Suraj Shah Kevin Nnaemeka Ifiora and Patrick Forth) FIG 3: Three categories of companies in relation to GenAI adoption (Source: BCG) PEOPLE ANALYTICS PATRICK COOLEN - The 10 golden rules for establishing a people analytics practice A successful people analytics practice starts with the right people analytics leader Patrick Coolen’s first iteration of his ’10 golden rules for people analytics’ (one prescient ‘rule’ was to combine strategic workforce planning and analytics) was published in 2014 when he was in the early stages of building the function at ABN Amro. A decade on, Patrick updates his seminal article, with insights from his own career journey, Ph.D research, and the evolution of the field itself. As ever, Patrick is right on the mark with his ten selections including these three: (1) The people analytics leader can make the difference, (2) Create a clear people analytics operating model, and (3) Upskill HR in data-driven decision making. PIETRO MAZZOLENI - Mastering data governance for effective people data platforms: lessons from what we did at IBM Data Governance is the process that ensures the availability, usability, integrity, and security of data in enterprise systems Pietro Mazzoleni shares the three key elements related to ‘governance-by-design’ that together provided the fundamental principles underlying the design and implementation of Workforce360, IBM’s people data platform. In the article, Pietro presents the three elements – trust, transparency and compliance (see FIG 4) – and provides a detailed description of each. FIG 4: Key governance questions to consider when designing a people data platform (Source: Pietro Mazzoleni) JASDEEP KAREER - The Importance of Data and Upskilling in Driving Growth Jasdeep Kareer, PhD (née Bhambra) shares key learnings from the recent Peer Meeting for North American member companies of the Insight222 People Analytics Program, which was hosted by Colgate-Palmolive in their global headquarters in New York. The Peer Meeting, which was attended by more than 60 people analytics leaders and practitioners from more than 40 companies was framed on the key findings from the Insight222 People Analytics Trends study for 2023. In her article, Jas highlights five themes from the Peer Meeting: (1) The importance of data and upskilling in driving growth (with insights from Sally Massey). (2) How strategic partnerships and data governance pave the way for successful People Analytics initiatives (with insights from Courtney McMahon Pavel Nouel and Nayana Pai). (3) How insights-driven decision-making and storytelling can drive impactful outcomes in People Analytics (with insights from Durrell Blake Robinson and Mona Routray). (4) Factors influencing the adoption of people analytics (with insights from Patrick Coolen and Brydie Lear). (5) Influencing senior stakeholders with people analytics (with insights from Piyush Mathur). If you would like to learn more about our People Analytics Program, contact us today. FIG 5: 8 Characteristics of Leading Companies. (Source: Insight222 People Analytics Trends Report 2023) BURAK BAKKALOGLU – Deploying GenAI in HR | KEITH MCNULTY – How I Created an AI Version of Myself | KATE GUARINO - How to Turn ChatGPT into Your Personal Consultant: A 5-Step Approach | NATALIA GORMANN - Improving Employee Experience with a Solid Data Strategy | PATRICK GALLAGHER - Is It Time to Stop Measuring Employee Engagement? In recent editions of the Data Driven HR Monthly, I’ve been featuring a collection of articles by current and recent people analytics leaders. These act as a spur and inspiration to the field. Five are highlighted here. (1) Burak Bakkaloglu dedicates an edition of his If Interested blog to the topic of GenAI including breaking down three layers of GenAI for HR (see FIG 6). (2) Keith McNulty provides a tutorial (including code) on how he built a 'Keith-bot' to answer questions on statistics based on the content of his regression textbook, using a Retrieval Augmented Generation (RAG) architecture. (3) Katie Guarino also provides a practical framework on how to use ChatGPT as your personal consultant and coach on any topic, regardless of your expertise in it. (4) Natalia Gormann discusses challenges for people teams to build partnerships with finance before guidance on how to build an effective data strategy to support employee experience strategies. (5) Patrick Gallagher looks at the case for and against measuring employee engagement, concluding that organisations with mature employee listening and PA functions just don’t need it anymore. FIG 6: Three layers of GenAI in HR (Source: Burak Bakkaloglu) THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE VINCENT BÉRUBÉ, BEN FOGARTY, NEEL GANDHI, RAHUL MATHEW, MARINO MUGYAR-BALDOCCHI, AND CHARLOTTE SEILEROUTLINE - Increasing your return on talent: The moves and metrics that matter An organization that views its employees as its most important resource can maximize its return on talent by following a holistic strategy—with HR in the driver’s seat. Drawing on McKinsey research that finds companies that put talent at the centre of their business strategy realise higher total shareholder returns than their competitors, Vincent Bérubé Ben Fogarty Neel Gandhi Rahul Mathew Marino Mugayar-Baldocchi and Charlotte Seiler outline five actions organisations can take to maximise their return on talent. The five actions are: (1) Build a skills-based strategic workforce planning capability. (2) Create a hiring engine that brings in the right talent to fill critical roles. (3) Invest in learning and development. ((4) Establish a stellar performance-oriented culture. (5) Elevate HR’s operating model to become a true talent steward. FIG 7: Factors that drag down employee and organisational productivity (Source: McKinsey) PETER CAPPELLI AND RANYA NEHMEH – HR’s New Role If leaders realized that the true cost of turnover is often a multiple of an employee’s annual salary, they would immediately demand changes. In their thoughtful article for Harvard Business Review, Peter Cappelli and Ranya Nehmeh set out the case for the HR function to return to its roots as employee advocates. They argue that in a period of low unemployment and labour supply shortages, focusing on cost-cutting and restructuring is counterproductive and the onus should instead be on retention and preventing burnout. To realise this, HR needs to change outdated policies on compensation, training and development, layoffs, vacancies, outsourcing, and restructuring. Cappelli and Nehmeh recommend the first step should be for HR to create dashboards with metrics on the true costs of turnover, absenteeism, reasons for quitting, illness rates, and employee engagement. They contend that: “If leaders realized that the true cost of turnover is often a multiple of an employee’s annual salary, they would immediately demand changes." They also outline guidance on why and how to measure employee stress – particularly with regards to AI and restructuring. The article also provides examples of companies with HR functions that are moving to an employee advocacy approach. These include the likes of Walmart and Neiman Marcus (both on compensation and reward), as well as IBM and Unilever (both internal talent mobility). DAVE ULRICH - Upgrading HR Professionals: How to Develop HR Professionals so They Rise to Their Opportunity HR matters. Now more than ever. In a recent article from his Human Capability Impact LinkedIn newsletter, Dave Ulrich explains why HR functions and professionals are rising in importance, and then lays out a playbook, process and assessment designed to develop HR professionals so they can fulfil expectations and rise to the opportunity (see FIG 8). FIG 8: Summary and assessment of ways to upgrade HR professionals (Source: Dave Ulrich) WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS NICK VAN DER MEULEN, OLGERTA TONA, AND DOROTHY E. LEIDNER – Resolving Workforce Skills Gaps with AI-Powered Insights As Christina Norris-Watts and Doug Shagam shared with me in an episode of the Digital HR Leaders podcast, Johnson & Johnson has used AI-driven skills inference as part of their skills transformation (see: How Johnson & Johnson are Scaling Their Skills-Based Approach to Talent). In their paper for MIT, Nick van der Meulen Olgerta Tona and Dorothy Leidner provide an in-depth case study on Johnson & Johnson to demonstrate how skills inference can provide detailed insight into workforce skills gaps and thereby guide employees’ career development and leaders’ strategic workforce planning. The paper includes a detailed description of the three steps of the skills inference process (see FIG 9). The sections in the paper on employee trust, privacy and  use cases are particularly instructional for companies looking to emulate this work in their organisations. FIG 9: The three steps of the skills inference process (Source: MIT Center for Information Systems Research) JORDAN PETTMAN - Workforce Planning: A Beginner's Guide to Strategic Success Jordan Pettman, one of my many talented colleagues at Insight222, shares some tips and guidance for practitioners looking to start or accelerate their workforce planning efforts. He highlights the Nine Dimensions for Excellence in Strategic Workforce Planning model we use with clients at Insight222 (see FIG 10), explaining that you need to consider each of the decision points that the model presents in terms of getting the foundations right, ensuring your resources are fit for purpose and that you deliver value out of the cycle for the business and employees. Jordan also shares insights from the likes of Jonas Ottiger and Gergo Safar as part of his guidance on two key elements: workforce planning essentials and building skills-based workforce planning. FIG 10: Nine Dimensions for Excellence in Stategic Workforce Planning (Source: Insight222) EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING EMILY KILLHAM - From Insight to Action: New Data on the State of Employee Listening (Article) | The State of Employee Listening 2024 (Report) (Leading firms ensure) listening efforts are aimed at the most important business and talent priorities facing their organizations today. Emily Killham highlights the key findings from Perceptyx’s third annual State of Employee Listening report, which is informed by survey of more than 750 senior HR leaders from global firms with at least 1,000 employees. These include: (1) 78% of firms surveyed conduct some kind of listening event at least once a quarter, compared to 70% in 2023 and 60% in 2022. (2) Nearly 40% of organisations can share listening data with managers within two weeks. (3) When compared with their peers, the most mature listening organisations are 6x more likely to exceed financial targets, 9x more likely to achieve high levels of customer satisfaction, 4x more likely to retain talent, even during times of high attrition, 7x more likely to adapt well to change, and 7x more likely to innovate effectively. FIG 11: Employee Listening Maturity (Source: Perceptyx) NICK LYNN - Trust and Distrust: Why and how you may need to tackle both Building trust is not always sufficient, you may also need to tackle the causes of distrust. The problems are not always the same. They may sometimes require different solutions. Nick Lynn constructs a wonderful treatise on ‘trust’ and ‘distrust’ in organisations and offers potential solutions to build the former and