• Organizational Culture
    全球最大的HR组织SHRM被判种族歧视败诉，赔偿1150万美元：组织内控混乱、高管薪酬飙升与员工不满集中爆发 美国最大的人力资源行业协会 SHRM，近日因“种族歧视 + 报复”案被判赔前员工 Rehab Mohamed 共计 1150 万美元，其中 150 万补偿 + 1000 万惩罚。陪审团认定：她曾因举报白人主管歧视而遭不公对待并被解雇。更具讽刺意味的是——SHRM 正是以“HR 最佳实践专家”自居，却被法院依据自身标准判定失败。 近日，全球最大的人力资源行业组织 SHRM（Society for Human Resource Management）近期陷入前所未有的舆论危机。一宗关于种族歧视与报复的案件在科罗拉多州联邦法院作出裁决，陪审团判令 SHRM 需向前员工 Rehab Mohamed 支付 1150 万美元赔偿，其中包括 150 万美元补偿性赔偿与 1000 万美元惩罚性赔偿。这一判决不仅使 SHRM 在财务上面临重大压力，更将其内部治理、文化与专业公信力推向风暴中心。 一、从“HR最佳实践标杆”到败诉被告：案件震动行业 Rehab Mohamed 曾在 SHRM 任职培训设计师，她指控在任职期间遭遇白人主管的不公平对待，并在内部投诉后遭到报复与最终解雇。她的法律代理指出，SHRM 的内部调查程序存在明显缺陷——负责调查的人员缺乏专业训练，并参与了她的解雇文件处理，这种角色冲突使调查独立性受到质疑。 陪审团认为 SHRM 在处理投诉、开展内部调查、做出人员决策过程中存在不当行为，最终裁定其需承担歧视与报复责任。虽然 SHRM 否认指控，并表示将提起上诉，但这一裁决本身已经在 HR 行业内部造成巨大震动。 对于一个长期以“传播HR最佳实践”为使命的组织而言，败诉不仅意味着法律风险，更对其专业信誉构成严重打击。这起案件迫使整个行业提出一个尖锐问题：当负责制定标准的机构自身无法遵守标准，会发生什么？ 二、内部文化紧张：严格管控、频繁裁员与价值观反复 在诉讼之外，SHRM 的内部管理与文化问题也不断成为外界关注的焦点。多名前员工描述，过去几年 SHRM 的工作环境发生了明显变化——从曾经强调专业性、开放性与包容性，转向更为严格、僵化甚至惩罚式的内部氛围。 员工所描述的情形包括： 严格的打卡制度，一旦迟到即需登记并向管理层报告； 保守着装政策，要求员工避免运动鞋、牛仔裤、亮片服装等； 大规模、频繁且突然的组织重组与裁员； 高管层公开使用“自以为是”“自满”“散漫”等字眼描述员工表现； 对内部反馈与反对声音的容忍度明显下降。 与此同时，SHRM 在 DEI（多元、公平、包容）议题上的公开立场也出现反复，甚至从官方用语中删除“公平（Equity）”一词，引发部分长期会员的强烈不满。一些 HR 从业者公开宣布退出会员体系，质疑 SHRM 在价值观与行业责任上的动摇。 这些现象共同构成了一个内部紧张度不断升高的组织画像，在行业内引发了对 SHRM 管理风格与组织文化的广泛讨论。 三、高管薪酬飙升：400万美元与五年五倍增长的争议 在内部文化争议与组织压力加剧的背景下，SHRM 高管尤其是 CEO Johnny C. Taylor Jr. 的薪酬水平成为外界讨论的核心焦点之一。 根据公开税表信息，CEO Taylor 的最新披露年度总薪酬已达到约 400 万美元。更引发争议的是： 他的薪酬较 2018 年增长超过五倍； 较 2022 年增长了 48%； SHRM 同期经历多轮裁员与组织重组，但高管薪酬却持续上升。 这种“高层薪酬激增”与“基层压力增大”的反差，使员工与会员产生了对资源分配合理性的质疑。 四、差旅福利引关注：头等舱与包机选项进一步放大矛盾 公开税表还显示，SHRM 的差旅政策中包含“头等舱或包机/包车出行”的支出类别。在相关年份的附注中解释： 董事会成员普遍获准乘坐头等舱或商务舱； 飞行时长超过一定标准的行程允许使用更高等级座舱； 个别年度存在高管或董事享受高等级差旅或陪伴旅行的情况。 虽然税表未明确指向某位具体高管，也无法推断具体出行频率或用途，但这些条目本身就引发了外界的联想：在裁员、投诉、争议频发的时期，高层却能享有更高差旅待遇，资源分配是否与组织使命相符？ 在一个以“职业道德、合规、公平”为核心价值定位的行业组织内，这类差旅条目尤其敏感，很容易成为质疑治理透明度的触发点。 五、三条压力线共同挤压：诉讼、文化与治理的全方位挑战 当我们把近几年围绕 SHRM 的事件放在同一条时间线上，可以看到三条清晰、不断强化的压力线： 第一条压力线：法律与合规风险。歧视与报复败诉使 SHRM 在专业性与公信力方面遭遇重大挑战。作为制定行业标准的组织，其内部调查程序被质疑失当，极大损害了其专家角色。 第二条压力线：内部文化与员工关系。从严格管理到价值观的摇摆，从员工不满到频繁离职，SHRM 的组织文化正在形成一个越发紧绷的系统，缺乏信任与开放。 第三条压力线：治理结构与资源配置。高管薪酬大幅增长、差旅福利较高、会员体系争议不断、外界对其透明度提出质疑，治理体系的问责机制与平衡机制被外界频频讨论。 这三条压力线相互叠加，使 SHRM 的危机不仅局限于一桩诉讼，而是演变为一场横跨法律、文化与治理的系统性挑战。 六、对行业的启示：HR组织必须“以身作则”，透明度将成为未来竞争力 SHRM 的困局，对整个 HR 行业释放了几个重要信号： 1. 标准制定者必须接受比普通企业更高的审视。当一个组织向全行业输出“最佳实践”，其自身实践就必然成为评估标准。 2. 组织文化与 DEI 的落地效果比口号更重要。员工是否感到安全、是否被尊重、是否有公平的投诉机制，最终都会在组织的行动中体现。 3. 高管薪酬、差旅、预算使用等将成为非营利和行业协会的透明度考核重点。财务公开程度、薪酬合理性、资源分配是否符合使命，将成为判断组织可信度的重要依据。 4. HR 必须重新思考合规流程的独立性与权力平衡。这起案件给所有组织敲响了警钟：内部调查人员的资质、角色独立性与流程透明性，是减少法律风险的关键。 SHRM 面临的，是一次行业级的信任考验 SHRM表示计划对该裁决提出上诉。该行业协会在一份声明中表示：“今天的裁决既不符合事实，也不符合法律，更不符合SHRM的运作方式。我们始终秉持诚信、透明的原则，并完全恪守我们的价值观和义务。” 但无论上诉结果如何，这起案件及其背后暴露的内部治理问题已经引发全球 HR 社群的高度关注。对于一个肩负制定行业标准使命的组织而言，真正的危机不是诉讼本身，而是在组织内部、员工之间、会员体系和外界伙伴心中形成的裂痕。未来几年，SHRM 如何重建信任、如何调整治理结构、如何恢复其作为“HR专业权威”的地位，将成为整个行业持续关注的焦点。
    Organizational Culture
    2025年12月06日
  • Organizational Culture
    美国企业DEI退潮：一场声势浩大的企业运动走向何方？ 短短五年间，美国企业的多元化、公平与包容（DEI）运动从高歌猛进走向急速退潮。Revelio Labs最新发布的研究报告《The Rise and Fall of DEI in Corporate America》揭示：自2022年以来，美国企业的DEI岗位流失速度已明显高于其他职能部门。曾被誉为推动社会正义与企业创新的象征，如今却在政治与经济的双重压力下陷入低谷。 一、2020年的浪潮：DEI成为企业标配2020年“黑人的命也是命”（Black Lives Matter）运动后，美国企业竞相设立DEI部门，公开承诺建设更公平、包容的职场。大型公司尤其积极投入，平均雇用的DEI专业人员数量是中小企业的四倍。这一时期，DEI不仅被视为社会责任，更被认为能带来创新力和更高的组织绩效。 根据Revelio Labs的数据，2021至2022年间，Russell 3000指数企业的DEI岗位数量增长迅速，几乎成为企业“政治正确”的标志。科技、咨询与消费品行业处于最前列，推动了全行业对多元与包容的重视。 二、转折点：政治逆风与经济寒潮然而，热潮未能延续。自2022年起，企业裁员和预算收紧使DEI部门成为首批被削减的对象。2024年后，形势急转直下。Walmart、Ford、Lowe’s、Amazon、Cisco、Intel等相继缩减或撤销DEI项目。Revelio Labs数据显示，2022年7月达到峰值后，美国上市公司DEI岗位已下降13%。尤其在特朗普重返白宫后，政府公开批评DEI政策“分裂社会”，这一政治立场加速了企业层面的退缩。 三、数据背后：DEI曾带来真实改变与批评者所称的“作秀式多元化”不同，Revelio Labs的研究显示，DEI团队确实产生了可量化的积极影响： 招聘结构优化：有DEI团队的公司录用的亚裔、非裔与西语裔员工比例更高； 员工满意度提升：这些公司在“文化与价值观”“多元与包容”评分上显著领先； 创新与绩效改善：研究表明，DEI投入与企业创新率、股价表现呈正相关。 尤其对非白人员工而言，DEI团队在公平薪酬、职业晋升、心理安全感方面起到了关键作用。这些成果的削弱，意味着职场公平与信任可能出现倒退。 四、象征性承诺与实质性行动的分水岭报告进一步指出，企业的DEI承诺分为“象征性”（Symbolic）与“实质性”（Substantive）两类。前者常见于换上彩虹Logo、发布平权声明等品牌行为；后者则体现在扩充DEI团队、推行包容性政策、调整晋升体系等结构性改变。数据显示：带有EEO（平等就业机会）声明的职位招聘，其录用员工中有色人种比例为33%，显著高于无声明企业的28%。但许多公司在高技术岗位中使用这些声明，却在一线服务岗位中忽视多元原则，显示出“选择性包容”的现象。 五、DEI人才的去向：理念未消，形式转变在DEI岗位被削减的同时，大量专业人士将经验迁移至人力资源、员工关系与培训等领域。55%的DEI人员已转入非DEI岗位，另有38%留在原公司但更换职能。报告指出：“DEI的标签在消失，但DEI的理念正被内化至组织管理的其他部分。” 六、结语：多元化不是政治议题，而是生存战略Revelio Labs在报告结尾警示：放弃DEI不仅意味着道德上的倒退，也将削弱企业的长期竞争力。未来企业若想在动荡的政治与市场环境中保持韧性，应当： 重新审视招聘渠道与评估标准，减少无意识偏见； 加强多元人才的留任与晋升机制； 用数据推动透明度与问责； 保护并传承DEI专业人才的经验。 “多元化不应被政治化，它是企业持续创新与适应的关键。”报告写道。DEI的退潮或许不可避免，但包容与公平的价值，仍将在那些真正相信它的企业中延续。
    Organizational Culture
    2025年11月03日
  • Organizational Culture
