参会必读：北美华人人力资源夏季论坛日程及会议注意事项
各位参会嘉宾，非常欢迎参加NACSHR北美华人人力资源夏季论坛！
为营造良好的会议氛围，帮助大家尽快熟悉会议安排以及会议相关行政事宜，特别分享论坛相关注意事项如下，烦请了解和熟悉！
2024北美华人人力资源夏季论坛
会议时间：2024年6月8日-9日 周六周日 （9:00-17:00）
签到时间：6月8日 周六8点半开始签到
会议地点：Sonesta Silicon Valley 1820 Barber Lane Milpitas, CA 95035 （停车可以直接绕道会议中心后面停车场，后面附录地图）
赞助合作伙伴：言信律师事务所介绍 中国南方航空
会议日程安排：
可以点击这里的链接或直接访问图片：DAY1 DAY2
会议午餐：自理 活动期间会组成不同小组，可结伴前往，临近 Milpitas Square 华人餐厅聚集。
会议提问：可以点击这个链接提前输入自己的问题 http://hrday.com/survey/survey.php?id=50C568AA-5E95-CC19-714E-CD2BD7FE9AB3
参会其他注意事项 （更详尽事宜参考文章尾部英文）：
视频和摄影 参加 NACSHR 即表示您同意由官方展会摄影师和摄像师拍摄您的形象。由此产生的材料，包括静态照片、视频和音频记录，NACSHV 可以在新闻材料、宣传材料、网站和其他宣传渠道中不受限制地使用。与会嘉宾可以使用智能手机拍照和捕捉数字图像，仅限于个人、非商业用途，且摄影活动不得造成干扰。在会议进行时，与会嘉宾可以在座位上拍照，条件是不得站在媒体区域、阻挡其他人视线或使用闪光灯。照片不得以任何方式出售、复制、传播、分发或用于任何商业目的。
直播和录制会议 虽然 NACSHR 会录制和拍摄各种会议活动，这些活动主要是为了现场观众的利益。尽管我们实行“禁止直播和录制”的政策，但我们理解与会者希望通过手机捕捉照片和视频，并在社交网络上分享的愿望。为了保护发言者和会议内容的版权，与会嘉宾不得直播会议，并且同意录制任何单场会议的连续视频不得超过 60 秒。
会议会场安全事宜：
会场外景和地图
NACSHR Forum Attendee Guidelines
1. Safety and Emergency Procedures
Emergency Exits and Safety Routes: Locate emergency exits and familiarize yourself with the nearest safety routes upon arrival.
Emergency Response: Remain calm and follow the directions of staff in case of an emergency.
Health Safety: Adhere to all health and safety guidelines set by the venue, including the use of masks and sanitizers as required.
2. Registration and Identification
Pre-registration: Ensure smooth entry by completing online registration and identity verification in advance.
Badge Display: Wear your conference badge at all times for access and visibility during the event.
3. Code of Conduct
Respect and Professionalism: Maintain respect for all participants, speakers, and staff. Harassment, discrimination, or inappropriate behavior will result in expulsion from the venue.
Intellectual Property: Respect intellectual property rights; do not record or disseminate presentation content or materials without permission.
Cyber Security: Exercise caution when using venue Wi-Fi, especially when accessing sensitive or critical information.
4. Photography and Recording
Personal Use: Non-commercial photography and video recording should not disrupt the event or other attendees’ experience.
No Live Broadcasting: Live broadcasting of any session is prohibited without explicit permission from the organizers.
5. Facility Use
Cleanliness: Keep the venue clean; dispose of trash in designated receptacles.
Equipment Care: Use conference facilities and equipment responsibly; damages may be subject to compensation.
6. Communication and Networking
Engagement: Participate actively in discussions and networking opportunities to enhance your professional connections.
Cultural Sensitivity: With diverse backgrounds among attendees, display cultural sensitivity and inclusiveness.
7. Intellectual Property and Confidentiality
Confidentiality Obligations: Confidential information and unpublished data discussed at the forum must not be disclosed without authorization.
Material Distribution: Conference materials are for session use only and should not be copied or distributed without consent.