tackle the latter. Through analysing four models to build trust, Nick identifies some common ingredients including: communication, consistency, integrity, fairness, empathy, and psychological safety. When it comes to tackling distrust, he assembles four elements of organisational health: work, total rewards, people, and purpose into a framework of employee experience leadership (see FIG 12). FIG 12: Driving employee experience through connection and contribution (Source: Nick Lynn) STEPHANIE DENINO, TIMO TISCHER, AND DAVID GREEN - Moving Towards Excellence in EX Management In the January edition of Data-Driven HR Monthly, I highlighted the fascinating report State of EX 2023-24 study, published by The EXchange, Inc, TI PEOPLE and FOUNT Global, Inc. In this article, for myHRfuture, I interview Stephanie Denino and Timo Tischer, two of the contributors to the study. We dig into what constitutes ‘excellence’ in EX management, the barriers and how to overcome them, and the priorities for EX teams in 2024 (see FIG 13). Stephanie and Timo also provide tips for organisations looking to manage EX more deliberately, which includes: (1) Identifying the moments that matter, (2) Measuring and listening continuously to people’s experiences across these moments, and (3) Clarifying responsibilities (who ‘owns’ which journeys, moments and/or touchpoints) to ensure accountability, and improving high importance / low satisfaction moments. FIG 13: Top five priorities for EX teams in 2024 (Source: State of EX 2023-24 study) LEADERSHIP, CULTURE, AND INCLUSION ANNA BINDER - Build Your Culture Like a Product Anna Binder, Asana's Head of People, shares her step-by-step guide to intentionally building the company culture, which has helped Asana scale from 100 to over 2,000 employees during the last eight years. The article includes tips on building a people strategy from the ground-up, constructing a culture pyramid to supercharge your organisation (see FIG 14), how to bring conscious leadership to the executive suite, and building trust. A highly insightful and practical guide. FIG 14: The pyramid of company culture (Source: Anna Binder) ARNAUD CHEVALLIER, FRÉDÉRIC DALSACE, AND JEAN-LOUIS BARSOUX - The Art of Asking Smarter Questions Advances in AI have caused a seismic shift from a world in which answers were crucial to one in which questions are. The big differentiator is the ability to craft smart prompts. The ability to ask great questions is a powerful skill for unlocking value – especially in the age of AI. As such, the cover article of the current edition of the Harvard Business Review by Arnaud Chevallier Frédéric Dalsace and Jean-Louis Barsoux of IMD Business School is well worth digging into. The authors provide a typology of five topics of questions to ask during strategic decision making: (1) investigative, (2) speculative, (3) productive, (4) interpretive, and (5) subjective (see FIG 15). The article also includes a self-assessment that enables readers to evaluate the types of questions that are their strong and weak points, and then provides guidance to help you improve. From completing the assessment myself, it seems I need to work on my subjective questioning technique. FIG 15: What’s your question mix? (Source: Chevallier et al) CHRISTIAN HAUDE, IVO BLOHM, AND XAVIER LAGARDÈRE - How Lufthansa Shapes Data-Driven Transformation Leaders Effective data leaders bridge a crucial gap that still exists in too many organizations. These leaders play a key role in transforming organizations that are leveraging data and AI to increase business value. An excellent example from Lufthansa on how they created a program to educate leaders on data leadership, and how it provided insights on the roles that people play in data-driven change. In their article, Christian Haude Ivo Blohm and Xavier Lagardere outline the challenge the program was designed to solve, the six different roles for data leaders that were defined (see FIG 16), details of the three training modules: Spark, Inspire and Activate, and four key strategies for success. FIG 16: Data Leadership: Six key roles (Source: Haude et al) SHARNA WIBLEN AND DAVID GREEN - Rethinking Talent Decisions and Navigating Subjectivity in HR Accumulating deliberate, intentional, and informed decisions can unleash exponential returns. In her book, Rethinking Talent Decisions, Sharna Wiblen highlights an uncomfortable truth: Talent decisions are always subjective. As such, I was delighted to explore this in more depth with Sharna in an article for myHRfuture. In the article, Sharna, an Assistant Professor and Senior Lecturer at Sydney Business School, University of Wollongong, unpacks the nuanced role of subjectivity in talent decisions and the symbiotic relationship between technology and human judgment in the workplace. The uncomfortable truth is that decisions about talent are invariably coloured by personal perceptions, and instead of shying away, Sharna argues that we should lean into this discomfort to emerge with more informed and nuanced strategies. 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 April that I recommend readers delve into: FRANZ GILBERT, MATTHEW SHANNON, AND ERIN SPENCER - 2024 HR tech predictions: Headless platforms place HR tech in the flow of work – The Deloitte Human Capital Forward team of Franz Gilbert Matthew Shannon and Erin Spencer outline the key HR technology trends they believe will drive innovation in the field in 2024 (see FIG 17). FIG 17: HR technology trends primed to innovate further in 2024 (Source: Deloitte) JARED SPATARO, KATHLEEN HOGAN, AND CHRIS FERNANDEZ - Our Year with Copilot: What Microsoft Has Learned About AI at Work - Senior leaders at Microsoft, including Jared Spataro Kathleen Hogan and Christopher J. Fernandezshare insights, learnings and guidance from their experience of using Copilot. For example, Hogan reveals: Our HR service professionals are able to handle employee inquiries more efficiently. So far we are seeing a 26 percent reduction in initial response time thanks to Copilot. CATHERINE COPPINGER - Manager Effectiveness: It’s Time for a New Playbook – Catherine Coppinger shares Worklytics research on how companies can understand and improve manager effectiveness. Insights include the impact of isolation on ‘quiet quitting’ and how low manager engagement is a big predictor of isolation (see FIG 18). For more, please listen to Catherine’s discussion with me on the Digital HR Leaders podcast: How to enhance manager effectiveness. FIG 18: Source - Worklytics FRANCISCO MARIN - The Role of AI-Powered Passive Organizational Network Analysis (ONA) in Mitigating Burnout, Absenteeism, and Turnover Risk – Francisco Marin of Cognitive Talent Solutions explains how ONA has emerged as a critical tool in identifying and mitigating the risks of burnout, absenteeism, and turnover. ANDREW PITTS AND CHAD MITCHELL - Mapping and Understanding the Connections Between SIOP 2024 Conference Presenters – Andrew Pitts and Chad Mitchell provide a practical example of ONA by utilising Polinode to understand and map the connections of the presenters at the recent Society for Industrial and Organizational Psychology (SIOP) 2024 conference in Chicago. PODCASTS OF THE MONTH In another month of high-quality podcasts, I’ve selected four gems for your aural pleasure: (you can also check out the latest episodes of the Digital HR Leaders Podcast – see ‘From My Desk’ below): ANDREW STRAUSS AND MATT ALDER - Talent Lessons From Elite Sport – I’ll happily admit to some green-eyed envy towards Matt Alder for the coup of getting former England cricket captain Andrew Strauss onto his Recruiting Future podcast to discuss what elite sports can teach business about leadership. JOHANNES SUNDLO AND LARS SCHMIDT - Practical Use Cases for Generative AI in Human Resources – Johannes Sundlo joins Lars Schmidt on his Redefining Work podcast to dig into use cases for GenAI in HR including in learning and compensation. MALISSA CLARK AND CURT NICKISCH - Companies Can Win by Reducing Overwork - Malissa Clark, associate professor and head of the Healthy Work Lab at the University of Georgia, joins Curt Nickisch on HBR IdeaCast to explain how companies unwittingly create a workaholic culture, and what they can do to change this. ALAN COLQUITT, COLE NAPPER AND SCOTT HINES - Is Performance Management Fine, Or Rotten To The Core? – An interesting discussion ensues as Alan Colquitt, Ph.D. joins hosts Cole Napper and Scott Hines, PhD to discuss the pros and cons of performance management. BOOK OF THE MONTH ANNA TAVIS AND WOODY WOODWARD - The Digital Coaching Revolution: How to Support Employee Development with Coaching Tech According to Anna A. Tavis, PhD, and Dr. Woody Woodward, PhD, PCC: “Digital coaching is transforming employee experience and the future of work as we know it.” In their book, The Digital Coaching Revolution, they provide guidance on how to scale digital coaching in your organisation – whether the C-suite is already on board or not. The book features case studies from the likes of Visa, CVS, and Hilton, and is a recommended resource for HR, EX, and L&D professionals looking to understand and/or roll digital coaching within their companies. RESEARCH REPORT OF THE MONTH ROB BRINER – Evidence-Based HR: A New Paradigm Evidence-based HR (EBHR) is a process which delivers more informed and hence more accurate answers to two fundamental questions: first, which are the most important problems (or opportunities) facing the organisation which are relevant to HR? Second, which solutions (or interventions) are most likely to help? These are the opening words to a recently published report from the Corporate Research Forum (CRF), authored by Rob Briner, on Evidence-Based HR (EBHR). The report tackles, the why, what, and how of EBHR, explains why it is not the same as people analytics, provides case studies from Thales, Uber and the Financial Conduct Authority, and provides a practical toolkit for practitioners on the EBHR process (see FIG 19). For more, have a listen to Rob speaking to me in a recent episode of the Digital HR Leaders podcast: What is evidence-based HR and why is it important? FIG 19: The Evidence-Based HR Process (Source: Rob Briner, Corporate Research Forum) FROM MY DESK April saw three episodes from Series 38 of the Digital HR Leaders podcast, sponsored by our friends at Worklytics - thank you to Philip Arkcoll and Laura Morris, as well as a round-up of series 37: NICKLE LAMOREAUX - How IBM Uses AI to Transform Their HR Strategies – Nickle LaMoreaux, CHRO at IBM, joins me to share how IBM is harnessing AI to transform HR practices, drive business outcomes, and elevate employee experience. One of the examples Nickle shares is IBM’s digital worker, HiRo, which takes on the manual, repetitive tasks of data gathering during our quarterly promotions process and in 2023 saved IBM managers 50,000 hours. COLE NUSSBAUMER-KNAFLIC - How HR Professionals can Master Storytelling with Data - Cole Nussbaumer Knaflic joins me for a deeply insightful conversation on the transformative power of storytelling in the context of people data and analytics. CATHERINE COPPINGER – How to Use Passive Data to Enhance Manager Effectiveness - Catherine Coppinger, Head of Customer Insight at Worklytics joins me to discuss her recent research on manager effectiveness, which includes discussion on the impact of network density, team size, and span of control on team and