HR Tech - 北美华人人力资源协会

HR Tech

NACSHR推出全网首个中英双语加州 SB 553 合规平台核心摘要：加州 SB553《工作场所暴力预防法》已正式进入执法阶段，几乎所有加州雇主都必须完成 WVPP 书面计划、暴力事件记录及员工培训管理。违规最高可被 Cal/OSHA 罚款 $25,000/次。北美华人人力资源协会 NACSHR 今日正式上线全网首个中英双语 SB553 合规平台： https://compliance.nacshr.org/sb553 2025年5月8日，NACSHR（北美华人人力资源协会 / North American Chinese Society of Human Resources）宣布中英双语加州 SB 553 合规平台正式上线，访问地址为 compliance.nacshr.org/sb553。该平台是目前市场上首个提供中英双语支持的加州 SB 553 合规工具，面向所有在加州经营、需满足 SB 553 合规要求的雇主。加州 SB 553《工作场所暴力预防法》于 2024 年 7 月 1 日起正式实施并进入执法阶段，适用于几乎所有在加州境内经营的雇主。法律要求雇主必须完成三项合规义务：制定书面工作场所暴力预防计划（WVPP）、建立暴力事件记录台账，以及每年为员工提供培训并保留可核查的完成记录。违反 SB 553 相关规定，Cal/OSHA 最高可处以 $25,000/次罚款。执法已于 2024 年下半年全面展开，"不知道这条法律"不构成免责理由。 NACSHR 此前开展的市场调研显示，现有主流 SB 553 合规工具均为英文界面，面向拥有专职 HR 部门的中大型企业设计，市场存在明显语言空白。雇员以中文为主要工作语言的企业——无论其所有者背景如何——长期缺乏可直接使用的母语合规工具，实际合规风险敞口因此持续扩大。 $25,000单次违规最高罚款 22中文引导问卷步骤 3首发上线功能模块产品功能概览平台首发包含三个功能模块，分别对应 SB 553 三项核心法律要求： WVPP 智能生成器：22 道中文引导问卷，根据企业实际工作场所情况采集信息，自动生成包含五项法定附录的双语合规 PDF 文件，满足 Cal/OSHA 审查要求。数字化暴力事件记录台账：结构化事件录入界面，支持一键导出 Cal/OSHA 标准格式，内置脱敏功能，保护员工隐私。培训记录管理台账：追踪所有员工的培训完成状态，培训完成后自动生成结业证书，保存可供审计的历年培训档案。三个模块均支持中英文一键切换，界面全程引用具体法律条文，帮助雇主直接了解每项要求的法律依据，无需阅读英文原始法规。「SB 553 的合规门槛不在于法律复杂度，而在于信息可及性。语言障碍让大量雇主无法有效获取合规资源——这是一个工具问题，也是一个公平问题。」 — NACSHR 合规平台团队市场背景：合规工具的语言缺口 NACSHR 对主要竞品开展竞争分析后确认，在本平台上线之前，市场上包括 CalChamber、EasyLlama、Ethena、Traliant 在内的所有主流 SB 553 合规工具均不提供中文支持，且均面向拥有专职 HR 团队的中大型企业。这一空白的现实影响不仅限于某一特定群体。中文为主要工作语言的雇主，无论规模大小，均面临英文工具使用门槛过高的困境，导致合规工作难以有效落地。随着 Cal/OSHA 执法力度的持续加强，语言障碍直接转化为可量化的法律与财务风险。定价方案 Basic 基础版，$399/地点/年：包含 WVPP 智能生成器、暴力事件记录台账及培训记录管理三项核心功能，满足 SB 553 全部法定要求。 Standard 标准版，$599/地点/年：在基础版功能之上，增加高级数据导出及多用户协作权限，适合有多名管理人员参与合规工作的企业。 Pro 专业版，$999/地点/年：在标准版功能之上，提供优先客服支持与合规截止日期自动追踪提醒功能。额外地点，$149/地点/年：适用于同一订阅下需覆盖多个经营地点的企业，按地点数量叠加计算。律师审核加购，$349/次：由持牌劳工律师对企业 WVPP 文件出具正式书面审核意见，适合需要法律背书的场合。员工培训服务通过 NACSHR 单独运营的季度法律培训班提供，由持牌劳工律师主讲，中英双语，支持三种参与形式（企业包场、公开场次及录播回看）。立即访问平台现已正式上线，访问地址：compliance.nacshr.org/sb553。三个功能模块（WVPP 生成器、暴力事件记录台账、培训记录管理）在订阅后即可全部访问使用。关于 NACSHR NACSHR（北美华人人力资源协会 / North American Chinese Society of Human Resources）是专注于服务美国华裔 HR 从业者与华人雇主的专业机构。协会通过双语教育资源、合规科技工具和专业社群，搭建美国劳工法与华人商业社区之间的桥梁。协会运营双语合规平台 compliance.nacshr.org 及行业媒体 HRTechChina。媒体联络 / Media Contact NACSHR 邮箱：hi@nacshr.org 微信公众号：NACSHR 官网：compliance.nacshr.org/sb553

HR Tech
2026年05月08日
HR Tech

Workday刚披露了一起数据泄露事件：社会工程攻击成为企业安全新隐患 2025年8月18日 —— 全球人力资源科技巨头 Workday 确认遭遇一起新的数据泄露事件，再次凸显社会工程攻击对企业系统构成的严重威胁。根据公司在官方博客发布的声明，攻击者未经授权入侵了一家第三方客户关系管理（CRM）平台，窃取了部分商业联系信息，包括姓名、电话号码和电子邮箱地址。 Workday 强调，其核心系统保持安全，没有迹象显示客户租户数据或员工敏感信息遭到泄露。不过，公司已切断与受影响系统的连接，并提醒客户提高警惕，防范未来可能出现的网络钓鱼或欺诈攻击。更大规模攻击的一部分调查人员指出，此次事件与近期针对 Salesforce CRM 环境的全球性攻击行动密切相关。过去数月，Google、Cisco、澳洲航空（Qantas）和 Pandora 等大型企业都曾遭遇类似入侵。安全研究认为，黑客组织 Scattered Spider 和 ShinyHunters 可能是幕后推手。这些组织广泛使用社会工程学手段，例如冒充 HR 或 IT 部门，通过电话和短信欺骗员工，从而获取系统访问权限。人为因素成最大隐患这一事件提醒企业，尽管云平台和企业应用已成为运营核心，但黑客越来越倾向于利用人为因素而非技术漏洞突破防线。专家指出，警觉、身份验证以及防范社会工程攻击的机制，如今已与防火墙和加密等传统技术手段同样重要。企业需要进一步强化多因素认证（MFA）、限制外部连接应用的权限，并提升员工的安全意识培训，以降低此类风险。信息来源：Workday 官方博客、相关行业媒体报道