8. Legal Compliance and Ethical Standards
Local Laws: Comply with all applicable local laws, including antitrust laws and fair competition.
Ethical Behavior: Encourage high standards of professional ethics, characterized by honesty, fairness, and responsibility.
9. Anti-Harassment Policy
Harassment-Free Environment: Commit to a harassment-free environment; all complaints will be taken seriously to ensure the rights and privacy of victims.
10. Complaints and Feedback Mechanism
Feedback Channels: Establish clear channels for complaints and feedback during and post-event.
Rapid Response Team: Have a rapid response team available during the event to handle any emergencies or urgent needs from attendees.
11. Property Security
Personal Belongings: Attendees are advised to keep personal belongings secure as the organizers are not liable for loss or damage.
Facility Equipment: Unauthorized use or relocation of venue facilities and equipment is prohibited.
12. Prohibition of Political and Religious Advocacy
Neutral Policy: The forum is a platform for professional and business exchanges; any form of political or religious advocacy is prohibited.
资讯
2024年05月31日
资讯
美国一家IT人力资源公司因招聘信息中注明“仅限当地社区白人”申请，被求职者投诉种族歧视，被罚款概览：2023年3月，Arthur Grand Technologies发布了一则仅限“美国出生的白人公民”申请的招聘广告。经调查，这是一名心怀不满的员工报复公司的行为。公司总部位于弗吉尼亚州阿什本，是一家小型弱势企业。美国司法部和劳工部认定公司违反了相关法律，处以7500美元罚款，并向31名应聘者支付共计3.1万美元的赔偿金。公司否认批准广告，并称其为员工个人行为，已立即解雇该员工。首席执行官重申对多样性的承诺，并采取措施防止类似事件再发生。
本周，美国司法部和劳工部经调查后，对该公司处以7500美元的民事罚款，并命令其向31位应聘该职位的人，每人支付1000美元，总计3.1万美元的赔偿金。
经过调查，这起招聘启示的发布，竟然是该公司一位员工为了报复公司所为。
背景
2023年3月，Arthur Grand Technologies Inc.发布了一则招聘广告，明确要求“只有美国出生的公民(白人)”和居住在德州达拉斯60英里以内的人，才能申请“Salesforce业务分析师和保险理赔职位”。此外，招聘启事中还规定，求职者不得与其他候选人分享信息。
本周二（2024年5月28日），Arthur Grand Technologies Inc.与美国政府部门达成和解协议。根据协议，该公司将支付7500美元的民事罚款，并赔偿每位应聘者1000美元，总计3.1万美元。
公司背景
Arthur Grand Technologies Inc.是一家总部位于弗吉尼亚州阿什本的IT人力资源公司。公司的注册地址是一个两层楼的办公大楼，距离杜勒斯国际机场约10英里。根据美国政府的记录，该公司被认证为联邦承包商名录中的一家“小型弱势企业”。要获得这种资格，公司的大部分所有权必须归“一名或多名弱势人士”所有，这些人必须在社会和经济上处于弱势地位。
员工行为
司法部称，Arthur Grand Technologies Inc.否认公司批准了这条招聘信息，并称该信息是由一位“心怀不满的印度招聘人员”所发布，目的是让公司陷入麻烦。据悉，这位员工因处于绩效改进计划（PIP）中不满，于是为了报复公司，通过其个人电子邮件地址和账户发布了这则招聘。