manager effectiveness. DAVID GREEN - How can HR help create a thriving organisational culture? - A round-up of series 37 of the Digital HR Leaders podcast, with insights from episodes featuring Rebecca Thielen Dorie Clark Didier Elzinga Rob Briner Louise Millar and Olivia Edwards. LOOKING FOR A NEW ROLE IN PEOPLE ANALYTICS OR HR TECH? ’d like to highlight once again the wonderful resource created by Richard Rosenow and the One Model team of open roles in people analytics and HR technology, which now numbers over 550 roles. THANK YOU Reem Janho, JD Michael Griffiths Obed Garcia-Colato Kim Eberbach and the rest of the Deloitte team for inviting me to speak at their Workforce Innovation Forumat the Deloitte University in Texas. Olimpiusz Papiez for sharing his key learnings on advancing your career in people analytics (with insights from the Digital HR Leaders podcast episode with Serena H. Huang, Ph.D.), on how to quantify the impact of a thriving company culture (with insights from the episode with Didier Elzinga), and on IBM’s HiRo digital assistant (with inisghts from the episode with Nickle LaMoreaux) Luis Miguel González Soriano for posting about Excellence in People Analytics. Juliette Matharan for writing about Excellence in People Analytics, and Arnaud COULON for recommending the book to Juliette. Ancile Digital for including my quote on how HR can harness AI in its post on the best advice for HR professionals. Mirro.io for featuring me as one of their top HR thought leaders to follow in 2024. Employ.com for also featuring me as one of their top 16 HR influencers to follow on LinkedIn. Ganesh Iyer for including the Digital HR Leaders podcast in his list of 25 HR leadership podcasts to subscribe to. Thomas Otter for endorsing the Digital HR Leaders podcast here. Kevin Green for recommending series 37 of the Digital HR Leaders podcast. Thomas Kohler for including the March edition of Data Driven HR in his round-up of recommended HR resources. Yen Dang for including the Data-Driven HR Monthly in her top 3 newsletters for HR professionals. Neha Asthana for including me in her group of HR thought leaders and influencers. Caroline Arora and JooBee Yeow, PhD for recommending me on Mark Shortall’s list of content creators in the people and talent space. Lars Schmidt for also the Data-Driven HR Monthly (this newsletter!) in his excellent list of HR newsletters to subscribe to. To the following people who sharing the March edition of Data Driven HR Monthly. It's much appreciated: David Simmonds FCIPD Hafiz Adam Hanafi Reshma Mawji Hakki Ozdenoren Jo Iwasaki Aravind Warrier Katrina A. Stevens, CHRE Muhammad Firdaus Chrechen Jeja Kouros Behzad Arin Buawatthana Abid Hamid Robert Rogowski Terri Horton, EdD, MBA, MA, SHRM-CP, PHR Anvita Patnaik Paola Valerin Francisca Solano Beneitez Beverly Tarulli, Ph.D. Nicola Vogel Alexander S. Locher Kingsley Taylor Jacqui Brassey, PhD, MA, MAfN (née Schouten) Ralf Buechsenschuss Aysegul Tigli Philipe Ferreira Jane Datta Malgorzata (GOSIA) LANGLOIS Karen Edelman Indre Radzeviciute Hallie Bregman, PhD Adam McKinnon, PhD. Amanda Painter Adam Tombor (Wojciechowski) Chris Lovato Nabil Dewsi Tatu Westling Kristina Schoemmel Janeen Rabinowitz Susan Knolla Dan George Catriona Lindsay Patricia Carmona Ulrich E. Basler Caitie Jacobson Warren Howlett Jackson C. Trent Melissa Hopper Fritz Ankit Saxena, MBA Martha Curioni Anna Nord ?? Amardeep Singh, MBA Irada Sadykhova Christina Bui Higor Gomes Tanya Pastor Danielle Bushen Nicole Lettich Ken Clar Kerrian Soong Laurent Reich Stephen Hickey Olivier Bougarel Jana Glogowski Marcela Mury Tina Peeters, PhD Aimee Wilkinson Ludek Stehlik, Ph.D. Phil Inskip Adam Gibson Daniel Bosman Todd Tauber Violeta Lennon Soojeong Bae Aurélie Crégut. UNLOCK THE POTENTIAL OF YOUR PEOPLE ANALYTICS FUNCTION THROUGH THE INSIGHT222 PEOPLE ANALYTICS PROGRAM At Insight222, our mission is to make organisations better by putting people analytics at the centre of business and upskilling the HR profession The Insight222 People Analytics Program® is your gateway to a world of knowledge, networking, and growth. Developed exclusively for people analytics leaders and their teams, the program equips you with the frameworks, guidance, learnings, and connections you need to create greater impact. As the landscape of people analytics becomes increasingly complex, with data, technology, and ethical considerations at the forefront, our program brings together over one hundred organisations to collectively address these shared challenges. Insight222 Peer Meetings, like this event in London, are a core component of the Insight222 People Analytics Program®. They allow participants to learn, network and co-create solutions together with the purpose of ultimately growing the business value that people analytics can deliver to their organisations. If you would like to learn more, contact us today. ABOUT THE AUTHOR David Green ?? is a globally respected author, speaker, conference chair, and executive consultant on people analytics, data-driven HR and the future of work. As Managing Partner and Executive Director at Insight222, he has overall responsibility for the delivery of the Insight222 People Analytics Program, which supports the advancement of people analytics in over 90 global organisations. Prior to co-founding Insight222, David accumulated over 20 years experience in the human resources and people analytics fields, including as Global Director of People Analytics Solutions at IBM. As such, David has extensive experience in helping organisations increase value, impact and focus from the wise and ethical use of people analytics. David also hosts the Digital HR Leaders Podcast and is an instructor for Insight222's myHRfuture Academy. His book, co-authored with Jonathan Ferrar, Excellence in People Analytics: How to use Workforce Data to Create Business Value was published in the summer of 2021. SEE ME AT THESE EVENTS I'll be speaking about people analytics, the future of work, and data driven HR at a number of upcoming events in 2024: June 4-5 - Insight222 European Peer Meeting (hosted by Nestlé in Vevey, Switzerland) - exclusively for member organisations of the Insight222 People Analytics Program June 25-26 - Insight222 North American Peer Meeting (Minneapolis, US) - exclusively for member organisations of the Insight222 People Analytics Program September 16-19 - Workday Rising (Las Vegas) September 24-26 - Insight222 Global Executive Retreat (Colorado, US) - exclusively for member organisations of the Insight222 People Analytics Program October 16-17 - UNLEASH World (Paris) October 22-23 - Insight222 North American Peer Meeting (hosted by Workday in Pleasanton, CA) - exclusively for member organisations of the Insight222 People Analytics Program November 12-14 - Workday Rising EMEA (London) November 19-20 - Insight222 European Peer Meeting (hosted by Merck in Darmstadt, Germany) - exclusively for member organisations of the Insight222 People Analytics Program More events will be added as they are confirmed.
    HR professionals
    2024年05月02日
  • HR professionals
    探索人力资源科技的优势和挑战（Podcast） 技术总监@Humareso。Jamie Aquila是一位屡获殊荣的技术专家、设计师、建筑师和 4x 科技初创公司的首席技术官。他的项目被评为2018年 LinkedIn50强初创公司和2020年年度初创公司“100强初创公司”。Jamie 在将纽约市餐厅工作委员会 Harri.com发展成为服务行业的全球 HRIS 后，重新进入人力资源领域。 本播客中讨论的主题 “在我们深入探讨人力资源技术的复杂性之前，Jamie，您能分享一下您在人力资源技术领域的旅程吗？是什么激发了你对这个领域的兴趣，你的经历如何塑造了你对技术和人力资源交叉的看法？” “您能分享一个成功案例，其中人力资源技术的实施显著改善了公司的流程或成果吗？其他组织可以从这一成功中吸取哪些经验教训？” “根据您的经验，组织在采用人力资源技术时面临哪些常见的挑战或陷阱？如何缓解或克服这些挑战？” “鉴于人力资源技术的快速发展，您是否遇到过技术解决方案不符合预期或导致不可预见的问题的情况？你是如何处理这种情况的？” “你提到了对过度关注人工智能的担忧。组织如何在利用 AI 提高效率的同时确保在 HR 流程中保留人性化两者之间取得平衡？你觉得有什么具体的例子或策略是有效的吗？” “展望未来，您预计哪些趋势将塑造人力资源技术的未来？此外，在人力资源专业人士和组织驾驭不断发展的人力资源技术领域时，您会给他们什么建议？” “最后一个问题，Jamie，鉴于你分享的见解，你有什么信息或建议想留给我们的听众吗？此外，当我们展望2024年时，我们应该对人力资源技术的哪些方面感到特别兴奋，或者您想为 HR 专业人士和组织强调任何注意事项吗？” Source REC TECH media
    HR professionals
    2024年02月05日
  • HR professionals
    The best HR & People Analytics articles of January 2024 2024 is set to be a momentous year. With economic uncertainty, rising geopolitical conflict, and rapid advances in technology, it is also set to be a stormy 12 months for the world, for organisations, and for HR professionals too. Perhaps this explains the slew of insightful resources in January, which has made compiling this month’s collection as challenging as it has been enjoyable. One of the key focuses has been on ‘productivity’, and I’ve brought together a number of resources on this topic. There are also new studies from the likes of PwC, McKinsey, Glassdoor, Accenture, and Deloitte as well as articles featuring practitioners from companies including Spotify, Microsoft, Ericsson, Lloyds Banking Group, and Standard Chartered. There’s lots to enjoy and learn from. Join me for a webinar on February 21 to discover how Leading Companies shift People Analytics from insight to impact Are you an HR or People Analytics Leader seeking to transform your organisation’s People Analytics from mere insights to impactful business outcomes? If so, I invite you to join me for a webinar that Insight222 is hosting on February 21. Naomi Verghese and I will walk through the findings from the Insight222 People Analytics Trends research, unveiling the distinctive characteristics of ABCD Teams that propel organisations to new heights. Naomi and I will be joined by Alan Susi, VP and Global Head of Organisational Analytics and People Insights at S&P Global. Alan will share insights into how S&P Global successfully elevated their approach to people analytics, turning data into tangible business outcomes. You can register for the webinar here – or by clicking the image below. Jürgen Klopp – a study in leadership, culture, and analytics As a fervent supporter, I’m still processing the totally unexpected news that Jürgen Klopp will be leaving his post as the manager of Liverpool at the end of the current football season. In his press conference on taking the reins at Anfield in October 2015, Klopp stated his goal was to turn Liverpool from “doubters to believers.” He has done this with some aplomb amassing a haul of seven trophies (to date) including the Champions League in 2019 and then, the following year, the Holy Grail of Liverpool’s first league title in 30 years. But Klopp is more than a brilliant football manager. He is the epitome of an empathetic leader. His emotional intelligence and natural humility not only endears Klopp to his players, but to supporters too for whom he is adored. The reaction to the news reduced many Liverpool supporters to tears. I’m still hoping – probably forlornly - that like Alex Ferguson in 2002, Klopp will change his mind and stay. In the likely event that he does depart, I’m sure that multiple studies will be made on Klopp’s time at Anfield, and that his leadership skills, use of data and analytics, and ability to build an inclusive winning culture will be deservedly celebrated. YNWA. Looking for a new role in people analytics or HR tech? Before we get to this month’s collection of resources, I’d like to highlight once again the wonderful resource created by Richard Rosenow and the One Model team of open roles in people analytics and HR technology, which now numbers over 500 roles. Looking for a people analytics event to attend in 2024? Richard Rosenow has also been busy compiling a study of People Analytics Conferences to attend in 2024 with the data collected from practitioners themselves. Society for Industrial and Organizational