HR Tech
2025年08月18日
HR Tech

The best HR & People Analytics articles of January 2025 2025年伊始，人工智能（AI）和人力资源（HR）领域发生了一系列重大变革。DeepSeek的崛起是否标志着AI的“斯普特尼克时刻”尚未可知，但可以确定的是，AI正以前所未有的速度重塑产业、企业和工作方式。与此同时，混合办公、DEI（多元、公平与包容）等工作议题的政治化，在特朗普政府的回归下变得尤为突出，使得HR领导者面临更大挑战。全球HR趋势与预测世界经济论坛《未来工作报告2025》：未来五年内将新增1.7亿个新岗位，但9200万个工作将被取代，人才技能转型成为关键。 Spotify CPO Katarina Berg 提出HR应从“资源”转向“关系”，建立更具信任感和数据驱动的HR模式。 Gartner：AI第一的企业可能会因过度追求生产力而适得其反。 AI与人才分析 Josh Bersin的“AI超级员工”概念：AI将助力员工提高生产力、创造力，并推动企业文化变革。 Visier报告：欧洲64%企业高管已获得员工数据分析权限，数据驱动HR决策成为主流。员工体验与健康麦肯锡健康研究院研究表明，关注员工健康的企业在业务表现上明显优于同行，健康与生产力紧密相关。组织架构正在向技能为本的模式转型，人才战略已成为企业核心竞争力之一。 2025年，HR的核心任务将围绕AI技术、数据分析、员工福祉展开。面对变革，HR如何借力AI，实现企业与人才的双赢？欢迎讨论！? To rework Lenin’s infamous observation, replacing weeks with months: “There are decades where nothing happens; and there are months where decades happen” – this manifestly could be applied to January 2025. It’s still way too early to judge whether the sudden emergence of DeepSeek is AI's Sputnik moment, but it is safe to say that AI is already rapidly reshaping industries, companies and how we work. We are increasingly seeing the politicisation of work topics such as hybrid work and diversity, equity and inclusion programs – especially with the arrival of the new Trump administration in the United States. Let's just say that there’s a lot on the plate for chief people officers to contend with at the moment. Perhaps this partly explains the slew of insightful resources in January, which has made compiling this month’s collection as challenging as it has been enjoyable. Selections include the unmissable new Future of Jobs report from the World Economic Forum, the big trends and opportunities to look out for in HR, AI and data science in the year ahead, and a powerful new study from the McKinsey Health Institute, which finds that companies that prioritise employee health and wellbeing enjoy better business outcomes than their peers - a ray of light in the darkness. There’s lots to enjoy and learn from. This edition of the Data Driven HR Monthly is sponsored by our friends at Visier In Visier's latest research report, "The State of People Analytics in European Organisations," we explore how European companies are leveraging data-driven strategies to achieve measurable business outcomes. With 64% of organisations now enabling senior executives to access people insights, the shift toward analytics-driven decision-making is clear. Based on a recent study by The Josh Bersin Company in partnership with Visier Inc., the report highlights key people analytics adoption trends in Europe, the maturity journey of people analytics teams, and the tangible advantages experienced by organisations using advanced people analytics platforms. From adaptive workforce planning to meeting regulatory demands, this report is essential for HR leaders driving growth and innovation in 2025. Download the new report to learn: Key trends driving people analytics adoption and growth in Europe Why strategic investments in people data are critical for the future of work The measurable business benefits of advanced people analytics practices To sponsor an edition of the Data Driven HR Monthly, and share your brand with more than 140,000 Data Driven HR Monthly subscribers, send an email to dgreen@zandel.org. JANUARY ROAD REPORT I’m typing this on the Eurostar on my way back from Paris, where Laurent Reich and his team hosted the first Peer Meeting of 2025 for member companies of the Insight222 People Analytics Program® at L'Oréal’s Global HQ. A huge thank you to Laurent, his team and all the speakers over the two days: Isabel Gomez Garcia de Soria, Theo Leccia, Ashish Pant, Tracy Villanueva, David Tregidgo, Luc-O D L, Kai Wehmeyer, and Julien Legret, as well as my Insight222 colleagues: Naomi Verghese, Jordan Pettman, Jane Bloomfield, David Bebb and James Garrett, and all those who attended what was an absorbing, collaborative and fun two days. Attendees at the January 2025 Peer Meeting for member companies of the Insight222 People Analytics Program, hosted by L'Oreal in Paris January also saw two webinars, the first with the Italian People Analytics community (thanks to Martha Curioni, Aizhan Tursunbayeva, PhD, GRP and Federico Bechini), and the second, where I moderated a panel with Anette Bohm, Dawn Klinghoffer and Ian Cook on The Strategic Outlook for People Analytics in 2025 (click to get access to the recording) – thanks to Barry Swales, People Analytics World and Visier Inc. for organising. Speaking of webinars… Join me for an Insight222 webinar on February 5 to discover the key themes shaping People Analytics in 2025. If you want to learn how AI, close alignment with people strategy, and data democratisation, are enabling Leading Companies to drive business value with people analytics, register for the Insight222 People Analytics Trends Webinar. The webinar, which will take place on February 5, will be hosted by me and feature Naomi Verghese and Madhura Chakrabarti, PhD unpack the findings from the recently published 5th annual People Analytics Trend study. You can register for the webinar here – or by clicking the image below. Share the love! Enjoy reading the collection of resources for January and, if you do, please share some data driven HR love with your colleagues and networks. Thanks to the many of you who liked, shared and/or commented on December’s compendium as well as the five-part 2024 retrospective (Part 1: Creating value through people analytics, Part 2: Orchestrating the future of work, Part 3: Enhancing employee experience and wellbeing, Part 4: Developing leaders, culture and inclusion, and Part 5: Building the strategic HR function. If you enjoy a weekly dose of curated learning (and the Digital HR Leaders podcast), the Insight222 newsletter: Digital HR Leaders newsletter is usually published every other Tuesday – subscribe here – and read the latest edition. 2025 HR PREDICTIONS, TRENDS AND PRIORITIES KATARINA BERG - 2025 HR Predictions: Looking Into the Crystal Ball In 2025, it’s time for HR to double down on the Human and rethink the Resources. Katarina Berg, Chief People Officer at Spotify, presents ten predictions organised under her clarion call for HR to focus on the Human and replace Resources with Relationships. Three that stand out are: Make Trust and Purpose Great Again (“Trust is the glue, and purpose is the fuel”), Data-Informed HR: Sherlock, Not Skynet (“Data is your detective, not your dictator.”), and Ethical AI: Keep It Human (“AI is like your overachieving intern – it’s great at automating the boring stuff, but it can’t replace human judgment”). These are, in my view, by far and away the best set of HR trends, predictions for HR in 2025. If you agree, I also recommend buying Katarina’s book, Bold: A New Era of Strategic HR, and subscribing to the Spotify HR Blog. GARTNER – 9 Future of Work Trends for 2025 and HR Toolkit | JEANNE MEISTER - 10 HR Trends As Generative AI Expands In The 2025 Workplace | JOSH BERSIN - The Rise of the Superworker: Delivering On The Promise Of AI There has been the usual flood of commentators offering their take on the trends, priorities, and opportunities for HR in 2025 – including my own 12 Opportunities for HR in 2025: Thriving People, Thriving Organisation. With so many to choose from, it can be a challenge to ‘separate the wheat from the chaff,’ but hopefully I have done this for readers here! As well as those I highlighted in the December edition from the likes of Steve Hunt, Andrew Spence, and Lars Schmidt – and the one above from Katarina Berg, here are three others I recommend diving into. (1) Gartner’s Emily Rose McRae presents nine future of work trends for 2025 (see FIG 1) with perhaps the standout being that “AI-first organizations will destroy productivity in their search for it.” (2) I always enjoy Jeanne C M.’s annual set of HR trends, and the 2025 edition is no exception. Jeanne frames her ten trends around her belief that 2025 will see a more organisations “moving from experimenting with generative AI to making it an essential part of their business planning process”, and that this will transform HR. Two of Jeanne’s predictions that standout are: a) AI Agents Will Proliferate And Become The Killer App In The AI Era, and b) Generative AI Will Transform the Future of HR Jobs, where she highlights 13 HR jobs of the future (see FIG 2). (3) Josh Bersin’s 2025 set of HR and leadership predictions is themed: The Rise of the Superworker: Delivering On The Promise Of AI. Josh describes a Superworker as “an individual who uses AI to dramatically enhance their productivity, performance, and creativity,” and a Superworker company as “an organization that embraces this transformation, building a culture of adaptability where people reinvent themselves.” The study breaks down four types of superworker (see FIG 3) as well as the five imperatives for 2025, including the need to redesign works, jobs, and organisational models. FIG 1: 9 Future of Work trends for 2025 (Source: Gartner) FIG 2: 13 HR jobs of the future (Source: Jeanne Meister) FIG 3: The four dimensions of AI automation – and ‘superworker’ (Source: The Josh Bersin Company) HYBRID, GENERATIVE AI AND THE FUTURE OF WORK WORLD ECONOMIC FORUM – Future of Jobs Report 2025 Analytical thinking remains the most sought after core skill among employers, with seven out of 10 companies considering it as essential The fifth edition of the World Economic Forum’s Future of Jobs Report is, like its predecessors, an absolute treasure trove of data, insights, and visualisations. The 2025 report is based on data from more than 1,000 companies and over 14m workers, and will be a much referenced resource by researchers as well as workforce planning and people analytics practitioners. It offers a comprehensive analysis of the interconnected trends shaping the global labour market and explores what this will mean for the evolution of jobs and skills over the next five years. There are far too many highlights in the report to list them all here, but here are some standout ones for me: (1) By 2030, 170 million new jobs will emerge, yet 92 million will be displaced—a net increase of 78 million roles (see FIG 4), which not surprisingly means that (2) Skill gaps are considered the biggest barrier to business transformation, with 63% of employers identifying them as a major barrier over the 2025- 2030 period. (3) On average, workers can expect that two-fifths (39%) of their existing skill sets will be transformed or become outdated over the 2025-2030 period. (4) Analytical thinking remains the most sought after core skill among employers, with seven out of 10 companies considering it as essential in 2025 (see FIG 5). (5) Two demographic shifts are increasingly transforming global economies and labour markets: aging and declining working age populations, predominantly in higher income economies, and expanding working age populations, predominantly in lower-income economies. Kudos to the authors: Attilio Di Battista, Sam Grayling, Ximena Játiva, Till Alexander Leopold, Ricky LI, Shuvasish Sharma, and Saadia Zahidi. If you only read one of the resources I've selected this month, read this. FIG 4: Total job growth and loss 2025-2030 (Source: World Economic Forum) FIG 5: Top sought after skills by employers in 2025 (Source: World Economic Forum) RAVIN JESUTHASAN, RUPAL KANTARIA, AND SIMON LUONG - Workforce Transformation In The AI Era Leaders need new talent strategies as AI and demographic changes create the need for agile, skills-based organizations. In their article, Ravin Jesuthasan, CFA, FRSA, Rupal Sachdev Kantaria, and Simon Luong explain how with several workforce megatrends converging successful CEOs are being transformed into talent architects, with workforce strategy becoming as important to companies as financial strategy (see FIG 6). This is expanding the role of the chief people officer, whose mandates at some companies have expanded to include strategy, transformation and operations. All this, argue the authors, is leading to a transformation of work and the human experience of work across three critical dimensions: (1) Redesigning work for a truly agile operating model. (2) Skills as the currency (see FIG 7). (3) Adaptive leadership. The report is part of a series, The State of Our World 2025, compiled by the Oliver Wyman Forum, which has been designed to help global leaders navigate what is a turbulent and exhilarating environment. These include: The Revenge of Geopolitics, Solving the Demographic Dilemma, and Unlocking the Value of AI. If you want to know what's on your CEO's mind, read this. FIG 6: Talent strategy is leading board agendas (Source: Oliver Wyman Forum) FIG 7: The need to rethink skills as currency (Source: Oliver Wyman Forum) PEOPLE ANALYTICS TOM DAVENPORT AND RANDY BEAN - Five Trends in AI and Data Science for 2025 Our long-term prediction is that generative AI alone is not enough to make organizations and cultures data-driven. The 2024 edition of this article, by Tom Davenport and Randy Bean was MIT Sloan Management Review’s most-read article of last year, and the 2025 version looks set to similarly popular. The five trends outlined in the article are: (1) Leaders will grapple with both the promise and hype around agentic AI. (2) The time has come to measure results from generative AI experiments. (3) Reality about data-driven culture sets in. (Only 37% of companies surveyed said they work in a data- and AI-driven organisation, and 33% said they have a data- and AI-driven culture. 92% believe that cultural and change management challenges are the primary barrier to becoming data- and AI-driven). (4) Unstructured data is important again. (5) Who should run data and AI? Expect continued struggle. RICHARD ROSENOW – People Analytics Conferences: 2025 By focusing on community building, providing diverse and practical content, and addressing accessibility concerns, conferences can better serve the evolving needs of People Analytics professionals. A terrific resource compiled by Richard Rosenow on the top events scheduled for 2025, which was based on a survey of people analytics professionals. It lists the top events that practitioner are attending (including People Analytics World, TALREOS and Wharton People Analytics), those events that are top of the wishlist, which I’m proud to see includes the Insight222 Global Executive Retreat, plus insights on what people enjoy and need from these events. SCOTT REIDA - The Augmented Workforce: Redefining Roles and Hierarchies in the Age of GenAI | MATTHEW HAMILTON - Three mental blocking & tackling drills to recenter your People Analytics efforts | CAITLIN VAN MIL - SHAP Values | AMIT MOHINDRA – Who is the Human in the Loop? In each edition of the Data Driven HR Monthly, I feature a collection of articles by current and recent people analytics leaders. These are intended to act as a spur and inspiration to the field. Four are highlighted in this month’s edition. (1) Scott Reida, a workforce strategist at AWS, walks through a workforce scenario from now to 2035 to demonstrate year-on-year how tasks for data scientists will be automated through AI (see FIG 8) allowing human workers to focus on more strategic work with role-levels consolidated and cost savings realised. (2) I’ve always enjoyed Matthew Hamilton’s thoughtful musings, and in this article, he walks through three mindsets for people analytics professionals to adopt including: embracing the power of visual analytics. Thanks too to Matthew for his kind mention of the Data Driven HR Monthly in his article. (3) Caitlin van Mil launches her Everything Data Science microblog series with a piece that breaks down SHAP values. (4) Amit Mohindra outlines how The “human-in-the-loop” imperative presents an opportunity for HR to elevate its role in leading their organisation’s adoption of AI: Organizations do not adopt AI; individuals do. HR facilitates organizational change through its influence on leadership, culture, and learning. The chief people officer is in a better position to spearhead AI adoption initiatives than the chief technology officer. FIG 8: Source – Scott Reida THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE KEVIN COX, SUSAN PODLOGAR, AND KATIE BURKE - Less is More: The Transformative Power of Discarding Outdated HR Concepts If HR sees technology as someone else’s work, HR will have missed a huge opportunity. To drive these discussions, rather than follow others, HR leaders should be students of technology and how it can influence work, strategy, and culture. As this excellent article in People + Strategy begins, the job of the chief people officer is increasingly complex with their C-suite peers often turning to them to solve the new challenges that have made leadership so hard in this turbulent decade. Instead of more, three experienced chief people officers, who have recently stepped down from their roles, provide some thoughts on what HR should be spending less time on moving forward. One example from each: (1) Kevin Cox highlights culture surveys, and advocates how AI can create better assessments by analysing more sources. (2) Susan Podlogar (she/her) calls for the setting aside of low-value HR work to focus instead on high-value transformation work including being at the forefront of how technology is integrated (see quote). (3) Katie Burke writes how HR needs to be better at connecting employee experience and happiness to impact, productivity and business results. DAVE ULRICH, REBECCA RAY, AND ALAN TODD - Next Step in GenAI for Human Resources: Proliferation vs. Prioritization Proliferation offers an abundance of innovative ideas but can lead to being overwhelmed and not having a clear idea about where to invest. Prioritization filters the opportunities into priorities that deliver value. With the proliferation of GenAI in the HR market (estimated at $3.25 billion USD in 2023 and projected to grow at a compound annual growth rate of 24.8 percent from 2024 to 2030), how can HR leader prioritise the investments in GenAI apps that will provide the biggest benefit to their stakeholders and organisations? That is the question tackled by Dave Ulrich, Rebecca Ray, and Alan Todd in their article, where they provide four concrete recommendations: (1) Define desired stakeholder and outcome (“focus on impact rather than activity”). (2) Rely on an integrated framework to organise apps (see FIG 9). (3) Determine which GenAI apps best deliver stakeholder value. (4) Build a guidance system on existing HCM platforms. FIG 9: Human Capability Framework (Source: Dave Ulrich) WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS MARC RAMOS - 6 Part Series: Tasks Versus Skills - Squaring the Circle of Work with AI - Part 1 | Part 2 | Part 3 | Part 4 | Part 5 | Part 6 The world of work is changing rapidly, and the skills we need to succeed are evolving faster than ever before. While a strong focus on skills development is crucial, many organizations find that a sole skills-based approach is insufficient. There's a missing piece of the puzzle: tasks. Tasks are the building blocks of work, and understanding how they connect with skills is essential for developing effective workforce strategies, particularly as AI becomes increasingly integrated into our workflows. As I’ve been sharing broadly, HR, Talent and Learning & Development teams have increasingly had a laser focus on skill development, upskilling/reskilling, Skill-Based Organisations, and most recently gaining the right AI skills. Marc Ramos takes a slightly different approach: “A dilemma regards an over-reliance on a skills-first mindset as a somewhat dominant charter. What’s missing is acknowledging the proportional value of tasks, quantifiable tasks with the complementary value of skills, qualified skills.” AI and AI tooling is at the heart of this provocative new series; that is, how to address the combination of Tasks + Skills + AI. Part 1 and Part 2 re-emphasise the critical value of tasks and provide 7 Playbook Takeaways. The remaining “What-If” sections share forward-looking AI-centric scenarios: Let Learning Breathe, A Task Intelligence Control Room, Employee Experience as an AI Product, and Ramos has also created an Instructional Quality AI Agent using OpenAI’s API Models. Marc has also generously bundled all of this into a free eBook. FIG 10: Control Room mock up or heatmap of tasks not accomplished and negative impacts to sales quotas and related skills (Source: Marc Ramos) EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING BARBARA JEFFERY, BROOKE WEDDLE, JACQUELINE BRASSEY, AND SHAIL THAKER - Thriving workplaces: How employers can improve productivity and change lives By making work a place that improves health, organizations can build a strong, productive, and engaged workforce and release greater individual and organizational potential. A landmark new report from the McKinsey Health Institute in collaboration with the World Economic Forum, which has the headline finding that enhanced employee health and well-being could generate up to $11.7 trillion in global economic value. The report, authored by Barbara Jeffery, Brooke Weddle, Jacqui Brassey, PhD, MA, MAfN ?