法律依据
美国司法部认定，该公司违反了《移民和国籍法》，因为其发布了“只要求在美国出生的求职者”的招聘信息，非法地阻止了在美国境外出生的美国公民以及某些有资格工作的非公民申请岗位。与此同时，美国劳工部表示，经调查该公司违反了第11246号行政命令，该命令禁止联邦承包商在就业方面基于种族、肤色、宗教、性别、性取向、性别认同或国籍进行歧视。
司法部声明
司法部民权司助理司法部长Kristen Clarke宣布达成和解协议时表示：“在21世纪，我们仍然看到雇主使用‘仅限白人’和‘仅限美国出生’的招聘启事，排除其他符合条件的有色人种候选人，这是可耻的。司法部将与其他政府机构合作，继续追究雇主违反我国联邦民权法的责任。”
公司回应
Arthur Grand Technologies Inc.的首席执行官Sheik Rahmathullah表示，公司没有承认任何罪行或不法行为，同意司法部和劳工部协议，只是为了避免诉讼给公司带来的重大财务损失和长期业务中断。
Rahmathullah解释道：“这些协议不应被解释为公司承认有罪或有不当行为。引发舆论的招聘启事是‘未经授权发布的’。我们为公司所有高级领导职位都由有色人种担任，并且超过80%的员工是有色人种而感到自豪。”
他补充说道：“我们立刻采取了果断措施，确保这种事情不再发生，包括立即解雇负责的员工。对于此次事件造成的任何伤害，我们深表歉意，并承诺做出有意义的改变，以恢复我们社区和利益相关者的信任和信心。”
资讯
2024年05月29日
资讯
言信律师事务所介绍——NACSHR夏季论坛赞助合作伙伴言信律师事务所 介绍：
美国言信律师事务所位于世界中心曼哈顿， 是一个精耕美国移民案子的律师事务所。我们代理过的客户从上市公司、小型初创企业到个人，我们的目标是致力于为申请人提供最新、最合适的移民策略。
THE LAW FIRM OF ATTORNEY PENG
我们的行业经验
彭律师事务所自成立以来专注于美国移民法业务。 作为新移民的生活引领者，精心办理EB-1、EB-5、O1、L-1、以及职业移民等各类移民案件。 此外，他们还为客户提供一系列移民项目。 通过投资、创业、科技、艺术等多元化移民路线，为数以万计的家庭和个人架起通往美国的桥梁。
我们对结果的承诺
创始人彭律师不仅拥有10多年办理美国移民的经验，而且擅长办理疑难案件。 入管局有很多主观判断因素。 彭律师拥有充足的过往申请案例，对各种被移民局拒绝的“疑难杂症”有深入的研究，从而准确评估申请人，通过上诉让申请起死回生。
我们的理念
彭律师事务所为申请人提供了诚信、专业、高效、满意的服务，得到了广大客户的高度认可。 但我们深知，客户的每一次移民都是对整个家庭和未来的重大计划和改变。 因此，每个项目提交前，团队都会对申请人进行全面评估，并对项目的法律文件进行严格审核，让移民变得安全、高效。
我们的经验
当案件涉及不同领域的法律时，我们将与相应领域的专业团队合作，提供赢得案件的关键行业资源，设计稳定的解决方案，确保客户在案件申请过程中得到有效的支持。
官方网站：https://www.thepenglaw.com/
资讯
2024年05月22日
资讯
加州最高法院倾向支持第22号提案：零工工人或继续作为独立承包商加州最高法院似乎对否决选民对第 22 号提案的意见犹豫不决，该提案是一项允许共享单车公司将司机归类为独立承包商的投票倡议。大法官们在口头辩论中的提问方式表明，可能会寻求妥协，而不是完全宣布该法律无效。2020 年，58% 的选民通过了第 22 号提案，但该提案一直面临着法律挑战，其命运可能会对加州临时工的分类和福利产生重大影响。
The California Supreme Court appears hesitant to overrule voters on Proposition 22, a ballot initiative allowing ride-share companies to classify drivers as independent contractors. The justices' line of questioning during oral arguments suggested a compromise might be sought, rather than fully invalidating the law. Proposition 22, passed by 58% of voters in 2020, has faced ongoing legal challenges and its fate could significantly impact gig workers' classification and benefits in California.