Psychology (SIOP), People Analytics World and the Wharton People Analytics Conference all come out well as does the Insight222 Global Executive Retreat. Thanks to Richard for putting this together. Share the love! Enjoy reading the collection of resources for January and, if you do, please share some data driven HR love with your colleagues and networks. Thanks to the many of you who liked, shared and/or commented on December’s compendium (including those in the Comments below). If you enjoy a weekly dose of curated learning (and the Digital HR Leaders podcast), the Insight222 newsletter: Digital HR Leaders newsletter is published every Tuesday – subscribe here. THE QUEST FOR PRODUCTIVITY MCKINSEY - 2024 and beyond: Will it be economic stagnation or the advent of productivity-driven abundance? | PwC - 27th Annual Global CEO Survey: Thriving in an age of continuous reinvention | JOSH BERSIN - HR Predictions for 2024: The Global Search For Productivity | ERIK BRYNJOLFSSON - How AI Will Transform Productivity | BEN WABER AND NATHANAEL J. FAST - Is GenAI’s Impact on Productivity Overblown? When I talk with CHROs and People Analytics Leaders at the companies we work with at Insight222, one of the words I’m hearing most at the moment is ‘productivity’. Continuing economic and geopolitical uncertainty, the promise of AI, and challenging talent demographics are all fuelling the demand for productivity from CEOs. Here are five resources that can be filed under the ‘productivity’ umbrella: (1) McKinsey’s Ezra Greenberg, Asutosh Padhi, and Sven Smit present a model for businesses to capture the three-sided productivity opportunity (see FIG 1). (2) Amongst a ton of takeaways, the standout theme from the annual PwC CEO survey is that the vast majority of participating companies are already taking some steps towards reinvention, while CEOs believe that 40% of their work is wasted productivity (see FIG 2). (3) Josh Bersin draws from the PwC survey in his 2024 predictions, where he outlines The Productivity Advantage where “If you can help your company move faster (productivity implies speed, not only profit), you can reinvent faster than your competition.” (4) Stanford professor Erik Brynjolfsson offers leaders an overview of how AI will transform productivity. (5) Finally, Ben Waber and Nathanael Fast’s absorbing essay in Harvard Business Review cautions leaders on leaning into the hype on GAI’s supposed positive impact on productivity too heavily. The authors break down two of the key challenges with LLMs: a) their persistent ability to produce convincing falsities and b) the likely long-term negative effects of using LLMs on employees and internal processes. FIG 1: The three-side productivity opportunity (Source: McKinsey) FIG 2: CEOs estimate administrative inefficiency at 40% (Source: PwC) GERGELY OROSZ AND ABI NODA - Measuring Developer Productivity: Real-World Examples Continuing the productivity theme, this is an invaluable resource by Gergely Orosz and Abi Noda in The Pragmatic Engineer newsletter. It provides detail on developer productivity metrics at 17 tech companies including Google, Microsoft, Spotify, and Uber (see summary in FIG 3). FIG 3: Developer productivity metrics at 17 tech companies (Source: Pragmatic Engineer) 2024 HR TRENDS AND PREDICTIONS JASMINE PANAYIDES - Nine Ways to Put HR Trends and Predictions into Practice in 2024 There has been a flood of articles advising what the key HR trends, predictions, and opportunities for 2024 are, but how are HR professionals supposed to make sense of these? In her article for the myHRfuture blog, Jasmine Panayides provides actionable tips on how HR professionals can apply the trends, predictions and opportunities to their work, and their organisations so they can deliver value to the company and the workforce. Jasmine also helpfully summarises the trends/predictions from a variety of sources into one table (see FIG 4), including from: Visier Inc., Gartner, Bernard Marr, UNLEASH, Mercer, and Culture Amp as well as my own 12 Opportunities for HR in 2024 article. FIG 4: Analysis of HR Trends and Predictions for 2024 (Source: myHRfuture) KATARINA BERG - HR Trends for 2024 | GARTNER - 9 Future of Work Trends for 2024 | GLASSDOOR – 2024 Workforce Trends | HUNG LEE - Forecasting 2024 in Recruitment Part 1, Part 2, Part 3, and Part 4 | KEVIN WHEELER - What Does 2024 Hold in Store for Us? | STACIA GARR AND DANI JOHNSON – 2024 Mega Trends and how people leaders should respond (Webinar) The deluge of commentators offering their HR trends and opportunities continued in January. As such, it is a challenge to sort the wheat from the chaff but in addition to those I highlighted in this compendium in December, and in Jasmine’s article above, I recommend diving into the following: (1) Spotify’s chief people officer, Katarina Berg, highlights ten trends with the common theme being each trend is a bridge, connecting the past with the future, and HR professionals are the architects crafting these vital links – including “Staying Human in the Age of AI – The Humanity Bridge”. (2) Gartner’s Jordan Turner and Emily Rose McRae highlight nine future of work trends for the year ahead (see FIG 5). (3) Aaron Terrazas and Daniel Zhao identify eight workforce trends based on Glassdoor’s data on workplace satisfaction, culture, and conversations. (4) Hung Lee is at the cutting edge of recruiting and HR tech, so his four-part series on recruiting in 2024 is definitely worth checking out – two examples include: “Multi-generational replaces neurodiversity as DEIB hot topic” and “Capital Allocation Shifts from Sourcing & Engagement to Assessment & Verification Tech”. (5) Futurist Kevin Wheeler offers seven insights and predictions together with his self-assessed certainty rating including “Generative AI will dominate, and every product will attempt to incorporate AI. 90% certainty” and “More firms will embrace a four-day workweek 50% certainty”. (6) Finally, I strongly recommend viewing the 2024 Mega Trends webinar hosted by Stacia Sherman Garr and Dani Johnson for RedThread Research, which breaks down the key macro factors impacting the world of work and how HR can respond. FIG 5: 9 Future of Work Trends for 2024 (Source: Gartner) GREG NEWMAN - 10 important topics that HR will likely ignore in 2024 Greg Newman takes an alternative, wry and contrarian approach by focusing his list of “predictions” on ten things most HR teams will continue to ignore in 2024. My favourite three are: (1) speaking the language of the business, (2) focusing AI conversations on ethics before technology, and (3) learning that good data is required to realise the dreams of AI and analytics. By aligning HR language with business terminology, we can more effectively demonstrate the value of our initiatives in a way that resonates with business stakeholders. GENERATIVE AI AND THE FUTURE OF WORK ELLYN SHOOK AND PAUL DAUGHERTY - Work, workforce, workers: Reinvented in the age of generative AI A new study from Accenture, co-authored by Ellyn Shook and Paul Daugherty, on how generative AI is impacting work, provides guidance on how leaders can: “Set and guide a vision to reinvent work, reshape the workforce and prepare workers for a generative AI world, while building a resilient culture to navigate continuous waves of change.” The report reveals a trust gap between workers and leaders on key elements related to GAI’s impact on work, the workforce, and workers. The authors also highlight four accelerators for leaders to navigate the journey ahead: (1) Lead and learn in new ways, (2) Reinvent work, (3) Reshape the workforce (see example in FIG 6), and (4) Prepare workers. FIG 6: Illustrative example of how work and roles can be reallocated in a GAI future (Source: Accenture) ROGER W. HOERL AND THOMAS C. REDMAN - What Managers Should Ask About AI Models and Data Sets The decision on whether to deploy AI models within an organisation ultimately lies with business leaders who may not be qualified to identify risks and weaknesses related to AI models and data sets. In their article, Roger Hoerl and Tom Redman provide (1) A framework (see FIG 7) designed to equip leaders with context and based on their concept of the right data. (2) A set of six questions for leaders to ask their AI model developers before and during modelling work and deployment. (3) Guidance for leaders on how to assess AI model developers’ answers to those six questions. FIG 7: The Right Data Framework (Source: Roger W. Hoerl and Thomas C. Redman) PEOPLE ANALYTICS STEVE HATFIELD, SUE CANTRELL, AND BRAD KREIT - Beyond the quick fix: How workforce data can drive deeper organizational problem-solving The premise of this thoughtful article by Steve Hatfield, Susan Cantrell, and Brad Kreit is that without the right context, even simple measurements can undermine efforts to convert people data into value. They then explore several examples – in the workforce, in the workplace, and in the work – where organisations might be limiting their analysis to the surface level and how deeper analysis can reveal systemic issues that lead to opportunities for transformation. Guidance on three actions leaders can take to help ensure they are not missing important context in their data analysis are provided: (1) Bring data from different domains and sources together for analysis. (2) Make sure you’re measuring what you should—not just what you can. (3) Identify potential biases in data collection algorithms. If organizations want to move beyond quick fixes and use work and workforce data to drive deeper—and often more challenging—problem-solving, it is important that they look at the data in context. NAOMI VERGHESE - How to Measure the Value of People Analytics My Insight222 colleague Naomi Verghese digs how to measure the commercial value of people analytics, highlighting a powerful case study from Jaesun HA and LG Electronics. Naomi provides detail on four key areas where people analytics adds value (business performance, workforce experiences, driving an analytics culture and societal benefit) as well as providing data on the characteristics of companies that ARE creating commercial value from people analytics (see FIG 8). FIG 8: Characteristics of people analytics that disclosed and measured commercial value of people analytics solutions (Source: Insight222 People Analytics Trends, 2023) ANDRÉS GARCIA AYALA - 5 Change Drivers Impacting People Analytics & How To Thrive In Them | WILLIS JENSEN - Attrition versus Retention: Which Should I Use? | KEITH McNULTY – Regression Modeling in People Analytics: Survival Analysis | LYDIA WU - The Market Sucks and You are Looking for a Job, Now What? | SEBASTIAN SZACHNOWSKI - 16 HR Metrics for IT | ERIN FLEMING AND NICK JESTEADT - People Analytics Perspectives from the Fringe: Current Priorities and a View on Optimized Teams in 2024 January saw a slew of articles from current and recent people analytics leaders, which typically act as a spur and inspiration for the field. Six are highlighted here: (1) Andrés García Ayala highlights some of the key change drivers impacting people analytics and ways to incorporate them into our work. (2) Willis Jensen builds on the recent primer on attrition metrics by Ben Teusch that I highlighted in December’s edition. He explains why we should be using attrition and retention as separate terms that lead to distinct metrics with different objectives (see also FIG 9). (3) Keith McNulty