The best HR & People Analytics articles of December 2024
The December edition of the Data Driven HR Monthly is an opportunity to reflect on the year that is about to pass into history and look forward to what lies ahead. 2024 has proved to be another tumultuous year of geopolitical tension, economic uncertainty, and upheaval in the world of work. Perhaps for HR and people analytics it is a case of “in chaos, there is opportunity,” as we move into 2025.
Enjoy this month’s collection of resources, and to all readers who are taking a break over the festive season, I wish you Happy Holidays, and a prosperous and healthy 2025. Thank you to everyone who has supported Insight222, the Digital HR Leaders Podcast, and the Data Driven HR Monthly in 2024. It means a lot and is much appreciated.
This edition of the Data Driven HR Monthly is sponsored by our friends at TechWolf
Task Intelligence: rethink work, redefine skills
Work happens at the task level, where skills meet action. But are your skills aligned with the work that drives impact?
TechWolf has proven that bridging the gap between tasks and skills is the key to workforce transformation. By applying Task Intelligence within our own teams, we’ve unlocked measurable results:
$76,000 saved in productivity gains by automating repetitive tasks.
Freed up time for strategic, high-value work.
Reshaped hiring strategies by focusing on the skills that truly matter.
At TechWolf, we believe that getting close enough to the work being done is the key to doing skills right. As our own 'customer zero'; we’ve put our AI to the test, integrating it with JIRA to analyze and optimize our work processes.
The results speak for themselves in our first Task Intelligence Impact Case:
$76,000 saved in productivity gains by automating repetitive tasks.
Freed up time for strategic, high-value work.
Reshaped hiring strategies to focus on the skills that truly matter.
What is Task Intelligence?
It’s a new way to connect real-time task data with workforce skills to:
Identify tasks that drive the most value.
Adapt skills as work evolves.
Streamline processes and unlock productivity.
As Jeroen Van Hautte ?, TechWolf CTO, says:
Skills tell us what people can do. Tasks show us why it matters. Task Intelligence brings it all together.
? Discover Task Intelligence
? Insights from the Experts: Explore how Gina Jeneroux, MBA FLPI, Chief Skills & Innovation Officer at Executive Networks, is helping organizations move beyond learning to embed skills strategies into their business.
? Read Gina’s interview
The future of work demands more than adapting—it demands leading. Task Intelligence is how you get there.
To sponsor an edition of the Data Driven HR Monthly, and share your brand with more than 140,000 Data Driven HR Monthly subscribers, send an email to dgreen@zandel.org.
What are the biggest opportunities for HR in 2025?
HR’s role in creating a thriving workforce and organisation is the underlying theme of my recently published 12 Opportunities for HR in 2025 article (see FIG 1). I’m crowdsourcing the final two opportunities, so if you’d like to contribute suggestions for opportunities 11 and 12, please click here and add your suggestion in the comments.
FIG 1: 12 Opportunities for HR in 2025 (Source: David Green)
December Road Report
The main event for December was the publication of the fifth annual Insight222 People Analytics Trends study, which was our biggest yet with 348 participating organisations. A summary of the key findings follows in the ‘People Analytics’ section below, but one is that 62% of companies told us that they were in the first year of their AI journey in HR. Click here to download the report, and see how the people analytics function in your company compares to ‘A Teams’ by taking the Leading Companies Diagnostic.
I had the privilege of taking the findings from the study out on the road to two events in December. First, I delivered the opening keynote at Visier Inc. Outsmart Local in London, which also featured the likes of Nick Hudgell, Rosemary Byde, Kevin Metherell, and Neera Ridler-Mayor, AIA (see more here). The following week I was in Amsterdam for Workday Rising EMEA, where I was interviewed on stage by Phil Willburn, as well as delivering a keynote on the characteristics of People Analytics ‘A Teams’ (see more on Workday Rising here).
2024 seemed like the year when the 'in-person' event fully returned - and as such it proved to be a busy year on stage. I emceed Unleash World in Paris, People Analytics World events in Zurich, London, and New York, and the Insight222 Global Executive Retreat in Amsterdam. I keynoted at the three People Analytics World events, Workday Rising in Las Vegas and Amsterdam, Gloat Live in New York, the Deloitte Workforce Innovation Forum in Dallas, a Mercer/Corporate Research Forum event on Productivity, Purpose and Profit in London, and Visier Outsmart Local in London. I moderated panels at a number of these events as well as at Strategic HR Analytics MeetUp in New York.
Share the love!
Enjoy reading the collection of resources for December 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 November’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 on Tuesday: subscribe here.
2024 REFLECTIONS
HUNG LEE - What Happened in Recruiting in 2024 - Part 1 | Part 2 | Part 3 | Part 4 |
Don't be fooled by the title, Hung Lee's 2024 reflections covers topics much broader than recruiting, and contains a plethora of data, analysis and visualisations that should act as a guide for the year ahead too. Taking one highlight from each of the four-part series (and 20 reflections in total), I'd go with AI and Automation (Part 1), the re-emergence of Talent Density (Part 2), Atlantic Divergence on DEI - see FIG 2 (Part 3), and War on Middle Managers (Part 4). If you don't already follow Hung's twin newsletters, Recruiting Brainfood, and This Week in Recruiting, I highly recommend you do.