    聚合AI时代的华人HR力量 ——2025 NACSHR北美华人人力资源年度论坛在硅谷圆满落幕 Redefining HR in the Age of AI: NACSHR 2025 Annual Conference Concludes Successfully in Silicon Valley 2025年10月4日至5日，NACSHR 2025 北美华人人力资源年度论坛在硅谷成功举办。这场由北美华人人力资源协会（NACSHR）主办的行业盛会，以“AI时代的人力资源变革与未来领导力”为主题，汇聚了来自旧金山湾区、洛杉矶、休斯顿、纽约、西雅图、温哥华及墨西哥等地的六十多位华人HR嘉宾与行业领袖，共同探讨AI技术、人本文化与组织创新的未来方向。在这场为期两天的深度交流中，参会者既是学习者，也是分享者；既是倾听者，更是共创者。正如NACSHR 发起人 Gawain在开幕致辞中所言： “NACSHR不仅仅是华人HR的在北美的互动交流平台，更是一种连接的力量。我们在这里相互启发、相互成就，在AI的时代共同成长。” 本次论坛延续了NACSHR一贯的宗旨——以专业连接华人HR的全球力量，在AI与全球化浪潮下，汇聚思想、凝聚行动，为北美华人职场社群注入了新的信任与信心。 第一日 · 从AI到组织——重塑战略与协作的力量 10月4日的主题围绕“组织、AI与领导力”展开。多位嘉宾以不同视角深入剖析了AI如何重塑组织设计、决策逻辑与人才价值。 How to Design Your Organization to Support Global Business — Bijun Zhang 大会首日由本次论坛的主席 Bijun Zhang 开场。她以《How to Design Your Organization to Support Global Business》为主题，从组织设计与全球战略协同的角度，分享了跨地域团队在AI时代的成长之道。 她指出，组织设计的核心，不仅是结构，更是信任机制的建立。 “在跨时区、跨文化的团队中，真正的竞争力来自于‘清晰的边界’与‘有效的连接’。” Bijun结合多地实践案例，提出通过“授权矩阵 + 沟通链路 + 文化共识”三要素，让全球团队在敏捷环境中高效协作。她总结道：“组织的韧性，不在规模，而在结构设计的智慧。” The Art of Business Partnering in the Age of AI — Angela Rui 来自Canadian Solar 的 Global HR Director  Angela Rui 带来了关于“AI时代的业务伙伴艺术”的分享。她认为，AI已成为HRBP最具影响力的“共驾工具”，帮助HR从事务性支持者成长为决策共创者。 Angela以实战案例讲述，如何通过AI工具洞察员工行为模式、优化绩效反馈、支持战略决策。 “AI让数据更透明，但真正的价值在于HR如何提出更好的问题。” 她强调，在AI与业务共驾的过程中，人性洞察将是HR无法被取代的核心竞争力。 川普2.0签证移民新政解读与HR应对之道 — Jiaqi (Jacky) Ji 律师 来自 Reid & Wise律所 的律师 Jiaqi (Jacky) Ji 带来了一场兼具专业性与现实指导意义的主题演讲。他从“政策误读”切入，详细剖析了近期引发热议的“10万美元入境费”事件，指出在社交媒体与碎片化信息环境下，HR应如何保持政策判断力与合规决策力。 “这是一场现实版的‘烽火戏诸侯’——政策还未实施，恐慌已先传播。” Jacky系统解析了薪酬加权抽签机制、LCA提前布局策略及应对H-1B改革的关键要点。他提醒企业HR： “在全球化与政治风险并存的时代，合规不仅是防御，更是战略能力。” Panel：Organization Efficiency & AI Implementation 由 硅谷人才专家Tom Zhang 博士 主持的圆桌论坛聚焦“组织效率与AI实施”。与会嘉宾包括 Linda Lee（AI Fund Talent Partner）、Linsha Yao 与 Yalan Tan 等来自科技与生物医药行业的HR专家。 嘉宾们围绕“AI工具落地的关键障碍”展开深入探讨。讨论达成共识： “AI能带来工具效率，但真正决定成败的，是文化的开放度与管理层的信任度。” 论坛现场氛围热烈，案例交流兼具前瞻性与实操性。 会议间隙，不分嘉宾还参与了会议合影的拍摄。 Thought Leadership Session：AI & HR Leadership — Tina Weinberger 来自 Cisco/Splunk 的高级HR业务伙伴 Tina Weinberger 以《Beyond the Hype: AI + HR Leadership》为题，带来极具洞察力的分享。她指出，AI对HR最大的改变，并非工作流程，而是“对工作的感受”。 “AI not only changes how we work — it changes how we feel about work.” Tina提出“AI Confidence Framework”，包括四个核心要素：透明沟通、持续赋能、伦理治理、人机闭环。她强调，AI领导力的真正挑战不是工具选择，而是信任的建立。 “作为HR领袖，我们的使命不是管理变革，而是引导人走过变革。” HR’s Next Evolution: How to Co-Pilot with AI Agents — Dr. Tom Q. Zhang 硅谷人才专家 Tom 博士在演讲中提出“共驾思维（Co-pilot Mindset）”，他指出： “AI不会取代HR，但懂AI的HR，会取代不懂AI的HR。” 他展示了AI在招聘筛选、绩效预测、员工发展分析中的创新应用，并通过案例说明HR如何以AI为“副驾驶”，实现数据决策与人文洞察的融合。并强调未来的HR必须是会使用AI工具的人，同时在现场他还发布了一个正在招聘的HR主管岗位，其中之一的要求就是必须熟悉AI工具使用！这一要求引发全场同仁的思考和共鸣，也象征AI时代HR的新技能门槛 Solving HR Compliance and Payroll Challenges in North America with PEO — Joeyee Choon (ADP) 作为NACSHR战略合作伙伴代表，来自 ADP 的 Joeyee Choon 分享了PEO模式在北美合规与薪资管理中的创新实践。她指出：“在美国这样一个多州、多税制的环境中，共雇（Co-employment） 已成为企业提高合规与效率的关键机制。” 她以真实客户案例展示，企业通过PEO可平均节约20%的成本，并将HR从事务性流程解放出来。 “合规不是负担，而是组织持续成长的护栏。” Redefining HR: Finding Your Unique Advantage in the Age of AI — Sandy Qian 来自 TransGlobal Insurance Agency 的 Sandy Qian 带来题为《Redefining HR: Finding Your Unique Advantage in the Age of AI》的主题演讲。她以IKIGAI模型为框架，引导HR思考个人使命与组织目标的契合点。 “AI可以自动化你的任务，但IKIGAI定义了你无法被取代的价值。” Sandy提出，未来的HR应成为“技术的拥抱者、人性的守护者、组织文化的建设者”。 Panel：Building Leaders and Organizations in a Global Context 当天最后一个论坛由 Joki Jin 主持，嘉宾包括 Jane Xu、Carrie Peng、Cindy Fan、Grace Zhao等来自跨国科技与咨询领域的HR领导者。大家共同探讨了“全球背景下的组织领导力与人才流动趋势”，分享了多元文化团队中的实践心得。 “领导力的未来，不在权力，而在连接。” 她们从华人HR的视角出发，讨论如何在跨文化语境中平衡本地合规与全球战略，实现组织一致性与文化多样性共存。 Special Guest & VIP Dinner 夜幕降临，NACSHR特设的VIP Dinner 成为大会的温情收尾。在轻松的氛围中，嘉宾们围绕“AI与组织共生”“职业成长的长期主义”展开自由交流。这一环节不仅是社交聚会，更是一次深度链接与合作关系的延伸。许多嘉宾在会后已开启跨城市项目合作，成为未来持续共创的开端。 第二日 · 从组织到人本——在AI时代重新发现热爱与使命 10月5日的议程从技术与组织的视角，逐步走向“人性与热爱”的话题。AI不再是冷冰冰的系统，而成为激发创造力的伙伴。 From Business Leader to HR Head — Annie Jie Xu 开场分享嘉宾 Annie Jie Xu 分享了自己从20多年的商业领导者到HR负责人的转型之路。她以阿里巴巴二十年的成长经历为例，讲述如何从商业运营思维过渡到以人为本的组织建设！她谈到：最差的领导是很忙，最好的领导是会往后退。别人不帮你，是正常的，但是把事情做到极致，影响力就够了，别人也会来帮你。同时谈到阿里CPO童文红的职业经历启发了在场的每一位HR同仁。 “HR是企业灵魂的建构者。” Annie以她的经历呼应了AI时代的人本管理主题——技术永远重要，但理解“人”的能力更不可或缺。 AI驱动的组织文化变革：如何让人机协作成为竞争优势 — Austin (Bo) Sun Clausey AI 创始人 Austin Sun 带来对AI文化转型的系统思考。他以WM（Waste Management）的实践为例，指出： “AI项目失败的90%原因不是技术，而是文化。” Austin分享了如何通过内部AI培训、开放讨论与文化引导，让员工从焦虑到信任，最终实现AI共创。 “Don’t sell AI tools — build cultural momentum.”他的分享让“AI文化”从抽象概念变为可操作实践。 预见AI领导力进化 — Zhibin Liu 来自香港金融管理学院的 Zhibin Liu 客座教授，心理学家，以组织心理学视角探讨“高绩效与低焦虑的AI组织”。他通过实证研究与心理模型，说明AI领导力需要情绪智能（EQ）与适应智能（AQ）的双轮驱动。 “未来的领导者，既懂技术逻辑，也懂人心温度。” Performance and Rewards Redesign in a Changing Workforce 由 Gabby Zhao 主持的圆桌论坛邀请 Cathy Wu、Freya Wang、Eva Meng 等HR专家，从多行业角度探讨绩效与激励机制的再设计。在AI与远程工作并行的环境下，如何用数据衡量绩效、用文化驱动动力，成为共识焦点。 如何找到自己的热爱，并把它创造到工作中 — 张岩 国际认证教练、团队领导力导师 张岩 带来最具情感共鸣的演讲。 “热爱，不是找到的，而是被创造的。” 她提出“四步法”：探索纯愿、广而告之、聆听回响、循响而行。 “幸福不是找到理想的工作，而是让当下的工作变得理想。”她的演讲以温暖和力量为论坛注入人文收尾，成为两天会议的情感高点。 HR in Startups: Building HR Functions from Zero to One 由 Libby Sun 主持，嘉宾包括 Lisa Qi、Yuqing Zhang、Ethan Zheng。他们从初创企业的角度探讨HR体系建设与快速成长的平衡。 “在初创企业，HR不是后台，而是生存引擎。”几位嘉宾以实战案例分享如何在资源有限的环境中搭建HR制度与文化支撑。 Thriving as Chinese HR Professionals in the North American Workplace 由 Mindy Gao、Jane Liang、William Chin参与的最后一场论坛，以“华人HR的职业成长与文化认同”为核心。他们探讨了如何在北美职场中建立影响力、获得认可，并以社群的方式彼此赋能。 “我们不仅在职场中工作，更在用行动定义‘华人HR’的力量。” 论坛在热烈掌声中落幕。两天16个环节的思想碰撞，带来了丰富的启发与情感共鸣。NACSHR以实际行动践行着“连接、学习与成长”的理念，为北美华人HR群体构建了一个持续交流、相互成就的专业共同体。 “当技术重塑世界，我们用热爱与连接重塑HR的未来。” Stay Together, Stay Powerful.