provides another indispensable practical guide for people analysts with a step-by-step tutorial to conducting survival analysis in R. (4) The prolific Lydia Wu turns her attention to providing some handy guidance for those looking for their next people analytics / HR tech role. (5) Sebastian Szachnowski provides a useful breakdown of 16 HR metrics for technology companies. (6) Last but definitely not least, Erin Fleming and Nick Jesteadt provide insights from their survey of fellow people analytics practitioners. Insights include a) 41% of respondents (n=49) operate as a one-person people analytics team, and ii) the main current focus areas of work include employee turnover, cultural engagement, return to office, and restructuring. FIG 9: When to use Attrition and Retention (Source: Willis Jensen) MAX BLUMBERG - The Big List of GPTs to Revolutionize Your People Processes | JOHANNES SUNDLO - GenAI for People Analytics Two articles addressing the opportunity for generative AI in the people space. (1) Max Blumberg (JA) ?? sets out 93 potential ways to upgrade your People Processes with AI and GPTs across four categories – workforce planning and strategy, recruitment, learning and development, and employee wellbeing. (2) Johannes Sundlo provides examples of companies using GAI in their people analytics work to support analyses on engagement data, skills, and tailoring training recommendations. GPTs are an amazing tool for scenario planning, forecasting future workforce needs, identifying talent gaps, and developing integrated talent strategies. THE EVOLUTION OF HR AND DATA DRIVEN CULTURE DAVE ULRICH, NORM SMALLWOOD, AND JOE GROCHOWSKI - Why and How to Move HR to an Outside-In Approach When asked the question, “What is the biggest challenge in your job today?” HR professionals will typically provide answers such as: “Build a skills-based organisation” or “Help our employees have a better experience”. As Dave Ulrich, Norm Smallwood, and Joe Grochowski write, these answers would be far more powerful when a “so that” is applied e.g. “Help employees have a better experience so that customer experience improves.” The article demonstrates that greater value is created with an outside-in approach that starts with the needs of external stakeholders (customers, investors, community) and then figuring out the implications inside the company for meeting those needs. Dave, Norm, and Joe also present their Human Capability Framework and a tool that provides an assessment of an organisation’s outside-in performance (see FIG 10). FIG 10: Human capability from the outside-in - diagnostic questions (Source: Dave Ulrich et al) WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS AMY WEBB - Bringing True Strategic Foresight Back to Business In her article for Harvard Business Review, Amy Webb defines strategic foresight as “a disciplined and systematic approach to identify where to play, how to win in the future, and how to ensure organizational resiliency in the face of unforeseen disruption.” Her article also advocates for the integration of strategic foresight as a core competency in every organisation, regardless of size. Moreover, Amy provides guidance on how to operationalise strategic foresight by unveiling a ten-step process. Read alongside another article authored by Amy for HBR: How to Do Strategic Planning Like a Futurist, which includes Amy’s Futurist’s Framework for Strategic Planning (see FIG 11). FIG 11: A Futurist’s Framework for Strategic Planning (Source: Amy Webb) WORLD ECONOMIC FORUM AND PwC - Putting Skills First: Opportunities for Building Efficient and Equitable Labour Markets As the introduction to this compelling collaboration between the World Economic Forum and PwC begins: “Skills and talent shortages are critical challenges facing societies and economies today. The absence of relevant skills impedes business growth, hinders economic prosperity, and inhibits individuals from realizing their full potential.” The report identifies five specific opportunities for intervention where the gains from skills-first solutions are most likely for employers and workers alike (see ‘Skills-first Framework’ in FIG 12). Additionally, the report also showcases 13 Skills First “Lighthouses”, including IBM, Siemens, Standard Chartered and Sanofi. It concludes by offering key takeaways regarding six success factors in implementing skills-first approaches including (1) Sponsorship from leadership, (2) Alignment with business needs, and (3) Data and evaluation for iteration. (Authors: Genesis Elhussein, Mark Rayner, Aarushi Singhania, Saadia Zahidi, Peter Brown MBE, Miral Mir, and Bhushan Sethi). A cultural shift to skills-first approaches needs both sponsorship from executives and governance from human-resources professionals FIG 12: Skills-first Framework (Source: World Economic Forum PETER SHEPPARD - Learning from our Skills Journey | BEN AUTY - What are the new skills people will need for the future of work? | TANUJ KAPILASHRAMI - How Standard Chartered is Unlocking the Power of Skills in the Workplace Many of the organisations we work with at Insight222 have embarked on the road to becoming a skills-based organisation. It is not an easy journey, so it is helpful to learn from other companies who are treading this path. Three of these are Ericsson, Lloyds Banking Group, and Standard Chartered. (1) In his article, Peter Sheppard shares learnings from Ericsson’s skills journey including a) it’s not jobs or skills; it’s skills and jobs, b) it’s a whole organisation activity, c) Less is more with skills, and d) Data drives value. (2) Ben Auty shares insights as to why Lloyds Banking Group is developing a learning culture to build the workforce of the future at the bank, the main skills they are focusing on, and the central role the recently established Reskilling Team is playing. (3) Tanuj Kapilashrami shares how Standard Chartered catalysed their work on skills by identifying adjacencies between ‘sunset’ and ‘sunrise’ roles. We looked at skills adjacencies between ‘sunset’ jobs and ‘sunrise’ jobs: so, what are the jobs that are going to go away? What are the skills that help employees get reskilled into some of these sunrise jobs? We ran five proofs of concept, we showed some real redeployment opportunities and started making the skills narrative real. EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING JENNIFER E. SIGLER WITH STEPHANIE DENINO - So Many Stakeholders, So Little Time: State of EX 2023-2024 The fifth annual State of EX study authored by Jennifer E. Sigler, PhD on behalf of The EXchange, Inc, TI PEOPLE and FOUNT Global, Inc. is a treasure chest of insights on the fast-evolving practice of employee experience. It highlights the top four priorities for EX as: (1) Redesigning experiences, (2) Getting broader buy-in for EX work across the organisation, (3) Building an EX roadmap for the organisation, and (4) Getting more / better data. One other standout finding from the study suggests that senior leaders are increasingly focused on EX with a majority of respondents (63%) saying their organisation’s senior leaders view EX as equal to or even more important than other corporate priorities. This bodes well for the future of EX. Thanks to Stephanie Denino and Volker Jacobs for highlighting the study. FIG 13: EX Team Priorities YOY Change (Source: The EXchange, TI People and FOUNT Global, Inc) LEADERSHIP AND CULTURE NADJIA YOUSIF, ASHLEY DARTNELL, GRETCHEN MAY, AND ELIZABETH KNARR - Psychological Safety Levels the Playing Field for Employees | PETER CAPPELLI AND LIAT ELDOR - Can Workplaces Have Too Much Psychological Safety? Two perspectives on psychological safety in the workplace. In the first article, Nadjia Yousif, Ashley Dartnell, Gretchen May, and Elizabeth Knarr present the findings of Boston Consulting Group (BCG) research, which finds how psychological safety benefits inclusion, reduces attrition in diverse groups and effectively acts as an equaliser - enabling diverse and disadvantaged employee groups to achieve the same levels of workplace satisfaction as their more advantaged colleagues. The study also highlights the direct relationship between empathetic leadership and feelings of psychological safety in the workforce, giving leaders a clear directive to be empathetic and thereby engender psychological safety. The second article by Peter Cappelli and Liat Eldor presents research that found that when you move from average to high levels of psychological safety, performance in routine jobs actually declined. FIG 14: Psychological safety has an outsize impact on retention for diversity groups (Source: BCG) RASMUS HOUGAARD, JACQUELINE CARTER, AND ROB STEMBRIDGE - The Best Leaders Can’t Be Replaced by AI While there are some areas where AI is already surpassing or will surpass human capabilities, there are several it cannot replace. Based on their research into employees’ comfort with AI in management, as well as their decades of research on the qualities of effective leadership, Rasmus Hougaard, Jacqueline Carter, and Robert Stembridge identify the promise (and perils) of AI-enabled management (see FIG 15), as well as the three uniquely human capabilities leaders need to focus on honing, especially as AI begins to figure more in management: (1) awareness, (2) compassion, and (3) wisdom. For more from Rasmus, I recommend listening to his podcast discussion with me: How To Be a More Compassionate Leader. Leaders who deepen their ability to lead with humanity will win at attracting, retaining, developing, and motivating top talent. FIG 15: AI versus Human: A matric of leadership activities (Source: Potential Project) DIVERSITY, EQUITY, INCLUSION, AND BELONGING JULIE COFFMAN, ALEX NOETHER, BIANCA BAX, CASSY REICHERT, AND KRYSTLE JIANG - The Business of Belonging: Why making everyone feel included is smart strategy Revealing data from a Bain survey of 6,000+ employees across four countries, which finds employees who have seen their companies intentionally invest in inclusion since 2020 are three times more likely to feel fully included than employees who have not seen such investment from their employers. Other findings include (1) Combining diversity and inclusion maximises a company’s capacity (by 4x) to innovate, and (2) Employees with inclusive leadership are 9x more likely to feel fully included at work (see FIG 16). (Authors: Julie Coffman, Alex Noether, Bianca Bax, Cassy Reichert, and Krystle Jiang). FIG 16: Employees with inclusive leadership are 9x more likely to feel fully included at work (Source: Bain) SHUJAAT AHMAD - DEIB Is At A Crossroads—It’s Time for Bold Action and Clear Metrics Given recent developments it’s reasonable to say that Diversity, Equity, Inclusion, and Belonging (DEIB) is at an existential crossroads. As Shujaat Ahmad writes in his excellent article for Round: “Boards, leadership teams, and investors hold the power to set the tone, shape the policies, and allocate the resources to support DEIB initiatives: for DEIB to work effectively, they must shift from well-intentioned wordsmiths to committed drivers that hold the organization accountable for outcomes and positive change.” Shujaat then unveils his blueprint to help leaders assess progress and drive meaningful change, clarifying the ‘why’ before diving into the ‘how’ covering measuring what matters and interventions (see FIG 17). For more from Shujaat, I recommend visiting Belong and Lead. FIG 17: Source – Shujaat Ahmad HR TECH VOICES Much of the innovation in the field continues to be driven by the vendor community, and I’ve picked out a few resources from January that I recommend readers delve into: ERNEST NG - If the Pitch is Too Smooth, It Probably Is: Why AI in HR is Difficult – Part 2 of an insightful essay from Ernest Ng, PhD of HiredScore (see also Part 1 on disclosures here) where he cuts through the hype to assess how we should be implementing AI in HR. LOUJAINA ABDELWAHED - A Tale of Two Cultures - In One Company - Loujaina Abdelwahed, PhD from Revelio Labs highlights the growing disparity between junior and senior employees (see FIG 18) and identifies the factors causing this malaise. Thanks to Ben Zweig for highlighting. FIG 18: The growing disparity in sentiment between junior and senior employees (Source: Revelio Labs) JEREMIE BRECHEISEN - Where Employees Think Companies’ DEIB Efforts Are Failing – Jeremie K Brecheisen presents findings from Gallup that reveals a disconnect between how well employees and HR leaders believe their organisations are doing when it comes to diversity, equity, inclusion, and belonging: 84% of CHROs say their organisations are increasing investment in DEIB, while only 31% of employees say their organisation is committed to improving racial justice or equity in their workplace (see FIG 19). The article then outlines ten needs employees say are not being met and then offers strategies to help organisations address the disconnect. FIG 19: How employees and HR leaders differ on perceptions of DEIB progress (Source: Gallup) FRANCISCO MARIN - Navigating the ONA Landscape: Trends and Challenges for 2024 - Another good read from Cognitive Talent Solutions, as Francisco Marin explores the key trends and challenges shaping the ONA space in 2024. IAN WHITE - The three C’s of effective performance management – Ian White, CEO at ChartHop, presents the three C’s of performance management — continuous, contextual and cultural — designed to help companies understand their employees more holistically. CHRISTINA JANZER - The surprising connection between after-hours work and decreased productivity – Christina Janzer presents findings from Slack’s Workforce Index, which identifies findings on how to structure the workday to maximise employee productivity, well-being and satisfaction – including the connection between after hours work and decreased productivity. FIG 20: Source – Slack PODCASTS OF THE MONTH In another month of high-quality podcasts, I’ve selected five gems for your aural pleasure: (you can also check out the latest episodes of the Digital HR Leaders Podcast – see ‘From My Desk’ below): AMY EDMONDSON AND LAURIE RUETTIMANN – Right Kind of Failure – Amy Edmondson joins Laurie Ruettimann on the brilliantly named Punk Rock HR to explore the essential role of failure in our professional and personal growth. STACIA GARR, COLE NAPPER, AND SCOTT HINES - People Analytics & HR Tech Research by Industry Analysts – Stacia Sherman Garr, one of the industry’s top analysts, joins Cole Napper and Scott Hines, PhD on the Directionally Correct podcast to discuss the research Stacia and her team at RedThread Research do in the people analytics and HR technology space. RICHARD ROSENOW, MADDIE GRANT, AND SANJA LICINA - How to Build an Integrated Framework for Workforce Listening – In an episode of the Empowering Workplaces podcast, Richard Rosenow joins hosts Maddie Grant and Sanja Licina, Ph.D. to talk about The Three Channels of Workforce Information: conversations (“what people say”), surveys (“what people say they do”) and systems (“what people do”) as a way to build a comprehensive understanding of your workforce. McKINSEY - The shape of talent in 2023 and 2024 - In this episode of McKinsey Talks Talent, Bryan Hancock, Brooke Weddle and host Lucia Rahilly highlight the trends that shaped last year’s talent landscape—and those poised to ‘redefine its contours’ yet again in 2024. MATTHEW BIDWELL AND DAN LONEY – Forecasting 2024 Workplace Trends – Wharton Professor and convenor of the Wharton People Analytics Conference, Matthew Bidwell, joins host of the Wharton Business Daily Dan Loney to look at the year ahead in the workplace. VIDEO OF THE MONTH CHRIS LOUIE, TOMAS CHAMORRO-PREMUZIC, TERRI HORTON, AND LINDSEY SHINTANI - Power a dynamic workforce by embracing AI An enlightening panel discussion from the recent LinkedIn Talent Connect where Chris Louie, Dr Tomas Chamorro-Premuzic, Terri Horton, EdD, MBA, MA, SHRM-CP, PHR, and Lindsey Shintani discuss how AI is changing learning and career paths. They provide guidance on how to overcome AI anxiety and empower impactful futures. BOOK OF THE MONTH KEVIN WHEELER AND BAS VAN DE HATERD – Talent Acquisition Excellence An excellent new book published by Kogan Page and authored by Kevin Wheeler and Bas van de Haterd (He/His/Him). It provides an insightful and detailed analysis of how technologies such as artificial intelligence and machine learning in combination with analytics can improve talent acquisition and recruitment. RESEARCH REPORT OF THE MONTH YUYE DING AND MARK (SHUAI) MA - Return-to-Office Mandates A huge thank you to Nick Bloom for bringing my attention to this paper from Yuye Ding and Mark Ma, which studied the impact of 137 Return to Office mandates on the performance of S&P500 firms from 2020-2023. The key findings, as summarised by Nick, are illuminating: (1) RTO mandates are more likely in firms with poor recent stock performance, and in those with powerful male CEOs. (2) Glassdoor data finds RTO mandates significantly reduce employee ratings for job satisfaction, work-life balance, and senior management. (3) There is no significant impact of RTO mandates on either firm profitability or firm stock-returns. FIG 21: Distribution of firms’ RTO mandates (Source: Yuye Ding and Mark Ma) FROM MY DESK January saw the first three episodes of Series 36 of the Digital HR Leaders podcast, sponsored by our friends at ScreenCloud. Thank you to Luke Farrugia. DAVID GREEN - The best 60 HR & People Analytics articles of 2023 Part 1 | Part 2 – My tenth annual collection of HR and people analytics resources is spread across two articles and ten themes. Part 1 covers i) the future of work and people strategy, ii) workplace design and strategy, iii) AI and the world of work, iv) people analytics, and v) employee experience, listening and wellbeing. Part 2 covers: vi) the evolution of HR, HR operating models and the CHRO, vii) building a data driven culture in HR, viii) workforce planning, skills, and talent marketplace, ix) leadership and culture, and x) diversity, equity, inclusion and belonging. THOMAS RASMUSSEN, DAWN KLINGHOFFER, AND JEREMY SHAPIRO - HR in 2024: The Impact of People Analytics, AI & ML – In a special episode of the Digital HR Leaders podcast to kick off 2024, I was joined by Thomas Rasmussen, Dawn Klinghoffer, and Jeremy Shapiro to discuss the outlook for HR and people analytics in the coming 12 months. SERENA HUANG - How to Enhance Your Career in People Analytics - Serena H. Huang, Ph.D., who has led people analytics functions at companies including GE, PayPal and Kraft Heinz, joins me to discuss the common career paths observed in the people analytics field and how they have evolved over the years. KAZ HASSAN AND LUKE FARUGGIA - How to Bridge the Gap Between Customer and Employee Experience - What can HR learn from marketing's journey in using data, analytics and technology to understand and personalise the customer experience? How can we leverage these insights in HR to boost our employee experience initiatives? Kaz Hassan and Luke Faruggia join me to discuss these topics and more. THANK YOU Finally, this month I’d like to thank: Recruit CRM for nominating me as ‘The People Analytics Pioneer’ in their list of 50 Recruitment Influencers to Follow in 2024 Likewise, a huge thank you to 365Talents for including me as one of the Top 50 HR Influencers to Follow in 2024 Similarly, thanks to HRCap, Inc. for including me in their list of 10 HR Influencers who Provide Remarkable Insights The Social Craft (here) and The Talent Games (here) for also including me in their lists of HR and HR Tech leaders to follow. HRDConnect for quoting me in their article Data Literacy: A must-have for HR professionals in 2024. Gianni Giacomelli for including the Data Driven HR monthly in his list of seven must-read newsletters. HR Geckos for including Excellence in People Analytics as a book recommendation in their HR Bytes Newsletter for January 2024. Sebastian Szachnowski for including Excellence in People Analytics in his list of books to get better at people analytics. Leapsome for including the Digital HR Leaders podcast as one of its Top 10 HR Podcasts for 2024. Similarly, Alexandre Darbois for also including the Digital HR Leaders podcast as one of his 5 HR Podcasts. Melissa Meredith for using my 12 Opportunities for HR in 2024 article to highlight the importance of the HR-Finance partnership in building a thriving company. Bill Brown for also highlighting my 12 Opportunities for HR in 2024 article in his Eleven Trends Transforming the Future of Work in 2024. Mirro.io for including me as a contributor in their list of 15 HR Trends for 2024. Dhanesh K for including as one of his 10 Top HR Leaders to Follow. Lanteria HR for recommending me as one of their HR Experts to Follow in 2024. Semos Cloud for including my 12 Opportunities for HR in 2024 as part of their round-up of HR insights. Thomas Kohler for including my Best HR and People Analytics Articles of 2023 in their collection of HR resources to read. Thinkers360 for including me in their Top Voices EMEA 2023. ABOUT THE AUTHOR David Green ?? is a globally respected author, speaker, conference chair, and executive consultant on people analytics, data-driven HR and the future of work. As Managing Partner and Executive Director at Insight222, he has overall responsibility for the delivery of the Insight222 People Analytics Program, which supports the advancement of people analytics in over 90 global organisations. Prior to co-founding Insight222, David accumulated over 20 years experience in the human resources and people analytics fields, including as Global Director of People Analytics Solutions at IBM. As such, David has extensive experience in helping organisations increase value, impact and focus from the wise and ethical use of people analytics. David also hosts the Digital HR Leaders Podcast and is an instructor for Insight222's myHRfuture Academy. His book, co-authored with Jonathan Ferrar, Excellence in People Analytics: How to use Workforce Data to Create Business Value was published in the summer of 2021. SEE ME AT THESE EVENTS I'll be speaking about people analytics, the future of work, and data driven HR at a number of upcoming events in 2024: Feb 21 - Discover how Leading Companies shift People Analytics from insight to impact (Webinar) Feb 28 - People Analytics World 2024: Exploring the Potential of Analytics and AI in Employee Experience (Zurich) March 4-6 - Gloat Live! (New York) March 14-15 - Wharton People Analytics Conference (Philadelphia) April 24-25 - People Analytics World (London) May 7-9 - UNLEASH America (Las Vegas) September 24-26 - Insight222 Global Executive Retreat (Colorado, US) - exclusively for member organisations of the Insight222 People Analytics Program October 16-17 - UNLEASH World (Paris) More events will be added as they are confirmed.