加州最高法院在审理第22号提案（Prop. 22）时显得犹豫，似乎不愿推翻这项由选民在2020年通过的提案。第22号提案允许网约车公司如优步和Lyft将司机归类为独立承包商，而不是雇员。这项提案自成为法律以来，一直面临法律挑战，包括被一名高等法院法官裁定违宪，随后又被上诉法院维持原判。现在，加州最高法院正在审理这项提案是否与州议会执行完整工人赔偿系统的宪法权力相冲突。
在听取口头辩论时，法官们的提问表明，他们可能在寻求一种折中方案，而不是完全废除这项法律。首席大法官帕特里夏·格雷罗问到，议员是否可以恢复零工工人的工人赔偿，而副大法官古德温·刘则指出，选民提案的权力是否等同于立法权力，是否意味着选民在工人赔偿领域完全无权行动。
代表SEIU加州和四名零工工人的律师斯科特·克朗兰德强调，第22号提案与议会的无限权力相冲突。而代表零工公司的律师杰弗里·费舍尔则认为，宪法允许选民对任何主题采取行动，甚至可以通过提案取消工人赔偿，但他认为这距离实际情况还很远。
零工工人团体的一些成员在法庭外举行了集会，呼吁支持零工工人的权益。提案的支持者如贝区司机科拉·曼达帕特则表示，她依赖于提案中的一些规定，比如保证最低工资120%的收入，而反对者如埃德·卡拉斯科则认为法官们似乎在寻找修改提案的方法，以便让零工工人可以在某些情况下获得工人赔偿。
最高法院的七位法官将在90天内作出决定，这一决定可能会改变加州的零工经济。如果第22号提案被推翻，零工公司将受到2019年通过的第5号法案（Assembly Bill 5）的约束，这可能会要求公司为他们的140万名工人支付雇佣税，并提供额外的福利，如病假工资和超时工资。
反对第22号提案的人指出，零工工人的薪酬和福利仍然存在问题。加州大学伯克利分校劳工中心的一项研究显示，扣除费用后，网约车司机的平均时薪为7.12美元，而送货工人为5.93美元。包括小费在内，司机的平均时薪为9.09美元，送货工人为13.62美元。
这一裁决不仅会影响加州，还可能对其他地方的相关立法和条例产生影响。例如，最近在明尼苏达州，立法者通过了一项法案，设定了网约车司机的最低工资标准，而这些公司威胁要退出该州。
资讯
2024年05月22日
资讯
中国南方航空——NACSHR夏季论坛赞助合作伙伴China Southern Airlines Co., Ltd.
China Southern Airlines is China’s largest carrier in terms of fleet size, route network coverage, and annual passenger traffic.
Rated as China’s safest airline, China Southern Airlines is proud to maintain the best safety record in the country with its global leadership in safety management. It has maintained 30 million consecutive hours of safe flight operation and, in 2023, became the first in the industry to receive the "Three-Star Flight Safety Diamond Award" from the Civil Aviation Administration of China.
China Southern is now operating 11 scheduled flights per week from North American to China, including 4 flights departure from San Francisco. We look forward to your visit to Guangzhou with China Southern Airlines.
购票访问：https://oversea.csair.com/tka/us/en/book/search
NACSHR会员购票，将享受南方航空客服人员1对1联系和服务！回国旺季，欢迎多多考虑南方航空??订票邮箱：sfosales@csair.us 1V1 服务
中国南方航空股份有限公司简称“中国南方航空”或“南方航空”，英文名称为China Southern Airlines，简称CSN，是中国南方航空集团有限公司控股的运输航空公司，总部位于广东省广州市。
南方航空以蓝色垂直尾翼镶红色木棉花为公司标志，以“让更多人乐享美好飞行”为企业使命，秉持“安全第一 客户为本”的核心价值观，大力弘扬“勤奋、务实、包容、创新”的南航精神，致力建设具有全球竞争力的世界一流航空运输企业。
南方航空直接或间接控股厦门航空有限公司、重庆航空有限责任公司、中国南方航空河南航空有限公司、贵州航空有限公司、珠海航空有限公司、汕头航空有限公司、河北航空有限公司、江西航空有限公司、中国南方航空货运有限公司9家客、货运输航空公司，参股四川航空股份有限公司；拥有新疆、北方、北京、深圳、上海等18家分公司及南阳、佛山2家基地；设有杭州、南京、西宁等21家境内营业部，洛杉矶、纽约、伦敦、巴黎等52家境外营业部。