    Organizational Culture
    2025年10月06日
  • Organizational Culture
    The best HR & People Analytics articles of October 2024 Never forget what the ‘H’ in HR stands for... This was the unanimous advice of the CEO panel, skilfully moderated by Charles-Henri Besseyre des Horts, at the recent Unleash World show in Paris, where I had the privilege of being emcee of the Main Stage. One of the main themes that emerged from the show (see my key learnings from Unleash) is that HR continues to make significant progress in its journey from support function to strategic partner. To complete this transition, HR must embrace data (as opening keynote Peter Hinssen put it: “You can’t connect the dots, if you don’t collect the dots”). Moreover, as I said in my opening words: HR can’t lead the charge on AI, skills and new ways of working, if it doesn’t upskill itself. This edition of the Data Driven HR Monthly is sponsored by our friends at Visier Pay Equity: A Critical Workforce Challenge You Can No Longer Ignore. According to a recent study by The Josh Bersin Company on pay equity, as it stands today, the gender pay gap won't close until 2048. Even worse: progress in some areas is slowing with less than 5% of companies excelling in pay equity despite it having 13 times the impact on employee experience compared to pay levels. Read the report. The report, “The Surprising Truth about Gender Pay Equity”., examines: The current state of gender pay equity Barriers companies face in addressing pay The projected timeline for closing the gender pay gap Examples of companies implementing strategies to achieve pay equity It’s time to face the challenge head-on, embed pay equity into everyday practices, and have informed conversations about compensation. Get the report. Visier gives you a Workforce AI Edge: the set of AI-powered capabilities every leader needs to confidently navigate an exponentially more challenging business environment. October road report October was a busy month. It started in New York, where I moderated a panel on Workestration at the NY Strategic HR Analytics Meetup Group before co-chairing the first People Analytics World to take place in the US. The next stop was Paris, for the aforementioned UNLEASH World, which had over 7,000 attendees. Finally, it was back to the US for a Peer Meeting for North American members of the Insight222 People Analytics Program®, which was hosted by Phil Wilburn and his team at Workday. For more on People Analytics World, I recommend reading takeaways from Craig Starbuck, PhD (here), Al Adamsen (here), Christopher Cerasoli (here), Lore Muraina, PMP, PMI-ACP, CPP (here), Lydia Wu (here), and Melissa Arronte (here). Thanks to Barry Swales for entrusting me to co-chair with Michael M. Moon, PhD. For more on Unleash, read my key learnings, as well as checking out the Unleash site for articles by Alexandra Nawrat, John Brazier and Lucy Buchholz. A huge thank you to Marc Coleman, Paige Richmond, Zoltán Kőváry and the whole Unleash team – it was a joy to work with you all again. A huge thank you too to Phil Willburn and the Workday team for hosting the Insight222 Peer Meeting at Pleasanton, as well as the speakers at the Peer Meeting: Shannon Vallina, Kanwal Safdar, Dr. Sebastian Projahn, Ashley Goldsmith, Rex Blodgett, Kun Gu, Victoria Holland, Greta Stahl, Kinnari Desai, Sven Linsmaier Finally, thanks as well to Stela Lupushor for inviting me to chair the panel on Workestration, Anna A. Tavis, PhD for hosting us at NYU, and Annie Dean, Brydie Lear and Chris Butler for making it such a rich conversation. Attendees at the Insight222 Peer Meeting for members of the Insight222 People Analytics Program, hosted by Workday, October 22-23, 2024 Sign-up to receive the 5th annual Insight222 People Analytics Trends research report The 5th Annual Insight222 People Analytics Trends study will be released on December 2. The report, which is informed by a survey of 340 participating organisations, will uncover how AI, data democratisation, and impactful people analytics strategies drive business value and elevate workforce decision-making. You can pre-register to receive the report on the day of release here or by clicking on the image below. Share the love! Enjoy reading the collection of resources for October 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 September’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. HYBRID, GENERATIVE AI AND THE FUTURE OF WORK ERIC ANICICH AND DART LINDSLEY - Reimagining Work as a Product If companies listen to employees the way they do customers, they can increase retention and engagement. In their Harvard Business Review article, Eric Anicich and Dart Lindsley challenge the traditional approaches to employee experience by painting a vision where work is viewed as a product employers offer to employees. Drawing on Clayton Christensen’s the jobs to be done theory, they suggest that employees ‘hire’ their jobs to fulfil specific needs, much as customers choose products. This perspective shifts the focus from maximising productivity to something akin to customer satisfaction. The authors share examples from a myriad of companies including Asana, Eli Lilly, Shopify and Dropbox, explain how companies can better balance company needs with employee satisfaction (see FIG 1), and discuss the merits of splitting the manager role in two (see also ‘Managers Can’t Do It All’ by Lynda Gratton and Diane Gherson). Finally, the article examines four challenges of implementing the model: (1) Changing HR (“Work-as-a-product requires a new HR mindset”). (2) Balancing employee preferences and organisational needs. (3) Maintaining flexibility and fairness. (4) Aligning incentives. FIG 1: Balancing company needs with employee satisfaction (Source: Anicich and Lindsley) NICHOLAS BLOOM, JAMES LIANG, AND RUOBING HAN - One Company A/B Tested Hybrid Work. Here’s What They Found With Amazon CEO Andy Jassy recently announcing that Amazon is going back to five days in the office: “to further strengthen our culture and teams”, this article by Nick Bloom, James Liang, and Ruobing Han based on A/B testing at Trip.com into different work modes makes for very interesting reading. The experiment involved 1600 employees being split into two groups. The first group worked five days a week in the office, with the second working three days in the office and two days a week at home. Over a two-year period, the experiment found no differences between the two groups in productivity, performance, promotion, learning or innovation. However, the study found that the hybrid group experienced higher satisfaction and lower attrition rates compared with their colleagues who worked exclusively from the office (see FIG 2). This reduction in turnover saved millions of dollars in recruiting and training costs, thereby increasing profits for the company. As the article explains, organisations can learn several valuable lessons from this study to implement a successful hybrid work model: (1) Establishing rigorous performance management systems, (2) Coordinating team or company-level hybrid schedules, (3) Securing support from firm leadership, and (4) A/B test their own management practices to find what works best for them. Our results showed that under a hybrid-work policy, Trip.com was able to generate millions of dollars of profits by reducing expensive attrition without any impact on performance, innovation, or productivity. FIG 2: Source: Hybrid working from home improves retention without damaging performance MICHAEL ARENA AND PHILIP ARKCOLL - The collaboration mandate: Does returning to the office improve innovation? What we need isn’t an office mandate—it’s a “collaboration mandate.” Shifting our focus from where we work to how we work could unlock the innovation we’re seeking. In all the hullabaloo of return to office mandates, there’s still too much focus on where employees work rather than how they collaborate. As Michael Arena and Philip Arkcoll write in their excellent article, dragging employees back into the office won’t magically spark innovation. Instead of an office mandate, they advocate for a “collaboration mandate”. The article explains how innovation is generated through three critical phases of collaboration: (1) Discovery (“the generation of new ideas and insights, often benefiting from the intentional bridging of connections and in-person interactions”), (2) Development (“transforming those ideas into viable solutions, where the focused team interactions of experimentation and rapid iteration are essential. It also requires an environment with minimal distraction for focused concentration.” – see FIG 3) and (3) Scaling (“the process of implementing solutions across the organization, which requires more deliberate interactions with key influencers to ensure widespread adoption and buy-in.”). The article examines the impact of remote and in-person on each stage, and provides guidance on practices to improve collaboration in each. For more, I recommend listening to Michael on a recent episode of the Digital HR Leaders podcast with me: What the Impact of Distributed Work on Organisational Networks Tells Us About the Future of Talent Management. FIG 3: High levels of focus, such as 4.4 hours daily versus a low focus level of 2.7 hours, significantly drive productivity in development (Source: Worklytics) https://youtu.be/-giwBOuYwio BCG - Five Must-Haves for Effective AI Upskilling Embedding AI in daily tasks at all levels creates a network effect: the more people use and understand it, the more the entire organization gains in knowledge, innovation, and efficiency. Upskilling its workforce on AI helps a company maximise its investments in the technology and equips it with a competitive edge. In a new study by BCG, Hean-Ho Loh, Vinciane Beauchene, Vladimir Lukic, and Rajiv Shenoy provide guidance on five actions to help achieve this: (1) Assess needs and measure outcomes (the article recommends using the Kirkpatrick method). (2) Prepare workers for change - individually, at the team level, and organisation-wide. (3) Introduce appropriate incentives to unlock employees’ willingness to learn (e.g. nudges). (4) Position the C-suite at the forefront of adoption and training initiatives. (5) Use AI tools and the network effect to upskill people on AI (see FIG 4). FIG 4: AI learning and support tools fall into four categories (Source: BCG) KAI HAHN | INTELLIGENT ENTERPRISE LEADERS ALLIANCE - AI & The Future of Work Within People Analytics’ transformation into a strategic business partner the advance of AI is shaping up as an accelerator if used to drive business outcomes Kai Hahn presents the results of a comprehensive study by the Intelligent Enterprise Leaders Alliance on the state of AI adoption in HR and people analytics. The report features a stellar list of contributors including: Arianna Huffington, Dave Ulrich, Dr Tomas Chamorro-Premuzic, Amit Mohindra, Nicole Lettich, Kalifa Oliver, Ph.D. and Alim A. Dhanji. Key findings include: (1) Talent Acquisition is at the forefront of embracing AI tools with 70% currently piloting/leveraging AI, followed by People Analytics and L&D with 65%. (2) Priorities for People Analytics in the next 6-12 months with AI are first and foremost automating HR operations. (3) The biggest barrier to adoption is resistance to change, ahead of skills gaps, challenges with data quality and security, privacy and trust, and ethical concerns and bias. FIG 5: Where organisations are leveraging AI in HR (Source: IELA) PEOPLE ANALYTICS JAAP VELDKAMP - Positioning People Analytics into the HR Service Model: A Path to Sustainable Impact Embedding People Analytics within the HR Service Model is essential for creating a lasting and meaningful impact. In his thoughtful article, Jaap Veldkamp, Global Head of People Analytics and Organisational Effectiveness at ABN AMRO, provides guidance on how people analytics should be positioned within the broader HR service model. Jaap provides a simplified view of the HR operating model (see FIG 6), which has three components: (1) Identifying needs. (2) Prioritising needs. (3) Executing and evaluating strategies. He then describes how the key capabilities of ABN AMRO’s people analytics function (Dashboarding and reporting, Employee listening, Data science and research, Organisational effectiveness, and Consulting) flow through the HR service model. As Jaap