    HR professionals
    2024年02月01日
  • HR professionals
    未来人才招聘的10大趋势 影响未来招聘的10大趋势：数字招聘营销，雇主品牌，候选人经验，数字驱动，人工智能与自动化，多样性和包容性，远程工作机会，雇员权益，录像招聘，个性化内容。 关键资讯： 考虑到商业环境的不可预测性，人力资源专业人士需要战略性地规划人才收购。 认识和处理员工情绪对于培养积极的工作场所文化至关重要，这反过来又有助于组织的氛围健康。 对数据驱动的洞察力使组织能够不断改进招聘战略，有效地分配预算，并对不断变化的人才市场需求保持敏感。 在2024年的动态格局中，人力资源专业人士急需适应变化，在预期和未预见的变化中前进。严峻的现实是，任何组织，无论规模大小或地点如何，都无法精心策划变革过程中的每一个波折和转折。 经济转变不仅影响企业，也影响企业中的个人。Gartner 报告了员工中普遍存在的权利被剥夺、怀疑和疲劳感——强调了人力资源在持续不断的变化中解决这些问题的紧迫性。公司为未来的变化做好准备的关键在于为未来做好团队准备，重点关注可伸缩性和基本面。 本文深入探讨了公司在当今市场下运营时，应该优先考虑的十个关键点。处理和优先考虑这些关键方面可确保征聘专业人员具备适应能力，并准备好应对可能出现的任何挑战。 1.数字招聘营销 数字招聘营销是一种战略方法，它利用数字平台、社交媒体和在线广告来扩大招聘工作的覆盖面和参与度。在当今互联互通的世界里，人们积极参与并利用各种在线渠道，同时这也成为了有效获取人才的关键。这种方法使组织能够接触到更广泛、更多样化的受众，在潜在候选人最多的地方接触到他们。 超过一半的新世代（54%）每天至少花4个小时在社交媒体上，另有38%的人超过这个时间段。这使得公司必须利用候选人的角色来了解他们的顶尖人才的行为，并确保他们出现在候选人积极使用的数字渠道上。这种方法还使组织能够微调他们的品牌信息，使之与候选人的目标、动机和痛点保持一致。有了这些洞察力，组织可以调整其招聘广告策略，在不同的平台上向不同的人物展示相关的招聘广告，从而提高招聘与组织需求保持一致的机会。 通过利用这些平台的力量，公司可以提高知名度，并积极与潜在人才接触——创建一个动态的、响应性强的招聘战略，与当今候选人的偏好和行为保持一致。 2.雇主品牌 87%的人强调文化的重要性，以至于在经济衰退期间他们会继续优先考虑文化。然而，调整多样和分散的劳动力构成了巨大的挑战。 文化不仅仅是一个流行词，它还是生产力、创新和动力的驱动力——这是最重要的。然而，设定和执行新的文化优先事项可能令人生畏。培养一种关心和支持的文化至关重要——不要把个人当作数字来加强关系，而是要建立一个更强大的雇主品牌。 认识到每个人的期望和需求的独特性后，组织必须采取更加量身定制的方法。保持关心员工情绪的意识至关重要，尤其要理解提高员工满意度的因素。一旦掌握了员工情绪的脉搏，以及是什么驱使他们感到满足，公司就可以制定一个与公司愿景相一致的战略沟通计划。这种积极主动的方法加强了联系，并有助于保证多年的企业文化健康。88%的人对找到一份令人满意的工作体验感兴趣，因此要确保公司留住顶尖人才和培养强大的雇主品牌，优先考虑企业文化是十分重要的。 3.候选人经验 提升候选人经验的一个方法是优先安排招聘时间。快速招聘的组织具有竞争优势。另一方面，那些行动太慢的人可能会失去顶尖人才，并可能经历生产率和员工满意度的下降。 沟通是应聘者沮丧的关键因素，75%的应聘者表示他们在申请后从未收到回复，60%的人在线上沟通时消失无踪。快速招聘不仅仅是一种趋势，它还能改变游戏规则。对速度和准确性的需求是至关重要的。APQC 报告说，从申请批准到接受工作邀请，瓶蕨要花上30个自然日。此外，如果公司花太长时间招聘人才就会创造一种负面的员工体验——而那些不善于设计积极员工体验的团队，将面临36%的自愿离职率。 为了解决这个问题，招聘专业人员必须优先考虑移动兼容性，并通过取消不必要的步骤简化流程，从而增加招聘时间。流畅的应用体验不仅仅是为了方便，它还可以作为增加候选人参与度的催化剂，提高接收到的应用程序的质量。通过专注于以用户为中心的设计和尽量减少摩擦，招聘人员为更加无缝的招聘之旅做好了准备。 提示：首先对现有的招聘程序进行彻底分析，找出瓶颈或效率低下的问题。此外，通过简化决策层次结构和精简审批流程，优化内部工作流程，从而加快对合格候选人的响应。 4.数据驱动的招聘 数据驱动的招聘使公司能够利用数据分析的力量做出明智的决定，跟踪基本的招聘指标，优化策略以获得更好的结果。在一个信息至关重要的时代，组织可以利用数据驱动的洞察力来加强对招聘过程的理解。 了解公司招聘营销结果背后的衡量标准，使团队能够全面管理当前的投资，并有效地规划未来。创建数据可视化可能是复杂的，但对于招聘专业人士来说这种总结性信息很宝贵，因为可以获得细粒度的可见性，并有效地传达公司的招聘故事。有了对招聘营销分析的全面了解，公司可以根据特定工作类型的平均申请成本，战略性地分配每个计划的预算，从而有效地达到招聘目标。 通过采用数据驱动的招聘战略，各组织不仅可以简化招聘程序，还可以在吸引和留住顶尖人才方面获得竞争优势。数据分析带来持续进步，确保招聘战略是动态的、反应迅速的，并与人才市场不断变化的需求保持一致。 5.人工智能与自动化 将人工智能和自动化集成到各种招聘流程中，例如简历筛选、候选人匹配和面试安排，旨在简化任务和提高效率。然而，在这样做之前，了解公司的目标以及人工智能如何能够无缝地融入现有的战略是至关重要的。 使人工智能举措与组织目标相一致，能保证人工智能更有针对性和更有影响力地融入招聘工作流程。人工智能的可能性是无穷无尽的，但是关注目标是什么是至关重要的。为了充分利用人工智能在招募方面的潜力，必须对要加强的区域进行严格的检查。 此外，人工智能驱动技术的有效性直接受到数据质量的影响，强调确保全面和准确的数据的重要性，以最大限度地提高人工智能产出。招聘专业人士需要评估其数据来源，以确保不存在固有的偏见，并寻求由大量数据驱动的工具，这些数据对于得到有效和准确的人工智能结果是必要的。这不仅提高了准确性和效率，而且防止了意想不到的结果。 6.多样性和包容性 在招聘战略中提高多样性、公平性、包容性和归属感，对于促进包容性工作场所和吸引多样化的候选人至关重要。最近的一项研究显示，在接受调查的300多名高管中，近60%的人表示，他们的组织在去年扩大了 DEIB 的工作。相比之下，只有约三分之一的人维持这些努力，1%的人显着降低了他们的 DEIB 活动。虽然大约60%的受访者报告说，不同类型员工的培训，学习和发展有所改善，但只有三分之一的受访者建立了多样性基准，不到四分之一的受访者认为领导层有责任实现 DEIB 的目标。 这些统计数据突出了对 DEIB 进行优先排序的必要性。促进公平确保每个人都有公平的机会、资源和进步，解决可能存在的系统性偏见。包容性的工作场所能培养员工的归属感，让员工感到自己受到重视、尊重，并有能力为自己的工作做出最大贡献。这提高了员工的士气，有助于提高生产力和整个组织的成功。 在 DEIB 中高效的组织拥有高生产力员工的可能性是其他组织的1.9倍。在强调多样性不仅仅是一个过时的趋势时，可以说内在动机对于 DEIB的培养是至关重要的。这些努力看起来似乎太大而无法进行，但关注特定的瓶颈是一个很好的起点。许多公司正通过这种方式应对挑战，取得有意义的进展。 7.远程工作机会 企业越来越支持远程工作安排，以吸引更广泛的人才库。这种转变反映了工人们观念的变化，他们习惯寻找完全适应生活的工作，而不会围绕工作重塑自己的生活。值得注意的是，与职业抱负（70%）相比，员工更重视工作-生活平衡（93%）、时间灵活性（81%）和心理健康支持（83%）。 远程工作已被证明是一种节省时间的行动，通过最大限度地减少被打扰造成的停工时间，工人们每年可以节约近62个小时。美国政府责任署报告还强调，在2020年和2021年，远程工作提高了工人的生产率和企业绩效。强调深入，集中的工作，远程安排不仅提高生产力，而且节省宝贵的时间和资源。 公司应优先考虑在可行的情况下提供远程工作，以保持竞争力。在远程工作不可行的情况下，采用灵活的工作模型仍然是有利的。工作安排方面的灵活性仍然使公司能够通过消除地域壁垒，进入更广泛的人才库，使团队能够不分地点招聘工作熟练的专业人员。此外，灵活性成为一个关键因素，吸引和留住多样化和成熟的劳动力，适应不同的需求和偏好。这种方法提高了员工的满意度，有助于提高员工的留任率和整个组织的忠诚度。此外，灵活的工作模式提供了适应性和弹性，在应对不可预见的劳动力挑战方面被证明是非常宝贵的。 8.雇员权益 员工宣传是一个有力的战略，通过分享他们在社交媒体和各种平台上的积极经验来吸引潜在的候选人，从而赋予员工作为品牌大使的权力。通过鼓励员工真实地展示他们对工作场所的满意度和热情，公司利用团队成员的真实声音来建立一个引人注目的雇主品牌。这不仅培养了一个积极的公众形象，而且建立了与潜在候选人的真正联系，受到现有员工的第一手经验的影响。 这种做法被证明是互惠互利的，提高了公司的声誉，同时为员工提供了一个表达他们对工作场所的自豪感的平台。它战略性地利用了员工的有机触角，在竞争激烈的人才市场上，放大了员工对于公司的积极言论。一项研究发现，与品牌频道相比，员工分享公司品牌信息的频率高达561%。 除了提高公司的知名度，这还有助于招聘人员发现那些已经熟悉公司并有兴趣在那里工作的人。一份员工权益基准报告显示，来自员工的个性化社交媒体帖子比非个性化的帖子产生了令人印象深刻的64%的参与度。这强调了员工倡导在建立一个真实的、有吸引力的雇主品牌中所起的影响作用。 当员工分享他们积极的经历和热情时会与志同道合的人产生共鸣，这些人有着相似的价值观和抱负。这种结合培养了一种社区和归属感，使公司对那些认同共同精神的人更具吸引力。 9.录像招聘 以招聘为目的视频使用激增，包括视频面试、虚拟招聘会和雇主品牌视频，为招聘经理提供了一个变革性的机会。随着用户在视频页面上花费的时间平均增加了88%，这种媒介成为了区分公司、扩大曝光度和增加参与度的有力工具。 凭借其创造丰富视觉故事的能力，视频在品牌、客户、公众和潜在员工之间建立了联系。这为求职者打开了一条与未来潜在同事建立联系的渠道，帮助他们更生动地展望自己在公司的前景。在近92%的人每周观看某种形式的视频的背景下，这种做法的影响是普遍的， 通过将视频整合到品牌推广和招聘工作中，员工不再仅仅依赖面试谈话来衡量他们是否适合一个组织的文化：他们可以亲眼目睹这一切。此外，求职者对公司员工的信任度是公司本身的三倍，他们会提供有关在那里工作的真实信息，这强化了视频内容在塑造一个透明、真实的雇主品牌方面的重要性。 提示: Jamyr 可以帮助雇主缩放视频内容用于招聘，简化制作过程，并将视频整合到任何网页、社交媒体平台或招聘广告中。 10.个性化内容 在求职申请期间，候选人的课程时间比去年同期增加了10%以上。此外，平均而言，成功完成申请的候选人会浏览职业网站的9页内容。该报告强调了求职者不断变化的心态，他们在申请选择方面变得更加挑剔。 候选人在做出申请决定之前，正在进行彻底的尽职调查，并仔细考察工作地点。这一变化突显了塑造一个引人注目、透明的雇主品牌的重要性。它还突出说明了个性化的候选人经验如何成为与候选人建立更深层次联系的关键，从而增加了吸引和留住顶尖人才的可能性。 个性化为候选人创造了一个更具吸引力和更加量身定制的过程，使他们感到自己受到重视和理解。这种个性化的方法表明公司致力于将候选人视为独特的个体而不是一般的申请人。这也提高了雇主的品牌，因为候选人更有可能对一家投入精力了解他们的技能、偏好和愿望的公司有一个积极的看法。这种积极的印象可以使公司对顶尖人才更具吸引力。 此外，个性化的招聘经验有助于提高候选人的满意度。当应聘者感到他们的需求和期望在整个过程中都得到了考虑，他们更有可能获得积极的体验，而不管结果如何。这可以带来积极的口碑，这在竞争激烈的就业市场中是很有价值的。 向前看 从技术进步的迅速和不确定性到财政、政治和社会压力，雇主和雇员会受到方方面面的干扰，工作也受到巨大的影响。为了驾驭当前的市场，我们迫切需要建立一个稳定和安全的公司，来承受变革的挑战，并在其中茁壮成长。 在招聘团队的支持下，实现更高的招聘效率，优化您的投资回报！我们人工智能驱动的招聘营销和人才参与服务授权组织以更少的资源完成更多的工作，驱动进步，使他们成为首选雇主。 作者: Carol Anne Perkins |2024年1月25日|候选人经验，招聘营销，招聘营销趋势 SOURCE recuitics
    HR professionals
    2024年01月26日
  • HR professionals
    10个方法让你更好地营销人力资源科技10 Ways to Become a Better HR Tech Marketer 为有效拓展并参与到人力资源领域，人力资源科技公司应该采取全面的市场营销策略，囊括多种渠道，响应目标群众，展现价值主张。具体步骤包括：理解人力资源领域，强调投资回报率，创造有价值的内容，与行业影响者合作，细分受众，参与行业会议，展现前沿行业思想，加强线上展现力，培养客户友好关系，跟踪前沿趋势。人力资源营销的成功需要时间的积累与不懈的努力。祝你好运！ To effectively reach and engage the HR community, HR technology firms should adopt a comprehensive marketing strategy that encompasses various channels, resonates with the target audience, and demonstrates value proposition. 