️ (née Schouten), and Shail Thaker, addresses three key questions: (1) Why prioritise workplace health? (e.g. financial return, improvements in productivity, engagement and retention, lower healthcare costs and absenteeism, enabling a more resilient and adaptive workforce – see FIG 11). (2) What is the current state of workplace health? (with a survey of 30,000 employees worldwide finding only 57% reported good holistic health). (3) How can organisations measure workforce health and develop an action plan? (how to build the investment case and company-specific KPIs – see FIG 12, case studies from the likes of Novo Nordisk, Swiss Re, and Novartis, and the role of people analytics including a case study from Experian. Finally, guidance is provided on six principles organisations can follow to get started: (i) understand the baseline health status of employees and the value at stake, (ii) develop initiatives for a sustainable healthy workforce, (iii) pilot interventions to test and learn, (iv) track three to five metrics to measure success, (v) ensure leadership commitment and sponsorship, and (vi) embed employee health into organisational culture. A tour de force. FIG 11: Workplaces with high well-being outperform other stock market indexes (Source: McKinsey) FIG 12: KPIs to build the investment case for employee wellbeing (Source: McKinsey) CARLIJN POPELIER AND RUUD RIKHOF – The (de)Humanized Workforce: Job Deconstruction - to what extent is the future workforce at risk of being further dehumanized? HR must take the lead in understanding AI’s impact and guide conversations about how these benefits are distributed. By doing so, we can keep the human experience at the center of this transformation. The cornerstone of this thoughtful paper from Carlijn Popelier and Ruud Rikhof is the concept of Humanized Growth, which they describe as “integrating the interests of employees, consumers, local communities, government, the planet, and broader humanity.” The paper takes a deep dive into the (un)intended consequences of new work arrangements and how they impact ‘humans’ and provides some helpful recommendations to chief people officers and senior leaders. Three of these are: (1) Leave HR service delivery to others and set expectations for employee experience. (2) Have a point of view on how AI impacts the workplace and how the benefits of productivity improvements are distributed. (3) Lead the transition to a skill-based approach. The authors also provide a primer on deconstructing jobs, including a helpful visualisation of the hopeful and cynical view of implementing this approach (see FIG 13). A highly recommended read. FIG 13: The ‘hopeful’ and ‘cynical’ view of deconstructing jobs (Source: Popelier and Rikhof) LEADERSHIP, CULTURE, AND LEARNING JONATHAN HUGHES, JESSICA WADD, AND ASHLEY HETRICK - Why Influence Is a Two-Way Street Managers achieve better outcomes when they prioritize collaborative decision-making over powers of persuasion The ability to wield influence is important for meeting team and individual goals in highly matrixed organizations, but research, presented by Jonathan Hughes, Jessica Wadd, and Ashley Hetrick finds there is too much of an emphasis on selling one's own point of view (see FIG 14). The authors explain how this can hamstring good decision-making and argue for a collaborative model of influence where the best decision for the organisation is the primary goal. They also share five research-based strategies on how managers can steer culture toward two-way influence. (1) Expand job definitions and responsibilities so that they provide guidelines for cross-functional engagement. (2) Replace traditional influence training with training focused on collaborative influence. (3) Engage in cross-functional goal setting and alignment of incentives. (4) Rethink criteria for promotions to management and executive leadership. (5) Model behaviours of collaborative influence. FIG 14: How Influence Is Wielded in Organizations (Source: Hughes et al) DIVERSITY, EQUITY, INCLUSION AND BELONGING TORIN ELLIS - Reducing Bias in HR using Artificial Intelligence Only 27% of companies are using AI to address bias despite AI’s potential to automate processes and minimize personal and unreasoned judgment. This research study provides a helpful primer on how the thoughtful application of AI can remove bias from HR processes such as hiring, promotion and performance management. The report, which is a collaboration between Torin Ellis as well as Madeline Laurano and Kyle Lagunas of Aptitude Research for plum, covers: (1) How AI impacts HR processes and its role in either perpetuating or eliminating unconscious bias. (2) How to implement AI tools to foster DEIB values. (3) Examples where AI has been successfully employed to neutralise bias and promote fairness in HR practices. FIG 15: Actions companies are taking to reduce bias (Source: Torin Ellis, Aptitude Research) LILY ZHENG – What Comes After DEI? Instead of the performative, individual-centered, isolated, and zero-sum methods of the current mainstream approach, DEI work must evolve to become outcomes-based, systems-focused, coalition-driven, and win-win. A timely and thoughtful article by Lily Zheng, which outlines how their new framework built around fairness, access, inclusion, and representation can succeed where Lily believes that DEI has failed. As Lily explains, (1) Fairness is when all people are set up for success and protected against discrimination. (2) Access is when all people can fully participate in a product, service, experience, or physical environment. )3) Inclusion is when all people feel respected, valued, and safe for who they are. (4) Representation is when all people feel their needs are advocated for by those who represent them. HR TECH VOICES Much of the innovation in the field continues to be driven by the vendor community, and I’ve picked out a few resources from January that I recommend readers delve into: FRESIA JACKSON AND HEATHER WALKER - The biggest lie continues: The impact of leaders vs. managers – Fresia Jackson and Heather Rose Walker, PhD mine Culture Amp’s extensive data to bust the oft-repeated myth that “People don’t quit companies; they quit managers.’ The findings they do uncover include: (1) Career opportunities, leadership, and company confidence drives employee commitment, and; (2) Leader’s impact on engagement has grown since 2020 (see FIG 16). FIG 16: Leadership’s impact on employee engagement has grown since 2020 (Source: Culture Amp) LIGHTCAST – The Speed of Skill Change – A new report from Lightcast, which analyses the extent of skills disruption in US job postings, finds that the average job has seen one-third of its skills change from 2021 to 2024. The report identifies three big themes: (1) Adapting to Artificial Intelligence, (2) The Growth of Green Skills, and (3) Cybersecurity skills Continue Climbing, and provides workforce planning tips for each. FRANCISCO MARIN - Why Now is the Time for Organizational Network Analysis (ONA) to Go Mainstream – Advancing social capital is one my 12 Opportunities for HR in 2025, and in his article, Francisco Marin of Cognitive Talent Solutions, looks at the historical evolution of the field and writes why the time is now for ONA. FIG 17: The historical evolution of ONA (Source: Cognitive Talent Solutions) JOHN GUY - Skills-Powered – Our maturity framework for getting the right skills – John Guy outlines the skills-powered maturity framework that developed with Simply Get Results’s customers (see FIG 18). FIG 18: Skills-powered maturity framework (Source: Simply) PHILIP ARKCOLL - How to Evaluate and Defend Your Flex Work Strategy – This is a terrific resource from Philip Arkcoll and the team at Worklytics. It highlights 15 common issues they are seeing in their research into flexible working and the metrics they’re using to help organizations identify them. These include: (1) Are people maintaining their networks or becoming isolated? (2) Is your organization becoming more siloed? (3) Do you have enough overlap on distributed teams? (see FIG 19). FIG 19: Team overlap based on working hours (Source: Worklytics) PODCASTS OF THE MONTH In another month of high-quality podcasts, I’ve selected five gems for your aural pleasure: (you can also check out the latest episodes of the Digital HR Leaders Podcast – see ‘From My Desk’ below): JEREMY SHAPIRO - People Analytics Trends for 2025 & Revisiting Competing on Talent Analytics – Jeremy Shapiro joins Cole Napper and Scott Hines, PhD on the Directionally Correct podcast for a lively and insightful discussion on the evolution of the field, reflections on Jeremy’s seminal 2010 HBR article, Competing on Talent Analytics, and a review of 2025 predictions for people analytics from Jeremy, Cole and Scott, as well as research from RedThread, Bersin, and Insight222. BRANDON ROBERTS - The future of AI in the workforce: Lessons from ServiceNow’s four-point strategic journey – Brandon Roberts, Head of People Analytics and AI at ServiceNow, joins host Kyle Forrest on the Capital H Podcast to dive into the company's transformative journey with AI. He shares a four-point plan guiding their AI strategy, covering key areas like AI operating models, data and tech infrastructure, the right investments and talent, and workforce enablement. STACEY HARRIS - The Future of HR – Stacey Harris from Sapient Insights Group joins hosts Stacia Sherman Garr and Dani Johnson on RedThread Research’s Workplace Stories to discuss the HR landscape as we enter 2025. They have an absorbing conversation on what ‘engagement’ truly means, the limitations of current AI applications, and why a company’s culture—not its tech—might be the biggest obstacle to success in 2025 AMIT MOHINDRA – Strategic Workforce Planning – Amit Mohindra joins Nick Kennedy on SWP – The Strategic Workforce Planning Podcast, to talk all things SWP and people analytics. ELLEN HENDRIKSEN – Dealing with Perfectionism – In a fascinating episode of HBR IdeaCast, psychologist Ellen Hendriksen speaks with Curt Nickisch about her new book, How to Be Enough: Self-Acceptance for Self-Critics and Perfectionists, where perfectionism comes from and how it affects teams. VIDEO OF THE MONTH BEN WABER, GEORGE LAROCQUE, AND CLIFF JURKIEWICZ – Helping Employees Gain Valuable AI Skills In this insightful panel discussion on Nasdaq, Ben Waber, George LaRocque and Cliff Jurkiewicz of Phenom join host Jill Malandrino to discuss how to strike a balance that helps employees gain valuable AI skills while simultaneously giving the organization a competitive edge. BOOKS OF THE MONTH AIZHAN TURSUNBAYEVA - Augmenting Human Resource Management with Artificial Intelligence | MARTIN R. EDWARDS, KIRSTEN EDWARDS, AND DAISUNG JANG - Using R in HR Analytics: A Practical Guide to Analysing People Data There are two book recommendations this month. First, Aizhan Tursunbayeva, PhD, GRP’s book explores human resource management technologies across operational, relational, and transformational elements. It includes an analysis of vendor value propositions, and pays significant attention to the ethical implications of AI and how they can be addressed through Responsible AI principles. The second book, by Martin Edwards, Kirsten Edwards, and Daisung Jang is designed to help readers learn how to use R and R Studio to analyse HR data and deliver insights that drive workforce and business performance. The authors also cover data privacy and the ethical considerations of using people data. Two excellent and complementary reads. RESEARCH REPORT OF THE MONTH SCOTT HINES, JUSTIN O’NEAL, CHRIS HUNYH, AND JOHN GOLDEN - An alternative path to unlocking high-potential talent: Universal models beware In this paper for the Consulting Psychology Journal, Scott Hines, PhD, Justin O'Neal, Ph.D. Chris Hunyh, and John Golden, Ph.D., investigate the intricacies of identifying high-potential talent within organisations overcoming the challenges of using a single defined measure of potential. As John Golden highlights here, insights from the paper include: (1) Redefining Potential: The article challenges traditional notions of potential, advocating for a behavioural framework that aligns with strategically critical roles: “It’s not just about climbing the ladder; it’s about finding the right fit for every rung.” (2) Innovative Methodologies: By integrating multiple theoretical constructs and utilising behavioural ratings, this study paves the way for predicting employee readiness for future growth opportunities. For those unable to access the report, have a listen to this podcast on the study. BONUS RESOURCES Some bonus resources to also consume this month: Hung Lee published his annual set of forecasts for recruitment and HR technology, which are always worth checking out and cover much, much more than recruiting: See Part One, Part Two, Part Three, Part Four. In a recent edition of his excellent Workforce Futurist newsletter, Andrew Spence unveils 35 New AI Roles to Watch Out For. Sharna Wiblen’s article in MIT Sloan Management Review, Who’s Making Your Talent Decisions? explores how technology—algorithms, vendors, and systems—shapes talent decisions to a much greater extent than many of us realise. Stacia Sherman Garr provides a helpful primer on Understanding the Impact of Recent DEI Executive Orders. Speaking of DEI, Bruce Daisley does an admirable takedown of Mark Zuckerberg’s cowardly decision to roll back on DEI at Meta: Zuckerberg cancelling DEI is a grim day for work. Finally, Nathan Warren’s column on Exponential View, outlines five contrarian ideas that may just change your perspective—and your strategy—on AI at work. These include: You're likely only scratching the surface – with organisations actually needing to retool entire processes around AI (see FIG 20). FIG 20: The shift from assistants to agents will be dramatic (Source: Exponential View) FROM MY DESK January proved to be a productive month for writing as well as the first three episodes of Series 44 of the Digital HR Leaders podcast, sponsored by our friends at TalentNeuron (thanks to John Lynch, David Wilkins, Maureen McGinness, and the TalentNeuron team). DAVID GREEN – The Best HR and People Analytics Articles of 2024 – My 11th annual retrospective of the best articles of the year came in five instalments: Part 1: Creating value through people analytics, Part 2: Orchestrating the future of work, Part 3: Enhancing employee experience and wellbeing, Part 4: Developing leaders, culture and inclusion, and Part 5: Building the strategic HR function. Enjoy! DAVID GREEN - How can organisations leverage skills intelligence to make more informed decisions? – A wrap-up of Series 43 of the Digital HR Leaders podcast, which featured Sandra Loughlin, PhD, Keith Sonderling, Mikaël Wornoo?, Melissa Daimler, and Christophe Cabrera , and featured the common question: How can organisations leverage skills intelligence to make more informed decisions? STACIA GARR AND DAVE ULRICH - How HR Can Create Stakeholder Value and Drive Organisational Growth in 2025 – In our traditional opening to the year at the Digital HR Leaders podcast, I was joined by Stacia Sherman Garr and Dave Ulrich for a conversation on the key priorities and opportunities in 2025. PRASAD SETTY - How Will AI Shape the Future of People Analytics? – Having established and led the fabled people analytics team at Google, Prasad Setty has an abundance of knowledge and wisdom to share about people analytics. We discuss learnings from his time at Google, current challenges in the field, and how AI is shaping the future of people analytics. DAVID WILKINS - How to Turn Strategic Workforce Planning Into Impactful Action – David Wilkins joins me to share TalentNeuron’s findings on the key priorities for organisations when it comes to SWP. This shapes our conversation on what it really takes to master Strategic Workforce Planning. LOOKING FOR A NEW ROLE IN PEOPLE ANALYTICS OR HR TECH? I’d like to highlight once again the wonderful resource created by Richard Rosenow and the One Model team of open roles in people analytics and HR technology, which now numbers over 600 roles. You can also read Richard’s latest newsletter related to this here. THANK YOU Nick Lynn for including the Data Driven HR Monthly in his list of recommended newsletters alongside some of my personal favourites by the likes of Bruce Daisley (Make Work Better), Rachel Botsman (Rethink with Rachel), and Serena H. Huang, Ph.D. (From Data to Action). Gianni Giacomelli for also recommending the Data Driven HR Monthly in his 2025 New Years Resolution: Only Read Good Newsletters post, which included another of my favourites from Thomas Otter (Work in Progress). Mike Irvine for including my 12 Opportunities for HR in 2025 article in a recent edition of LinkedIn’s The Must-Read Articles for Talent Professionals This Week. Rick Leunisse for including me in this ‘General HR Tech Influencers’ category in his list of LinkedIn Influencers to follow. Rick also included categories for Workday Subject Matter Experts, Workday Employees, and HRIS Innovators and Thought Leaders. Offbeat for including me as one of 50 learning professionals to keep an eye on in 2025. I can happily return the favour by highly recommending Offbeat’s weekly newsletter, edited by Lavinia Mehedințu, which is one I read every week: Where L&Ds Always Learn. Thanks to Matt Manners and the Inspiring Workplaces team for including me as one of The Top 101 Global Employee Engagement & Experience Influencers 2025 Kyle Forrest for generously including me in two posts. Firstly, in a list of six 2025 set of predictions and trends for the world of work, and then secondly, in his list of non-Deloitte sources to obtain insights in the HumanCapital and HR ecosystem. MagnusHR for including Excellence in People Analytics as one of its five reading recommendations for 2025. Jeroen Naudts for including me in his list of 10 People Analytics Experts to Follow. Kalpana Joshi for including me in her list of five top HR influencers on LinkedIn to follow in the HR and people management space. Teamflect for including the Digital HR Leaders podcast at number 5 in its list of 15 Podcasts for HR Professionals. Thinkers360 for including the Digital HR Leaders podcast in its article: 125 Podcasts from You Should Listen To in 2025. Aurélie Crégut for citing the Digital HR Leaders podcast episode with Yves Van Durme, in her excellent post on Structuring Data for Success: A Guide for HR Teams. Phil Kirschner for including me in his group of inspiring thought leaders who introduce and amplify new perspectives on the future of work. Olimpiusz Papiez for posting another wonderful set of learnings from an episode of the Digital HR Leaders podcast, this time the one with Stacia Garr and Dave Ulrich: How HR Can Create Stakeholder Value and Drive Organisational Growth in 2025. Finally, a huge thank you to the following people who either shared the December edition of Data Driven HR Monthly and/or posted about the Digital HR Leaders podcast, conferences or other content. It's much appreciated: Ollie Henderson, Paola Alfaro Alpízar, Sarah White, Mila Pascual-Nodusso, Robin Haag, Elliott King, Ryan Wong, Mark Woodhouse, Hakan Sahin, Veronika Birkheim, Gareth Flynn, Thomas Kohler, Monika Manova, Alice Reinhold, Javier Calzolari, Nicolas Quadrelli, Bastiaan Starink, Dan George, Jaqueline Oliveira-Cella, Alessandro Cosentino, Kouros Behzad, Diane Gherson, Ihuaku Ugwu, Amardeep Singh, MBA, Ian Grant FCIPD, Kevin Metherell, Francisca Solano Beneitez, Sanja Licina, Ph.D., Laura Oh, PhD, Swechha Mohapatra (IHRP-SP, SHRM-SCP, CIPD), Irada Sadykhova, Ian OKeefe, Anna A. Tavis, PhD, Bengi Bozdag, Monica Sirbu, Shonna Waters, PhD, Adam Tombor (Wojciechowski), Sachin Sangade, Robin Kane, Jason Saltzman, Johnatan Moreno, Roshaunda Green, MBA, CDSP, Phenom Certified Recruiter, Jaap Veldkamp, Patrick Coolen, José Valdivieso, Danielle Farrell, MA, Nevena B., Menna Shehab ElDin, David Simmonds FCIPD, Debbie Harrison, Meghan M. Biro, Kathleen Kruse, John Healy, Greg Pryor, Daria Manoilenko, Samir Murgude , SPHR®, SHRM-SCP, IHRP-SP, Catriona Lindsay, Mark North, Maria Alice Jovinski, Zohaib Azhar, Michael Arena, Michelle Lee ?, Malgorzata Langlois, Erin Spencer, Timo Tischer, Richard Bretzger, Nick Hudgell, Evan Franz, MBA, Darshana D., Johannes Sundlo, Luis Maria Cravino, Sergio Garcia Mora, Graham Tollit, Ifraan Karim, John Gunawan, Jay Chang, Hanadi El Sayyed, Alexis Baker, Neil Vyner, Giovanna Constant, Marcela Mury, Monika Buzasy, Lewis Garrad, Tina Peeters, PhD, Lewis Garrad, Abhilash Bodanapu, Kouros Behzad, Dan Lapporte, Ying Li, Stephanie Andel, PhD, Kris Saling, Caitie Jacobson Mikulis, Roxanne Bisby Davis, Joonghak Lee, Delia Majarín, Emanuele Magrone, Claire Masson, Lucie Vottova, Gawain Wang, Sophia Huang, Ed.D., Jacob Nielsen, Søren Kold, Samy Ben Said, Ralf Buechsenschuss, Gal Mozes, PhD, Alexis Fink, Dave Fineman, Danielle Bushen, Peter Ryan, Elizabeth Esarove, Ken Clar, Erik Otteson, Mariami Lolashvili, Craig Starbuck, PhD, Maria Ursu, Mattijs Mol, Toon van der Veer, Arne-Christian Van Der Tang, ABOUT THE AUTHOR David Green ?? is a globally respected author, speaker, conference chair, and executive consultant on people analytics, data-driven HR and the future of work. As Managing Partner and Executive Director at Insight222, he has overall responsibility for the delivery of the Insight222 People Analytics Program, which supports the advancement of people analytics in over 100 global organisations. Prior to co-founding Insight222, David accumulated over 20 years experience in the human resources and people analytics fields, including as Global Director of People Analytics Solutions at IBM. As such, David has extensive experience in helping organisations increase value, impact and focus from the wise and ethical use of people analytics. David also hosts the Digital HR Leaders Podcast and is an instructor for Insight222's myHRfuture Academy. His book, co-authored with Jonathan Ferrar, Excellence in People Analytics: How to use Workforce Data to Create Business Value was published in the summer of 2021. MEET ME AT THESE EVENTS I'll be speaking about people analytics, the future of work, and data driven HR at a number of upcoming events in early 2025: February 26-27 - People Analytics World, Zürich March 13 - HiBob Heartcore HR LIVE, London March 19 - Workhuman Live Forum, London April 10-11 - Wharton People Analytics Conference, Philadelphia April 29-30 - People Analytics World, London May 6-8 - UNLEASH America, Las Vegas June 4-6 - TALREOS (Talent Analytics Leadership Roundtable Economic Mobility Summit), Chicago July 31 - August 1 - People Matters TechHR India 2025, Delhi October 21-22 - UNLEASH World, Paris More events will be added as they are confirmed.