南方航空是中国机队规模最大、航线网络最发达、年客运量最大的运输航空公司。旗下各运输航空公司运营包括波音787、777、737系列，空客A350、A330、A320系列，中国商飞ARJ-21等型号客货运输飞机。航线数量、航班频率、市场份额均在国内航空公司中居于首位，旅客运输量连续45年居国内各航空公司之首。
南方航空是国内安全星级最高的航空公司，保持着国内航空公司最好的安全纪录，安全管理水平处于国际领先地位。实现连续安全飞行3000万小时，2023年率先在全行业获得中国民航“飞行安全钻石三星奖”。2021年被国际独立航空评级网站AirlineRatings.com授予最高等级“七星安全评级”。截至2023年12月，拥有客机、货机908架，连续保证290个月的飞行安全和355个月的空防安全。
南方航空致力建设广州、北京两大综合性国际航空枢纽。在广州，持续稳步建设“广州之路”（Canton Route），推动广州成为中国大陆至大洋洲、东南亚的第一门户，服务粤港澳大湾区和“一带一路”。在北京，作为北京大兴国际机场最大的主基地航空公司，运营着亚洲跨度最大的机库、亚洲最大的运行控制中心和航空食品生产基地。
南方航空不断加强运行管控能力。在全球首家完成双发飞机越洋飞行、亚洲首家成功飞越北极点，航班运行方面取得过诸多“第一”。建设了成熟、先进、高效的运行体系支撑，率先联合开发的运行控制系统，改变了中国民航对运行控制的认知，极大提高了运行管理水平，航班正常率自2016年起连续8年在国内主要航空公司中名列前茅。
南方航空着力打造以人性化、数字化、精细化、个性化、便捷化为特征的“五化”服务，为旅客提供“亲和精细”的一流服务。重点打造“南航e行”“客户尊享”“行李优享”“中转畅享”“空中服务360”“食尚南航”6张服务名片。拥有“南航明珠俱乐部”常旅客奖励计划的会员超过1亿人。荣获SKYTRAX 2022年“中国最佳航司”奖；世界品牌实验室2023年航空公司“五星钻石奖”；连续13年获评中国品牌力研究航空服务业第一品牌；连续6年获评民航资源网民航旅客服务测评年度最佳航空公司奖。
南方航空积极履行央企社会责任，致力于创造经济、环境、社会综合价值，携手各方“飞向美好未来”：升级“绿色飞行”责任品牌，在业内率先推出“绿色全旅程”服务，国内首家自主开发航油大数据管理系统“航油e云”，能源利用效率行业领先，连续两年获评中国民航“年度环保航空公司”，2023年度“可持续贡献品牌”。首创“绿色飞行”按需用餐服务，获首届“金钥匙——面向SDG的中国行动”冠军奖。南方航空定点帮扶新疆和田地区墨玉县和皮山县，为打赢脱贫攻坚战作出了积极贡献；积极参与保障重要物资、人员的运送，获评中国民航2023年度“企业社会责任品牌”。
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.
美国联邦贸易委员会（FTC）FTC 宣布全国范围内禁止竞业协议，详细请看
美国联邦贸易委员会（FTC）于2024年4月23日发布最终规定，全国范围内禁止非竞争协议。此举旨在通过保护工人更换工作的自由来促进竞争，增加创新，并推动经济增长。根据FTC的预测，新业务的形成将每年增加2.7%，预计每年将新增超过8500家新企业。此外，预计工人的平均收入将增加524美元，未来十年内医疗费用预计将减少高达1940亿美元。同时，预计该规定还将在未来十年内每年新增17000至29000项专利。
详情以英文版为准：
FTC Announces Rule Banning Noncompetes
FTC’s final rule will generate over 8,500 new businesses each year, raise worker wages, lower health care costs, and boost innovation
Today, the Federal Trade Commission issued a final rule to promote competition by banning noncompetes nationwide, protecting the fundamental freedom of workers to change jobs, increasing innovation, and fostering new business formation.
“Noncompete clauses keep wages low, suppress new ideas, and rob the American economy of dynamism, including from the more than 8,500 new startups that would be created a year once noncompetes are banned,” said FTC Chair Lina M. Khan. “The FTC’s final rule to ban noncompetes will ensure Americans have the freedom to pursue a new job, start a new business, or bring a new idea to market.”