highlights: “the overall aim is to ensure that the capabilities of the People Analytics team are part of every step in the HR Service Model.” FIG 6: Simplified HR Service Model (Source: Jaap Veldkamp) RICHARD ROSENOW - From Data to Strategy: The New Role of Workforce Systems Leaders in Transforming HR Without a Workforce Systems Leader, these decisions fall to the CHRO, pulling them into day-to-day inter-functional debates when they should focus on the strategic vision In Insight222’s recent study, Building the People Analytics Ecosystem, we identified three types of people analytics leader that are emerging as the people analytics operating model continues to evolve. One of these – the Portfolio Analytics leader – has similarities to a trend identified by Richard Rosenow in his new white paper for One Model. The findings are based on more than 40 HR teams hiring a Workforce Systems Leader combining people strategy, operations, technology, data and analytics (see FIG 7). In the paper, Richard covers: (1) Key challenges in people analytics – how the role of people analytics often extends far beyond their original role description. (2) Mastering the People Data Supply Chain – highlighting the essential steps to building a robust people analytics function. (3) The emergence of Workforce Systems Leaders. Read a preview in Richard’s LinkedIn post and download the full paper here. FIG 7: The role of a Workforce Systems Leader (Source: One Model) SCOTT ROGERS - People Analytics & HRBPs - Navigating the art of imperfect collaboration | ALDAR NIKOLAEV - People Analytics Recipes: Advancing Employee Turnover Story P.1 | RALF BUECHSENSCHUSS - Becoming a data-driven (HR) organization - Leveraging generative AI to democratize data and insights | PETER MEYLER – How much time do People Analytics teams spend on reporting vs. analytics? | PATRICK COOLEN – The Four Faces of People Analytics | YUYAN SUN - 5 Ways to Use AI in People Analytics Everyday 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) Having worked in both domains, Scott Rogers is well-qualified to explore the dynamics of the HRBP-People Analytics relationship. He presents a framework identifying the key focus areas for people analytics leaders (e.g. championing HR operational excellence) and HRBPs (e.g. engaging with and advocating for people analytics). (2) Aldar Nikolaev provides a practical guide on how to analyse and visualise employee turnover and conduct scenario planning (see FIG 8). (3) Ralf Buechsenschuss offers a practical guide – including videos – to showcase what is already possible when embedding generative AI into the flow of work in the context of people analytics. (4) Peter Meyler presents the findings of his survey, which finds that 48% of people analytics teams spend at least 75% of their time on data and reporting. (5) Patrick Coolen documents the four faces of people analytics practices: the strategist (see FIG 9), the gatekeeper, the specialist, and the designer. (6) Yuyan Sun breaks down five ways to use AI everyday in people analytics: Don't just use AI as a tool. Use it as a thought partner. FIG 8: Measuring employee turnover (Source: Aldar Nikolaev) FIG 9: The Four Faces of People Analytics: The Strategist (Source: Patrick Coolen) THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE MARC EFFRON - It’s (Still) the Mortar not the Bricks Some CHROs are not willing to drive significant change in reducing headcount, upgrading the capabilities of their team or holding their HRLT accountable to “wire” the business properly. Marc Effron and his team at The Talent Strategy Group cut through the hyperbole to analyse the state of the HR operating model, critique what the consulting firms (EY, Deloitte, Gartner, Mercer and McKinsey) propose and where they fit with the Ulrich Model, and offer guidance on how to structure, upskill and wire your HR operating mode for success. Highlights include Effron’s views that: (1) Dave Ulrich’s model is the reference standard for good HR operating models. (2) That despite statements to the contrary by the consulting firms advocating why the HR operations model needs to change, the world of work remains largely the same. (3) HRBP’s should be fewer in number, stronger in capabilities and deployed against major business units and/or geographies. (4) The future HR service centre will perform a far larger percentage of overall HR work and do at least 80% of this through technology. (5) Companies should create an ‘HR Wiring Team’ to assess where the HR wiring is either not fully developed or isn’t being followed. Effron defines wiring as “Wiring means the agreement among HR team members about how vital processes will flow – the steps, the accountabilities, the technology, etc.” A compulsory read for any chief people officer considering whether to revamp their HR operating model. FIG 10: People Value Chain (Source: EY) SHARI CHERNACK AND JONATHAN GORDIN | MERCER - 2024 Voice of the CHRO: Maximizing HR effectiveness in a changing landscape Article | Full Report While much of the focus and headlines of Mercer’s 2024 Voice of the CHRO report, authored by Shari Chernack and Jonathan Gordin, is understandably on the challenges and opportunities associated with AI (see FIG 11), what really stands out for me is the section on maximising HR’s influence with the C-suite and board. The results demonstrate that HR is increasingly a strategic partner: 56% of CHROs meet with the board every week, 51% report higher levels of C-suite engagement than previous years, and 71% report high alignment on HR and people priorities. Data is increasingly key, with 76% of CHROs believing that using data to showcase HR’s impact on business performance will help drive further engagement with the C-suite and board. The report highlights six key actions for CHROs: (1) Accelerate AI for HR readiness. (2) Drive AI adoption across the enterprise. (3) Strengthen C-suite relationships and alignment. (4) Understand and plan to bolster key skills. (5) Don’t sleep on employee experience. (6) Build your HR team for the future. Build your HR team for the future. Reshape and develop your team to reflect the cross pressures of increasingly complex demands on HR, including an anticipated need for greater technology and analytical expertise on the team, and the lean HR team size in most organizations. FIG 11: AI’s anticipated impact (Source: Mercer) MARK WHITTLE, LIANA PASSANTINO AND MAGGIE SCHROEDER-O’NEAL | GARTNER - Top 5 Priorities for HR Leaders in 2025 Leader and manager development remains the No. 1 priority in 2025 for HR leaders for the third consecutive year, according to Gartner, with organisational culture, strategic workforce planning, change management and HR technology rounding off the top five (see FIG 12). The report (authors: Mark Whittle, Liana Passantino, PhD, and Maggie Schroeder-O’Neal) provides detailed analysis on each of the top five priorities, defining the problem statement and imperative for each along with a case study. My eyes were drawn to the section on Strategic Workforce Planning (SWP) and the rather stark finding that only 15% of organisations currently practice SWP. Guidance is provided on expanding the scope and complexity of SWP through small phases and a powerful case study is provided on Merck (kudos Ruben Groen Alexis Saussinan) (see FIG 13): Instead of striving for perfection and getting stuck gathering every piece of information available, Merck’s SWP team reduces the complexity of SWP by narrowing their team’s focus to solving a problem, enabling them to take action and drive impact. FIG 12: Top 5 Priorities for HR Leaders in 2025 (Source: Gartner) FIG 13: How Merck prioritizes SWP needs by relevance and actionability (Source: Gartner) ROB BRINER | CORPORATE RESEARCH FORUM - Driving Organisational Performance: HR’s Critical Role HR functions can and should do more to contribute to organisational performance. But, in order to do this, they need to be able to identify for themselves and in their context what specifically they need to do to help the business meet its strategic objectives. The purpose of this excellent new report, authored by Rob Briner for the Corporate Research Forum (CRF), is to provide a framework for HR functions to more effectively drive performance – within their own organisational context. There’s lots to unpack in the report, but highlights include: (1) The evaluation of six ways of thinking about how HR impacts organisational performance (see FIG 14). (2) Key questions HR should be able to answer about the business, its strategic objectives, and how HR can help achieve these objectives. (3) Guidance on joining the causal dots between HR practices and strategic objectives. (4) A self-assessment for HR leaders to assess how well their own function contributes to organisational performance. (5) An eight-step process model of how HR can drive organisational performance. For more from Rob Briner, I recommend listening to his conversation with me on the Digital HR Leaders podcast: What is Evidence Based HR and Why is it Important? FIG 14: Perspectives of how HR contributes to organisational performance and likely value (Source: CRF, Rob Briner) PwC - Saratoga Annual Benchmarking Report 2024 As the introduction to this report highlights, PwC Saratoga has over 30,000 benchmarks for 1000+ metrics covering a wide variety of HR and workforce topics. This annual report includes benchmarks for 400 organisations across 20 industries including those related to employee attrition, talent attraction, and diversity, equity and inclusion, as well as benchmarks relating to HR and people analytics FTE ratios (see FIG 15 for FTE ratios for business partners and people analytics). Similar to the annual People Analytics Trends study we publish at Insight222, Saratoga finds that people analytics is showing rapid growth in many industries including technology, financial services and manufacturing/engineering. There is an increasing focus on people analytics as organizations invest deeper into digital capabilities and as the importance of data is elevated across industries. FIG 15: HR Business Partners and People Analytics FTE ratios 2022 and 2023 (Source: PwC Saratoga) WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS JAEJIN LEE - Skill-based Transformation: “Don't Start with Skills, Start with Work!” Jaejin Lee takes an incredibly thoughtful deep-dive on the shift towards a skills-based organisation. He analyses a number of factors driving this shift including why the consensus is shifting towards skills, the technology changes driving the movement, and the need to start with the work while viewing the transformation through an employee-centric lens. Jaejin also shares two examples from his consulting work of skills-based network analysis (see FIG 16 for example that clusters the company’s employees' skills based on their similar attributes). Finally, Jaejin shares resources from experts including John Boudreau, Ravin Jesuthasan, CFA, FRSA, and Tanuj Kapilashrami, and rounds proceedings off by providing a checklist for companies to conduct a self-diagnosis with regards to skills (see FIG 17). A tour de force. FIG 16: Using network analysis to group skills with similar attributes into categories (Source: Jaejin Lee. FIG 17: Skills-based organisational diagnostic self-checklist (Source; Jaejin Lee) EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING ETHAN BURRIS, BENJAMIN THOMAS, KETAKI SODHI, AND DAWN KLINGHOFFER - Turn Employee Feedback into Action Ultimately, success (in employee listening) lies in empowering leaders to translate insights into concrete actions, effectively communicating progress, and fostering a continual feedback loop that values and respects the diverse voices within the organization. "To manage the employee experience, leaders must deeply understand employees’ perceptions, feelings, and desires and respond thoughtfully. This is particularly crucial when immense resources are invested in gathering employee feedback through pulse surveys, town halls, and data scraping from internal communications. But leaders are often overwhelmed by the data and struggle to translate it into actionable insights." In their Harvard Business Review article, Ethan Burris, Benjamin Thomas, Ph. D, SHRM-CP, Ketaki Sodhi, PhD, and Dawn Klinghoffer, share insights from interviews with more than two dozen companies to outline seven