HR Tech
2025年02月02日
HR Tech

David Green:The best HR & People Analytics articles of August 2024 I’ve just returned from a three-week family holiday in the South of France and am feeling refreshed, recharged and ready for the final four months of the year. These are invariably the busiest for the team at Insight222, and 2024 is set to be no different. The Digital HR Leaders podcast returns from its summer sojourn on September 3 with a special episode on how HR can help their organisations embrace the blended workforce, featuring Diane Gherson and Lynda Gratton, and based on their brilliant recent HBRarticle, The Insight222 Global Executive Retreat, which we host annually for leaders of 100+ companies that are part of the Insight222 People Analytics Program, takes place in Amsterdam from September 24-26 with guest speakers including: Erin Meyer, Prasad Setty, Janine Vos, and a workshop on storytelling with Duarte, Inc.. The fifth annual Insight222 People Analytics Trends report, which studies how leading companies are using people analytics to generate business value will be published in October – you can read the 2023 study here. Additionally, I will be speaking at a number of conferences before the end of the year including Workday Rising (Las Vegas, September 16-19), People Analytics World (New York, October 2-3), UNLEASH World (Paris, October 16-17), and Workday Rising EMEA (London, November 12-14). This edition of the Data Driven HR Monthly is sponsored by our friends at 365Talents 365Talents goes beyond traditional approaches, offering more than just technology for Skills-Based Organizations. Our approach is not just about managing skills; it's about making the entire process seamless, effective, and enjoyable. Picture real-time insights into your workforce's skills, coupled with the expertise to implement strategic HR projects aligning with your business goals. Our experience in talent mobility and skill development contribute to creating a more democratic, inclusive, and future-ready world of work where every individual has the power to shape their professional path. Start your skills journey with 365Talents today and join the ranks of trailblazers like Veolia, SLB, TotalEnergies, SocGen, and more! To find out more click here: https://www.365talents.com/en/lp/experience-365talents 2024 Skills Impact Report In today’s fast-paced and increasingly disruptive environment, companies need to adopt a more flexible approach that puts its people and their skills at the center of its talent management strategies. This has become more and more imperative as: 59% of the global workforce are disengaged. 69% of job candidates say they would reject a job offer from an employer with a negative reputation, even if they were unemployed. 87% of organizations currently have an existing skills gap or expect to within the next two to ten years. Enter the 2024 Skills Impact Report. It explores the business imperative of talent experience for Skills-Based Organizations, the impact it has on your employees, the pillars of design thinking for HR and how to start applying it to your strategy with 5 intuitive roadmap worksheets. CASE STUDY: SEGULA Technologies Group In 2020, as the world faced significant engineering transformations, the COVID crisis, talent shortages, and the rise of AI, SEGULA Technologies Group launched a strategic initiative to plan and manage the resources and skills of its workforce. The goal of this ambitious project was to identify and leverage the talents of the Group's 15,000 employees across 30 countries, using AI to drive innovative skills management and enhance overall performance. Read the Case Study to learn all the steps and actions taken to successfully tackle the challenge! To sponsor an edition of the Data Driven HR Monthly, and share your brand with more than 130,000 Data Driven HR Monthly subscribers, send an email to dgreen@zandel.org. Share the love! Enjoy reading the collection of resources for August 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 July’s compendium. If you enjoy a weekly dose of curated learning (and the Digital HR Leaders podcast), the Insight222 newsletter: Digital HR Leaders newsletter is published every Tuesday – subscribe here. NEW: Insight222 research report on the People Analytics Ecosystem Access the new Insight222 study here: Building the People Analytics Ecosystem: Operating Model v 2.0. HYBRID, GENERATIVE AI AND THE FUTURE OF WORK MCKINSEY - Gen AI’s next inflection point: From employee experimentation to organizational transformation HR plays an especially important role in gen AI, both by transforming the people domain and by acting as a gen AI copilot for all employees. One executive noted that for every $1 spent on technology, $5 should be spent on people. A new study by McKinsey finds that to generate value from the momentum associated with GenAI, businesses must transform their processes, structures, and approach to talent. The article, penned by Charlotte Relyea, Dana Maor, Sandra Durth, and Jan Bouly, outlines the key findings from the research: (1) Employee use is at an inflection point, while their organisations lag behind. (2) The next inflection point will see organisations shift from individual experimentation to strategic value capture. (3) Reinvent domains by translating vision into value. (4) Reimagine talent and skilling by putting people at the centre (see FIG 1). (5) Reinforce the changes to continue transforming (“To make gen AI changes stick, organizations need the right infrastructure to support continuous change and win over hearts and minds”). FIG 1: Early adopters prioritise talent and the human side of GenAI more than other companies (Source: McKinsey) DAVE ULRICH - How are You Doing at AI for HR? A Ten-Item Assessment to Evaluate Your Progress Getting started in AI for HR often begins with initiatives that can be done relatively quickly and easily. Dave Ulrich shares key takeaways from a recent deep-dive, he and his colleagues at The RBL Group facilitated with senior HR leaders on AI in HR. He distils these into ten dimensions designed to help HR leaders assess how they are doing at applying AI for HR to their organisation (see FIG 2). These include: (1) Articulate a business case. (2) Develop Talent who can ‘do’ AI. (3) Create Responsible AI policies. (4) Create metrics to guide and measure success. (5) Start with low-hanging fruit. FIG 2: Criteria to evaluate how well your organisation is using AI for HR (Source: Dave Ulrich) DUNCAN HARRIS AND KATE ZOLNER - 5 Employee Fears of AI and How to Overcome Them If companies want to get the most out of AI, they need employee trust. Securing it is not easy. More than three-quarters of employees don’t think their organization’s future use of the technology will be ethical. Duncan Harris and Kate Zolner present the findings of Gartner research on the five main employee fears of AI use by their organisations (see FIG 3), which have a negative impact on employee trust. They then explain how leaders can address these fears through initiatives in areas such as learning, co-creation, effective communications, ethics and data privacy. As well as enabling the organisation to benefit from AI, Harris and Zolner argue that these solutions will lead to higher levels of inclusion, engagement and effort. FIG 3: Five Employee Fears of Organizational AI Use (Source: Gartner) STACIA GARR - How is HR using Gen AI today? | MAX BLUMBERG - GenAI in HR: Slashing Costs, Boosting Efficiency | SWANAND DEODHAR, FAVOUR BOROKINI, AND BEN WABER - How Companies Can Take a Global Approach to AI Ethics | BAIN - AI Survey: Four Themes Emerging Four more resources tracking topics related to GenAI in HR. (1) Stacia Sherman Garr’s LinkedIn post summarises RedThread Research analysis of how HR is using GenAI today (see FIG 4). (2) Max Blumberg (JA) ?? provides a summary of his report on Slashing HR Costs: The Ultimate Blueprint for Implementing GenAI in HR, which provides guidance on implementing GenAI to transform HR cost efficiency, and includes Max’s GenAI HR Cost Reduction Maturity Model (see FIG 5). (3) Ben Waber teams up with Swanand Deodhar and Favour Borokini in a Harvard Business Review article offering guidance on how companies can take a global approach to AI ethics: “Because AI and related data regulations are rarely uniform across geographies, compliance can be difficult. To address this problem, companies need to develop a contextual global AI ethics model that prioritizes collaboration with local teams and stakeholders and devolves decision-making authority to those local teams.” (4) Gene R., Sanjin Bicanic, Jue Wang, Richard Lichtenstein, and Arjun Dutt share the four key themes that emerged from Bain’s recent AI survey, which includes that the emphasis has shifted from experimentation in 2023 to delivering real value 12 months later – thanks to Hung Lee for sharing Bain’s research in a recent edition of Recruiting Brainfood. FIG 4: How HR is using GenAI (Source: RedThread Research) FIG 5: GenAI HR Cost Reduction Maturity Model (Source: Max Blumberg) MARC EFFRON - Above the Fray: What We Know About How WFH and Hybrid Affect Work We should approach solving this problem in the same intelligent way as we suggest all human problems be solved – start with the science. As his article on skills-based organisations testified, Marc Effron has a penchant for cutting through the hype and getting to the heart of an issue. As such, I highly recommend digging into his new analysis on what the science and evidence says are the trade-offs among WFO, WFH and hybrid work. Firstly, Effron dispels four myths propagated by proponents and opponents on CEOs, real estate, proximity bias and employees who prefer WFH. Then he examines the consequences of different work arrangements on (1) performance, (2) creativity, (3) innovation (4) work relationships, (5) collaboration, and (6) managing based on the emerging knowledge available via Google Scholar. LYNDA GRATTON - Seven Truths About Hybrid Work and Productivity | BRIAN ELLIOTT - Hybrid Work: How Leaders Build In-Person Moments That Matter | REBECCA KNIGHT - 17 Team-Building Activities for In-Person, Remote, and Hybrid Teams To get the most from hybrid work, leaders should prepare for trade-offs, make expectations clear, and think harder about how productivity is measured. Three more resources on hybrid work to read in conjunction with Marc Effron’s article above. First, Lynda Gratton unveils seven key findings from what she is seeing from experiments in hybrid working including: (1) Hybrid work is a continuum. (2) Productivity is usually challenging — and measurement is always complex. (3) It’s useful to view hybrid work as fundamentally a job design option. Second, Brian Elliott provides guidance on the four essential times leaders should be intentional about building moments that matter for hybrid workers: (1) Team development (“Get people together three or four times a year, with a 50-50 mix of business and social”). (2) Onboarding and training. (3) New-team formation and major-initiative kick-offs (“Grapple together over the objectives and norms of a project”). (4) Business-function-specific activities (“Let teams figure out the best in-person schedules for their needs”). Finally, Rebecca M. Knight provides guidance to leaders on team-building activities for in-person, remote and hybrid teams. FIG 6: Focus on Productivity, Not Physical Presence (Source: Brian Elliott, Future Forum) PEOPLE ANALYTICS NAOMI VERGHESE, JONATHAN FERRAR, AND JORDAN PETTMAN - Building the People Analytics Ecosystem: Operating Model v2.0 ARTICLE | FULL REPORT One of the questions we get asked most by the people analytics leaders and chief people officers we work with at Insight222 is: What capabilities do I need to build into our people analytics function? Based on research of more than 250 companies, focus interviews with 20 organisations, and our experience of working with more than 120 global companies as part of the Insight222 People Analytics Program, my colleagues Naomi Verghese, Jonathan Ferrar and Jordan Pettman have developed a new report: Building the People Analytics Ecosystem: Operating Model v 2.0. The executive article provides a summary of the key highlights, while the full report breaks down the six elements of the People Analytics Ecosystem (see FIG 7): (1) A Value Chain: from client drivers to business outcomes. (2) People Strategy at the Centre: a symbiotic relationship exists between people strategy and people analytics. (3) Five Core Capabilities: consulting, data science and research, employee listening, analytics at scale, adoption. (4) Four Additional Capabilities: reporting, data governance, workforce planning, AI strategy. (5) Internal Partnerships: HR and other business stakeholders are key to operational effectiveness. (6) External Partnerships: external suppliers and expertise are important for enabling success. FIG 7: The People Analytics Ecosystem (Source: Insight222 Building the People Analytics Ecosystem: Operating Model v 2.0) NELSON SPENCER - Introducing the S.T.A.R.T. Framework The strategy pillar is all about aligning with your overall HR and Business goals. You should be able to connect how your strategy is driving business outcomes. Nelson Spencer, who has worked in both sports and people analytics, presents his S.T.A.R.T Framework (see FIG 8), which is designed to solve a perennial problem for many HR functions: the disconnect between analytics, technology and operations. As Nelson explains, S.T.A.R.T has been designed “to consider these three critical functions holistically, acknowledging that they are part of a bigger puzzle and are all deeply interconnected.” The five pillars, which Nelson describes in detail in his article, are: (1) Strategy, (2) Technology, (3) Analytics, (4) Results, and (5) Transformation. He then provides guidance on how to implement the framework in organisations of varying sizes, from small to large. FIG 8: The S.T.A.R.T Framework (Source: Nelson Spencer) MICHAEL LUCA AND AMY EDMONDSON - Where Data-Driven Decision-Making Can Go Wrong When making decisions (using data), managers should consider internal validity—whether an analysis accurately answers a question in the context in which it was studied. They should also consider external validity—the extent to which they can generalize results from one context to another. Drawing on their research and work with companies, Michael Luca and Amy Edmondson present an approach that considers internal validity and external validity that leaders can apply to discussions of data to support better decision-making. This approach is designed to help leaders avoid five common pitfalls (see FIG 9) associated with data-driven decision-making. FIG 9: How to avoid predictable errors (Source: Michael Luca and Amy Edmondson) WILLIS JENSEN - Building a Network View of Data | MARTHA CURIONI - Supporting HR Adoption of People Analytics | JACKSON ROATCH - Your Best Career Move could be Going for a Run | SERENA HUANG - The Future of Work is Wellbeing | JASPAR SPANJAART - How NVIDIA's Talent Intelligence approach helped fuel its trillion-dollar rise | TOBY CULSHAW - The Talent Nexus: Redefining Business Agility for the 21st Century CEO In each edition of the Data Driven HR Monthly, I feature a collection of articles by current and recent people analytics leaders. These are intended to act as a spur and inspiration to the field. Six are highlighted in this month’s edition. (1) In another excellent edition of his Making People Analytics Real blog, Willis Jensen discusses how to get a network view of data: “Linking your data together should be a top priority for any people analytics team.” (2) Martha Curioni provides guidance on how to support HR to adopt people analytics harnessing insights from the likes of Isabel Naidoo, Patrick Coolen, Greg Newman, and Amit Mohindra. One of Martha’s tips focuses on the importance of including HRBP’s rather than going around them. (3) As someone whose best ideas invariably come when I’m on a run, I particularly enjoyed Jackson Roatch’s article exploring the link between physical exercise and workplace learning, performance and thriving. (4) In an edition of her From Data to Action blog, Serena H. Huang, Ph.D. explores how AI can support wellbeing and lays out a ten-point plan on responsible AI principles for workplace wellbeing (see FIG 10). (5) NVIDIA’s Meta McKinney, MLIS and Nickolas Dowler, MBA explain to Jasper Spanjaart how the company’s Talent Intelligence strategy helped fuel its growth: “A winning Talent Intelligence strategy requires several key ingredients: data-driven and tested theories, meticulous and thoughtful research, reliable data, creative problem-solving, clear communication of the rationale, trusted relationships with business leaders, and the financial support and freedom to execute.” (6) Toby Culshaw provides a compelling breakdown of what he describes as The Talent Nexus: “The Talent Nexus represents a revolutionary approach to talent management and acquisition in the modern business landscape. It's an AI-driven, quantum-computing-enhanced ecosystem that transforms how organizations interact with, deploy, and develop talent.” A must-read for all those involved in talent intelligence, people analytics and workforce planning. FIG 10: Responsible AI Principles for Workplace Wellbeing (Source: Serena Huang) THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE RAVIN JESUTHASAN - The AI revolution is coming to L&D AI will empower the L&D function to support strategic workforce planning through skills-related insights and interventions. This will help organizations shift from costly ‘churn and burn’ strategies to more cost-effective and sustainable reskilling and upskilling programs. Ravin Jesuthasan, CFA, FRSA examines how AI is set to transform the learning and development function. He highlights Mercer analysis that finds that AI and automation will likely augment some L&D activities (see FIG 11), as well as outlining four potential AI uses cases for corporate L&D: (1) Producing L&D content. (2) Personalising L&D delivery. (3) Driving the skills-powered revolution. (4) Democratising knowledge. For more from Ravin, watch the recent LinkedIn Live on Skills-Powered Organisations in the Age of AI, which I moderated and featured Ravin alongside Tanuj Kapilashrami. FIG 11: Time by task: L&D versus AI and Automation (Source: Mercer) NANCY DUARTE - Are Your Presentations Too Emotional — or Too Analytical? When making a presentation, leaders need to balance appeals to both logic and emotion — the head and the heart. Nancy Duarte provides invaluable guidance on how to strike a balance between logic and emotion when making a presentation, and how credibility plays a crucial role in this balancing act. She explains that the first step in achieving this balance is understanding the audience: “Are they data-driven decision makers who thrive on statistics and factual evidence? Or are they more likely to be swayed by personal stories and emotional connections?” FIG 12: An Analytical and Emotional Balance That’s Just Right (Source: Nancy Duarte) WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS SANDRA LOUGHLIN – Seven Elements of Skills Data Quality Skills data quality isn’t talked about much despite being the foundation for the SBO value proposition, a critical input to selecting and gaining value from skills tech vendors, and arguably the most difficult part of a skills transformation. These wise words open Sandra Loughlin, PhD’s excellent article, where she outlines seven aspects of skills data quality, why they matter and their trade-offs: (1) Relevance (“Skills that are tracked should be the skills that need to be tracked—there’s no point in collecting skills data that won’t help you make better business decisions”). (2) Accuracy. (3) Validity. (4) Completeness. (5) Consistency (“Skills data should be consistently defined, recorded, and categorized across systems and within the organization”). (6) Timeliness. (7) Uniqueness. Thanks to Victoria Holdsworth for highlighting Sandra’s article. EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING CATHERINE COPPINGER - Introducing Two New Metrics: Fragmented & Interrupted Time Catherine Coppinger from Worklytics introduces two new metrics: (1) Fragmented Time (“the sum of the total number of hours people have in blocks of time that are too short to get any deep work done”) and (2) Interrupted Time (“a metric designed to measure those periods of the day where people keep getting interrupted and just can’t find enough concentrated time to finish an important task”). Understanding these can help individuals and managers organise time more productively while enhancing employee wellbeing (see FIG 13). Read as a follow-up to another recent article by Catherine: 4 New Ways to Model Work, which featured in the July edition of Data Driven HR Monthly. FIG 13: Source: Catherine Coppinger, Worklytics MCKINSEY - What employees say matters most to motivate performance Performance management is most effective when it features strong, consistent internal logic that employees understand In their article, Asmus Komm, Brooke Weddle, Dana Maor, Katharina Wagner and Vivian Morrow Breaux present the findings of a McKinsey study of more than 1,000 employees across the globe on what matters most to motivating employee performance. The findings provide insights to employers to guide their approach with regards to performance management. These include: (1) Performance management frameworks should be consistent and clearly articulated. (2) Goal setting has impact when goals are measurable and clearly linked to company priorities (see FIG 14). (3) Performance reviews with skilled managers are crucial to employee performance. (4) Rewards that include nonfinancial incentives provide a boost. FIG 14: Employees are motivated by measurable goals linked to company/team (Source: McKinsey) LEADERSHIP, CULTURE, AND LEARNING MEGAN REITZ AND AMY EDMONDSON - When a Team Member Speaks Up — and It Doesn’t Go Well Speaking up — and being heard — in organizations is critical. What gets said, and what doesn’t, directs ethical behavior, innovation, inclusion, and performance. In their article for Harvard Business Review, Megan Reitz and Amy Edmondson explore how 'conversational failures' often cause breakdowns in psychological safety rather than being used as opportunities to learn and develop. They discuss why they occur and the reasons why it is difficult to learn from these failures, before providing guidance on how these failures can become ‘intelligent’: (1) Prepare to learn from conversations. (2) Notice critical moments. (3) Implement process tools. (4) Attend to learning over the long term. For more on ‘intelligent failure’, tune in to Amy’s conversation with me on the Digital HR Leaders podcast: How Learning to Fail Can Help People and Organisations to Thrive. If you’re not failing, you’re not journeying into new territory JAMIE SMITH - How boards can champion a resilient talent strategy Talent strategy is increasingly vital to driving overall strategy. Based on a study of by EY and Corporate Board Member magazine of US public company directors across a range of industries, Jamie Carroll Smith presents analysis of the four opportunities identified in the research for boards to champion a resilient talent strategy: (1) Gain deeper insight into the employee experience. (2) Enable a workforce for the future (“Directors recognize that AI developments demand a reskilling of the workforce”). (3) Harness the value of diversity, equity and inclusion (“The future talent pool may depend on companies prioritizing DEI”). (4) Identify opportunities to strengthen talent governance. Thanks to Brian Heger for highlighting in an edition of his excellent Talent Edge newsletter. FIG 15: The biggest impacts of AI on company workforce strategy (Source: EY) JEN FISHER, SUE CANTRELL, JAY BHATT, AND PAUL SILVERGLATE - The important role of leaders in advancing human sustainability More than eight out of 10 executives surveyed say a stronger commitment to prioritizing a positive human impact would increase their company’s ability to attract new talent (82%), appeal to customers and clients (81%), and profitability (81%). Jen Fisher, Susan Cantrell, Jay Bhatt, and Paul Silverglate outline the key findings from Deloitte’s third annual Workplace Wellbeing report. The primary finding suggests that leaders can play a key role in prioritising and advancing a human sustainability agenda, particularly when it comes to measuring outcomes and holding their organizations accountable for progress. Insights identified in the study include: (1) The three trends impacting today’s workforce the most are skills, burnout and mental health. (2) The modern work experience doesn’t promote human sustainability but C-suite leaders aren’t seeing it. (3) While three out of four executives believe workforce wellbeing is excellent or good, workers are having a different experience (see FIG 16). The article then provides guidance on the metrics companies can implement to measure human sustainability including on skills development, purpose, DEI and societal impact. FIG 16: Source – Deloitte Wellbeing at Work survey, 2024 DIVERSITY, EQUITY, INCLUSION, AND BELONGING JANINE LEE - Breaking Down Barriers to Belonging for Women of Color in Tech In her article in Harvard Business Review, Dr. Janine Lee, MBA, Ed.D. Global Head of L&D at Google, outlines the findings from her doctoral research on workplace belonging for women of colour in the tech industry. Janine highlights the top belonging contributors and detractors identified in the study (see FIG 17), and then offers three recommendations to boost workplace belonging: 1) Invest in programs that foster peer-based relationships, 2) Enable sponsorship and mentoring opportunities, and 3) Hold leaders accountable to “walk the talk.” FIG 17: Sense-of belonging contributors and detractors (Source: Janine Lee) 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 August that I recommend readers delve into: GURU SETHUPATHY – Understanding the EU AI Act in Four Handy Charts – Guru Sethupathy of FairNow provides an invaluable breakdown of the EU AI Act and its implications. FIG 18: The four risk levels under the EU AI Act (Source: FairNow) EMILY KILLHAM - How to Build a Better Boss: What Leaders (and Their Teams) Need Now to Thrive – Emily Killham delivers a new study by Perceptyx identifying five key behaviours for managers, the positive and negative impacts of manager behaviour on employees and organisations, and the role of employee feedback in help managers take corrective action. FRANCISCO MARIN - The Role of Active and Passive Organizational Network Analysis in Cybersecurity – Francisco Marin of Cognitive Talent Solutions breaks down how active and passive ONA can support organisational cybersecurity initiatives including the detection of anomalous communications, enhancing incident response and tailoring security strategies. LOUJAINA ABDELWAHED - How To Lose an Employee in 10 Days – Loujaina Abdelwahed, PhD presents analysis by Revelio Labs highlighting the negative impact of return to office on employee reviews and attrition. FIG 19: Negative reviews of RTO correlate positively with attrition (Source: Revelio Labs) ALICIA ROACH – Not all ‘Workforce Planning’ is the Same – If you are interested in workforce planning and don’t follow Alicia Roach of eQ8 on LinkedIn, you really should. In her recent post, Alicia reflects on her ‘triangle of workforce planning’ (see FIG 20), which skilfully illustrates the value of ‘strategic’ workforce planning. FIG 20: Source – Alicia Roach PODCASTS OF THE MONTH In another month of high-quality podcasts, I’ve selected six gems for your aural pleasure: (you can also check out the latest episodes of the Digital HR Leaders Podcast – see ‘From My Desk’ below): EMILY HACKER AND DAN WEISS - The Critical Role Data Plays in Skills Development - Emily Hacker, CPTD and Dan Weiss share insights from MetLife's skills journey with Stacia Sherman Garr and Dani Johnson of RedThread Research on the Workplace Stories podcast. The key learning from the conversation is that your skills data doesn't need to be perfect to benefit employees, improve talent acquisition, and enhance workforce planning. JOSH BERSIN - The Future Of The Workforce Has Arrived, Can’t You See It? – Inspired by his recent trip to Europe, Josh Bersin explains why the traditional industrial work model has ended, gig work is now mainstream, reskilling should be given primacy, and why HR professionals need to reskill in AI to stay relevant. BRYAN HANCOCK AND EMILY FIELD - Managing in the era of gen AI – In this episode of McKinsey Talks Talent, Bryan Hancock and Emily Field, two of the authors along with Bill Schaninger, Ph.D. of Power to the Middle: Why Managers Hold the Keys to the Future of Work, join host Lucia Rahilly to explain why middle managers matter, what leaders could do differently to make more of the managers on their teams, and how gen AI could change middle managers’ jobs—for the better. ANSHUL SHEOPURI - How Mastercard is Training Employees for the AI Era – Anshul Sheopuri, EVP People Operations and Insights at Mastercard, joins Christopher Rainey on the HR Leaders podcast to shares insights on leveraging AI in HR and the importance of continuous learning. JAMES GALLMAN - Bridging HR Technology, Analytics, AI Agents, LLMs, & Nudging at NetApp - James Gallman , VP HR PMO, Systems and Analytics at NetApp, joins hosts Cole Napper and Scott Hines, PhD on the Directionally Correct podcast to discuss the overlap between HR technology and people analytics. LILY ZHENG - Ground Your DEI Efforts in Data – In an episode of Women at Work, DEI strategist and consultant Lily Zheng joins hosts Amy Bernstein and Amy Gallo to explain the role of data and analytics in DEI, and the importance of measuring outcomes to make lasting progress. VIDEO OF THE MONTH JULIET SCHOR - Smarter Work for a Better World? Studies suggest that the Four Day Week may reduce burnout and depression, while also offering significant opportunities to reduce our collective carbon footprint. One of my favourite sessions at this year’s Wharton People Analytics Conference saw Professors Juliet Schor and Iwan Barankay discuss what we know about the four-day work week and share their different perspectives on what this alternate structure might mean for organisations and their employees. BOOKS OF THE MONTH One of the benefits of being on holiday the past few weeks has been that it enabled me to catch up on some reading, hence there being two books of the month for August: NICK VAN DAM – Boosting Your Well-being: The Best Version of Me - A wonderful book – and a wonderful cause with 100% of the book’s royalties being donated to the e-Learning for Kids Foundation. Written by Prof. dr. Nick van Dam, and 20 co-authors, this is a comprehensive book on professional wellbeing. It delves into the interconnected aspects of four key dimensions: body, mind, purpose, and environment, and offers a compelling approach to self- improvement. I particularly enjoyed the chapters on resilience and adaptability (written by Jacqui Brassey, PhD, MA, MAfN ?️ (née Schouten) ), sleep (Dr Els van der Helm) and contribution (Emily Ricci). An uplifting and potentially life-changing read. KALIFA OLIVER – I Think I Love My Job: Secrets To Designing A People-Centered Employer Value Proposition - At times a powerful and relatable story of the ups and downs of corporate life, and at others a compelling narrative on how to approach work, harness data and build a world-class employee experience. Kalifa Oliver, Ph.D. combines both an academic and a practitioner mindset that empowers the reader to take charge of their career, challenge workplace norms, and use data to revolutionise the employee experience. FROM MY DESK August saw us reach a notable milestone on the Digital HR Leaders podcast – our 200th episode, and we celebrated in style with a special guest, Amy Edmondson, Thank you to Louis Gordon and the team at HiBob for sponsoring series 40 of the podcast. AMY EDMONDSON - How Learning to Fail Can Help People and Organisations to Thrive – Harvard professor, pioneer of psychological safety and Thinkers50 #1, Amy Edmondson joined me for our 200th episode, where we discussed intelligent failure, and how failing well can drive individual and organisational success. DAVID GREEN - What key elements do you believe are essential to building a strong company culture? - A round up of series 40 of the Digital HR Leaders podcast, with insights from John Winsor, Maureen N. Dunne, Ph.D., Nirit Peled-Muntz, Heidi Manna and Amy Edmondson. DAVID GREEN - Five Key Elements For Building a Strong Company Culture? – A recent article for myHRfuture, where I break down five elements in building a strong company culture including aligning with organisational mission and using people data as your GPS. LOOKING FOR A NEW ROLE IN PEOPLE ANALYTICS OR HR TECH? I’d like to highlight once again the wonderful resource created by Richard Rosenow and the One Model team of open roles in people analytics and HR technology, which now numbers close to 500 roles – and has now been developed into a LinkedIn newsletter too. THANK YOU Wayne Tarken for kindly writing a post about me on LinkedIn: Curious About People Analytics? - What Leaders Can Learn from Thursday's Thought Leader. Ester Martinez and her team at People Matters for including the Digital HR Leaders podcast in their list of 100 must-read resources for HR and talent leaders. Rachel Collins for her post emphasising the need to move from employment to employability, inspired by the LinkedIn Live I hosted recently with Ravin Jesuthasan and Tanuj Kapilashrami. Similarly, thanks to James Elliott for also posting here about the LinkedIn Live with Ravin and Tanuj. David McLean , whose post on learning from your failures references the Digital HR Leaders podcast episode with Amy Edmondson. Veronika Birkheim , whose post on Culture Diagnostics, references the Digital HR Leaders podcast episode with Heidi Manna. Andrew Gadomski for his post on how he uses the Data Driven HR Monthly as a learning tool at the Cybersecurity and Infrastructure Security Agency. Irada Sadykhova for her post on how to build a strong company culture, which was inspired by a recent series of the Digital HR Leaders podcast. Ashley Utz for her post reflecting on the recent Digital HR Leaders podcast episode with Nirit Peled-Muntz. HR Executive Leadership Exchange for including me in their list of the Top 10 HR Leaders You Should Follow. Mirro.io for including me in their list of Top HR Leaders to Follow in 2024. Daniyal Wali and The Talent Games for including me in their list of the Top 10 HR Tech Leaders to Follow in 2024. Finally, a huge thank you to the following people who shared the July edition of Data Driven HR Monthly. It's much appreciated: Jaqueline Oliveira-Cella Andrés García Ayala Kristhy Bartels Sandy Zou Danielle Farrell, M.A. David Hodges Jeff Wellstead Gord Johnston MA, BHJ, BA, CHRP Debbie Harrison Dave Millner Sharna Wiblen Aizhan Tursunbayeva, PhD, GRP Catriona Lindsay Amardeep Singh, MBA Walter Maes Marcano Gert-Jan Tretmans Tim Peffers Kouros Behzad Adam Tombor (Wojciechowski) Lewis Garrad Sebastian Szachnowski Bob Pulver John Golden, Ph.D. Ben Wigert, Ph.D, MBA Ken Oehler Alexis Fink Katia Simões Francisca Solano Beneitez Abbas Qaidari Onno Bouman Aravind Warrier Kathleen Kruse Adedamola Adeleke ☁️ Elodie MENAGER Susan Knolla John Healy David Simmonds FCIPD Andrews Cobbinah, MLPI, ACIHRM Deviprasad Panda Vanesa C. David McLean Timo Tischer Prachi Agasti Maria Alice Jovinski Tristan Hack Adam McKinnon, PhD. Nicole Hazard Michael Arena Andras Vicsek Jane Kuhn Emily Pelosi, PhD Malgorzata Langlois Ahmed Salah ?? Swechha Mohapatra (IHRP-SP, SHRM-SCP, CIPD) Paul Daley Kyle Forrest Shivaani Talesra Ryan Wong Shujaat Ahmad Tessa Hilson-Greener Vivek Ojha Jacob Nielsen Søren Kold Tobias W. Goers ツ Terri Horton, EdD, MBA, MA, SHRM-CP, PHR Galo Lopez Noriega Marino Mugayar-Baldocchi Alexandra Nawrat Marian Stancik Hanadi El Sayyed Marcela Niemeyer Higor Gomes Kirsten Edwards Andreea Lungulescu Bradford Williams Faiza Tasneem(Associate CIPD) Alysson DuPont, SHRM-SCP, MBA Dr. Peter Schulz-Rittich Joaquin Hernandez Doug Shagam Mariami Lolashvili Caitie Jacobson Jaap Veldkamp Jaejin Lee Yvonne Bell (She/Her) John Gunawan Roberto Amatucci Philipp Heller Tina Peeters, PhD Gianni Giacomelli Lina Makneviciute Roshaunda Green, MBA, CDSP, Phenom Certified Recruiter Jacob Bradburn, Ph.D. Ying Li Phil Inskip Jack Liu Jonathan Berríos Leiva Stephen Hickey Lars Schmidt Geetanjali Gamel Dan George Anabel Fall Alejandra Barbarelli Adam Gibson Mia Norgren David van Lochem Nick Lynn Silja Kupiainen Heather Whiteman, Ph.D. Meghan M. Biro Martijn Wiertz Agnes Garaba Dolapo (Dolly) Oyenuga Laurent Reich Sebastian Kolberg Sebastián Mestre Chris Long Penny Newman Ralf Buechsenschuss Sebastian Knepper Marcela Mury Joseph Frank, PhD CCP GWCCM Dave Fineman Ron Ben Oz Danielle Bushen Kimberly Rose Daorong Lin Sukumaran Mariappan Abhilash Bodanapu Sonia Mooney Kerrian Soong Jay Polaki⚡️ SHRM-SCP/SPHR Remco van Es Ken Clar Matt Elk Aulia Raubien Natalie Wiseman Graham Irene Wong David Balls (FCIPD) Olivier Bougarel Ramesh Karpagavinayagam Oliver Kasper Andrew Kilshaw Nick Hudgell Gal Mozes, PhD Tatu Westling Brandon Merritt Johnson 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. MEET ME AT THESE EVENTS I'll be speaking about people analytics, the future of work, and data driven HR at a number of upcoming events in 2024: September 11 - Productivity, Purpose, and Profit: How to thrive in ‘25 (London) September 16-19 - Workday Rising (Las Vegas) September 24-26 - Insight222 Global Executive Retreat (Colorado, US) - exclusively for member organisations of the Insight222 People Analytics Program October 2-3 - People Analytics World (New York) October 16-17 - UNLEASH World (Paris) October 22-23 - Insight222 North American Peer Meeting (hosted by Workday in Pleasanton, CA) - exclusively for member organisations of the Insight222 People Analytics Program November 12-14 - Workday Rising EMEA (London) November 19-20 - Insight222 European Peer Meeting (hosted by Merck in Darmstadt, Germany) - exclusively for member organisations of the Insight222 People Analytics Program More events will be added as they are confirmed.