FIG 2: Is DEI a 'good thing'? (Source: Pew Research Center)
2025 HR PREDICTIONS, TRENDS AND PRIORITIES
STEVE HUNT - A guide to HR predictions, trends, and forecasts | ANDREW SPENCE - 5 Big Questions for Work in 2025 | DANIEL ZHAO - Glassdoor Worklife Trends 2025 | VISIER – Embracing the AI Driven Workforce: 5 Workforce Trends for 2025 | i4CP – 2025 Priorities and Predictions | LARS SCHMIDT - 7 ways HR will look different in 2025 | JOSH BERSIN - A Tumultuous Year Behind: A Challenging, Important 2025
A people analytics team cannot sit on the sidelines while AI is poised to transform the world of HR. If you don't embrace AI to surface insights and support data-driven decisions, you may miss out on the ability to scale decision intelligence
Putting my own 12 Opportunities for HR in 2025 to one side, there are a plethora of other HR trends, predictions, and priorities being published. Here are seven resources that I recommend digging deeper into. (1) Firstly, Steve Hunt provides a helpful ‘buyer beware’ guide on eight lessons to consuming HR predictions, trends and forecasts, including a warning that most HR forecasts are designed to influence buying behaviour. (2) Despite being a Man United fan, Andrew Spence’s Workforce Futurist newsletter is one of the best around. In a recent edition, Andrew ponders five big questions for work in 2025 including: Is the office dead or just evolving (see FIG 3)? (3) Daniel Zhao presents five trends based on Glassdoor data including: Employers are investing in holistic wellbeing. (4) Visier Inc.’s five workforce trends for 2025 includes the need for organisations to build the backbone of data infrastructure to fully realise the promise of AI in HR and workforce topics, and features contributions from the likes of Dawn Klinghoffer, Eric Bokelberg (see quote above), Angela LE MATHON, Ryan Wong and Adam McKinnon, PhD. (5) As Kevin Oakes writes in his Foreword to The Institute for Corporate Productivity (i4cp)’s thoughtful annual look at the year ahead: “perhaps the safest prediction we can make is those who embrace agility will have much more success than those who resist change.” (6) Lars Schmidt takes his annual look at how HR is likely to evolve as a function in the year ahead, with my favourite of his seven being that "Learning and development will take center stage." (7) Josh Bersin looks back at a tumultuous 2024 to highlight the priorities for the year ahead in his big idea of 'Citizenship': "Our job in HR is to help our leaders and organizations practice this kind of citizenship. In a year of tumultuous change, Citizenship will serve us well."
FIG 2: Office utilisation 2020-now (Sources: Andrew Spence, Nicolas BEHBAHANI)
HYBRID, GENERATIVE AI AND THE FUTURE OF WORK
BRIAN ELLIOTT - Five Hybrid Work Trends to Watch in 2025 | JOSE MARIA BARRERO, NICK BLOOM, SHELBY BUCKMAN, AND STEVEN J. DAVIS - SWAA December 2024 Updates | LYNDA GRATTON - Seven Truths About Hybrid Work and Productivity | BETH SCHINOFF, ASHLEY E. HARDIN, KRIS BYRON, AND RACHEL BALVEN - Research: How WFH Can Actually Strengthen Bonds Between Coworkers
Forward-looking organizations will shift toward measuring performance based on results, not attendance
As I wrote in 12 Opportunities for HR in 2025, HR has the opportunity to help their organisations elevate the conversation on hybrid working from where to how. With outliers like Amazon getting a lot of column inches about their decision to bring employees back to the office five days a week (although this move may not be working out well), HR leaders in other firms may come under pressure from their CEOs to follow suit. Five articles that can help resist this move are included here. (1) First, Brian Elliott outlines five hybrid work trends to look out for in 2025 including: “Organizations that embrace flexible work will steal talent from organizations that impose harsh return-to-office mandates.” (2) The latest data from Nick Bloom and his WFH Research team finds that only 44% of employees would comply if their company imposed a five-day return to office (compared to 53% in 2022), which suggests Elliott’s prediction is likely to be prescient. (3) Lynda Gratton unveils seven key findings from what she is seeing from experiments in hybrid working including: (i) Hybrid work is a continuum. (ii) Productivity is usually challenging — and measurement is always complex. (iii) It’s useful to view hybrid work as fundamentally a job design option. (4) Beth Schinoff, Ashley Hardin, Kris Byron, and Rachel McCullagh Balven present research that finds (contrary to beliefs that employees are able to form richer relationships in person than they can working remotely), remote work can actually make coworkers feel closer by giving them authentic glimpses into each others non-work lives through video calls.
FIG 4: Compared to Fall 2022, Persons Who WFH 1+ Days/Week Are Less Willing to Comply With RTO Mandates (Source: WFH Research, December 2024)
RASMUS HOUGAARD AND JACQUELINE CARTER - How AI Can Make Us Better Leaders
In their article for Harvard Business Review, Rasmus Hougaard and Jacqueline Carter outline their research, which finds that AI can enhance and empower leaders, and actually help them to be more human. They explain why leaders need to focus on the core leadership qualities of awareness, wisdom, and compassion, as well as take on a both/and mindset. In this way, the “AI-augmented leader” can leverage both the power of AI and develop their most human qualities, bringing the best of both human and machine to their leadership practice.