challenges and demonstrate how leading places to work have built an integrated process for assembling and understanding employee input and translating it into action. The seven challenges are: (1) Making sense of all that data. (2) Making sure employees feel heard. (3) Identifying the actual underlying problems. (4) Protecting employee privacy. (5) Navigating conflicting views. (6) Not burying bad news. (7) Providing meaningful follow-up. STEPHANIE DENINO - Moving Beyond Work as a Black Box: Uncovering & Addressing the Hidden Friction Work is more than just a black box of outputs—it’s a complex system with hidden friction that we often overlook. In her thoughtful article, Stephanie Denino, Managing Director at TI PEOPLE, examines the consequences of treating work like a black box. She breaks down the core components that make up work: “(1) a worker that is (2) trying to do something (key activities or moments of their work experience), in which (3) they interact with things like technology, people, and processes” (see FIG 18). Stephanie identifies that by capturing data on how work unfolds from the worker’s perspective, leaders can better identify and reduce work friction, ensuring productivity gains and enhancing employee satisfaction. The article presents strategies to move beyond surface-level metrics and focus on the intricate moments of work that truly drive business outcomes. FIG 18: Work can be broken down into three components (Source: Stephanie Denino) LEADERSHIP, CULTURE, AND LEARNING MCKINSEY - Going all in: Why employee ‘will’ can make or break transformations For a company undergoing transformation, cultivating employee “will” to change the way it operates is critical for success. Writing for McKinsey, Dominic Skerritt, John Parsons, Mary Lass Stewart, Matthew Schrimper, and Nicolette Rainone, Ph.D. highlight the people element of successful transformations. They set out a three step-process (see FIG 19): Elevate, empower, energize to cultivate employees’ will to drive transformation. (1) Elevate a strong core of employees across all levels to lead the transformation. (2) Empower a broad coalition of change leaders to embody new ways of thinking and working. (3) Energize all employees to transform. FIG 19: Organisations can galvanise a workforce’s will to transform with three actions (Source: McKinsey) CONSTANCE NOONAN HADLEY AND SARAH L. WRIGHT – We’re Still Lonely at Work In recent years, the huge impact that work loneliness is having on healthcare costs, absenteeism, and turnover has received widespread attention. Despite growing awareness, the problem remains, with one in five employees worldwide feeling lonely at work. In their article for Harvard Business Review, Connie Noonan Hadley and Sarah Wright debunk myths about work loneliness, such as the belief that in-person work or team assignments can solve the issue. They provide guidance on seven actions companies can take to put loneliness on the agenda: (1) Measure loneliness (see FIG 20); (2) Design slack into the workflow; (3) Create a culture of connections; (4) Build socialising into the rhythm of work; (5) Keep social activities simple; (6) Maximise each work mode for connection; (7) Actively recruit participants. FIG 20: A tool for measuring work loneliness (Source: Constance Noonan Hadley and Sarah L. Wright) DIVERSITY, EQUITY, INCLUSION, AND BELONGING McKINSEY AND LEANIN.ORG – Women in the Workplace: The 10th Anniversary Report Organizational change is a marathon, not a sprint, and making meaningful strides for women requires both hope and resilience. When leaders create a compelling vision of what’s possible, workplaces are better equipped to drive and sustain progress. Despite progress over the past decade, parity for all women in the workspace is almost 50 years away according to the 10th Women in the Workplace report by McKinsey and Leanin.Org. At the current trajectory, it will take 22 years for white women to achieve leadership parity—and more than twice as long for women of colour (see FIG 21). As ever, the report is an absorbing read with part 4, A Data-Driven Approach to Solutions, being required reading for people analytics professionals. In terms of implementing consistent processes, the report recommends four key building blocks: (1) making sure employees understand why a new practice is important; (2) teaching employees the skills they need to do their part; (3) putting mechanisms in place to support the practice; and (4) ensuring leaders role model the right behaviours. Finally, the report also provides guidance on tackling three areas that are especially important for advancing women and fostering inclusion: (1) De-biasing hiring and promotion (see FIG 22); (2) Inspiring and equipping employees to curb bias and practice allyship; and (3) Unlocking the power of managers to influence careers and team culture. Kudos to the authors: Alexis Krivkovich, Emily Field, Lareina Yee, and Megan McConnell, with Hannah Smith. FIG 21: It will take nearly 50 years to achieve gender parity for all women (Source: McKinsey) FIG 22: Research based tips for making hiring and performance reviews fairer (Source: McKinsey) 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 October that I recommend readers delve into: LOUJAINA ABDELWAHED, LISA K. SIMON, TOBY CULSHAW, AND REMY GLAISNER - Stuck in Neutral: Why Employees are Staying Put – Loujaina Abdelwahed, PhD, Lisa K. Simon, Toby Culshaw, and Remy Glaisner highlight Revelio Labs data finding that employee attrition rates are at their lowest in a decade. They explore the reasons for this and outline the conditions that would return attrition rates to their long-term average e.g. an increase in demand (15% increase in job postings), combined with 10% higher salaries and a tighter labour market (job postings taking 10% longer to fill). FIG 23: The decline in attrition in 2024 is unexplained by common factors (Source: Revelio Labs) DIDIER ELZINGA AND AMY LAVOIE - Research: The Long-Term Costs of Layoffs – Didier Elzinga and Amy Lavoie share the findings of a study by Culture Amp to understand the impact of company layoffs on employee engagement. These include: (1) After layoffs, companies see a significant drop in employee experience in many key areas. (2) High employee engagement prior to layoffs won’t protect you from the negative impact of doing layoffs. (3) Recovery takes time (see FIG 24). FIG 24: Change in favourability from pre-layoff (Source: Culture Amp) FRANCISCO MARIN - The Power of Collaborative Freedom: Aligning Interests, Collaborators, and Schedules – Francisco Marin of Cognitive Talent Solutions explains how collaborative freedom, which he sees as the underlying principle of a network-first future of work, discusses how the key facets of collaborative freedom – from increased autonomy and cross-functional cooperation to enhanced transparency - contribute to creating a more effective, agile, and rewarding work environment, “where employees are motivated not just by individual success but by the shared goals and achievements of the organization.” VISIER - Visier's Top 50 HR Leaders To Watch in 2025 – It’s a nice move (and a clever marketing one!) by Visier Inc. to highlight a group of their data-driven innovator clients. It’s certainly good to see the likes of Adam McKinnon, PhD., Angela LE MATHON, Jeremy Shapiro, Katherine Ward, Doug Shagam, Poonam Sirigidi, Julien Legret, Annalyn Jacob, Ph.D., Erik Otteson, Shannon Rutledge, Kai Wehmeyer, Jill Larsen, Ian Bailie, Alan Susi, and Scott Judd get some well-deserved recognition. 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): MARK PRICE AND BRUCE DAISLEY - Can happy workers improve your company results? – Mark Price, former CEO at Waitrose, joins Bruce Daisley on the consistently excellent Eat Sleep Work Repeat to discuss the business benefits of investing in happy employees. The episode features a powerful example of how after acquiring Somerfield, and focusing on motivating the inherited workforce, Mark was able to reduce employee turnover from 75% to 17% within months. ETHAN BERNSTEIN AND MICHAEL HORN - The Real Reasons Employees Quit — and How to Retain Them – Ethan Bernstein and Michael Horn join Alison Beard on HBR IdeaCast to share their research on employee turnover, which points to a host of push and pull forces that cause workers to jump ship, and also outlines better retention strategies. NICK LYNN - “Small Changes Can Add Up To Something Big” – Culture, Change Management and the Employee Experience – Nick Lynn joins Mike Petrusky on the Workplace Innovator podcast to discuss the current world of the workplace and how leaders can build a culture of trust and higher engagement BRYAN HANCOCK AND EMILY FIELD - Will generative AI hurt middle managers—or help them? – In an episode of The McKinsey Podcast, together with host Lucia Rahilly, Emily Field and Bryan Hancock revisit their book, Power to the Middle: Why Managers Hold the Keys to the Future of Work, one year on to share how middle managers can use gen AI to support their teams more effectively—and update their image while they’re at it. KELLY MONAHAN - What trends will have the most impact on the future of work? – Kelly Monahan, Ph.D. joins host JP Elliott, PhD on The Future of Work Podcast to discuss the key trends that are impacting the future of work including why she believes that the skills-based organisation movement is stuck in the theory phase and the challenges it faces in implementation. GREG PRYOR - Why Social Network Perspective Matters – Greg Pryor joins Stacia Sherman Garr and Dani Johnson on Workplace Stories to share how social capital—our connections and relationships—drives business outcomes, sparks innovation, and boosts career growth. Listen to Greg, and then tune in to his sparring partner, Michael Arena, on the Digital HR Leaders podcast: What the Impact of Distributed Work on Organisational Networks Tells Us About the Future of Talent Management. VIDEO OF THE MONTH NICKLE LAMOREAUX - How IBM Uses AI to Transform HR In celebration of IBM's CHRO Nickle LaMoreaux recently being recognised as HR Executive of the Year, this month's Video of the Month features Nickle in discussion with me earlier this year on the Digital HR Leaders podcast where she shares how IBM is pioneering the use of AI in HR, and how this is revolutionising its approach to talent management, employee engagement, and predictive analytics. BOOK OF THE MONTH YUVAL NOAH HARARI - Nexus While I was on my travels at People Analytics World in New York and then Unleash World in Paris, at least ten people I respect told me that I simply had to read Nexus, the new book by Sapiens author Yuval Noah Harari. So, I ordered it in time to take with me to the US the week after Unleash – and they were right. It’s brilliant. It’s basically the story of how information networks have made, and unmade, our world. With the opportunity – and threat of AI – this is a book everyone in our field should read. Rory Stewart describes Nexus as: “Bold, original, erudite, provocative and entrancing,” and I couldn’t agree more. RESEARCH REPORT OF THE MONTH ALEXIS FINK AND COLE NAPPER - The World of HR Is Changing Rapidly: I-O Psychology Can Help – In their new paper for Society for Industrial and Organizational Psychology (SIOP), Alexis Fink and Cole Napper, people analytics leaders at Meta and FedEx respectively, break down the role of the industrial-organisational (IO) psychologist, and how they are helping organisations to manage the transformation being driven by advancements in artificial intelligence, emerging technologies, and evolving cultural landscapes. Insight222 ’s research on Leading Companies in People Analytics, identified I/O psychology as one of three key skills these companies are focused on hiring, developing and retaining to drive success (along with data scientists, and consultants), so this paper is an important read for chief people officers looking to advance their people analytics function. FROM MY DESK October saw the final episode of Series 41 of the Digital HR Leaders podcast, sponsored by Visier Inc. (thanks Adedamola Adeleke), and the first three episodes of Series 42, sponsored by Workday (thanks Sophie Barnes and Jennifer Neumann) as well as a number of articles penned by yours truly. Key Learnings from Unleash World 2024 – My key learnings from the main stage at the recent Unleash World show in Paris - together with the slides I used to kick off the event. Key Learnings from Insight222 Global Executive Retreat 2024 Insights: Shaping the Future of People Analytics – My key learnings from the recent 7th Annual Insight222 Global Executive Retreat, which features learnings from speakers including: Janine Vos , Prasad Setty, and Erin Meyer. How can workforce analytics enhance HR decision-making and drive business success? – A round-up of Series 41 of the Digital HR Leaders podcast, with insights from episodes featuring: Diane Gherson, Lynda Gratton, Angela LE MATHON, Keith Bigelow, Tanuj Kapilashrami and Ravin Jesuthasan, CFA, FRSA. Three ways to Upskill HR in Data Literacy – The team at Workday shared a summary of insights from my recent speech at Rising on how to improve the data literacy of HR professionals. SHARON TAYLOR AND JACO VAN VUUREN - Digitising HR for 55,000 Employees: Lessons from Standard Bank – Sharon Taylor, Chief People and Culture Officer, and Jaco Van Vuuren, Chief Operating Officer for Human Capital, join me to share the HR transformation journey at Standard Bank. MICHAEL FRACCARO - How Mastercard is Using AI to Drive Employee Success and Leadership Growth – Michael Fraccaro , Chief People Officer at Mastercard, shares how the company is using AI across HR, building a skills-based organisation, and how their Culture Health Index helps shape discussion and decisions with the Board. MICHAEL ARENA - What the Impact of Distributed Work on Organisational Networks Tells Us About the Future of Talent Management – Michael Arena joins me to discuss what the latest research on network analysis teaches us about hybrid working, team sizes, and the importance of social capital. JASON SCHECKNER - How Talent Orchestration Connects AI Investments to Real Business Results – Jason Scheckner of HiredScore by Workday joins me to discuss how talent orchestration is the key to unlocking AI’s full potential and transforming HR operations into a strategic powerhouse. 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 Nick Broughton for including me in his list of remote work leaders to follow. Thomas Kohler for including the Digital HR Leaders podcast episode with Michael Fraccaro in his HR Resources of the Week. Thinkers360 for including me in their Top Voices EMEA 2024. Elaine Parr for sharing the Digital HR Leaders podcast episode with Nickle LaMoreaux on how IBM is pioneering the use of AI in HR. Olimpiusz Papiez for his thoughtful learnings about the Digital HR Leaders podcast episode with Jason Scheckner. Sven Hultin for publishing his analysis of Insight222's recent research on the People Analytics Operating Model: Democratizing workforce insight in a relevant context fuels adaption towards future relevance. Stela Lupushor for inviting me to moderate a panel at the recent New York Strategic HR Analytics MeetUp on Workestration and Neeru Monga (here), Tony Ashton (here), Ekta Lall Mittal (here), Anna A. Tavis, PhD (here) and Olivia Li (here) for their LinkedIn posts sharing some of the key learnings and pictures from the event. Finally, a huge thank you to the following people who either shared the September edition of Data Driven HR Monthly and/or posted about my sessions at Unleash, People Analytics World, and Workday Rising. It's much appreciated: Craig Forman, Zornitza Iankova, SPHR, Brandon Merritt Johnson, Hrvoje Bulat, Rebecca Hone, Emma Mercer (Assoc CIPD, MLPI), Dr. Max Muge Bakkaloglu, Kerron Ramganesh, Kristina Schoemmel, Perri Ma, Justin Shemeley, Kelly Satterfield, Luis Maria Cravino, Zina Al Taie, MBA, Joachim Rotzinger, Tobias W. Goers ツ, Anna Gullstrand, Ian Bailie, John Guy, Ouarda Guergour, Markus Graf, Sydney Dolanch, Noam Mordechay, Dorothy Dalton, Victoria Holdsworth, Nima Sherpa Green, ✅ Sarah E. Danzl Nirit Cohen ?, Andrew Pitts, Pierre Dejonghe, Jane Bech, MA-OP, CODP, Shannon Peterson, Nicole Davis, Davina Erasmus, Blaine Ames, David Balls (FCIPD), Dan George, Amardeep Singh, MBA, Yotam Ainom, Roshaunda Green, MBA, CDSP, Phenom Certified Recruiter, Henrik Håkansson, Kouros Behzad, Marijana Brasiello, MHRM, Catriona Lindsay, Adam Tombor (Wojciechowski), María Esther Sánchez, Silvia Schleiffer-Gouveia, Rajarshee Mukherjee, Volker Jacobs, Laszlo Bock, Daniel Farrell, Kevin Legel, Aravind Warrier, Lewis Garrad, Francisca Solano Beneitez, Jose Luis Chavez Vasquez, Dr. Jeeta Sarkar, Jorge Arevalo, Andreea Lungulescu, Maria Alice Jovinski, Philip Arkcoll, Corine Boon, Pietro Mazzoleni, Dave Millner, Bob Pulver, Wayne Tarken, David McLean, Swechha Mohapatra (IHRP-SP, SHRM-SCP, CIPD), Aurélie Crégut, David van Lochem, Vivek Ojha, Hanadi El Sayyed, Phil Kirschner, David Hodges, Jean-Francois Riand, Malgorzata Langlois, Shujaat Ahmad, Graham Tollit, Sebastian Kolberg, Phil Inskip, Sebastian Knepper, Caitie Jacobson, Asaf Jackoby, Melissa Hopper Fritz, Stephanie Murphy, Ph.D. Paul Daley, Stephen Hickey, Sarajit Poddar, Søren Kold, Jacob Nielsen, Dolapo (Dolly) Oyenuga, Manisha Singh, Monalisa Routray, Courtney McMahon, Irada Sadykhova, Geetanjali Gamel, Dave Fineman, Megan Buttita, MLIS, Mariana Hebborn PhD, Rob Kok, Keran Dhillon, Alex Browne, Chris Long, Pedro Pereira, Gal Mozes, PhD, Aritra Majumdar, Mia Norgren, Matthew Fleisher, PhD, Matt Elk, Christina Bui, Agnes Garaba, Laurent Reich, Jeff Wellstead, Danielle Bushen, Nick Hudgell, Jordan Hartley, John Gunawan, Casey G. Brower, PMP, Serena H. Huang, Ph.D., Bo Vialle-Derksen, Trish Uhl, PMP ??, Ken Clar, Isabel Naidoo, Mariami Lolashvili, Sophia Huang, Ed.D., Philippa Penfold, Sonia Mooney, Ian Grant FCIPD, Dr. Peter Schulz-Rittich, Irene Wong, Tim Peffers, Marcela Mury, Andrés García Ayala, Giovanna Constant, John Golden, Ph.D. Tanguy Dulac 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 2024 and early 2025: November 19-20 - Insight222 European Peer Meeting (hosted by Merck in Darmstadt, Germany) - exclusively for member organisations of the Insight222 People Analytics Program December 5 - Visier Outsmart Local - Building Your People Data Strategy, London December 10-12 - Workday Rising EMEA, Amsterdam February 26-27 - People Analytics World, Zürich April 29-30 - People Analytics World, London More events will be added as they are confirmed.   主要作者和贡献者： David Green - Insight222的管理合伙人，专注于HR数据分析和未来工作趋势。 Eric Anicich 和 Dart Lindsley - 探讨“将工作视为产品”的方法。 Nicholas Bloom, James Liang, Ruobing Han - 基于Trip.com的混合办公A/B测试研究。 Michael Arena 和 Philip Arkcoll - 关于协作的重要性，倡导“协作要求”而非“办公要求”。 Hean-Ho Loh, Vinciane Beauchene, Vladimir Lukic, Rajiv Shenoy - 来自波士顿咨询公司（BCG），探讨AI技能提升的关键因素。 Kai Hahn - 智能企业领袖联盟的报告撰写者，探讨AI在HR中的应用。 Jaap Veldkamp - ABN AMRO的全球HR数据分析负责人。 Richard Rosenow - Insight222的一份研究报告撰写者，讨论HR系统的演变。 Scott Rogers, Aldar Nikolaev, Ralf Buechsenschuss, Peter Meyler, Patrick Coolen, Yuyan Sun - 各自讨论了HR数据分析在不同领域的应用。 Marc Effron - The Talent Strategy Group创始人，专注于HR运营模式。 Shari Chernack 和 Jonathan Gordin - Mercer的CHRO报告作者，探讨HR的战略角色。 Mark Whittle, Liana Passantino, Maggie Schroeder-O’Neal - 来自Gartner，讨论2025年HR的五大优先事项。 Rob Briner - Corporate Research Forum的作者，提供了HR推动组织绩效的框架。 Jaejin Lee - 探讨技能导向的组织转型。 Ethan Burris, Benjamin Thomas, Ketaki Sodhi, Dawn Klinghoffer - 在Harvard Business Review中讨论如何将员工反馈转化为行动。 Stephanie Denino - TI People的总监，讨论工作中隐藏摩擦的影响。 Dominic Skerritt, John Parsons, Mary Lass Stewart, Matthew Schrimper, Nicolette Rainone - McKinsey作者，探讨组织变革中的员工意愿。 Constance Noonan Hadley 和 Sarah L. Wright - 研究工作中的孤独感。 Alexis Krivkovich, Emily Field, Lareina Yee, Megan McConnell, Hannah Smith - 来自McKinsey和LeanIn.Org的性别平等报告的作者。 Loujaina Abdelwahed, Lisa K. Simon, Toby Culshaw, Remy Glaisner - Revelio Labs的数据分析师，研究员工流动率。 Didier Elzinga 和 Amy Lavoie - Culture Amp的研究人员，探讨裁员的长期影响。 Francisco Marin - Cognitive Talent Solutions的代表，关于协作自由的重要性。 Adam McKinnon, Angela LE MATHON, Jeremy Shapiro, Katherine Ward, Doug Shagam, Poonam Sirigidi, Julien Legret, Annalyn Jacob, Erik Otteson, Shannon Rutledge, Kai Wehmeyer, Jill Larsen, Ian Bailie, Alan Susi, Scott Judd - Visier公司列出的2025年HR领导者。 Mark Price 和 Bruce Daisley - 在Eat Sleep Work Repeat上探讨员工幸福感的影响。 Ethan Bernstein 和 Michael Horn - HBR IdeaCast上的嘉宾，讨论员工流失的原因。 Nick Lynn - Workplace Innovator的嘉宾，讨论文化和员工体验。 Bryan Hancock 和 Emily Field - 在McKinsey Podcast上讨论生成式AI对中层管理的影响。 Kelly Monahan - The Future of Work Podcast的嘉宾，讨论未来工作的关键趋势。 Greg Pryor - Workplace Stories的嘉宾，讨论社交资本的影响。 Nickle LaMoreaux - IBM的CHRO，讨论AI在HR中的应用（视频）。 Yuval Noah Harari - 其新书《Nexus》被推荐阅读，探讨信息网络对世界的影响。 Alexis Fink 和 Cole Napper - I-O心理学家，探讨心理学在HR转型中的作用。
    Organizational Culture
    2024年11月03日
  • Organizational Culture
    Happy Easter!祝大家复活节快乐！ Happy Easter to all our dear friends at NACSHR! As we step into this beautiful season of renewal and hope, accompanied by the delightful presence of chocolate bunnies and colorful eggs, we're sending a heartfelt bouquet of wishes your way. May this Easter not only fill your homes with laughter and warmth but also ignite your professional spaces with innovative ideas and vibrant growth. Let's allow the rejuvenating spirit of Easter to inspire us to hatch groundbreaking strategies and nurture our aspirations. This Easter, let's cherish the incredible power of connection and the beauty of our community. It's the perfect occasion to strengthen our bonds and celebrate the diverse tapestry of talents and perspectives that each of us contributes. To all our HR friends, let's take this moment to deepen our dedication to creating workplaces where every individual feels valued, supported, and empowered to flourish. Wishing you an Easter that overflows with joy and presents new opportunities to make meaningful impacts. As we indulge in Easter treats and gather with our loved ones, let us also gaze ahead with hope and anticipation for what the future unfolds. May the essence of Easter inspire us to approach challenges with bravery and embrace opportunities with open arms. Here's to a magnificent Easter, abundant in peace, prosperity, and progress for everyone. May it rejuvenate our spirits and rekindle our enthusiasm for making every workplace a beacon of positivity and growth. Happy Easter, dear friends at NACSHR! May this season bring everlasting happiness and success to you and your families. 亲爱的NACSHR的朋友们，祝大家复活节快乐！当我们迈入这个充满更新与希望的美好季节，同时享受着巧克力兔和彩蛋带来的乐趣，我们向你们发送最真挚的祝福。愿这个复活节不仅让你们的家充满笑声和温暖，也在你们的职场中点燃创新的思维和活力的增长。让复活节的复兴精神激励我们孵化出创新的策略，培养我们的志向。 在这个复活节，让我们珍视连接的力量和我们社群的美好。这是完美的时刻来加强我们的联系，庆祝我们每个人贡献的多样化才能和视角。对于我们所有HR的朋友们，让这成为一个深化我们致力于创造每个人都感到被重视、支持和有力量成长的工作环境的时刻。祝愿你们的复活节充满欢乐，开启新的机会，让我们做出有意义的影响。 当我们享受复活节的美食并与我们所爱的人聚集时，让我们也满怀希望和期待地看向未来。愿复活节的精神鼓励我们勇敢面对挑战，开放心扉迎接机会。祝大家有一个辉煌的复活节，充满和平、繁荣和进步。愿它重新点燃我们的精神，重新激发我们为让每一个工作场所成为积极成长的灯塔的热情。 亲爱的NACSHR的朋友们，复活节快乐！愿这个季节为你们及你们的家人带来永恒的幸福和成功。
    Organizational Culture
    2024年03月31日
  • Organizational Culture