HR Tech
2024年09月03日
HR Tech

David Green：The best HR & People Analytics articles of June 2024 David Green整理了最近的HR和PA的文章，其实最近也不仅仅是这方面的内容了，推荐大家可以了解看看，文章谈到了一些内容可以简单了解下： Justin Taylor, Keith Sonderling, Guru Sethupathy的演讲总结: 讨论了人员分析生态系统的最新进展和未来趋势。 Insight222研究报告《构建人员分析生态系统：运营模式v2.0》预览总结: 探讨了如何构建和优化人员分析的运营模式。 TechWolf完成4275万美元B轮融资总结: 该融资将进一步推动其在AI和人员分析领域的发展。 Mercer和MIT发布的《技能策略指南》总结: 解释了为什么技能应成为重新思考工作的首要任务，以及如何在AI时代克服挑战。关于混合工作模式对员工保留和生产力的影响研究总结: 混合工作提高了员工满意度并减少了离职率。组织网络分析（ONA）的应用总结: ONA能够揭示传统组织图中缺失的协作和决策影响，有助于优化工作场所策略。 Insight222的网络研讨会《HR和人员分析中的AI应用》总结: 探讨了AI在HR和人员分析中的应用及其影响。 McKinsey关于生成式AI的研究总结: 生成式AI的采用激增，为组织带来了可衡量的业务价值。 Mark Mortensen和Amy Edmondson关于重新定义办公室返工对话的文章总结: 提供了领导者如何通过重新定义对话来平衡面临面的工作和灵活工作的策略。 Rashleen Kaur Arora关于制定平衡组织和员工需求的返工策略的文章总结: 提供了如何通过证据和员工反馈制定有效的返工策略的案例。 Pietro Mazzoleni关于HR中生成式AI的应用总结: 讨论了根据数据成熟度做出明智选择的重要性。 Greg Newman关于AI聊天机器人的员工旅程总结: 阐述了如何通过使用员工旅程语言来最大化数字工人的价值。 Martijn Wiertz关于生成式AI重新定义工作设计的文章总结: 提出了一个愿景，即生成式AI帮助我们重新定义工作设计，创造更多时间用于重要任务。 Max Blumberg关于AI时代的人员分析职业的文章总结: 探讨了在AI时代保持相关性的技能需求及其透明性。 Scott Latham和Beth Humberd关于自动化对工作的四种影响的文章总结: 讨论了基于价值类型和交付方式的工作响应自动化的四种方式。 Deloitte团队关于组织网络分析（ONA）的文章总结: 讨论了ONA在测量员工绩效和优化工作场所策略中的应用。 Dave Hodges关于基于研究的HR决策的文章总结: 强调了基于证据的HR决策的重要性。 Henrik Håkansson关于人员分析中的“错失恐惧症”的文章总结: 将“错失恐惧症”概念应用于人员分析领域。 Amit Mohindra关于“72法则”的文章总结: 提供了一个解释增长率的关键参数的简单方法。 Louise Baird关于机器学习及其在人员分析中的应用总结: 解释了监督学习和非监督学习在人员分析中的应用。 Martha Curioni关于将可解释的AI引入HR流程的文章总结: 提供了在招聘、预测离职和评估晋升准备度等HR流程中应用可解释AI的例子。 Nick Jesteadt和Erin Fleming关于人员分析领域前沿问题的文章总结: 强调了生产力、技能和产品化等人员分析中的常见主题。 Christopher Rosett关于人员分析立方体的文章总结: 介绍了人员分析立方体的概念及其应用。 Willis Jensen关于寻找人员分析工作的文章总结: 分享了关于如何成功过渡到新角色的见解和策略。 Gregory Vial, Julien Crowe和Patrick Mesana关于高级分析中的数据隐私风险管理的文章总结: 介绍了五种数据隐私保护方法及其对数据可用性的影响。 Cathy O’Neil, Jake Appel和Sam Tyner-Monroe关于算法风险审计的文章总结: 提供了帮助组织评估其AI工具和算法的简单框架。 Öykü Işık, Amit Joshi和Lazaros Goutas关于生成式AI风险管理的文章总结: 提供了管理四种生成式AI风险的蓝图。 Josh Bersin关于首席人力官（CHRO）角色演变的文章总结: 强调了CHRO在C-suite中的重要性及其角色的多学科性。 Jeanne Meister关于未来HR工作角色的文章总结: 介绍了未来十年HR领域的十三个新兴工作角色。 Naomi Verghese关于HR技能提升的文章总结: 分享了HR专业人员在数据咨询和沟通方面所需的关键技能。 MIT和Mercer关于技能驱动型组织的报告总结: 探讨了在AI时代，技能驱动型组织的重要性及其益处。 Business Roundtable关于基于技能的内部流动白皮书总结: 提供了推动技能验证和连接人员与机会的战略。 Microsoft关于混合工作环境中新员工入职的研究总结: 强调了角色职责、反馈和资源对新员工成功的重要性。 Dave Ulrich关于绩效管理的文章总结: 提出了一个四步流程来改善绩效管理系统。 Erin Meyer关于构建有效企业文化的文章总结: 提供了六条指导原则，帮助管理者应对文化建设的挑战。 Rob Cross和Katheryn Brekken关于团队网络效应的研究总结: 发现80%的团队未能达到其生产力潜力，并提供了提高团队绩效的六种策略。 Shujaat Ahmad关于AI对生产力和繁荣的影响的文章总结: 提倡从生产力优先转向繁荣优先的AI模型，以促进公平和可持续发展。 BCG关于女性技术领导者在生成式AI中的领先地位的研究总结: 发现高级女性技术领导者在生成式AI的采用方面领先于男性同行。 Richard Rosenow关于人员分析新兴趋势的文章总结: 分享了人员分析领域的六大新兴趋势。 Alicia Roach关于战略性劳动力规划的文章总结: 讨论了战略性劳动力规划在业务成功中的重要性。 Annie Dean关于团队状态的报告总结: 发现使用AI的团队在协作方面表现更好。 Shay David关于HR技术从自动化到增强的演变的文章总结: 解释了HR技术如何增强人类能力和丰富员工体验。 I’m putting the finishing touches to June’s Data Driven HR Monthly in the airport lounge at Minneapolis-St Paul after a successful peer meeting for more than 50 North American members of the Insight222 People Analytics Program. The two-day peer meeting featured speakers including: Justin Taylor Keith Sonderling Guru Sethupathy and a collaboration between Bennet Voorhees and Eunice Ok. We also previewed the soon-to-be-published Insight222 research study: Building the People Analytics Ecosystem: Operating Model v 2.0 (click on the link to register to receive a copy). Other highlights in June included: We also ran a peer meeting for European members of the Insight222 People Analytics Program, which was hosted by Nestlé and featured sessions run by Nataliya Filonenko Michael Cox Alex Browne Thomas Tchako Nowe Piyush Mathur Jack Liu and Martin Janhuba. We delivered an Insight222 webinar on AI in HR and People Analytics, which featured Andrew Elston Justin Shemeley and Jasdeep Kareer, PhD (née Bhambra). Watch the recording here. In the HR Tech space, TechWolf announced a new $42.75m round of Series B funding. Congrats to Andreas De Neve ? Mikaël Wornoo? Jeroen Van Hautte ? and the team. Welcome to the more than 2000 new subscribers to the Data Driven HR Monthly newsletter, who joined in the last month. This edition of the Data Driven HR Monthly is sponsored by our friends at Mercer Strategic Shift: Skills-Powered Organizations in the Age of AI Forty-four percent of workers’ skills will be disrupted by technology in the next five years.* To thrive through this disruption, businesses must adapt their operating models to perpetually reinvent themselves as demand for skills ebbs and flows with greater velocity and volatility. The next-generation organization will be at the forefront of this strategic shift toward making skills the currency of work, cultivating a culture of talent sharing, automating work to take mundane tasks off employees’ hands, augmenting human creativity with AI, and reshaping the entire talent life cycle. Find out how to make the shift to a skills-powered organization The new Skills Strategy Guide from Mercer and MIT SMR Connections explores: Why skills should be a top priority in rethinking work in the age of AI The obstacles that stand in the way Practical steps to overcome challenges and reap the rewards Learnings from Standard Chartered Bank’s skills journey How to build a skills-powered approach to work Read the Strategy Guide *Source: The World Economic Forum’s 2023 Future of Jobs report To sponsor an edition of the Data Driven HR Monthly, and share your brand with close to 130,000 Data Driven HR Monthly subscribers, send an email to dgreen@zandel.org. Heartfelt thanks to Richard Rosenow It’s ten years since I published the first edition of the Data Driven HR Monthly (which featured pioneers like Luk Smeyers Andrew Marritt Ian OKeefe Jonathan Ferrar and Greta Roberts). Unbeknown to me, Richard Rosenow organised a wonderful surprise – see here. It’s such a kind gesture - thank you Richard and the One Model team for creating this and the 100 people - friends, colleagues, clients, and peers - many of whom have inspired me in my journey in the wonderful world of people analytics. Thank you too to my colleagues at Insight222 - and everyone who has contributed to the Data Driven HR Monthly over the last decade. Share the love! Enjoy reading the collection of resources for June and, if you do, please share some data driven HR love with your colleagues and networks. Thanks to the many of you who liked, shared and/or commented on May’s compendium (see Thank You section at the end of this issue). If you enjoy a weekly dose of curated learning (and the Digital HR Leaders podcast), the Insight222 newsletter: Digital HR Leaders newsletter is published every Tuesday – subscribe here. HYBRID, GENERATIVE AI AND THE FUTURE OF WORK MCKINSEY - The state of AI in early 2024: Gen AI adoption spikes and starts to generate value If 2023 was the year the world discovered generative AI, 2024 is the year organizations truly began using—and deriving business value from—this new technology. New research from McKinsey highlights that adoption of AI – and GenAI – has surged in the last 12 months, that organisations are reporting measurable benefits, that there is increased mitigation of the risk of inaccuracy, and that there are a small group of high-performers leading the way. From a HR perspective, the study finds: (1) 12% of respondents are regularly using GenAI in HR. (2) Organisations most often see meaningful cost reductions from GenAI use in HR (see FIG 1). (3) HR functions are most often able to put their GenAI capabilities to use within one to four months. (4) Talent is one of six areas of best practice where high-performers are leading with GenAI (see FIG 2). (Authors: Alex Singla Alexander Sukharevsky Lareina Yee and Michael Chui with Bryce Hall) FIG 1: Organizations most often see meaningful cost reductions from generative AI use in HR and revenue increases in supply chain management (Source: McKinsey) FIG 2: Organizations seeing the largest returns from generative AI are more likely than others to follow a range of best practices (Source: McKinsey) MARK MORTENSEN AND AMY EDMONDSON - Leaders Need to Reframe the Return-to-Office Conversation Framing refers to how an issue is presented; it’s the meaning layered onto an issue or situation that shapes how people think about its objective facts. More precisely, it’s about re-framing: deliberately replacing taken-for-granted cognitive frames with more helpful ones. Mark Mortensen and Amy Edmondson discuss the concept of ‘framing’ and its role for leaders in engaging in dialogue with employees about the balance between in-person and flexible working. They offer a three-step process to communicate flexible work policies: (1) Acknowledge the bind and be patient. (2) Focus on mutual value, not just organisational benefits. (3) Approach the process as data-driven, co-created, iterative learning. For more on this topic, listen to Mark in conversation with me on the Digital HR Leaders podcast: How to Foster Collaboration Within Hybrid Working Teams. RASHLEEN ARORA - Design a Return-to-Office Strategy That Balances Organizational and Employee Needs It’s becoming increasingly evident that rigid return-to-office (RTO) mandates can backfire by antagonising employees and impacting retention. Rashleen Kaur Arora presents Gartner research that outlines how HR leaders can craft a RTO strategy that balances organisational objectives with employee buy-in. The article includes a powerful case study on how Scotiabank implemented an evidence-based hybrid RTO model (see FIG 3). FIG 3: Scotiabank’s role aligned hybrid personas (Source: Gartner) PIETRO MAZZOLENI - Generative AI in HR: making smart choices depending on your data maturity | GREG NEWMAN - What's the employee journey of an AI chatbot? | MARTIJN WIERTZ - How will we use GenAI to redefine our Work Design: Creating Great Places to Be | MAX BLUMBERG - Saving your People Analytics Career in the Face of AI | SCOTT LATHAM AND BETH HUMBERD - Four Ways Jobs Will Respond to Automation Organizations which provide an environment where the needs of the workforce are aligned with the outlines of the future will have the competitive advantage. June saw a plethora of insightful reads about the impact of AI on HR and people analytics, so I’ve gathered five together here along with a prescient piece from 2018 on the professions most susceptible to automation. (1) Pietro Mazzoleni examines the importance of data maturity when it comes to the successful adoption of GenAI solutions in HR. (2) Greg Newman outlines why using the language of the employee journey will help your organisation maximise the value you gain from digital workers. (3) Martijn Wiertz presents a compelling vision where GenAI helps redefine our work design, creating time we can utilise for doing the work, care and training we need as a community – from great places to work to great places to be (see FIG 4). (4) Max Blumberg (JA) ?? explores how people analytics roles may evolve in the age of AI, the skills needed to remain relevant, and the importance of transparency in these issues within the people analytics community. (5) Finally, and thanks to Hung Lee for featuring it in a recent edition of Recruiting Brainfood, let’s revisit an article by Scott Latham and Beth Humberd that outlines four ways in which jobs will respond to automation based on two factors: the type of value provided and how it’s delivered (see FIG 5). FIG 4: Source – Martijn Wiertz FIG 5: Which Professions Are Most Vulnerable to Automation? (Source: Latham and Humberd) PEOPLE ANALYTICS MAYA BODAN, DON MILLER, SUE CANTRELL, GARY PARILLIS, AND CARISSA KILGOUR - Harnessing organization network analysis (ONA): Measure workforce performance and optimize strategies ONA reveals insights absent in traditional organizational charts—such as how people collaborate, who influences decision-making and/or operates in silos, and sentiments surrounding trust and influence. A helpful primer on how to use Organisational Network Analysis (ONA) from the Deloitte team of Maya Bodan Don Miller Susan Cantrell Gary Parilis and Carissa Kilgour. Their article discusses the myriad of use cases ONA can be used for, including to: (1) Measure workforce performance, (2) Understand individual workforce performance, and (3) Optimise workplace strategies. FIG 6: ONA can help uncover collaboration within an organisation (Source: Deloitte) DAVE HODGES - Facts Over Fads: HR Decisions Grounded in Research |HENRIK HÅKANSSON - People Analytics: The fear of missing out | AMIT MOHINDRA - The "Rule of 72": A Gentle Reminder | LOUISE BAIRD - Machine Learning and its Applications in People Analytics | MARTHA CURIONI - Building Explainable AI Into HR Processes | NICK JESTEADT AND ERIN FLEMING - People Analytics Frontiers aka Why are We Asking the Same Questions Again? | CHRISTOPHER ROSETT - The People Analytics Cube If you’re not practising evidence-based HR, what type of HR are you practising? In recent editions of the Data Driven HR Monthly, I’ve featured a collection of articles by people analytics leaders. These act as a spur and inspiration to the field. Seven are highlighted here. (1) David Hodges takes inspiration from Rob Briner’s research to make the case for evidence-based HR. As Dave asks: “If you’re not practising evidence-based HR, what type of HR are you practising?” (see FIG 7). (2) Henrik Håkansson applies the popular concept of “fear of missing out” to people analytics in his astute article. (3) Amit Mohindra provides a handy explanation of the ‘Rule of 72”, which can be used to extract a key parameter from a growth rate. (4) Louise Baird breaks down the two different types of machine learning – supervised and unsupervised – and how it can be applied to people analytics. (5) Martha Curioni provides examples of building explainable AI into a range of HR processes including: hiring, predicting attrition, and assessing promotion readiness. (6) Based on their survey of people analytics practitioners, Nick Jesteadt and Erin Fleming highlight three common yet seemingly elusive themes in the field: productivity, skills and productisation. (7) Christopher Rosett breaks down the People Analytics Cube (see FIG 8) in his LinkedIn post with a nod to Alexis Fink. FIG 7: What is being used in HR instead of evidence? (Source: Evidence Based HR: A New Paradigm by Rob Briner, Corporate Research Forum) FIG 8: People Analytics Cube (Source: Christopher Rosett) WILLIS JENSEN - Finding a People Analytics Job One of the features of the people analytics field is that it is pretty fluid with many that work within it moving roles in the last 12-18 months – as evidenced by the invaluable People Analytics Job Board that Richard Rosenow oversees. In his article, Willis Jensen shares insights from his recent transition to a new role including: (1) Being very clear about what you want in your next job. (2) Don’t write an AI-generated cover letter. (3) Use a resume tool to help you tailor your resume for each job. (4) Do not use a shotgun approach of applying for hundreds of jobs. (5) Use LinkedIn as a job-hunting tool. For more on people analytics careers, listen to Serena H. Huang, Ph.D. in discussion with me on the Digital HR Leaders podcast: How to Enhance Your Career in People Analytics. ETHICS AND PRIVACY SPECIAL GREGORY VIAL, JULIEN CROWE, AND PATRICK MESANA - Managing Data Privacy Risk in Advanced Analytics | CATHY O’NEIL, JAKE APPEL AND SAM TYNER-MONROE - Auditing Algorithmic Risk | ÖYKÜ ISIK, AMIT JOSHI, AND LAZAROS GOUTAS - 4 Types of Gen AI Risk and How to Mitigate Them Three articles covering ethics, risk and privacy with regards to advanced analytics and AI, which should be invaluable to people analytics professionals and HR technologists alike. (1) Gregory Vial Julien Crowe and Patrick Mesana present five approaches to measuring data privacy and how each approach impacts on data usability (see FIG 9) before discussing mitigation strategies. (2) Cathy O’Neil Jacob Appel and Sam Tyner-Monroe, Ph.D. lay out a set of simple frameworks (see example in FIG 10) designed to help organisations evaluate that their AI tools and algorithms are fair and working as intended. (3) Öykü Işık Amit Joshi and Lazaros Goutas outline a blueprint for managing four types of generative AI risk (see FIG 11). FIG 9: Five Approaches to Preserving Data Privacy (Source: Vial, Crowe and Mesana) FIG 10: A Simplified Ethical Matrix (Source: O’Neil, Appel, and Tyner-Monroe) FIG 11: Four types of AI risk (Source: Isik, Joshi, and Goutas) THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE JOSH BERSIN - The Ever Expanding Role Of The Chief HR Officer (CHRO) The CHRO must transform the HR team, moving from the “service delivery” model to an HR team of consultants, problem-solvers, and analysts. Josh Bersin lays out a compelling case for the CHRO being the most important role of all in the c-suite now. He highlights factors such as the abundance of people challenges, labour shortages, organisation redesign, and globalisation. Josh also introduces his initial findings from a study of 47,000 CHROs: (1) There is a major increase in the C-level importance of the CHRO. (2) The CHRO job is multi-disciplinary, and more difficult than it looks. (3) The CHRO role is expanding. (4) Strong CHROs are now transforming the HR function. (5) The HR function is not developing itself - 80% of high-performing CHROs are external hires. FIG 12: The two roles of the CHRO (Source: Josh Bersin) JEANNE MEISTER – 13 HR jobs of the future In HR, this is our Promethean moment as we navigate a complex future, one with limitless possibilities in how we work, where we work, who we work with and what we expect in our workplace. Based on her conversations with HR leaders, Jeanne C M. presents 13 HR jobs of the future, which will emerge between now and 2030 (see FIG 13). Jeanne then explains how each of these roles “embody five core workplace themes enabling leaders to embrace reinvention as a strategy where humans and machines collaborate to deliver in which to the organization.” The five themes are: (1) Building GenAI literacy, (2) Working from anywhere, (3) Building human-machine partnerships, (4) Driving innovation and wellbeing in the workplace, (5) Creating a personalised employee experience. FIG 13: 13 HR Jobs of the Future (Source: Jeanne Meister) NAOMI VERGHESE - Investing in the Right Approach to Upskilling HR When the CHRO and HRLT role-model the use of people data and analytics in their day-to-day job, then other HR professionals also use people data and analytics in their work. Naomi Verghese shares the key findings from research she led at Insight222 to identify the key skills HR professionals need to consult and communicate effectively with data. The study, Upskilling the HR Profession: Building Data Literacy at Scale, identified five essential skills for HR professionals: (1) Consulting, (2) Influencing Stakeholders, (3) Data Interpretation, (4) Building Recommendations from Insights, (5) Storytelling. The study also identified the importance of role-modelling by the CHRO and HR leadership team with regards to data literacy (see FIG 14, and above quote). FIG 14: (Source: Insight222, Upskilling the HR Profession: Building Data Literacy at Scale) WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS MIT SMR CONNECTIONS AND MERCER - Strategic Shift: Skills-Powered Organizations in the Age of AI By making skills the backbone of their talent practices, organizations can better allocate people to projects, help employees explore different career paths, and gain the flexibility to allocate their capital more effectively as their needs change. In their collaborative study, MIT and Mercer break down why skills should be a priority in rethinking work and people management in the age of AI. The report highlights the benefits for employees and employers of a skills-based approach (see FIG 15), provides practical guidance on how to overcome challenges, and provides powerful learnings from Standard Chartered’s skills journey. Features contributions from experts including Peter Cappelli Tanuj Kapilashrami Ravin Jesuthasan, CFA, FRSA Brad Bell Joseph Fuller Tom Kochan and Audrey Mickahail. FIG 15: Benefits of a skills-powered approach (Source: MIT and Mercer) LINKEDIN LIVE: Skills-Powered Organizations in the Age of AI | JULY 24, 2024 Register to join Tanuj Kapilashrami, Ravin Jesuthasan and David Green for a LinkedIn Live discussion on Skills-Powered Organizations in the Age of AI on July 24 at 10.00am EST. BUSINESS ROUNDTABLE - Skills-Based Internal Mobility Playbook Summary | White Paper Skills are five times more predictive of a person’s future performance than their education An excellent playbook compiled by the Business Roundtable on skills-based internal mobility, which is organised into five chapters covering critical areas such as stakeholder engagement, skills assessment and validation (see FIG 16), how to connect people with opportunities, how to measure success, and enabling technologies. Features examples from a myriad of companies including: Walmart, Chevron, Workday and Vistra. Thanks to Brian Heger for highlighting this resource in his excellent weekly Talent Edge newsletter. FIG 16: Skill validation characteristics (Source: Business Roundtable) EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING DAWN KLINGHOFFER, KAREN KOCHER, AND NATALIE LUNA - Onboarding New Employees in a Hybrid Workplace New hires who are provided with clarity about their role responsibilities, feedback on how they are doing, and resources to help them answer questions are three to four times more likely to contribute to their team’s success during the first 90 days. Now we are in the era of hybrid work, what’s the ideal way to onboard new employees today? That was one question that the people analytics team at Microsoft sought to answer in a recent study, along with: How can we ensure that new hires thrive while also supporting flexibility? The findings confirmed that onboarding to a new role, team, or company is a key moment for building connections with the new manager and team and doing so a few days in person provides unique benefits. But just requiring newcomers to be onsite full time doesn’t guarantee success. In their article, Dawn Klinghoffer Karen Kocher and Natalie Luna explain and provide examples of how onboarding that truly helps new employees thrive in the modern workplace is less about face time and more about intention, structure, and resources. For example, the study found that the top factors that make the most difference in onboarding new employees are clarity about role responsibilities, feedback on how they are doing, and resources to help them answer questions. New hires who are successfully set up with these three elements are three to four times more likely to contribute to their team’s success during the first 90 days. For more on Microsoft’s approach to employee thriving, which they define as: being energized and empowered to do meaningful work, listen to Dawn in conversation with me on the Digital HR Leaders podcast: How Microsoft Created A Thriving Workforce By Going Beyond Employee Engagement. LEADERSHIP, CULTURE, AND LEARNING DAVE ULRICH - Reflections on Performance Management: How to Make Meaningful Progress In May’s Data Driven HR Monthly, I featured a McKinsey article on a performance management system that puts people first. In his recent article, Dave Ulrich cites a number of sources highlighting that pretty much all stakeholders (including employees, executives and HR leaders) are unhappy with their performance management systems. Ulrich lays out a four-step process for performance management (see FIG 17) comprising: (1) Clarifying expectations with meaningful goals. (2) Measuring and tracking performance. (3) Allocating financial and non-financial rewards. (4) Having positive coaching conversations. Dave then highlights the recently launched Manifesto for Flourishing at Work, a collaboration of practitioners, consultants, and academics to reinvent performance management. He highlights three critical topics from the manifesto: First, align performance and purpose by making sure that performance encourages progress towards a company’s purpose that includes all stakeholders. Second, manage the complex system of performance by focusing both on individuals within the system and also the system itself. Third, ensure that leaders are secure enough in themselves to use their power to empower others and to allow employees to contribute to their own improvement. FIG 17: Performance management process – four steps (Source: Dave Ulrich) ERIN MEYER - Build a Corporate Culture That Works If you hire people whose personalities don’t align with your culture, no matter what else you get right, you are unlikely to get the desired behaviors. Ever since Peter Drucker’s infamous assertion that “culture eats strategy for breakfast,” it has been widely acknowledged that managing corporate culture is the key to business success. Yet the link between ‘values’ and ‘behaviours’ is often stark. As INSEAD professor Erin Meyer asks in her latest Harvard Business Review article: “If culture eats strategy for breakfast, how should you be cooking it?” Erin blends in examples from the likes of Amazon, Netflix, Airbnb, Pixar and others and presents six guidelines to help managers who are confronting the challenges of culture building: (1) Build Your Culture Based on Real-World Dilemmas. (2) Move Your Culture from Abstraction to Action. (3) Paint Your Culture in Full Colour. (4) Hire the Right People, and They Will Build the Right Culture. (5) Make Sure that Culture Drives Strategy. (6) Don’t Be a Purist. An absolute must-read. At Insight222, we’re delighted that Erin Meyer will be speaking at our Global Executive Retreat in Amsterdam in September. The Retreat is exclusively for member companies of the Insight222 People Analytics Program. Click on this link to find out more. ROB CROSS AND KATHERYN BREKKEN | I4CP - The Team Network Effect™: How Precision Collaboration Unleashes Productivity A new study of 1,400 organisations on team effectiveness, led by Rob Cross and Katheryn Brekken, Ph.D. for The Institute for Corporate Productivity (i4cp), finds that 80% of teams fall short of reaching their full productivity potential due to corporate dysfunction. The study identifies six snares that stifle team performance (see FIG 18), and provides powerful examples including from Roche, which found that efforts to increase geographic and cross-functional collaboration across teams in 89 countries reaped a direct revenue impact of $500 million in less than two years. FIG 18: How companies rank against the six dysfunctions that stifle team performance (Source: i4CP) DIVERSITY, EQUITY, INCLUSION, AND BELONGING SHUJAAT AHMAD - From Productivity to Prosperity: The AI Shift Leaders Must Embrace The jobs most at risk from AI automation are jobs occupied by women and minority racial groups. In his compelling essay, Shujaat Ahmad argues that this calls for a shift from the current focus on a productivity-only AI model (with an emphasises on cutting costs at the expense of worker well-being and creativity) to a prosperity-first AI model, championing AI's potential to improve human life, promote fairness, and ensure sustainable progress alongside economic growth. Shujaat then breaks down the differences between the two models in four scenarios: software development, product management, go-to market, and recruitment (see FIG 19), as well as outlining three steps for leaders seeking to build a prosperity-first AI strategy: (1) Adopt a Prosperity-First True North and Accountability Measures for AI Adoption. (2) Put Employees in the Pilot Seat. (3) Commit to Responsible AI Development; Integrate AI Ethically and Inclusively. FIG 19: Productivity Only vs. Prosperity First AI – Recruitment (Source: Shujaat Ahmad) BCG - Women Leaders in Tech Are Paving the Way in GenAI A recent BCG study finds that that senior women in technical functions are ahead of their male peers in adopting GenAI—but junior women are lagging behind (see FIG 20). The study identifies three key attributes that correlate with gender disparities in GenAI adoption: (1) Awareness of GenAI’s criticality to job success. (2) Confidence in GenAI skills. (3) Risk tolerance for using GenAI prior to having a company policy. The authors (Maria Barisano Neveen Awad Adriana Dahik Julie Bedard Uche M. Gunjan Mundhra and Katherine Lou) conclude that if the number of senior and junior women with GenAI skills increases, then it’s likely that women’s representation in tech leadership will grow, and call for highly targeted upskilling programs, leadership advocacy and change management. FIG 20: Women leaders in tech are ahead in GenAI adoption (Source: BCG) HR TECH VOICES Much of the innovation in the field continues to be driven by the vendor community, and I’ve picked out a few resources from June that I recommend readers delve into: RICHARD ROSENOW - 6 Emerging People Analytics Trends for a People-Focused Future – Richard Rosenow of One Model shares his observations on shifts in the people analytics field including related to regulation, team structure and focus, and the people data supply chain (see FIG 21). Definitely worth a read. FIG 21: The People Data Supply Chain (Source: One Model) ALICIA ROACH - Want Better Business Planning? Budgeting? Recruiting? Read This! – Alicia Roach of eQ8 provides a treatise on the rising importance of strategic workforce planning: “SWP is a business planning and forecasting process that just happens to be grounded in people.” FIG 22: Source – eQ8 ANNIE DEAN – State of Teams 2024 – Annie Dean presents Atlassian’s newly published report on the State of Teams, which has a plethora of insights including that teams and leaders who use AI are better at collaborating. FIG 23: Team that use AI on a regular basis (Source: Atlassian) SHAY DAVID - From Automation To Augmentation: The Evolution Of HR Tech – Shay David of retrain.ai explains how leveraging HR technology to enhance human capabilities and enrich the employee experience is transforming the workplace. PODCASTS OF THE MONTH In another month of high-quality podcasts, I’ve selected five gems for your aural pleasure: (you can also check out the latest episodes of the Digital HR Leaders Podcast – see ‘From My Desk’ below): REID HOFFMAN - Gen AI: A cognitive industrial revolution - In this episode of At the Edge, Reid Hoffman speaks with McKinsey’s Lareina Yee about the generative AI revolution and how it can teach users to understand and harness its power. PATRICK COOLEN – The Evolution of People Analytics – In a fascinating episode of the Talent Intelligence Collective podcast, Patrick Coolen joins hosts Toby Culshaw Alan Walker and Alison Ettridge to discuss all things people analytics and the factors that drive success. MARCO BURELLI – Shaking Up Silos – Marco Burelli joins the HR Visionaries podcast to walk through the HR transformation journey at TomTom including breaking down old silos to create a more unified and dynamic team structure. JOSH BERSIN - A New, Transformed Role For The HR Business Partner – Josh Bersinoutlines some of his latest research in relation to the new and transformed role of the HR Business Partner, which as Josh says has become pivotal to a company’s successful people strategy. SHUBA GOPAL - Computational Biology Helps People Analytics with Small Samples & More – In another must-listen episode of the Directionally Correct podcast, Shuba Gopal joins hosts Cole Napper and Scott Hines, PhD to discuss how techniques gleaned from computational biology can help in people analytics. VIDEO OF THE MONTH PRASAD SETTY – Tech It Up a Notch: GenAI for HR Leaders In his keynote at the i4CP Next Practices Now Conference, Prasad Setty, formerly Head of People Analytics at Google, breaks down the opportunities and challenges of GenAI in organisations and posits a path forward for HR leaders to champion humanity in the workplace. At Insight222, we’re delighted that Prasad will be speaking at our Global Executive Retreat in Amsterdam in September. The Retreat is exclusively for member companies of the Insight222 People Analytics Program. Click on this link to find out more. BOOK OF THE MONTH SHARNA WIBLEN - Rethinking Talent Decisions: A Tale of Complexity, Technology and Subjectivity In ReThinking Talent Decisions, Sharna Wiblen, presents an uncomfortable truth: Talent decisions are always subjective. Drawing on examples from business, sports, movies and everyday interactions, Sharna emphasises the importance of understanding complexity and encourages deliberate, intentional, and informed decisions and conversations around talent. For a teaser from the book, read my expert interview with Sharna: Rethinking Talent Decisions and Navigating Subjectivity in HR. RESEARCH REPORT OF THE MONTH NICHOLAS BLOOM, RUOBING HAN, AND JAMES LIANG - Hybrid working from home improves retention without damaging performance There are a lot of opinions about the impact of hybrid work and some executives argue that it damages productivity, innovation and career development. But what does the data say? In their study, Nick Bloom Ruobing Han and James Liang find that hybrid working improved job satisfaction and reduced quit rates by one-third. The reduction in quit rates was significant for non-managers, female employees and those with long commutes (see FIG 24). For more from on this topic, listen to Nick Bloom in conversation with me on the Digital HR Leaders podcast: Unmasking Common Myths Around Remote Work. FIG 24: WFH cut attrition by 33% overall, and had a particularly strong effect for non-managers, women and those with longer commutes (Source: Bloom et al) FROM MY DESK June saw the final three episodes of series 39 of the Digital HR Leaders podcast, which was kindly sponsored by our friends at Crunchr. Thank you to Ralf Bovers and Dirk Jonker for your partnership and support. Also included are two articles inspired by series 38 and 39 of the podcast respectively. DIRK JONKER – Driving Business Transformation with Advanced People Analytics - Dirk Jonker, one of the most knowledgeable and passionate leaders in the people analytics field, joins me to discuss how people analytics is enabling HR to play a more active role in business transformation and strategy. ARMAND SOHET - Painting the Future of HR with AI, Analytics and Curiosity - Armand Sohet, Chief Sustainability, HR, and Communications Officer, joins me to discuss how a data-driven approach to HR has led to substantial cost savings and efficiency gains at AkzoNobel. ERIN GERBEC – How Cardinal Health Transformed Their People Analytics Function – Erin Gerbec, Ph.D. shares insights from her three-year journey of transforming the people analytics operating model at Cardinal Health, and how they shifted from a build to a buy strategy for its people analytics platform. DAVID GREEN - Revolutionising Workplace Experience through Employee Insights and Analytics – In this article for myHRfuture, I look at how people analytics and AI is reshaping the employee experience through the eyes of recent guests on the Digital HR Leaders podcast including Loren I. Shuster Nickle LaMoreaux and Craig Starbuck, PhD. DAVID GREEN - How can HR leaders use people analytics to uncover and address inclusivity gaps? – A round up of series 39 of the Digital HR Leaders podcast, with insights from Daisy Auger-Domínguez (she/her/ella), Kate Bravery, and Ilya Bonic as well as Dirk, Armand, and Erin. PETER SCHULZ-RITTICH AND DAVID GREEN – D as in Data Analytics – In June, I also had the pleasure of joining Dr. Peter Schulz-Rittich Caroline Amalie Allard and Christina May on ISS’s A People and Culture Podcast to discuss the power of people analytics within HR, where we are today – and where we are going. LOOKING FOR A NEW ROLE IN PEOPLE ANALYTICS OR HR TECH? I’d like to highlight once again the wonderful resource created by Richard Rosenow and the One Model team of open roles in people analytics and HR technology, which now numbers over 500 roles. THANK YOU Thomas Kohler for including the May edition of Data Driven HR Monthly in his round-up of resources for HR professionals Amit Mohindra (here), Oliver Kasper (here) and Michelle Deneau (here) for sharing details on the Insight222 People Analytics Trends survey for 2024 Neeru Monga (here), Agostina Verni (here), and Tristan Hack (here) for sharing takeaways from the recent Insight222 webinar on Transforming HR and People Analytics with AI. Sharon Saldanha for sharing her key learnings on the Digital HR Leaders podcast episode with Kate Bravery and Ilya Bonic on the importance of skills and trust Similarly, Olimpiusz Papiez also highlighted the relationship between trust and employee engagement, productivity and retention, which Ilya, Kate and I discussed in the Digital HR Leaders podcast episode: Navigating the Future of Work: AI, Skills, and Trust in the Modern Workforce. Marcela Niemeyer for recommending and sharing her key learnings on the Digital HR Leaders podcast episode with Nickle Lamoreaux on How IBM uses AI to transform HR. Harisenin.com for including me in their list of 12 people to follow for HR professionals on LinkedIn. Aurélie Crégut for sharing her key takeaways (here) from the Digital HR Leaders podcast episode with Dirk Jonker: Driving Business Transformation with Advanced People Analytics Alicia Roach for posting about the fifth anniversary of the Digital HR Leaders podcast (see here), which included her episode, How Strategic Workforce Planning Contributes to Business Success, ranking in the top 10 most listened to episodes! Sonali Kumar for sharing her learnings on the Digital HR Leaders podcast episode with Piyush Mehta, How to Create Personalised Employee Experiences. Thank you to everyone that contributed to the amazing video celebrating ten years of the Data Driven HR monthly: Sue, Jeremy. Eden, Kalifa, Lexy, Greg, Adam, Dawn, Chris, John, Jonathon, Kris, Greg, Paul, Anna, Cole, Shannon, Al, Toby, Thomas, Dirk, Antony, Alan, Michael, Ian, Chris, Craig, Andrew, Alexis, Patrick, Sanja, Dan, Mark, Ben, Sukumaran, Stela, David, Christopher, Daisy, Serena, Tony, Chad, Pietro, Kathi, Casey, Gabe, Lydia, Mark, Allen, Nicole, Nicholas, Stephanie, Andrew, Ramesh, Hallie, Dave, Roxanne, Matt, Max, Stacia, Travis, Jordan, Kelly, Ethan, Bethany, Rob, Anthony, Meg, Shawn, RJ, Jordan, Justin, Tanmay, Jon, Christine, Nick, Madhura, Brian, Raja, Henrik, Ben, Ben, Prasad, Maja, Stacey, Courtney, Buddy, Kristin, Shujaat, Gary, Alicia, Fabian, Philipp, Irene, Nick, Ryan Hammond, Amit Mohindra Gregor Teusch and of course Richard Rosenow. Finally, a huge thank you to the following selection of people who shared the May edition of Data Driven HR Monthly. It's much appreciated: Viktoriia Kriukova (Вікторія Крюкова) Juan Antonio Vega Davina Erasmus Dan Riley Danielle Farrell, MA Ugur Zel (Prof. / ACC) Veronika Birkheim Chris Louie Jaqueline Oliveira-Cella Ganchimeg Gantulga EDLIGO Talent Analytics and Learning Analytics Ken Oehler Nick Lynn Sohil Varshney Jackson Roatch Graham Tollit RADICL Adam Tombor (Wojciechowski) Reshma Mawji Jeremy Carpenter, M.S., MPA Terri Horton, EdD, MBA, MA, SHRM-CP, PHR Bilal Laouah Catriona Lindsay Ayomide Ebietomiye Irada Sadykhova Caroline Arora Lawson Iduku German Arciniegas Brandon Merritt Johnson Jim de Vries Dave Millner Aravind Warrier Terrance Edwards David Simmonds FCIPD Stefano Di Lauro Francesca Caroleo, SHRM-SCP, ICF-ACC Emmanuel Dominick Chris Long Cedric Borzee Maria Alice Jovinski Aurélien GOZET Aizhan Tursunbayeva, PhD, GRP Susan Knolla Markus Graf Matt Elk Robert Newry Anil Saxena Fresia Jackson Conor Gilligan Alexandra Nawrat Hanadi El Sayyed Kannu Priya Arora Patrick Svensson Phil Inskip Jennifer Moore John Gunawan Ann-Marie Clayton Johnson Roshaunda Green, MBA, CDSP, Phenom Certified Recruiter Rebecca Thielen Shilpa Shah Tom Morehead PCC,MBA,SPHR David Balls (FCIPD) Meghan M. Biro Sebastian Kolberg Olivier Bougarel Catherine Coppinger Aimee Wilkinson Andrew Bamber Matt Higgs MBA FCIPD Chandresh Natu David Duewel Nicola Wood Andrew Pitts Kerrian Soong Andrés García Ayala Sanja Licina, Ph.D. Jeremy Shapiro Chris Lovato Tatu Westling Ken Clar Brandon Roberts David van Lochem Placid Jover Ohad Geron Carly Fordham Tobias W. Goers ツ Dave Fineman Laura Thurston Higor Gomes Kirandeep Chakrabarti Stephen Hickey Liz Mackay Lina Makneviciute David McLean ABOUT THE AUTHOR David Green ?? is a globally respected author, speaker, conference chair, and executive consultant on people analytics, data-driven HR and the future of work. As Managing Partner and Executive Director at Insight222, he has overall responsibility for the delivery of the Insight222 People Analytics Program, which supports the advancement of people analytics in over 90 global organisations. Prior to co-founding Insight222, David accumulated over 20 years experience in the human resources and people analytics fields, including as Global Director of People Analytics Solutions at IBM. As such, David has extensive experience in helping organisations increase value, impact and focus from the wise and ethical use of people analytics. David also hosts the Digital HR Leaders Podcast and is an instructor for Insight222's myHRfuture Academy. His book, co-authored with Jonathan Ferrar, Excellence in People Analytics: How to use Workforce Data to Create Business Value was published in the summer of 2021. MEET ME AT THESE EVENTS I'll be speaking about people analytics, the future of work, and data driven HR at a number of upcoming events in 2024: June 25-26 - Insight222 North American Peer Meeting (Minneapolis, US) - exclusively for member organisations of the Insight222 People Analytics Program July 24 - LinkedIn Live - Skills-powered organizations in the Age of AI, with Ravin Jesuthasan and Tanuj Kapilashrami September 16-19 - Workday Rising (Las Vegas) September 24-26 - Insight222 Global Executive Retreat (Colorado, US) - exclusively for member organisations of the Insight222 People Analytics Program October 2-3 - People Analytics World (New York) October 16-17 - UNLEASH World (Paris) October 22-23 - Insight222 North American Peer Meeting (hosted by Workday in Pleasanton, CA) - exclusively for member organisations of the Insight222 People Analytics Program November 12-14 - Workday Rising EMEA (London) November 19-20 - Insight222 European Peer Meeting (hosted by Merck in Darmstadt, Germany) - exclusively for member organisations of the Insight222 People Analytics Program More events will be added as they are confirmed.