FIG 5: The AI Augmented leader (Source: Potential Project)
PEOPLE ANALYTICS
JONATHAN FERRAR, NAOMI VERGHESE, AND MADHURA CHAKRABARTI - Harnessing Data for Growth: The Impact of People Analytics Article | Full Report
The fifth annual People Analytics Trends study was our biggest yet at Insight222, with 348 participating organisations. The four key findings were: (1) Growth: people analytics continues to expand in scope and investment. (2) Intelligent automation: the advent of GenAI has catalysed HR’s use of AI with people analytics at the core and central to AI strategy in HR. (3) Adoption crisis: the adoption of people analytics remains a challenge with a significant gap between the democratisation of people insights and data (71% of organisations) and a high-level of adoption within HR (47%) and outside HR (28%) – see FIG 6. (4) Value: measuring and demonstrating value is now essential for people analytics teams to increase their impact and drive greater ROI. Kudos to the authors: Jonathan Ferrar, Naomi Verghese, and Madhura Chakrabarti, PhD. Thanks too to the practitioners featured in the study: Adam Tombor (Wojciechowski), Peter Ryan, and Phil Willburn.
FIG 6: Trends in the democratisation and adoption of analytics (Source: Insight222)
RICHARD ROSENOW – People Analytics is Growing | People Analytics Roles Review
Richard Rosenow devotes part of his monthly People Analytics Roles Update newsletter to data highlighting the growth of people analytics. He cites three sources: (1) The 30% increase in people analytics roles that Richard and the One Model team have tracked between 2023 and 2024. (2) The aforementioned Insight222 study, which found that the ratio of people analytics professionals to total employee headcount has improved from 1:4000 in 2020 to 1:2500 in 2024. (3) Data by Jason Saltzman at Live Data Technologies, which finds that both core and specialist people analytics roles are on the rise (see FIG 7).
FIG 7: The growth of people analytics jobs (Source: Live Data Technologies)
BENJAMIN ROGOJAN – Data Science v Data Engineering | PATRICK COOLEN – What Is Not People Analytics | PIETRO MAZZOLENI - The Power of Integration: Why People Data Thrives Within Enterprise Frameworks | JACKSON ROATCH - From Correlation to Causation: Levelling Up People Analytics with Econometrics | SCOTT REIDA - Transform Performance Evaluations with GenAI: Smarter Grading, Visual Insights, and Next Steps | CHRISTOPHER ROSETT – Storytelling: The Story Arc and The Journalist’s Pyramid
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) Thanks to Richard Rosenow for highlighting Benjamin Rogojan’s post, which may be the best explanation (and visualisation – see FIG 8) yet on why you need data scientists and data engineers in an effective analytics team. (2) Patrick Coolen provides a powerful list of what is not people analytics – my favourite is: “People Analytics is ??? about HR (only). It should be strongly focused on high impact business threats and opportunities.” (3) In a recent edition of his (excellent) People Data Platform newsletter, Pietro Mazzoleni explains how HR and people analytics leaders can increase their impact by integrating people data with broader organisational impacts. (4) Jackson Roatch outlines how people analytics teams can create more impact by adding econometric methods to its tools and capabilities. (5) Scott Reida explains how to use GenAI to transform employee performance evaluations from vague feedback into actionable insights. (6) Christopher Rosett breaks down two models – The Story Arc and The Journalist’s Pyramid (see FIG 9) – that can be used to underpin storytelling with data in different contexts.
FIG 8: How data engineers and data scientists deliver value (Source: Benjamin Rogojan)
FIG 9: The Story Arc and The Journalist’s Pyramid (Source: Christopher Rosett)
THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE
DAVE ULRICH - The Next Agenda for Human Resources: What’s So? So What? Now What?
Evidence shows that organizational capability has 4x more impact on results than individual talent efforts alone - yet most of the HR field remains heavily focused on talent.
Dave Ulrich provides some astute observations on the current state of the HR field, and concludes that most of the focus is on the talent domain of his human capability model (see FIG 10) and so on individuals rather than organisational capability. He then provides four ‘next agenda’ recommendations to shift the profession to creating stakeholder value through human capability: (1) Advance that HR is less about HR and more on creating stakeholder value. (2) Offer a complete human capability agenda and assessment. (3) Prioritise using analytics and AI. (4) Upgrading HR professionals.
FIG 10: Human Capability Taxonomy (Source: Dave Ulrich)
KENNETH KUK, DONALD DELVES, AND JOHN BREMEN - A Board Outlook on Effective Human Capital Governance
Human capital governance can be an overwhelming subject for the board. They do not want to get stuck with minute detail about HR policies or programs. Best practice is for the board to focus their oversight on human capital areas most material to the business, either because they pose a significant risk or are a differentiator for competitive advantage.
Kenneth Kuk, Don Delves, and John Bremen present the findings of WTW research into board prioritisation of human capital governance. Findings include: (1) Boards do not spend enough time on long-term strategic workforce planning. (2) Leadership succession and development, talent attraction and retention, and workforce planning and skills for the future were identified as the top three priority human capital topics. (3) Only one-third of board members agree that human capital governance is effective on their boards. (4) Boards do not spend enough time, nor do they receive the right level of information, to engage in meaningful and strategic discussions about human capital governance (see FIG 11).
FIG 11: Boards do not spend enough time or receive enough information on human capital governance topics (Source: WTW, Directors & Boards)
WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS
WORLD ECONOMIC FORUM AND PwC - Leveraging Generative AI for Job Augmentation and Workforce Productivity: Scenarios, Case Studies and a Framework for Action
The organizations quickest to adopt GenAI in their workforce are those that could be described as “data-driven”
In their new report, the World Economic Forum and PwC present the findings of their study into how early adopters are leveraging GenAI across the workplace, the impact it is having, and the lessons they have learned along the way. The big takeaway is that they found that success depends as much on people as it does technology. Workers need to understand, trust and adopt GenAI. The report also presents four different scenarios for how the deployment of GenAI in organisations could play out (see FIG 12). With the recent Insight222 People Analytics Trends study finding that 62% of companies are in the first year of their journey with AI in HR, this report will be required reading. Credit to the authors: Adèle Jacquard, Isabelle Leliaert, Till Alexander Leopold, Shuvasish Sharma, Peter Brown MBE, Marlene De Koning, Kiera Thomas, and Astrid van der Werf.