The FTC estimates that the final rule banning noncompetes will lead to new business formation growing by 2.7% per year, resulting in more than 8,500 additional new businesses created each year. The final rule is expected to result in higher earnings for workers, with estimated earnings increasing for the average worker by an additional $524 per year, and it is expected to lower health care costs by up to $194 billion over the next decade. In addition, the final rule is expected to help drive innovation, leading to an estimated average increase of 17,000 to 29,000 more patents each year for the next 10 years under the final rule.
Noncompetes are a widespread and often exploitative practice imposing contractual conditions that prevent workers from taking a new job or starting a new business. Noncompetes often force workers to either stay in a job they want to leave or bear other significant harms and costs, such as being forced to switch to a lower-paying field, being forced to relocate, being forced to leave the workforce altogether, or being forced to defend against expensive litigation. An estimated 30 million workers—nearly one in five Americans—are subject to a noncompete.
Under the FTC’s new rule, existing noncompetes for the vast majority of workers will no longer be enforceable after the rule’s effective date. Existing noncompetes for senior executives - who represent less than 0.75% of workers - can remain in force under the FTC’s final rule, but employers are banned from entering into or attempting to enforce any new noncompetes, even if they involve senior executives. Employers will be required to provide notice to workers other than senior executives who are bound by an existing noncompete that they will not be enforcing any noncompetes against them.
In January 2023, the FTC issued a proposed rule which was subject to a 90-day public comment period. The FTC received more than 26,000 comments on the proposed rule, with over 25,000 comments in support of the FTC’s proposed ban on noncompetes. The comments informed the FTC’s final rulemaking process, with the FTC carefully reviewing each comment and making changes to the proposed rule in response to the public’s feedback.
In the final rule, the Commission has determined that it is an unfair method of competition, and therefore a violation of Section 5 of the FTC Act, for employers to enter into noncompetes with workers and to enforce certain noncompetes.
The Commission found that noncompetes tend to negatively affect competitive conditions in labor markets by inhibiting efficient matching between workers and employers. The Commission also found that noncompetes tend to negatively affect competitive conditions in product and service markets, inhibiting new business formation and innovation. There is also evidence that noncompetes lead to increased market concentration and higher prices for consumers.
Alternatives to Noncompetes
The Commission found that employers have several alternatives to noncompetes that still enable firms to protect their investments without having to enforce a noncompete.
Trade secret laws and non-disclosure agreements (NDAs) both provide employers with well-established means to protect proprietary and other sensitive information. Researchers estimate that over 95% of workers with a noncompete already have an NDA.
The Commission also finds that instead of using noncompetes to lock in workers, employers that wish to retain employees can compete on the merits for the worker’s labor services by improving wages and working conditions.
Changes from the NPRM
Under the final rule, existing noncompetes for senior executives can remain in force. Employers, however, are prohibited from entering into or enforcing new noncompetes with senior executives. The final rule defines senior executives as workers earning more than $151,164 annually and who are in policy-making positions.
Additionally, the Commission has eliminated a provision in the proposed rule that would have required employers to legally modify existing noncompetes by formally rescinding them. That change will help to streamline compliance.
Instead, under the final rule, employers will simply have to provide notice to workers bound to an existing noncompete that the noncompete agreement will not be enforced against them in the future. To aid employers’ compliance with this requirement, the Commission has included model language in the final rule that employers can use to communicate to workers.
The Commission vote to approve the issuance of the final rule was 3-2 with Commissioners Melissa Holyoak and Andrew N. Ferguson voting no. Commissioners’ written statements will follow at a later date.
The final rule will become effective 120 days after publication in the Federal Register.
Once the rule is effective, market participants can report information about a suspected violation of the rule to the Bureau of Competition by emailing noncompete@ftc.gov.
The Federal Trade Commission develops policy initiatives on issues that affect competition, consumers, and the U.S. economy. The FTC will never demand money, make threats, tell you to transfer money, or promise you a prize. Follow the FTC on social media, read consumer alerts and the business blog, and sign up to get the latest FTC news and alerts.
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