HR Tech
2024年07月03日

HR Tech

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 Tech
2024年05月02日
HR Tech

Will Chatbots Take Over HR Tech? Paradox Sets The Pace. 在快速发展的人力资源技术领域，Paradox.ai 已成为领跑者，其先进的对话式人工智能平台彻底改变了招聘流程。通过利用自然语言处理和人工智能，Paradox.ai 提供了一个全面的解决方案，涵盖了从最初的职位申请到入职的整个招聘过程。该平台不仅简化了筛选和面试安排等繁琐流程，还提升了应聘者的整体体验，显著改善了招聘时间和招聘质量指标。 Paradox.ai 由亚伦-马托斯（Aaron Matos）于 2016 年创立，目前为联合利华、CVS Health 和通用汽车等大客户提供服务，实现了 90% 以上的招聘流程自动化。 Paradox.ai 凭借其强大的集成能力和大幅缩短招聘时间、降低招聘成本的能力，在人力资源技术领域充分体现了对话式人工智能的变革力量。 Chatbots used to be tinker-toys. You type, try to get help, but usually result in “please call support.” Well all this has changed. Thanks to advanced NLP (natural language processing) and AI (retrieval-augmented generation) chatbots are entire applications. They can answer complex questions, search databases, and invoke transactions on your behalf. Pretty soon we’ll be able to ask our phones “please find me a flight to Los Angeles next Tuesday morning” and the system will check your location and calendar, look at flights, and book you a seat. Where is this going in HR? Well the leader in this space is Paradox.ai, a company that pioneered the application of conversational AI in recruiting. And their system “defines the category.” Let me explain. Recruiting Is The Perfect Market For Conversational AI Recruiting is a goldmine for automation. When you post a job, applicants want to ask many predictable things: “How much does it pay?” “What are the hours?” or “What uniform do I need” or “What are the benefits?” The recruiter, a person devoted to filling positions, has to answer all these questions and more. They have to screen candidates, schedule interviews, check for qualifications, and look at credentials, experience, and more. It’s time-consuming, error-prone, and filled with wasted time. (That’s why talent acquisition teams have many “scheduler” and admins.) The average “time to hire” is over 45 days and often the process goes on for months. And throughout the experience the job seeker is left wondering “when will they call back” or “what else do I need to know?” (CEOs cite hiring as the third most time-wasting process in companies, following emails and meetings, estimated at “40% wasted time.”) Paradox uses Conversational AI to solve this problem. And because this is a “narrow but deep” space, the system does many things we can learn from in all our AI efforts. Paradox was founded by Aaron Matos in 2016. Aaron’s vision was to transform the candidate experience, revolutionizing the way candidates apply to jobs. Today Paradox has become a complete Conversational AI Recruitment Platform (chat to apply, scheduling, candidate support, ATS, assessments, onboarding, career site, and more), serving clients like Unilever, CVS Health, Pfizer, L’Oreal, Nestle, McDonald’s FedEx, Compass Group, Disney, and General Motors. The platform automates tasks such as screening for requirements, interview scheduling, reminders, offers, and new hire onboarding. And because it’s so easy to use, it helps companies radically improves time-to-hire and quality of hire. Based on my conversations with clients, Paradox can automate more than 90% of the end-to-end hiring process, saving hiring managers hours every week and increasing candidate conversion by more than 10 times. But this innovation did not happen overnight. As you know, going to a candidate website and looking for a job is a frustrating process. There are often hundreds of jobs listed, a complex scrolling website and very hard to even determine what job to apply for. You might argue that the website paradigm for job applications was never really a good idea in the first place. People don’t want to browse for jobs: they want to apply for a job that’s best for them. So the first thing Paradox did was create an easy to use assistant (Olivia) so candidates could ask questions and schedule interviews. And this meant that Paradox had to build integrations with every ATS and personal email and calendar tools out there. Then, as companies started to use Paradox for scheduling, the company added more. Today Olivia, the chatbot, can integrate with background check vendors, schedule interviews, deliver assessments (Paradox acquired a conversational assessment Traitify designed for this), and function as an ATS … all from a mobile phone. In many ways Paradox can be “the integration platform” for candidates and recruiters, stitching together the messy systems behind the scenes. This turned into a massive opportunity. Just as the Google Assistant or Siri hopes to be our single contact with the internet, Paradox partners with systems of record like Workday, SAP, and Oracle to bring conversational AI to any company. The company’s revenues have grown 11 times in the last four years, and are now nearly doubling each year. For customers Paradox has been amazing. As the candidate pipeline speeds up (by an order of magnitude), clients get higher quality candidates with dramatically reduced staff. (Staffing administrators can almost go away.) Consider high-volume hiring companies. These businesses (McDonald’s, Compass Group, Neighborly, FedEx, Disney) hire service-related workers on a regular basis. Their revenue is dependent on having enough people. With Paradox they can set up a “continuous recruitment process,” one that even hires people the same day they apply. Paradox has become essential to these companies growth, often paying for itself in less than a year (through reduced hiring staff, reduced spend on job ads, and reduced turnover.) Today, as Paradox built out its ATS, customers can rely on the platform to integrate front end tool (job portals and candidate support) to back end tools scheduling, ATS, onboarding) most of which are legacy. One of our clients has 27 recruiting tools and they anticipate replacing more than half of them with a platform like Paradox. What about higher level white collar roles? Paradox works here too. General Motors uses Paradox along with Workday (ATS), (branded Evie) to redesign the process. Interview Scheduling: Evie automates scheduling of phone screens and interviews between recruiters, candidates, and internal teams. This has reduced the time taken for interview scheduling from an average of five days to 29 minutes. Candidate Experience: Evie interacts with candidates from the moment they land on GM’s career site until the completion of their interview. Candidates appreciate the immediate communication from Evie after they apply or complete an interview, and enjoy the autonomy to select and change interview times. Efficiency and Cost Savings: The automation of interview scheduling has led to a major reduction in the cost of external contractors for coordination. Career Site Interaction: Evie sits on GM’s career site, answering questions from potential candidates about jobs, benefits, and company culture. This interaction enhances the candidate’s experience and provides them with immediate responses to their queries. Where Is Paradox Going The company is perfectly positioned to continue its growth as companies look for AI solutions to improve the productivity and effectiveness of recruiting. And demand is high: the 2024 PwC CEO survey found that recruiting was considered the #3 “most bureaucratic process” by CEOs (following email and meetings). The impact on recruiters? All positive. Clients tell us they can redeploy hiring staff to help recruiters focus on the most important part of their job: talking with candidates. But there’s a much bigger story. When a job candidate is handled efficiently and effectively the process becomes a brand-builder for the candidate, improving quality of hire. Ambitious job seekers will not put up with (or wait for) a messy, confusing hiring process. So not only is the process faster and more efficient, the quality of hire goes up. Companies are desperately looking for AI solutions that work. As Paradox has proven, when you focus deeply on the problem, conversational AI can be transformational. Listen to my conversation with Adam Godson (CEO) and you’ll hear the details. This is where the HR Tech market is going.