FIG 12: Four scenarios for the near future of GenAI (Source: PwC and World Economic Forum)
THE BUSINESS ROUNDTABLE - Measuring the Impact of Skills-Based Talent Initiatives
A helpful and practical guide from The Business Roundtable group of companies to help other organisations effectively implement skills-based hiring and talent management strategies. The report provides a blueprint for how to measure the success of skills-based talent strategies, which is comprised of four components: (1) Aligning on goals and selecting the right metrics to achieve them. (2) Enhancing internal data reporting (see sample balance scorecard in FIG 13). (3) Leveraging data for strategic change management. (4) Collaborating to report success at scale. Thanks to Brian Heger for highlighting in his Talent Edge newsletter.
FIG 13: Measuring the impact of skills-based talent initiatives – sample balance scorecard (Source: The Business Roundtable)
EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING
SHARON K. PARKER AND CAROLINE KNIGHT - Design Work to Prevent Burnout
Small, locally led work design changes can have a powerful effect on work quality.
Employee burnout and disengagement is bad for business and bad for workers. A much better approach is to create healthier and more sustainable jobs through good work design. In their article, Sharon Parker and Caroline Knight, outline their SMART Work Design model (see FIG 14), which is designed to improve worker wellbeing and performance. The authors describe each of the five characteristics in the model, before emphasising that the first step in improving work design is to start with data: “The first step in improving work design is to assess its current state, using employee surveys, interviews, and observations. The most comprehensive assessment would incorporate all three.” They then provide guidance on five ways to use the model to drive positive collaboration between managers and their teams to: (1) Redesign teams' work, (2) Align people management systems, (3) Build leader capability for SMART work design, (4) Guide and evaluate operational change, and (5) Encourage and support employee job crafting.
FIG 14: A model for making work smarter (Source: Sharon K. Parker and Caroline Knight)
JACQUELINE BRASSEY, AARON DE SMET, AND DANA MAOR WITH SHEIDA RABIPOUR - Developing a resilient, adaptable workforce for an uncertain future
To successfully move their business strategies forward, 21st-century leaders need an engaged and innovative workforce that can change course quickly, effectively, and fluidly.
A recent study by the McKinsey Health Institute finds that when employees experience strong levels of organisational support, psychological safety, resiliency and adaptability, these are associated with high levels of engagement and innovation (see FIG 15). In their article, Jacqui Brassey, PhD, MA, MAfN ?️ (née Schouten), Aaron De Smet, Dana Maor, and Sheida Rabipour, PhD present a blueprint composed of four actions for leaders to develop their own capacity for change while in parallel fostering resilience and adaptability in the workforce: (1) Setting a North Star for the organisation. (2) Building a psychologically safe community, not just a workforce. (3) Ensuring that leaders themselves are resilient, adaptable, and can serve as role models. (4) Encouraging teams to build resilience and adaptability skills in groups.
FIG 15: The relationship between organisational support, psychological safety, resilience and adaptability with engagement and innovation (Source: McKinsey)
LEADERSHIP, CULTURE, AND LEARNING
STEVEN LEVY - Relevance! Relevance! Relevance! Microsoft at 50 Is an AI Giant—and Still Hellbent on Domination | KATHLEEN HOGAN AND DAWN KAWAMOTO - How Microsoft’s chief people officer built a dynamic company culture
In 2015, Nadella called for a major transformation of Microsoft’s culture: from a ‘know-it-all,’ fixed mindset culture to a ‘learn-it-all’ growth culture
When Satya Nadella took over as CEO in 2014, Microsoft was seen as lumbering and uncool. Together, with Kathleen Hogan, who he appointed as Chief People Office, Nadella cleaned up a toxic culture, crafted the deal of the decade, and put Microsoft back on top. These two resources provide the context from a business perspective and a people one, on who this was achieved. The first article, in Wired, tells the business story: including the acquisitions of LinkedIn and GitHub, the partnership with OpenAI, and how Microsoft closed the AI gap with its competitors. The second article and video, sees Kathleen Hogan sharing how the company changed its company culture and how that evolution continues: “We always joke, the minute you think you’ve arrived and have a growth mindset is the minute you have a fixed mindset.”
MICHAEL ARENA AND PHILIP ARKCOLL - When flatter isn’t better: The hidden cost of collaborative demand
In an effort to create flatter organizational structures, indiscriminately cutting managers without first assessing collaborative demand can have detrimental consequences.
In order to speed up decision making, companies like Meta and Amazon have cut managers as part of a ‘flatter is faster’ approach. The theory is that fewer managers means more speed, more agility, and more innovation. In their article, Michael Arena and Philip Arkcoll provide a counterpoint through Worklytics data showing that when managers are stretched thin—leading teams of seven or more— they encounter overwhelming workloads, rising burnout, and reduced ability to effectively support their teams (see FIG 16). To strike the right balance, Arena and Arkcoll advocate the use of data to assess collaborative demand and drive targeted actions. They provide guidance on (1) Optimising span of control , (2) Focusing on managerial overload, (3) Providing delegation strategies, and (4) Monitoring workloads.