    Top 10 HR and People Analytics Themes of 2023 As we near the end of another successful year here at Insight222, we want to reflect on the top themes that have emerged in our content. From data-driven insights to real-world examples, our team has worked meticulously to deliver informative and persuasive articles that aim to enhance the HR and people analytics function. And we have seen some exciting changes and advancements in the field this year. So, without further ado, here are the top themes that have taken front stage in our content during 2023. Psychological Safety in the Workplace Psychological safety in the workplace has been proven time and time again that without it, a team cannot thrive. In fact, we like to think of it as the epitome of successful teams. Therefore, it's no surprise that this theme carries over from last year. Some of our most popular blogs discuss measuring psychological safety in the workplace, understanding how organisational culture impacts it and exploring how companies like Microsoft are transforming their organisational culture to prioritise psychological safety and promote a positive work environment. Behavioural Science in HR (Source: People Analytics Trends 2021) The integration of behavioural science into HR and people analytics practices has been gaining traction for the past few years, and this year was no exception. With the changing nature of skills and roles in HR, the need for understanding human behaviour and decision-making has become increasingly important in driving impactful business outcomes. With this, our article on exploring the role of behavioural science in HR and how it can be leveraged to improve employee engagement, performance, and productivity was one of our most popular reads of 2023. How AI is Changing the HR Landscape No discussion about the future of work is complete without considering the role of artificial intelligence (AI). (Source: The Impact of GPT and Generative AI Models on People Analytics (Interview with Andrew Marritt)) AI has been incorporated into HR for some time now. We have been using it to automate routine tasks, streamline recruitment processes and improve HR analytics. However, with the birth of generative AI models like Chat-GPT, it is an understatement to say that AI has revolutionised every aspect of HR. Better yet, it's safe to say that it has and will continue to revolutionise every business function within an organisation. From utilising AI in people analytics to how it is transforming the HR landscape, our articles on the impact of Chat-GPT and generative AI models and how AI is changing HR analytics have been among the most popular reads of this year. And for good reason - with the potential to improve decision-making, streamline processes, and enhance employee experience, AI is a topic every HR and people analytics professional should pay attention to. The Impact of Analytics on HR Our Insight222 research has shown time and time again that organisations that invest in people analytics drive better business outcomes, which is why, this year, we continued to dig deeper into this topic by exploring the New Model for People Analytics. With the rise of digital transformation and the increasing importance of data in driving strategic business decisions, our articles on using statistics to drive actionable outcomes, why people analytics is so important for HR, and how social capital can be measured have been highly sought-after reads. Upskilling the HR Function and Building Data Literacy at Scale Considering the previous points, it's understandable that upskilling the HR function and building data literacy at scale have emerged as key themes this year. To fully leverage the benefits of AI and data analytics, HR professionals must develop a strong understanding of data and how it can be used to drive strategic decision-making. As such, in July, we released our research, Upskilling the HR Profession: Building Data Literacy at Scale, which outlines the skills and competencies that HR professionals need to succeed in the digital age. It also highlights how HR leaders need to build an effective skill-based workforce planning capability. (Source: Measuring the ROI of Employee Training and Development) Interestingly, this research has also sparked discussions on who holds the responsibility for scaling data literacy across HR, which we explore in our article Who Holds the Responsibility for Scaling Data Literacy Across HR? Measuring the ROI of Employee Development Building upon the theme of upskilling and data literacy, it's important to also focus on measuring the ROI of employee development. As professionals in the HR sector, we know all too well that investing in employee training and development is crucial for an organisation's long-term success. But with senior executives increasingly asking (and expecting) HR to demonstrate the value of these investments, our article on measuring the ROI of employee training and development has been one of the most popular reads this year. Delivering Greater Value for the Business Through People Analytics At its core, people analytics is about delivering greater value for the business. Our 2022 research, Impacting Business Value: Leading Companies in People Analytics, is a testament to this. Leading Companies (organisations that drive the most business impact through people analytics) have consistently shown better financial performance, higher employee engagement and retention rates, and overall greater success compared to their less data-driven counterparts. This is why, in 2023, we have seen a surge of interest in articles on delivering greater value for the organisation with people analytics and the growing influence of people analytics in strategic business decisions. And this trend will only continue as more and more organisations recognise the importance of incorporating data-driven insights into their decision-making processes. Challenges to Building Data Literacy If there is one thing we have identified as a common theme this year, it's the challenges of building data literacy within HR. From understanding the technical aspects of data analysis to gaining buy-in from senior leadership, organisations face various hurdles when trying to build a culture of data literacy. (Source: Insight222 Research: Upskilling the HR Profession: Building Data Literacy at Scale) However, as we continue to uncover the value that analytics brings to HR and the business as a whole, these challenges will become easier to overcome. And with more resources and tools available to support data literacy efforts within organisations, we are confident that this theme will evolve in 2024. Evolving the HR Practice In all, as we wrap up another year, it's clear that people analytics and data-driven HR practices have become even more ingrained in our work. From the importance of psychological safety and behavioural science to the impact of AI, measuring ROI, and delivering greater value to the business - these are just a few key themes that have shaped our content this year. However, as we move forward, HR professionals must continue developing their data literacy and upskilling themselves to drive the success of their organisations further. To that end, we look forward to seeing how these themes will evolve and shape the future of HR in the coming years. Manpreet RandhawaDecember 18, 2023
    Organizational Culture
    2023年12月22日
  • Organizational Culture
    AIHR:Measuring Employee Experience: A Practical Guide for 2024 Keeping your employees engaged, motivated, and satisfied throughout their journey with your organization is key to business success. Measuring employee experience allows HR professionals to understand how their workforce feels and ensure the team remains fulfilled. In this article, we’ll explore how to measure employee experience, evaluate the results, and turn them into meaningful action. Contents What is employee experience (EX)? Why measure employee experience? How to measure employee experience Best practices for measuring employee experience FAQ What is employee experience (EX)? Employee experience (EX), in its simplest form, is how employees perceive their stay at your organization from when they apply for a job to after they leave. It encompasses various dimensions – ranging from the physical workspace and technological tools being used to the organizational culture, professional growth opportunities made available, and social interactions they have with colleagues or superiors. It’s more than just a collection of daily experiences at work; EX profoundly shapes an employee’s perceptions about their employer and impacts their decision to stay or leave. DIVE DEEPEREmployee Experience vs. Employee Engagement: 4 Differences To Know Why measure employee experience? 87% of employee experience experts say that a great employee experience helps retain and attract talent. However, only 51% of employees feel that their organization is delivering on the experience they promised. By measuring employee experience, you can uncover and fix issues and discrepancies to reap the benefits of a satisfied and engaged workforce. Let’s break down the reasons why you should measure employee experience. Enhanced productivity and performance Research shows that superior employee experience (EX) may lead to enhanced productivity. Employees who feel satisfied, empowered, and valued are more motivated to perform at their highest level. They significantly contribute to organizational goals, which can result in an over 50% increase in revenue. By focusing on optimizing the employee journey – from end to end – companies can foster a work environment that stimulates both individual and team performance. LEARN MORE23 Key Employee Experience Statistics You Should Know in 2024 Retaining talent Monitoring and enhancing EX levels significantly contributes to improving retention rates. Employees who resonate with their company culture and find meaning in their work stay longer in their organizations. Examining facets like workplace habits or preferences provides employers invaluable insights related to employee experience – which ultimately feeds into long-term staff retention strategies. Making informed decisions related to HR practices A robust method of measuring employee experience offers in-depth insights into how employees perceive things such as career development opportunities or even intricate details like office seating arrangements. This helps HR shape policies and practices strategically and make smarter decisions that maximize the workforce potential while actively minimizing discontentment factors. Enhanced customer experience A happier workforce equals happier customers. Companies with great employee experience report 2X as high customer satisfaction levels compared to businesses scoring low on employee experience. A well-executed EX strategy will aid your organization in delivering higher standards of service, creating a ripple effect that extends far beyond merely measuring employee experience for internal benefit.   Australian Defence Bank collaborated with the employee and customer experience management platform Insync to measure and improve EX and CX.   Investing in their employees has helped them build a motivated workforce and get outstanding business results. Not only are they in the top 10% for employee engagement compared to other financial organizations, but they have also achieved record deposit growth in transaction and savings account balances.   Innovation, growth, and improved organizational performance As we’ve already alluded to, keeping your finger on the pulse of EX can set the scene for broader innovation and growth within an organization. Employee experience goes hand in hand with employee engagement, which helps foster an innovative culture and a passionate commitment to ongoing improvement—an infallible recipe to drive the company performance northward. To sum it up, measuring employee experience isn’t simply good practice, but it can bring numerous strategic benefits that make a profound impact on organizations and their competitive standing in the market. How to measure employee experience Employee experience is a multifaceted and intangible concept, which is not easy to quantify at first sight. Successfully measuring it involves defining relevant employee experience metrics and methods of measurement to collect the data. Let’s take a closer look. 1. Define and track employee experience metrics Employee experience metrics allow organizations to gain insight into the wellbeing, satisfaction, and productivity of their teams. The following metrics serve as good indicators of the employee experience levels at your organization: Retention rates Retention rates signify how many employees remained within the company over a specified period. A high employee retention rate generally implies positive experiences at work, while low rates indicate potential problems or dissatisfactions among staff. Intent to stay This metric shows how many employees foresee themselves staying with an organization over a lengthy period. It can provide insights into the workforce’s commitment level and their perception of future opportunities within the company. Number of employee referrals The number of referrals from existing staff suggests how highly they rate working within the organization. The higher this figure is, the more positive opinions workers hold about their employee experience, and that’s why they’re willing to recommend you as an employer. Productivity metrics Productivity indicators such as performance ratings or meeting project deadlines can reveal a lot about how efficiently an employee works. High productivity levels generally imply a supportive environment that propels the team towards achieving set objectives. Employee Net Promoter Score (eNPS) The eNPS asks employees on a scale from 0-10 whether they would recommend their place of work to others – typically friends or family members. The data gleaned helps appraise the overall employee experience levels. Employee Experience Index The Employee Experience Index score takes into account an array of factors influencing the overall workplace atmosphere, like engagement levels, empowerment feelings, job fulfillment factors, and key performance indicator achievement. It provides a holistic overview of what it might be like working for your organization. The exact dimensions of the Employee Experience Index depend on how an organization defines it. Two well-known Employee Experience Index systems have been developed by IBM and Forrester. 