HR Tech
2024年04月04日
HR Tech

The best HR & People Analytics articles of February 2024 I’m writing the introduction to this month’s compendium in New York, ahead of two events this week in the Big Apple. Firstly, I’m attending Gloat Live (thank you Ruslan Tovbulatov and the Gloat team), where I’ll be hosting a panel of three chief people officers – Michael Fraccaro Tanuj Kapilashrami and Tamla Oates-Forney– as well as sharing Insight222 research on building a data driven culture in HR. Also taking place this week is the Winter Peer Meeting for North American member companies of the Insight222 People Analytics Program, which is being hosted by Sally Masseyand Courtney McMahon at Colgate-Palmolive’s headquarters on Park Avenue. After a weekend back in the UK for my birthday, I’ll be heading back to the US for the Wharton People AnalyticsConference on March 14 and 15. If you’re going to Gloat Live or Wharton PAC, then please do come and say hello. I was also in Switzerland a few days ago for People Analytics WorldZürich (thanks to Barry Swales Ralf Buechsenschuss), and just a fortnight ago, Rob Etheridgeand his team kindly hosted the European Peer Meeting of the Insight222People Analytics Program at HSBC’s headquarters in London – you can read some of takeaways from London here. It’s certainly a busy period of travel - and lots of vapour trail! Attendees at the Insight222 Q1 European Peer Meeting for members of the People Analytics Program, hosted by HSBC in London Some of you have written to me to advise that you weren't able to join the recent Insight222 webinar on Turning Insight into Impact with People Analytics. You can find out more by scolling down to the Video of the Month below or access the recording by clicking on the image below. Looking for a new role in people analytics or HR tech? Before we get to this month’s collection of resources, I’d like to highlight once again the wonderful resource created by Richard Rosenowand the One Model team of open roles in people analytics and HR technology, which now numbers close to 500 roles. Share the love! Enjoy reading the collection of resources for February and, if you do, please share some data driven HR love with your colleagues and networks. Thanks to the many of you who liked, shared and/or commented on January’s compendium (including those in the Comments below). If you enjoy a weekly dose of curated learning (and the Digital HR Leaders podcast), the Insight222 newsletter: Digital HR Leaders newsletter is published every Tuesday – subscribe here. 2024 HR TRENDS AND PREDICTIONS DELOITTE – 2024 Global Human Capital Trends: Thriving beyond boundaries – Human performance in a boundaryless world The opening words of Deloitte’s 2024 Global Human Capital Trends perfectly capture the opportunity and challenge for HR today: “We’re operating in a world where work is no longer defined by jobs, the workplace is no longer a specific place, many workers are no longer traditional employees, and human resources is no longer a siloed function.” The seven trends covered in the report, each with its own chapter, are: (1) Embracing human sustainability, (2) Moving beyond productivity to measure human performance, (3) Balancing privacy with transparency to build trust, (4) Overcoming the imagination deficit, (5) Creating digital playgrounds to explore, experiment and play, (6) Cultivating workplace microcultures, and (7) Making the shift to a boundaryless HR. The report, which has 122 pages, is packed full of thought-provoking insights, visualisations and data – including FIG 1 and FIG 2 below. Kudos to the authors: Susan Cantrell Corrie Commisso Julie Duda Kraig Eaton Jason Flynn John Forsythe Michael Griffiths John Guziak Lauren Kirby David Mallon Mari Marcotte Shannon Poynton Nicole Scoble-Williams GAICD Yves Van Durme and Matteo Zanza. We’re operating in a world where work is no longer defined by jobs, the workplace is no longer a specific place, many workers are no longer traditional employees, and human resources is no longer a siloed function. FIG 1: In the era of human performance, business and human outcomes are mutually reinforcing (Source: Deloitte 2024 Global Human Capital Trends) FIG 2: Source: Deloitte 2024 Global Human Capital Trends ERNEST NG - What are the most Important things HR will need to focus on in 2024? | ALLISON BAUM GATES - Six predictions for the future of health, wealth, and work in 2024 | LYNDA GRATTON - Predictions for the Workplace of 2025, Revisited Continuing with the prediction vibe, here are two more thoughtful reflections on what lies ahead and one reflection, 15 years on, from Lynda Gratton on her previous predictions about the future of work. (1) Ernest Ng, PhD, now at HiredScore– who Workdayhas just announced their intent to acquire, highlights a number of predictions for the year ahead combining a focus on efficiency, incorporating AI into the way we work and supporting employees to navigate change. (2) Allison Baum Gates, General Partner at SemperVirens Venture Capital combines the future of health, wealth and work into her predictions including: “AI’s primary impact in 2024 will be accelerating a shift to skills-based organizations.” (3) Lynda Gratton reflects on her Predictions for the Workforce of 2025, which she originally made in 2010 covering what she got right, where she misjudged, and what she learned about experimenting. It will be wise to expect the unexpected. And when it comes, be prepared to observe closely, pivot quickly, and experiment widely. HYBRID, GENERATIVE AI AND THE FUTURE OF WORK ALEX CAMP, PHIL KIRSCHNER, LAURA PINEAULT, AND PATRICK SIMON - Hybrid can be healthy for your organization—when done right Research from McKinsey suggesting that a fully remote organisation can demonstrate a level of organisational health that rivals, if not exceeds, the performance of most traditional companies. In the article, Alexandra Camp Phil Kirschner Laura Pineault and Dr. Patrick Simon highlight six priorities for companies aspiring to sustain a flexible or highly distributed workplace in parallel with top organisational health: (1) Remove ambiguity about working practices. (2) Reset performance expectations. (3) Be transparent. (4) Be purposeful about where people work. (5) Foster trust and a sense of support. (6) Test and learn. Fully remote organizations can demonstrate a level of health that rivals, if not exceeds, the performance of most traditional companies. FIG 3: Six priorities to sustain a flexible or highly distributed workplace (Source: McKinsey) KELLY JONES - Unlocking the Power of Hybrid Work: 5 Guiding Principles from Cisco's 3-Year Study Article | White Paper | Executive Summary Kelly Jones, Cisco's Chief People Officer, unveils the findings of a three year Future of Work study by Cisco’s People Intelligence Team, which was designed to explore the employee experience prior to the global pandemic, through the pandemic, to office re-opening and beyond. Kelly's article summarises five guiding principles for hybrid work including reimagining the office to create meaningful moments and encouraging leaders to be intentional with their attention. The executive summary also outlines five key findings and recommendations (see FIG 4): (1) People may be choosing to work from home, but in person touchpoints are still essential. (2) Effective collaboration is a balancing act. (3) Flexibility and choice positively influence engagement. (4) Leaders might be struggling the most. (5) Leader attention is the #1 predictor of engagement. Thanks to Roxanne Bisby Davis for highlighting. Make the office a magnet, not a mandate FIG 4: Source - Choice is Critical in the Future of Work (Cisco, 2024) MICHAEL ARENA AND PHIL ARKCOLL - Enabling High-Velocity Teams As Michael Arena and Philip Arkcoll outline, the significance of teams has never been greater, yet their effectiveness depends on being able to operate with both speed and focus. The article presents the findings of their research as to why focused teams outperform, and then provides five practices designed for teams to imbue more intentional collaboration: (1) Leverage collaboration phases. (2) Focused team structure. (3) Minimise frequent team shifts. (4) Actively manage dependencies and distractions. (5) Formation of integration teams. With the rapid advancements in technology today, optimal team performance and speed matter disproportionately in ensuring market success. FIG 5: Internally and externally focused agile teams (Source: Michael Arena and Philip Arkcoll) GAD LEVANON | SHRM & THE BURNING GLASS INSTITUTE - Generative Artificial Intelligence and the Workforce The Burning Glass Institute continues to publish fascinatingly insightful reports about the world of work. In their latest report, in collaboration with SHRM, Gad Levanon investigates how GenAI will impact industries, companies, and jobs, and reshape the economy. It reinforces that GenAI will have the greatest impact on high-skilled, professional work, provides indications of how GenAI will impact the economy (see FIG 6) and provides four actions for CHROs to: (1) Evaluate your organisation’s composition, (2) Evaluate the roles within your organisation, (3) Consider your current talent pipeline, and (4) Develop a game plan. In the coming years, GenAI will both drive massive boosts in productivity and necessitate layoffs. Begin planning ways to leverage GenAI’s productivity benefits and prepare for the disruptions to your workforce through a combination of upskilling investments to give workers the skills to remain relevant and reskilling programs to reposition workers in areas of more stable demand. FIG 6: Sequence of economic disruptions caused by GenAI (Source: SHRM and The Burning Glass Institute) FIG 7: Implications of GenAI for HR functions (Source: SHRM and The Burning Glass Institute) ANA KREACIC, AMY LASATER-WILLE, LUCIA URIBE, RAVIN JESUTHASAN, JOHN ROMEO, AND SIMON LUONG - How Generative AI Is Changing The Future Of Work | TED LIU, CARINA DENG, AND KELLY MONAHAN - How Generative AI Adds Value to the Future of Work Two studies analysing the impact of GenAI on the world of work. The first by Ana Kreacic Amy Lasater-Wille Lucia Uribe Ravin Jesuthasan, CFA, FRSA John Romeo and Simon Luong for the Oliver Wyman Forum finds that GenAI could add up to $20 trillion to global GDP by 2030 and save 300 billion work hours a year. It also finds that while 96% of employees believe AI can help them in their current job, 60% are afraid it will eventually automate them out of work. There are numerous other insights and visualisations in the 100 page report including a projection of the likely productivity gains at work from GenAI in the next decade (see FIG 8). The second study, by Ted Liu Carina Deng and Kelly Monahan, Ph.D.for the UpworkResearch Institute, provides a comprehensive analysis of the initial impact of GenAI on the Upwork marketplace for independent talent. It finds that the impacts may already being felt with reductions in demand for work such as writing and translation and a surge in demand for skills associated with GenAI such as data science and analytics. Generative AI could add up to $20 trillion to global GDP by 2030 and save 300 billion work hours a year. FIG 8: Phases of generative AI’s impact on productivity at work (Source: Oliver Wyman Forum) GEORGE WESTERMAN, SAM RANSBOTHAM, AND CHIARA FARRONATO - Find the AI Approach That Fits the Problem You’re Trying to Solve | TOMAS CHAMORRO-PREMUZIC - 7 Strategies to Get Your Employees On Board with GenAI | ANDY BALDWIN - 3 Ways to Embed DEI Into Your Company’s AI Strategy | MARTHA CURIONI – Why is Explainable AI Important for HR? | BRETT DYKES - Why AI Isn’t Going To Solve All Your Data Culture Problems There may be a far degree of hype around GenAI, but it does seem to be accelerating the engagement of HR leaders and professionals with AI, and is also leading to an increasing number of thoughtful studies and articles on AI, including these five resources: (1) George Westerman Sam Ransbotham and Chiara Farronatooutline four categories of advanced analytics – GenAI, traditional deep learning, econometrics, and rule-based automation, and offer five questions to ask about AI’s constraints including: What is the cost of being wrong? (2) As Dr Tomas Chamorro-Premuzic observes: “the human factor — people and culture — will drive the adoption of AI, or lack thereof.” Tomas then presents seven strategies to get employees on board including i) focusing on the problem that GenAI can solve, and ii) being proactive about ethical concerns. (3) In his article for Harvard Business Review, Andy Baldwin outlines three ways to incorporate DEI into AI strategy through: i) embedding DEI into the design of your AI systems; ii) incorporating DEI into any AI-related upskilling programs; and iii) using AI as an opportunity to boost DEI. (4) Martha Curioni defines explainable AI and explains why it is critical to HR so it can provide transparency, build trust, mitigate bias and enable data driven decision making. (5) Finally, Brent Dykes cautions that while a recent study found that GenAI had catalysed a dramatic rise in the number of companies that reported they had ‘created a data-driven organization’ (from 23.9 percent in 2023 to 48.1 percent in 2024), AI is not a silver bullet for data culture. He illustrates this (see FIG 9) by referencing a study a European bank did to assess its own data culture, before highlighting two proven ways to build a data culture: executive sponsorship and role-modelling, and talent. As with any aspect of digital transformation, the effective deployment of generative AI will depend less on technological capability than on human adaptability FIG 9: Source: Brent Dykes, Analytics Hero PEOPLE ANALYTICS MARIËLLE SONNENBERG, FEDERICO BECHINI, SIETSE SCHRÖDER, AND CAITLIN VAN MIL - Our Real-Life Journey with GenAI in Skills and Talent Management (with code!!) | ADAM MCKINNON – Introducing Lex – Australian Employment Law Support AI | ALEC LEVENSON - A killer app with huge upsides and dangerous downsides: Applying AI to People Analytics Two examples of GenAI in People Analytics in practice – and an article by Alec Levenson on AI in people analytics. (1) the Wolters Kluwer talent analytics team of Mariëlle Sonnenberg, PhD Federico Bechini Sietse Schröder and Caitlin van Mil share a case study of using GenAI to provide the foundation of their work to transition to a skills-based organisation. The article shares learnings from their journey (and the code!) including tips around data security, prompts, and system testing. (2) Adam McKinnon, PhD. presents Lex – an AI chatbot that has been trained on Australian workplace legislation. As Adam explains, Lex has been trained not to make up answers, and it should refuse to answer any question that cannot be answered using the legal documents it has been trained on. (3) Alec Levenson addresses the potential upsides and risks of applying AI to PA before providing a roadmap for ethical and effective application. A human- and science-based perspective on any People Analytics model’s predictions is always needed, whether AI is applied or not. PIETRO MAZZOLENI - Unlocking People Data: Lessons from Transforming IBM's Data Platform to Elevate People Analytics - The Why and the What | JON LESTER - Creating the future of human resources Pietro Mazzoleni presents the first edition of what promises to be an interesting and insightful new LinkedIn newsletter, People Data Platform, which will explore the evolution of IBM's internal people data platform and its role in fostering data democratisation and people analytics. The first instalment covers the what and the why, and also provides an overview of Workforce 360 (W360 – see FIG 10), IBM’s internal people data platform. Pietro explains that the initial focus for W360 was (1) to digitalise People Scorecard, IBM´s main talent dashboard that measures the health of the workforce, and (2) to scale IBM’s advanced AI solutions like Job Recommendation, Attrition Risk Analysis, and Compensation Advisor. I recommend reading Pietro’s article alongside the second article, featuring Jon Lester on how in an initial pilot in IBM Consulting, a digital AI assistant (HiRo) saved 12,000 hours in one quarter, and halved the quarterly promotion process from 10 to 5 weeks. FIG 10: Benefits of Workforce 360 (Source: IBM, Pietro Mazzoleni) WILLIS JENSEN - Why Is It So Hard to Get Finance and HR Aligned? | JACKSON ROATCH - The Behavioral Economics of Return to Office | LYDIA WU - The Problem with “I Don’t Disagree” in People Analytics | JARED VALDRON - An FAQ on Generative AI in People Analytics | ANSHUL SHEOPURI - People Operations As A Critical Differentiator For Employee Experience | JUSTIN PURL - The People Analytics Method: Why TikTok's Head of Global People Analytics prioritizes context not control As has also been the case in recent months, February saw a number of articles from current and recent people analytics leaders. These act as a spur and inspiration to the field. Six are highlighted here. (1) Willis Jensenboils down the traditional disconnect between HR and Finance teams on headcount: “There are some fundamental differences in counting the number of people (headcount) versus counting the amount of worker productivity (FTE) and both are necessary for different goals.” (2) Jackson Roatchanalyses the return to office topic through the lens of behavioural economics. (3) Lydia Wubreaks down why hearing “I don’t disagree” is a problem for people analytics, and in doing so highlights the importance of building trust with key stakeholders. (4) Jared Valdronprovides a set of answers to 18 frequently asked questions about GenAI in people analytics including i)) Is generative AI a good co-pilot for programming? ii) How will generative AI change the People Analytics job market? (5) Anshul Sheopurihighlights five areas where providing a frictionless experience is key to a successful EX program including i) Design with the user in mind and build for scale, and ii) Trusted data enables a solid foundation and responsible AI delivers personalised experiences. (6) Justin Purl Head of Global People Analytics of TikTok, introduces The People Analytics Method (see FIG 11) as a scientific approach for accumulating context that delivers impactful insights and supports HR decision-making While it can be challenging to measure the financial impact of HR projects, that shouldn’t stop HR from trying to build those business cases. FIG 11: The People Analytics Method (Source: Justin Purl) Two key parts of The People Analytics Method are understanding context and engaging employees. THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE J. PUCKETT, VINCIANE BEAUCHENE, PATRICK ERKER, AND ZHDAN SHAKIROV – Is Your Upskilling Program Paying Off Measuring the Return on Learning Investment is arguably the Holy Grail of upskilling programs, but according to this article by BCG it is in fact possible. In their article, J. Puckett Vinciane Beauchene C. Patrick G. E. and Ƶhdan Shakirovpresent a three-step approach: (1) Identify the desired business impact upfront. (2) Define the metrics for holding the program accountable to that impact and measuring progress. (3) Determine whether the targeted impact has been achieved. Before embarking on any upskilling program, organizations first need to establish the business impact they will measure after the program is over. FIG 12: Metrics for assessing the impact of learning programs (Source: BCG) DAVE ULRICH AND HARRISON JAMES - How to Ensure that Human Capability Investments Deliver Stakeholder Value As Dave Ulrich and Harrison James explain in their article, organisations typically rely on benchmarking and best practices to evaluate the return from human capital investments. They argue that these methods are often limited and do not provide the specific guidance to impact the business results of individual companies. Their article sets out an alternative: an Organization Guidance System (OGS), which begins by identifying the stakeholder outcomes relevant in your company as a precursor to then determining through providing an opportunity score (see FIG 13) for which human capability initiatives best deliver those outcomes. FIG 13: Source: Dave Ulrich, The RBL Group WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS MARC EFFRON - Is the Juice Worth the Squeeze? Questions About Becoming a Skills-based Organization As Marc Effron of The Talent Strategy Group highlights in his remarkable must-read article, there have been many claims made by consulting firms and technology providers about the case for shifting to being a skills-based organisation. In the article, Marc examines these claims, asking and answering 17 questions about skills-based organisations. The questions include: (1) If a skills-based approach is needed, why is it needed? (2) What changes will my organisation have to make to become a skill-based organisation? (3) Is there any proof that a skills-based approach delivers results? (4) Will AI and technology solutions better enable companies to track, manage and match skills? (5) How predictively accurate are skills in determining performance? Whatever side of the skills-based organisation debate you are on, I highly recommend reading Marc’s article. At best, shifting to a skills-based environment can help some people in some situations at a large cost. It is likely best suited to industries where there is financial largess including pharmaceutical, banking, and larger consumer products firms. At worst, it reflects HR’s continued pursuit of novelty with the giddy support of technology and consulting firms that are all-too willing to promote and enable this questionable solution. SCOTT REIDA - Draft priority role competency needs over time using ChatGPT4 and Tableau A practical and technical guide from Scott Reida a workforce strategist at AWS, as he demonstrates how to use ChatGPT to drive talent intelligence by identifying current and future developments for key roles within an organisation. Scott visualises the outputs from ChatGPT in Tableau over a time horizon of ten years using the example of competencies for a data scientist. FIG 14: Source – Scott Reida (access here) EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING ALICE DAMONTE, DANIEL MORALES, AND SARAH TOBEY - Employee listening programs and how to keep employees talking | IT SURVEY GROUP - What’s on the Horizon? Three Trends That Will Shape Employee Listening in 2024 Alice Damonte Daniel Morales and Sarah Tobeyfrom McKinsey’s internal people analytics and measurement team share learnings from Pulse, their continuous listening program. This capability has already enabled the team to shape more than 300 different initiatives since it was established three years ago. Their article focuses on two key elements of a successful employee listening program: (1) Making it easy and meaningful for employees to participate, which is enabled by providing transparency through firm-wide readouts, community dialogues, and individualised insights with support. (2) Making it straightforward for leaders to listen and act, which the team enable through ‘care packages’ to help leaders focus their attention on what matters most. For readers that enjoy this, I also recommend the second article, which features EX/HR leaders such as Kristin Saboe, Ph.D. Caitie Jacobson Stephanie Andel, PhD Patrick Gallen, MSOD Madison Beard and Ronald Ivan Dela Cruz forecasting three key trends for employee listening in 2024. To ensure an employee listening channel is sufficiently well stocked with timely insights, it must be easy and meaningful for employees to participate, and straightforward for leaders to listen and act. FIG 15: Source: McKinsey FIG 16: Three key trends shaping employee listening in 2024 (Source: IT Survey Group) LEADERSHIP AND CULTURE AMY C. LEWIS, ANDREA DERLER, CUTHBERT CHOW, MANDA WINLAW, AND DANI HAIG – Designing Impactful Teams: Data-backed insights about effective team size What does team size have to do with designing high-performing teams? That was the exam question, the Visier Inc.team of Andrea Derler, Ph.D. Cuthbert Chow Manda Winlaw and Dani Haigsought to answer in a collaborative study with Amy C. Lewis, PhD Professor of Management at the College of Business at Texas A&M University-San Antonio. Key findings include: (1) Most people work in teams of six to ten. (2) Team size varies by the nature of the work. (3) Smaller teams have more high performers. (4) Smaller teams have lower resignation rates (see FIG 17). The report has some helpful insights for those studying team effectiveness and involved in organisational design work. FIG 17: Smaller teams have lower resignation rates (Source: Visier) SPENCER HARRISON AND KRISTIE ROGERS - Building Culture From the Middle Out The premise of a study by Spencer Harrisonand Kristie Rogersis for a business to harness the power of culture, it needs managers and team leaders to go beyond believing that they are responsible for culture to actively building it. Their research finds that managers that successfully achieve this are able to link the ‘big-C’ culture of their organisation (e.g. the official set of values) with the ‘small-c’ culture that plays out in the narrower and vibrant daily patterns of interaction (see FIG 18). The article highlights four successful strategies: (1) Endorse big-C culture through celebration and preservation of select features. (2) Endorse big-C culture by learning from other managers. (3) Enrich small-c culture through cultural innovations. (4) Enrich small-c culture by empowering employees to innovate. FIG 18: Endorse and Enrich Your Way to Corporate Culture (Source: Harrison and Rogers) JOSH BERSIN - How to Actually Execute a 4-Day Workweek | DOUGLAS BROOM - Four-day work week trial in Spain leads to healthier workers, less pollution | BENJAMIN LAKER – How Far-Reaching Could the Four-Day Workweek Become? AVA MARTINEZ – A 3-Day Workweek Could Complicate The Future of Work Four articles on the four-day week, a concept that seems to be gathering momentum with pilots suggesting that business outcomes can be maintained while employee wellbeing and retention is enhanced. (1) Josh Bersinpresents findings from his study that finds companies need to undertake substantial work redesign to reduce hours while maintaining business outcomes to make the four-day week work. (2) Writing for the World Economic Forum, Douglas Broom shares results from a four-day work week pilot in Valencia, which found that giving workers an extra day off a week actually increases productivity, boosts physical and mental health and reduces CO2 emissions. (3) Benjamin Laker, who has been studying the four-day week for a number of years, outlines the findings from a UK study on the four-day week, which finds that 92% of the 61 companies that participated in the pilot are continuing with the four-day week. Laker also highlights that research conducted before and after the trial revealed that 39% of employees experienced lower stress levels and 71% noticed less burnout while working shorter weeks (see FIG 19). (4) From being one of the CEO outliers on return to the office, JP Morgan Chase CEO Jamie Dimon suggests that AI may precipitate a future of work where the working week is three days – as reported by Ava Martinez for The HR Digest. FIG 19: Source: The UK’s four-day week pilot (Autonomy) DIVERSITY, EQUITY, INCLUSION, AND BELONGING SERENA HUANG - DEI Funding Cuts? You Need Data Analytics and AI More Than Ever | BOGDAN YAMKOVENKO AND STEPHEN TAVARES - To Understand Whether Your Company Is Inclusive, Map How Your Employees Interact With many companies and institutions – particularly in the US – cutting back on their DEI programs, a recent edition of Serena H. Huang, Ph.D. From Data to Action newsletter is well timed. Serena explains how people data and analytics can help reverse this trend and highlights a number of helpful resources. One of the resources Serena highlights is a seminal article by Bogdan Yamkovenko, PhD and Stephen Tavares first published in Harvard Business Review in 2017. It provides a case study of a professional services firm that used organisational network analysis to identify that that women were largely shut out of its decision making, idea sharing, and emotional support networks (see FIG 20). For more from Serena, please tune into her recent conversation with me on the Digital HR Leaders podcast: How to Enhance Your Career in People Analytics. FIG 20: 3 ways to look at employee networks at one professional services firm (Source: Heidrick & Struggles) HR TECH VOICES Much of the innovation in the field continues to be driven by the vendor community, and I’ve picked out a few resources from February that I recommend readers delve into: LOÏC MICHEL | 365TALENTS – Your Absolute How to Guide to Skills Management – A handy guide to skills management from Loïc Michel and the 365Talentsteam featuring guidance and case studies. ALICIA ROACH - Let's Talk About Lay-Offs – Alicia Roach of eQ8 frames the recent spate of layoffs from companies posting impressive profits in the context of culture and workforce planning (see FIG 21). As Alicia writes: “We can do better. We must do better.” FIG 21: Scenario modelling and external shocks (Source: Alicia Roach, eQ8) RICHARD ROSENOW - Embracing Remote Work for Senior People Analytics Roles: A Strategic Imperative – Richard Rosenow of One Model makes a persuasive case for why every organisation looking to lead in People Analytics should consider making their senior roles, if not all of their People Analytics roles, remote eligible. For more on people analytics jobs, check out this analysis of executive and director people analytics roles by Patrick Coolen. BLEDI TASKA - SkyHive Data Reveals Greater Gender Disparity in the Generative AI Sector Compared to the Tech Industry at Large – Bledi Taska, Ph.D. presents SkyHive data and key findings on the impact of Generative Al on the U.S. job market and economy. His analysis highlights the urgent need for reskilling and upskilling initiatives to mitigate inequality in the workforce. Thanks to Todd Raphael for highlighting. HAKKI OZDENOREN - Move Over HR, AI Is the New Recruiter! – Hakki Ozdenorenpresents data and analysis from Revelio Labs, which finds that HR job postings mentioning AI are surging ahead of other listings. This underscores the need for HR professionals to reskill in areas like AI and data literacy. Thanks to Ben Zweig for highlighting. FIG 22: AI related job postings in HR roles are on the rise (Source: Revelio Labs) MARC RAMOS - Learning & Development is the New Research & Development - How the Learning Function Can be the AI Accelerator Part 1 | Part 2 – Cornerstone OnDemand CLO Marc Steven Ramos presents his two-part series on the L&D function investigating, testing and extending the use of AI within organisations – includes FIG 23 on blending R&D and L&D approaches. FIG 23: Complementing R&D and L&D approaches (Source: Marc Ramos) PODCASTS OF THE MONTH In another month of high-quality podcasts, I’ve selected five gems for your aural pleasure: (you can also check out the latest episodes of the Digital HR Leaders Podcast – see ‘From My Desk’ below): HEMERSON PAES, COLE NAPPER, AND SCOTT HINES - Active & Passive ONA Use Cases at Roche – Hemerson Paes joins hosts Cole Napperand Scott Hines, PhDon the Directionally Correct podcast to share his work rolling out active and passive ONA applications at scale at Roche. BOB SUTTON AND ADAM GRANT - How to become a “friction-fixer” – Leading management thinker and organisational psychologist at Stanford, Bob Sutton, joins Adam Grant on ReThinking to discuss his new book, The Friction Project, on how to diagnose and then fix workplace problems. Unmissable. JASON CORSELLO AND LAURIE RUETTIMANN - HR Technology 2024 – Jason Corsello from Acadian Ventures joins Laurie Ruettimannon Punk Rock HR to discuss the state of the HR tech market, the potential and concerns of AI, and the importance of future skills. ANDREW SAIDY AND CHRIS RAINEY - Why a Talent Marketplace is Win-Win for Employees and Organisations - Andrew Saidy joins Christopher Rainey of HR Leaders to discuss his work at Ubisoft, where skills are becoming the currency for hiring, mobility and promotions rather than solely relying on degrees or tenure. STEPHANIE DENINO, KIRAN MENON, AND DEBKANYA DHAR VYAVAHARKAR - Moving EX from boardroom to office floor - Stephanie Denino of TI PEOPLE speaks to hosts of the EXtra Extra podcast Kiran Menon and Debkanya Dhar Vyavaharkar about the findings of the State of EX report, and applying agile principles towards shipping EX ideas out of the boardroom and onto the office floor. VIDEO OF THE MONTH NAOMI VERGHESE, ALAN SUSI AND DAVID GREEN | INSIGHT222 - How Leading Companies shift People Analytics from Insight to Impact Please forgive the mild case of self-indulgence, but the ‘Video of the Month’ is actually a webinar we recently hosted at Insight222based on our People Analytics Trends research, which was informed by a survey of 271 participating companies. In the webinar, Naomi Vergheseand I walked through the findings from the Insight222 People Analytics Trends research, unveiling the distinctive characteristics of ABCD Teams that propel organisations to new heights. Naomi and I were joined by Alan Susi, VP and Global Head of Organisational Analytics and People Insights at S&P Global. Alan shared insights on how the firm successfully elevated their approach to people analytics, turning data into tangible business outcomes. You can access the webinar here – or by clicking the image below. BOOK OF THE MONTH JOHN WINSOR AND JIN H. PAIK – Open Talent: Leveraging the Global Workforce to Solve Your Biggest Challenges In Open Talent, John Winsor and Jin Paik advocate that companies need to shift to a more ‘distributed’ structure that revolves around talent (people) and projects in a networked organisation. In this model, talent is assembled from both inside the organisation (via an internal talent marketplace) and outside (via external talent clouds). The authors reveal how they implemented open talent strategies, and how other companies can adopt these techniques. A thoughtful and insightful read. RESEARCH REPORT OF THE MONTH SHELLEY XIN LI, FRANK NAGLE, AND ANER ZHOU - Mapping Organizational-Level Networks Using Individual-Level Connections: Evidence from Online Professional Networks An interesting paper by Shelley Xin Li, Frank Nagle, and Aner Zhou for the Harvard Business School Strategy Unit, which constructs and describes a comprehensive network for 7,715 publicly traded U.S. firms from 2004 to 2018, using data on over 9 million people with 2 billion connections from the professional social network LinkedIn. The key finding is that while employees do not necessarily make connections for the company’s benefit, the centrality of that company in the employee network positively predicts company value. Thanks to Nicolas BEHBAHANI for highlighting. FIG 24: Firm-level Network Centrality and Economic Performance for U.S. Public Firms in 2018 (Source: Li, Nagle, and Zhou, 2023) FROM MY DESK February saw the final two episodes of Series 36 of the Digital HR Leaders podcast, sponsored by ScreenCloud as well as the first episode of Series 37 sponsored by Culture Amp. Thank you respectively to Luke Farrugia of ScreenCloud and Ellisa Packer and Jodie Evans of Culture Amp. ERIC SIEGEL - How to Overcome AI Adoption Challenges in HR – Eric Siegel, the author of The AI Playbook: Mastering the Rare Art of Machine Learning Deployment, explains how to successfully deploy machine learning in organisations while remaining focused on outcomes, ethics, and improving decision making. BERNARD MARR - Achieving AI & Human Synergy in Data-Driven HR – Bernard Marr, who always has his finger on the pulse when it comes to new technologies, shares insights from his book, Data-Driven HR: How to Use AI, Analytics and Data to Drive Performance, and how AI is already impacting HR, and how it will increasingly do so in the future. REBECCA THIELEN - Microsoft's Key to Strategic Workforce Planning Success – Rebecca Thielen shares insights from the workforce planning journey at Microsoft, including the role of analytics, close partnership with finance, and the clear focus on the problem statement. ANGELA LE MATHON, IAN COOK, AND DAVID GREEN - The Strategic Agenda for People Analytics in 2024 – I also hosted a webinar with Angela LE MATHON and Ian Cook, which was organised by Visier Inc. and People Analytics World, to discuss the agenda for people analytics in 2024. Topics discussed included the role of middle management in strategic decision-making, the impact of AI on people analytics, and the practical challenges and strategies for implementing AI and analytics within HR frameworks. THANK YOU Finally, this month I’d like to thank: Matt Manners and the team at Inspiring Workplaces for once again including me on their Top 101 Global Employee Engagement & Experience Influencers 2024, sponsored by Huler. Jennifer McClurefor including me in her list of recommendations for HR professionals looking to build a Personal Development Library. Amit Mohindrafor including Excellence in People Analytics as one of the course materials for his people analytics course at Stanford University Malgorzata (GOSIA) LANGLOIS for posting about the Microsoft case study contributed by Dawn Klinghoffer in Excellence in People Analytics. Stephen Hickey for including me in his list of go-to resources on people analytics. Dr. Divya Sainath for posting about our conversation at the recent Indeed Future Talent event in Bangalore. Thomas Kohler for including the January edition of Data Driven HR Monthly in his list of HR Resources. Teamflect for including the Digital Hr Leaders podcast at number six in its list of the top 20 HR podcasts. Ekta Vyas Ph.D for posting about my article, A History of People Analytics in Five Ages. Andrew Lafontaine for creating a post with highlights from the episode of the Digital HR Leaders podcast on How to Overcome AI Adoption Challenges in HR with Eric Siegel. Wendy Van Ierschot for including me in her post about her book, Scale Ups and Downs. DOWNLOAD THE LATEST INSIGHT222 PEOPLE ANALYTICS TRENDS RESEARCH We’ve recently released our fourth annual People Analytics Trends report at Insight222: Investing to Deliver Value: A new Model for People Analytics, which is now available to download via the link – or by clicking on the image below. ABOUT THE AUTHOR David Green ?? is a globally respected author, speaker, conference chair, and executive consultant on people analytics, data-driven HR and the future of work. As Managing Partner and Executive Director at Insight222, he has overall responsibility for the delivery of the Insight222 People Analytics Program, which supports the advancement of people analytics in over 90 global organisations. Prior to co-founding Insight222, David accumulated over 20 years experience in the human resources and people analytics fields, including as Global Director of People Analytics Solutions at IBM. As such, David has extensive experience in helping organisations increase value, impact and focus from the wise and ethical use of people analytics. David also hosts the Digital HR Leaders Podcast and is an instructor for Insight222's myHRfuture Academy. His book, co-authored with Jonathan Ferrar, Excellence in People Analytics: How to use Workforce Data to Create Business Value was published in the summer of 2021. SEE ME AT THESE EVENTS I'll be speaking about people analytics, the future of work, and data driven HR at a number of upcoming events in 2024: March 4-6 - Gloat Live! (New York) March 14-15 - Wharton People Analytics Conference (Philadelphia) April 24-25 - People Analytics World (London) May 7-9 - UNLEASH America (Las Vegas) September 24-26 - Insight222 Global Executive Retreat (Colorado, US) - exclusively for member organisations of the Insight222 People Analytics Program October 16-17 - UNLEASH World (Paris) More events will be added as they are confirmed.

HR Tech
2024年03月03日
HR Tech

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 Tech
2024年02月05日
HR Tech

Sterling Acquires Vault Workforce Screening: Offering Market Leading Clinical Solutions Sterling, a talent optimization platform has recently acquired Vault Workforce Screening, renowned for building reliable screening solutions for employers. The acquisition strengthens the capabilities of Sterling to offer more clinical solutions that healthcare organizations need. Extensive Clinical Network and Flexible Service Model to Meet Hiring Demands in Healthcare and Other Regulated Industries INDEPENDENCE, OH, Jan. 2, 2024 Sterling Check Corp. (NASDAQ: STER) (“Sterling”), a leading global provider of background screening and identity services, today announced that it has acquired Vault Workforce Screening (“Vault”), a leading U.S. clinic management platform. The acquisition brings a network of 17,000 clinics and a flexible service model to enhance Sterling’s existing drug and health services. This will enable Sterling to deliver additional market leading screening solutions for employers in healthcare, transportation, and other regulated industries where staffing challenges are most acute, decreasing time-to-hire and improving employee retention. As part of Sterling’s strategy to in-source key components of its supply chain, the acquisition of Vault will accelerate and strengthen Sterling’s financial model and revenue growth. Vault’s proprietary service model, including Medical Review Officer (MRO) services and emergency/after-hours scheduling, will bring increased flexibility and control over delivery of drug and clinical services. This will enhance Sterling’s suite of pre- and post-employment drug and health solutions, benefiting both Sterling and Vault clients. “The acquisition of Vault extends Sterling’s drug and health testing capabilities with a broader range of clinical options, delivery channels, and service models,” says Josh Peirez, Chief Executive Officer of Sterling. “This acquisition builds scale within the attractive healthcare and industrials verticals, enabling Sterling to better meet hiring demands and drive growth, consistent with our long-term strategy to expand through organic revenue growth and strategic M&A. We are also particularly pleased to acquire a strategic asset at an acquisition multiple in line with our typical tuck-in M&A range.” The acquisition is expected to contribute $40 to 50 million of annualized revenue to Sterling and be accretive to Sterling’s Adjusted EPS in 2024. Sterling expects to realize significant financial synergies related to vendor consolidation and pricing optimization, enhanced fulfillment capabilities, and operational efficiencies. “This sale allows Vault and Sterling to combine the very best service and delivery of occupational health tests and exams with the broadest possible menu of employment screening products,” said Claire Cochrane, Vault Health, Inc. Co-founder. “Sterling is a great fit for Vault as the business continues its rapid growth, offering Vault’s clients the most comprehensive background and identity products and expanding Vault’s service area to address an expanding global marketplace.” Vault’s expert management team and employees will transition to Sterling as the integration process moves forward and build upon the company’s proven model of providing deep market expertise and unrivaled client service. About Sterling: Sterling (NASDAQ: STER) is a leading global provider of background and identity services, helping over 50,000 clients create people-first cultures built on a foundation of trust and safety. Sterling’s tech-enabled services help organizations across all industries and regions establish great environments for their workers, partners, and customers. With operations in North America, Europe, the Middle East, Asia Pacific, and Latin America, Sterling conducted more than 110 million searches in the twelve months ending December 31, 2022. Visit us at www.sterlingcheck.com. SOURCE Sterling

HR Tech
2024年01月05日

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