FIG 16: Manager hours worked compared to team size (Source: Worklytics)
ARNE GAST, ERIK MANDERSLOOT, KAI GRUNEWALD, AND NEIL PEARSE WITH CARMEN JAMES AND NATACHA CATALINO - All about teams: A new approach to organizational transformation
Team-focused transformations can lead to 30 percent efficiency gains in organizations that implement these strategies effectively.
According to McKinsey, when it comes to organisational transformations there is a third way beyond the top-down or bottom-up approaches that are typically employed. That is a team-centric approach. Indeed, in their article, Arne Gast, Erik Mandersloot, Kai Grünewald, Neil Pearse, Carmen James, and Natacha (Simon) Catalino reveal that a team-centric approach can lead to 30 percent efficiency gains in organisations that implement these strategies effectively. The article provides guidance on four practical steps to empowering teams and unleashing their potential: (1) Identifying the highest-value teams, (2) Activating the value-creating teams (see FIG 17), (3) Lifting the leaders to support their teams, and; (4) Scaling this approach to more and more teams.
FIG 17: Transformation requires collaboration within and across teams throughout the organisation (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 December that I recommend readers delve into:
FRANCISCO MARIN - Unlocking HR Potential with Organizational Network Analysis: Insights from Gartner’s 2025 HR Priorities – Francisco Marin of Cognitive Talent Solutions takes inspiration from Gartner’s Top 5 Priorities for HR Leaders in 2025 report to highlight the role ONA can play in areas such as change management and leadership development – highlighting a case study by Allstate that is contained in the Gartner report (see FIG 18).
FIG 18: Network model for change planning and execution (Source: Gartner)
LISA K. SIMON - AI Isn’t Coming for Your Job—Unless You Ignore It – Lisa K. Simon reveals insightful data from Revelio Labs, on the exposure and adoption of different roles to AI. Findings include: (1) High AI exposure is positively correlated with higher salaries: A ten percentage point increase in AI exposure is associated with 25% higher salaries. (2) The higher the AI exposure, the higher the adoption of AI tools (see FIG 19).
FIG 19: Data scientists lead the way in AI adoption (Source: Revelio Labs)
BEN WIGERT AND COREY TATEL - The Great Detachment: Why Employees Feel Stuck – Ben Wigert, Ph.D, MBA and Corey Tatel, Ph.D. present data from Gallup that finds that employees across the US are increasingly detached from their jobs – hence The Great Detachment – with satisfaction at record lows, employees seeking new opportunities at the highest rate since 2015, but with a cooling job market organisations face risks with regards to productivity and future talent loss (see FIG 20).
FIG 20: Overall satisfaction and intent to leave, among US employees (Source: Gallup)
PODCASTS OF THE MONTH
In another month of high-quality podcasts, I’ve selected five gems for your aural pleasure: (you can also check out the latest episodes of the Digital HR Leaders Podcast – see ‘From My Desk’ below):
NICK HUDGELL - AI And Data Governance – Nick Hudgell, Global Head of People Insights at Sanofi, joins hosts Stacia Sherman Garr and Dani Johnson on Workplace Stories, to discuss how his team has built an infrastructure that connects disparate systems, improves data quality, and uses machine learning to unlock insights that genuinely improve employee experiences.
LASZLO BOCK - Becoming a Courageous, Data-Driven HR Leader - Laszlo Bock, co-founder of the Berkeley Transformative CHRO Academy joins Lars Schmidt on what looks like the last episode of Redefining Work (for now at least – see here) to share his journey from shaping Google’s data-driven HR practices to mentoring the next generation of CHROs. If it does prove to be the final episode, Lars you certainly went out on top.
MARK MA - RTOs: Research-backed Realities and Recommendations - Mark Ma, a research professor at the University of Pittsburgh, joins host Sophie Wade on the Transforming Work podcast to shares his discoveries that stock market declines generated RTO mandates but not improved corporate results. In the episode, he advocates for workplace flexibility – giving choices to employees and teams.
ERIN SPENCER AND MACKENZIE WILSON - AI and innovations in HR technology – In this episode of the Capital H podcast, hosts David Mallon and Franz Gilbert sit down with Human Capital analysts Erin Spencer and Mackenzie Wilson to discuss innovative AI solutions emerging in the market from established vendors and agile startups.
BRYAN HANCOCK AND BROOKE WEDDLE - What works—and doesn’t—in performance management – In this episode of McKinsey Talks Talent, Bryan Hancock and Brooke Weddle join host Lucia Rahilly to share their research on what drives performance: what motivates employees most, what matters less than you think, and the changes organisations need to make to ensure their feedback, ratings, and review processes are on track.
VIDEO OF THE MONTH
BRIAN ELLIOTT, LAURIANNE MCLAUGHLIN, AND M. SHAWN READ - RTO Mandates: Hard Truths for Leaders
In this video, Brian Elliott, who we featured earlier in the special on hybrid working, discusses the impact of RTO mandates with Laurianne McLaughlin and M. Shawn Read. Brian highlights data and examples that shines a light on return-to-office directives, offers predictions for those companies who have implemented these mandates. He also provides alternative, evidence-based strategies that forward-thinking leaders can use to boost productivity without hurting employee trust, engagement, or talent retention.
RESEARCH REPORT OF THE MONTH
SHONNA WATERS, ERIN EATOUGH, SHEHZAD BASHIR - People Analytics Across Company Growth Stages: Evolving Your Approach as You Scale
In an era where people are at the heart of organizational success, making data-driven talent decisions is no longer optional - it's a strategic imperative.