2. Administer surveys Once you know what insights you’re hoping to gain, you can start collecting data. Surveys are an indispensable tool for measuring employee experience. There are a couple of types of surveys that you can utilize. Employee experience surveys Employee experience surveys provide an avenue for employees to confidentially share views about their workplace, its leadership practices, and its culture. Organizations typically conduct employee experience surveys annually, bi-annually, or quarterly. Including both quantitative and qualitative questions in your survey will provide you with comprehensive data on your respondents’ perspectives. Quantitative questions, usually closed-ended, help gather structured data that you can do a statistical analysis of, revealing patterns and trends in responses. On the other hand, qualitative questions, typically open-ended, elicit descriptive and narrative responses that dive deeper into the nuances and complexities of participants’ experiences and feelings. These responses shed light on the ‘why’ and ‘how’ behind the numbers, uncovering the underlying motivations, beliefs, and emotions that drive behaviors and opinions. By incorporating both types of questions, you can capture the breadth of information and the depth of insights. Employee experience survey questions examples Next to the eNPS question “On a scale from 1 to 10, how likely are you to recommend our organization as a place to work to your friends and family?”, examples of quantitative employee experience survey questions include: On a scale of 1 to 10, with 1 being “Not at all” and 10 being “Extremely”: How satisfied are you with the opportunities for professional development within the company? How confident do you feel in your current role and responsibilities? How supported do you feel by your direct supervisor or manager? Qualitative questions you can consider covering in your survey are: In your opinion, what 2-3 changes could be made to improve the overall work environment and culture? What aspects of our company’s culture do you value the most? If you could recommend one thing to improve team collaboration, what would it be and why? Pulse surveys Pulse surveys are short, frequent surveys designed to quickly capture employee feedback and continuously gauge overall sentiment about their workplace experience. Focusing on a few key questions, they are less burdensome for employees, leading to higher response rates. These surveys can help organizations zoom in on current events or specific workplace issues that impact employee experience. However, regularly collecting data can lead to an abundance of information. Organizations must have the capacity and tools to analyze and act on this data to prevent it from becoming overwhelming or underutilized. It’s crucial to use pulse surveys strategically and in combination with other feedback mechanisms to ensure a comprehensive understanding of the employee experience. New hire surveys New hire surveys help you capture insights about one of the most crucial “moments that matter” in an employee’s journey: their onboarding. This initial phase sets the tone for an employee’s tenure with the company, shaping their perceptions, expectations, and overall sentiment toward the organization. You can glean valuable feedback about the effectiveness of your onboarding processes, the clarity of role expectations, and the cultural immersion experience. This feedback not only provides a snapshot of the new employees’ experience but also offers actionable insights for organizations to refine their onboarding processes so that they create a positive and lasting first impression. 3. Conduct qualitative interviews One-on-one dialogues with employees afford a deeper understanding of the intricacies at play regarding the overall employee experience. By conducting employee interviews, you can complement and enrich your survey data. They provide you with an excellent opportunity to ask open-ended questions and give your employees space to express their opinions and perceptions. Two common types of interviews to gather qualitative data are stay interviews and exit interviews. Stay interviews These discussions aim to find out why employees opt to remain with an organization. HR professionals can then identify the positive aspects of their working experiences that should be reinforced or replicated. Exit interviews Exit interviews help you assess why employees leave your organization and how they see their time spent working for you. These discussions allow you to better understand the challenges our employees face at work, providing insights into potential corrective measures. By adopting these varied approaches blending both quantitative and qualitative employee experience measurement methods, businesses can effectively gauge worker sentiments – thereby improving employee experiences and driving organizational success. Best practices for measuring employee experience Measuring employee experience effectively goes beyond defining relevant metrics and conducting surveys and interviews. To get a comprehensive view of employee experience at your organization and put your findings into action, you need to follow these five best practices. Setting clear objectives Begin with a set of distinct objectives that align with your company’s overall business strategy. This is crucial for accurately evaluating the employee experience. Why exactly do you want to assess employee experience? Are you aiming to increase productivity or retention rates or encourage higher creativity levels across teams? Your end goals play an indispensable role in determining which part of the employee journey needs focus and what type of feedback you need from the employees. Conducting research across different employee groups When you’re measuring employee experience, you need to recognize diversity within your workforce. That helps you accurately capture different facets of the work experiences of diverse groups in your organization. Make sure to survey or interview employees from diverse backgrounds, different job levels, departments, and lengths of service to understand the unique challenges they might face. Dell Technologies partnered with an employee experience measurement platform Voxxify to design a hybrid work plan for one of their European offices. Over 60% of employees responded to the survey, providing more than 2,100 individual comments. The analysis results helped identify four areas of focus. These included updating the handbook for managers and employees for hybrid work considerations, defining the value of coming into the office, supporting employees’ mental wellness, and optimizing facilities and technology to enhance the work environment. The office now sees occupancy rates of 60% or more on Tuesdays through Thursdays, and the success of the measurement effort has led to plans to repeat it annually. Overcoming survey fatigue and ensuring participation It may be tempting to send surveys left and right for comprehensive data collection when measuring employee experience. However, you should really avoid doing so. Survey fatigue can quickly pile up, draining previously enthusiastic participants’ eagerness to provide valuable insights. To keep engagement high and maximize response rates, make sure your surveys are succinct yet thorough. Carefully plan your survey schedule to not overwhelm your team. For example, you can send out a comprehensive survey quarterly or bi-annually, with a couple of shorter pulse surveys in between. It also helps to effectively communicate the purpose behind these assessments, so employees see them not as tasks but as avenues towards improving their work lives. You can, for instance, share examples of initiatives you implemented based on employee feedback. Guaranteeing confidentiality Nothing squashes honesty quicker than a sense of insecurity surrounding responses’ anonymity, which makes maintaining confidentiality critical to effective employee experience measurement. If you use external applications for gathering feedback, emphasize their confidentiality features. You should also invest in fostering an environment where employees feel they can honestly express thoughts and concerns without fear of retribution. Doing so will not only amplify trust but also provide you with more authentic data to work on. Acting on employee feedback Once you’ve gathered and analyzed employee feedback, it’s time to take action. Prioritize high-impact initiatives and create a plan for how to implement these. Employees need to believe that their input sparks real change; otherwise, they might lose engagement in such processes altogether. Recognize employee contributions and communicate plans about future improvements based on their input clearly. Transparency here fosters a sense of responsibility among the staff and improves morale during periods of change. Ultimately, measuring employee experience is a cyclical process. It starts from setting clear objectives leading up each step to enacting feedback-led changes and then identifying newer areas for improvement continuously. Key takeaway Staying on top of your employees’ experiences at work allows companies to detect dissatisfaction early enough and tackle issues before they develop into bigger problems. It’s a great way to improve HR practices and design employee experience that promotes productivity, talent retention rates, and ultimately a better workplace environment. Relevant employee experience metrics help you quantify the concept and solidify your measurement process. Surveys and qualitative interviews give voice to your employees, offering rich insights into the workers’ perceptions of the workplace. However, it’s the organization’s responsiveness to feedback that significantly impacts the effectiveness of measuring employee experience. It is key to not just listen but also take action based on employees’ feedback for positive changes. FAQ What are the most important employee experience metrics to measure? When it comes to measuring employee experience, key metrics that organizations use include: – Retention rates: Your business’s retention rates can reveal much about employees’ willingness to commit long-term to an organization. – Intent to stay: Beyond just assessing current employee tenure, discerning whether staff members aspire to stay with the company for the foreseeable future is a valuable indicator of how they perceive their journey at your organization. – Employee Net Promoter Score (eNPS): This quantifies how likely employees would recommend their workplace to others – a telling sign of overall satisfaction and positive employee experience. A combination of several employee experience metrics paints a nuanced picture of overall employee experience in any organization. Are surveys the best way to measure employee experience? Surveys play an instrumental role in gauging overall employee experience levels—all thanks to their ability for large-scale data collection and sentiment analysis. They also provide insights into potential pain points and highlight areas for improvement according to actual employee sentiments. However, while valuable, relying solely on surveys can lead to limited insights. Conducting different types of interviews, like stay and exit interviews, helps complement the survey data with deeper insights. What is the Employee Experience Index? The Employee Experience Index is a metric that aims to give a comprehensive view of employees’ experience. Essentially, it helps you gauge the overall ‘health’ of organizational culture and environment. IBM’s Employee Experience Index assesses employee experience on five core dimensions: Belonging, Purpose, Achievement, Happiness, and Vigor. The Employee Experience Index from Forrester evaluates three elements of EX: Empower, Inspire, and Enable.
    Organizational Culture
    2023年11月18日
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