为加强营销力量，以下是行动策略的具体步骤： Here’s a breakdown of actionable strategies to enhance marketing efforts: Understand the HR community: Thoroughly understanding the needs, challenges, and aspirations of HR professionals is crucial for crafting relevant and impactful marketing messages. Conduct surveys, engage in industry forums, and interview HR leaders to gain insights into their preferences and pain points. Highlight the ROI: HR professionals are data-driven and results-oriented. Clearly demonstrate the return on investment （ROI） of your HR technology solutions. Quantify the benefits, such as cost savings, increased efficiency, or improved employee productivity. Create valuable content: Develop informative and engaging content that addresses the specific needs of HR professionals. Produce blog posts, white papers, infographics, and case studies showcasing real-world success stories. Leverage industry influencers: Partner with industry thought leaders, bloggers, and social media influencers to reach a wider audience. Collaborate on content creation, webinars, and social media campaigns to gain credibility and trust. Engage in targeted outreach: Utilize digital marketing tools to target HR professionals with personalized messaging. Segment your audience based on their roles, industries, and interests to deliver relevant content and offers. Attend industry events: Actively participate in HR conferences, trade shows, and networking events to connect with potential customers and showcase your solutions. Build relationships with key decision-makers and industry peers. Demonstrate thought leadership: Establish your company as a trusted resource by sharing expert insights and perspectives on HR trends and challenges. Contribute to industry publications, participate in panel discussions, and offer webinars to position your brand as a leader. Build a strong online presence: Develop a user-friendly and informative website that clearly communicates your value proposition and showcases your solutions. Utilize social media platforms to engage with HR professionals, share content, and respond to inquiries promptly. Nurture customer relationships: Prioritize customer satisfaction by providing excellent customer support and proactively addressing any concerns. Gather feedback regularly to improve your products, services, and marketing strategies. Stay up-to-date with trends: Continuously monitor emerging HR trends and technologies to ensure your marketing efforts remain relevant and aligned with the evolving needs of the industry. HR Tech marketing is all about being persistent and consistent over time. Good luck! SOURCE HRTECHFEED
    HR professionals
    2024年01月23日
  • HR professionals
    Experience and Insights in the Staffing Domain in Human Resources ShaukhiHashim是The RuMa酒店公寓的董事，有十余年的酒店招聘经验。他提出了几个招聘中的要点，包括人才招聘与企业整体战略的符合，候选人对企业文化的理解，工作环境多样性与包容性，入职流程与留住员工，数据运用与数据分析。对人力资源招聘有很大的参考作用。 For decades, the field of human resources （HR） has evolved to meet the ever-changing needs of businesses and organizations. One of the important functions of the human resources department is staffing. This involves identifying, attracting, selecting, and retaining employees to achieve organizational goals. Over the years, staffing has become increasingly complex, requiring HR professionals to develop insight and experience to effectively meet talent acquisition and management challenges. As a seasoned HR professional with over a decade of experience in staffing in hospitality, I have faced various challenges and gained important insights that have shaped my understanding of the complexities of HR management. One of the most important insights I have gained in the staffing domain is the importance of aligning talent acquisition with the organization`s overall business strategy. To be successful, HR professionals must have a deep understanding of the organization's goals and the specific skills and competencies needed to achieve those goals. This requires close collaboration with key stakeholders, including senior leadership, department heads, and hiring managers. By understanding the organization's strategic priorities, HR can ensure that the staffing efforts are aligned with the broader business goals, ultimately delivering a more impactful and purposeful workforce. Unlike other industries, hotels have different departments, each with unique roles and responsibilities. From housekeeping to reception to catering, each department requires different skills and qualifications. As HR professionals, it is important to have a clear understanding of these requirements to effectively recruit the right candidates and place them in the right positions. In addition to strategic alignment and effective communication, I have learned the value of understanding and driving the organization's culture throughout the hiring process. Culture fit is a critical factor in the long-term success of new hires, and HR professionals must be able to identify and assess candidates who will thrive within the organization's unique work environment. This requires a strong understanding of the organization's values, rules, and expectations, as well as the role of accurately assessing a candidate's cultural alignment throughout the hiring process. This involvement enables tighter demand forecasting and staffing performance, which ultimately leads to greater staff satisfaction and better guest service. Another important insight I have gained in the staffing domain is the significance of diversity and inclusion in the hiring process. In today's globalized world, organizations must recognize the value of a diverse workforce and its benefits. Diversity in terms of gender, race, ethnicity, age, and background can drive innovation, creativity, and adaptability in the workplace. As an HR professional, it is crucial to ensure that the staffing efforts are inclusive and promote equal opportunities for all candidates. This involves implementing fair and unbiased selection processes, addressing unconscious bias, and actively seeking out diverse talent pools. Once the right candidates are selected, the onboarding process plays a crucial role in their retention and success within the organization. Providing new employees with a comprehensive orientation program that familiarizes them with the company's culture, policies, and expectations sets them up for success from day one. Ongoing support and development opportunities should also be provided to ensure continuous growth and engagement. Throughout my experience in the staffing domain, I have also realized the importance of data and analytics in HR management. Tracking and analyzing key metrics, such as time-to-fill, cost-per-hire, and retention rates, can provide valuable insights into the effectiveness of the staffing process. By leveraging data, HR professionals can identify areas for improvement, optimize recruitment strategies, and make data-driven decisions to enhance overall staffing performance. The staffing domain in HR management is a complex and evolving field that requires HR professionals to have insight and experience to effectively attract, select, and retain talent. Aligning staffing efforts with the organization's business strategy, recognizing the importance of culture fit and diversity, implementing efficient recruitment and selection processes, providing comprehensive onboarding, and leveraging data and analytics are key aspects to consider navigating the challenges and ensure successful staffing outcomes. SOURCE ManageHR
    HR professionals
    2024年01月22日
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