In their white paper, four esteemed experts in people analytics - Shonna Waters, PhD, Erin Eatough, PhD, Shehzad Bashir, and Ian OKeefe, break down how to build and refine people analytics capabilities that grow with your organisation. The authors introduce a practical framework for people analytics based on four pillars - each with its own set of capabilities: Governance (with seven capabilities including strategy, ethics and compliance), Infrastructure (also with seven capabilities such as storage, performance and security), Methods (with eight capabilities including primary research, statistical models and machine learning), and Products (with nine capabilities including metrics, dashboards, and nudges), which they state form the basis for organisations to build and subsequently scale their people analytics function. This is a well-researched, practical and helpful paper.
HR Analytics adoption is associated with higher return on investment by an average of 6.2% for return on capital employed
BOOK OF THE MONTH
KATARINA BERG – Bold: A New Era of Strategic HR
Behind every innovative company there should be an innovative HR function. That certainly applies to Spotify and Katarina Berg, the company’s Chief People Officer where being bold is etched into the DNA of the HR function she leads. This is evident in the Spotify HR Blog, and now in Bold, which is finally available in English. As I describe in my endorsement of the book:
The pandemic has thrust HR into the spotlight and given the function the opportunity to lead in shaping the new model of work. To do this, HR has to embrace data and digital. It must deliver for leaders and employees alike. Above all, HR must be bold. Spotify’s HR function, under the leadership of Katarina Berg, is setting the template for other to follow. With ‘Bold’, Katarina and her team build on the visionary Spotify HR Blog, providing a rich vein of insights on the practice of a leading-edge HR function and how it delivers value for employees and the business.
BONUS RESOURCES
Some bonus resources to also consume this month:
Andrew Kilshaw provides data, insights and guidance to companies looking to streamline their organisations in Middle Management Is Tough Enough As It Is.... If You're Going to Streamline Your Organization, Do It Right And Give Them "Space to Lead".
The latest edition of Gareth Flynn’s consistently excellent newsletter summarises the findings of his research into skills-based approaches to talent management: 2024 Skills Research - You Don't Need to Become a SBO or SPO to Drive Value From Skills.
Tejas Kumar provides some helpful guidance on how to grow professional relationships (see FIG 21).
Madeline Laurano and Kyle Lagunas provide some helpful guidance on how HR Tech vendors can build better partnerships in 2025.
Donald Sull highlights here the excellent series of 'Culture Champions' based on a webinar series and research by Donald and the CultureX team, which features interviews with leaders including Sharon MacBeath, Manny Maceda, Jim Whitehurst, Marvin Boakye, and Katie Burke.
Rob Briner provides a cautionary tale about telling stories with data.
FIG 21: The Journey to Synergy (Source: Tejas Kumar)
FROM MY DESK
December saw the final three episodes of Series 43 of the Digital HR Leaders podcast, sponsored by TechWolf (thanks Maaike Standaert, Andreas De Neve ?).
MIKAËL WORNOO - How to Use Skills Data to Solve Business Challenges – Mikaël Wornoo? joins me to explore how organisations can move beyond surface-level discussions centred on build a skills-based organisation to drive real business impact.
MELISSA DAIMLER - Drive Success Through Intentional and Adaptive Company Cultures – Melissa Daimler, Chief Learning Officer at Udemy and author of ReCulturing: Design Your Company Culture to Connect with Strategy and Purpose for Lasting Success, joins me to share how HR leaders can design company cultures that are intentional, adaptive, and aligned with business goals.
CHRISTOPHE CABRERA - How to Navigate Challenges in Skills-Based Transformation Journeys - Christophe Cabrera, Director and Head of IT Talent and Company Reputation at UCB, joins me to share how UCB kicked off its skills transformation with an initial proof-of-concept for 500 employees, how it used AI, and its rollout across additional parts of the company.
LOOKING FOR A NEW ROLE IN PEOPLE ANALYTICS OR HR TECH?
I’d like to highlight once again the wonderful resource created by Richard Rosenow and the One Model team of open roles in people analytics and HR technology, which now numbers over 550 roles.
THANK YOU
Oli Meager for including me in his list of HR Tech Analysts you can Trust along with a number of people I really respects such as Stacia Sherman Garr, David Perring, FLPI, Kyle Lagunas, and Dani Johnson
Gareth Flynn for posting about the Digital HR Leaders podcast episodes with Sandra Loughlin, PhD and Mikaël Wornoo? as part of sharing his insightful learnings on skills
Josh Tarr for also posting about the Digital HR Leaders podcast episodes with Sandra and Mikael here
Serena H. Huang, Ph.D. for including Excellence in People Analytics as one of ten books that inspired her to write her first book, The Inclusion Equation, which is published in January 2025
Laureano Pérez Caballero for including Excellence in People Analytics in his selection of five books to give as gifts
Thomas Kohler for including the November edition of Data Driven HR Monthly in his list of HR resources
Thinkers360 for including me in their list of Top Voices EMEA 2024
Teamflect for including me on their list of leaders redefining HR
Paul's Job for including me in their list of Experts Shaping the Future of HR
Voxeon Communicationsfor including me in their list of Visionaries redefining the Future of Work
Finally, a huge thank you to the following people who either shared the November edition of Data Driven HR Monthly and/or posted about the Digital HR Leaders podcast, conferences or other content. It's much appreciated: Tanguy Dulac Joseph Nabarro Sven Hultin Alan Susi Sibusiso Mkhize Sebastian Knepper Samir Murgude , SPHR®, SHRM-SCP, IHRP-SP Catriona Lindsay Amardeep Singh, MBA Kouros Behzad Matthew Hamilton Ian Grant FCIPD Dave Millner Vijay Patnaik, MBA Kathleen Kruse Danielle Farrell, MA Aravind Warrier Alexis Fink Errol Kruger Jose Luis Chavez Vasquez Marijana Brasiello, MHRM Andrew Pitts Joachim Decock David Simmonds FCIPD Dr. Jeeta Sarkar Maximilian Lankheit Chris Long Maria Alice Jovinski Felipe Jara David McLean Danielle Bushen Swechha Mohapatra (IHRP-SP, SHRM-SCP, CIPD) Lukasz Sowinski Geetanjali Gamel Timo Tischer Henrik Håkansson Serena H. Huang, Ph.D. Sander de Bruijn, Kristin Saboe, Ph.D. Giovanna Constant Ravin Jesuthasan, CFA, FRSA Russ Fatum BS, BS, MSA, MBB, PMP Ekta Lall Mittal Luis Maria Cravino Sameer Raut Chandresh Natu Praful Tickoo Ron Ben Oz Emanuele Magrone Laurent Reich Scott Nemeth Chris Lovato Philippa Penfold FCIPD Gal Mozes, PhD Christina Bui Matt Burns Bhawna Bist Melissa Hopper Fritz Rex Blodgett Delia Majarín Asaf Jackoby Joonghak Lee Jaejin Lee Mark Lawrence Kimberly Rose Mariami Lolashvili Malgorzata Langlois Irene Wong Kelly Monahan, Ph.D. Doug Chartier Sophia Huang, Ed.D. Caitie Jacobson Roxanne Bisby Davis Hanna Salo Toon van der Veer David Littlechild Jeff Wellstead Pedro Pereira Dr. Sebastian Projahn Melissa Arronte Linda Jonas John Healy Greg Pryor Kristina Kersiene, PhD Kris Saling Dr Philip Gibbs John Golden, Ph.D. Irada Sadykhova Dolapo (Dolly) Oyenuga, Phil Inskip Joseph Frank, PhD CCP GWCCM Lina Makneviciute Alexandra Nawrat John Brazier Marcela Mury Jacob Nielsen Søren Kold Lucie Vottova Stephanie Murphy, Ph.D. John Gunawan Gawain Wang Dave Fineman Craig Starbuck, PhD Ralf Buechsenschuss Bob Pulver Daniel Ivezaj Nico Orie Greg Newman Brandon Mistry Elizabeth Esarove Julia Brandon, PhD Evan Franz, MBA Erik Otteson Higor Gomes Ken Clar Ruben Santos Dr. Peter Schulz-Rittich Mattijs Mol Tina Peeters, PhD Tim Peffers Ludek Stehlik, Ph.D. Abhilash Bodanapu Mukesh Jain Ohad Geron Jonathon Frampton
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.
resilience
2024年12月29日
resilience
HR如何可以成为组织中的影响者 How HR Can Become an Organizational Influencer文章《HR如何成为组织的影响者》强调了HR在推动组织变革中的关键作用，通过战略影响而非正式权力来驱动变革。HR专业人员可以通过利用他们对人力动态的深入理解、战略思维和沟通技巧，成为关键的影响者。文章列出了HR需要掌握的八项核心能力，包括战略影响力、讲故事的能力、公共演讲、协作影响力、外交、信息传递、冲突解决和执行力。
通过发展这些技能，HR可以有效地驾驭变革，激励行动，并将人员战略与业务目标对齐。
变革不仅是不可避免的，而且是推动个人和组织成长与创新的动力。在工作中，变革可以推动一个组织向前发展并提升其水平，也可以摧毁它（包括其中的员工）。组织如何应对变革？是通过纯粹的角色权威？还是通过高层领导的强制命令？亦或是通过那些没有“正式权威”的人以更微妙的方式来推动和引导变革的方向？
在大多数组织中，人力资源（HR）没有像其他部门那样拥有正式的权力或影响力。通常，HR人员不足，资源匮乏。即使在过去几年中人力资源职能快速发展，HR在工作中仍在努力建立其战略价值。对于HR来说，推动或引导变革的力量不是正式的权力或“蛮力”，而是战略影响力（strategic influence）。
本质上，战略影响力不是关于权威，而是关于灵感、创新以及对工作中人类元素的深刻理解。讽刺的是，一些拥有强大职位的领导者除了他们头衔赋予的权力外，没有任何影响力。相反，一些在工作中没有头衔的普通人，却是通过利用他们的影响力来推动和引导变革的真正变革者。
有时HR确实有正式的权力，但更多时候没有。这就是为什么它必须更多地依赖影响力而不是正式的权威。
组织中的影响者 组织中的影响者是变革的催化剂，是能够理解业务战略与人类动态之间联系的愿景者。不同于源自层级权力的传统影响力，组织中的影响者的影响力来自于他们连接、理解和激励人的能力。
组织中的影响者具有一些基本特质，包括：
战略思考：看到更大的图景，并将努力与整体组织目标对齐。
以同理心领导：理解并重视他人的观点和需求。
有效沟通：通过清晰和信念表达想法并激励行动。
适应力强：拥抱变革并帮助他人应对变革。
用数据决策：利用数据洞察来决策和制定策略。
与他人合作并建立伙伴关系：建立伙伴关系并在组织各个层面促进团队合作。
创新：不断寻找和实施创造性的解决方案。
有韧性：在面对挫折时保持专注和积极。
伦理和诚信：坚持诚信并促进信任和尊重的文化。
让HR成为组织影响者的8种方式 以下是HR可以用来成为组织影响者的八种方法：
1 - 战略影响力 战略影响力是关于利用HR在人员领导和业务管理方面的独特见解来推动业务策略，确保人员与业务目标对齐并推动其前进。这个概念体现了HR领导者不仅是参与者，而且是董事会中的关键策略家，倡导促进组织成长和员工满意度的政策和实践。 这些是需要掌握的五项能力：
制定并执行与组织领导力对齐的有影响力的HR策略。
通过战略性HR举措影响高层管理和决策。
在整个组织中建立战略伙伴关系以增强HR的影响力。
使用HR洞察分析和解决复杂的组织挑战。
指导和发展HR团队以增强战略思维能力。
2 - 讲故事 讲故事是HR专业人士的一个强大工具，使他们能够将组织的价值观、文化和目标联系起来形成引人入胜的叙述。这种方法不仅增强了沟通，还建立了情感连接，使HR举措更易于理解和影响深远。通过讲故事，HR可以有效地倡导变革，庆祝成功，并阐明业务决策中的人性化一面，将抽象概念转化为在整个组织中产生共鸣的有意义的故事。 这些是需要掌握的五项能力：
创作引人入胜的叙述以传达HR的愿景和价值观。
使用有说服力的讲故事技巧吸引多样化的受众。
利用讲故事推动组织变革。
根据不同的沟通媒介调整讲故事的风格。
使用叙事智能增强HR的说服力。
3 - 出色的公众演讲 出色的公众演讲使HR领导者能够以权威和激情进行沟通，影响并激励他人。出色的公众演讲不仅仅是大声说话或喋喋不休，而是关于自信、同理心和理解。这项技能对于倡导HR举措、分享洞察和引导塑造组织未来的讨论至关重要。精通的公众演讲使HR领导者成为能够吸引听众的强大演说者，无论是在小型团队会议还是大型企业聚会上，都能有效传达HR的战略价值。 这些是需要掌握的五项能力：
掌握适用于HR背景的公众演讲技巧。
通过有效的演讲技巧吸引和激励受众。
利用公众演讲作为HR倡导和影响的工具。
根据不同类型的受众和组织层级调整演讲内容。
制作能够引起利益相关者共鸣的引人入胜的演讲内容。
4 - 协作影响力 协作影响力侧重于HR建立和维护推动组织成功的战略业务伙伴关系的能力。它突显了HR在弥合部门间差距、促进跨职能团队合作以及将HR策略与更广泛的业务目标对齐方面的作用。通过协作，HR可以打破孤岛，促进团结，并确保人员策略是实现公司目标的重要组成部分。 这些是需要掌握的五项能力：
建立和维持支持HR目标的有影响力的业务伙伴关系。
促进HR与其他业务单位之间的合作。
利用人际交往技能增强HR的协作影响力。
协商并对齐HR策略与更广泛的业务目标。
培养支持和倡导HR举措的盟友网络。
5 - 外交技巧 HR的外交技巧是关于以策略性智慧和策略性技巧驾驭复杂的组织政治网络。它涉及以尊重不同观点的方式倡导HR政策和举措，同时推动进步性变革。HR外交官善于建立共识、管理冲突，并将HR定位为组织决策中的中立但有影响力的参与者，确保在业务策略中始终考虑人员因素。 这些是需要掌握的五项能力：
利用外交技巧驾驭和影响组织政治。
使用策略性沟通技巧倡导HR驱动的变革。
通过外交解决复杂的组织问题。
在不同利益相关者群体中建立共识。
在所有HR举措中以诚信和伦理领导。
6 - 信息掌控 HR的信息掌控是关于编写和传达清晰表述HR策略价值和影响的信息。它是将沟通调整到不同受众的能力，确保清晰、参与和支持HR举措。通过有效的信息传达，HR专业人士可以解密HR政策，倡导组织变革，并巩固HR在组织内作为关键沟通者的角色。 这些是需要掌握的五项能力：
制定清晰有影响力的HR举措沟通策略。
调整HR信息以引起不同组织受众的共鸣。
以易于理解的方式传达复杂的HR概念。
有效利用各种沟通渠道传递HR信息。
测量和分析HR沟通策略的影响。
7 - 冲突解决和达成共识 冲突解决和达成共识在维护和谐和高效的工作环境中至关重要。这个概念围绕HR调解争议、促进谈判和培养合作与相互尊重环境的能力。通过为HR专业人士配备解决冲突的技能，组织可以确保更顺畅的运营、增强的团队合作以及一个重视建设性对话而非对抗的文化。 这些是需要掌握的五项能力：
有效调解和解决工作场所冲突。
促进合作和建设性的谈判过程。
在冲突各方之间建立共识以实现组织和谐。
实施预防和管理冲突的主动策略。
培训和指导团队冲突解决和达成共识的技能。
8 - 领导风范 HR影响者的领导风范和领导力是关于体现那些在组织各个层面上赢得尊重和激发信心的品质。这包括培养一种真实、权威和平易近人的领导风格，使HR领导者能够有效地倡导战略举措并以身作则。凭借强大的领导风范，HR专业人士可以更有效地影响结果、推动战略决策，并倡导以人为本的业务方法。 这些是需要掌握的五项能力：
培养权威且真实的领导风格。
提升高层沟通技巧。
建立战略关系。
以自信和愿景领导。
通过变革性领导实践激励团队和个人。
英文原来来自：https://www.linkedin.com/pulse/how-hr-can-become-organizational-influencer-hacking-hr-0xnlc/
作者：Hacking HR
Change is not just inevitable, but the driving force behind personal and organizational growth and innovation.
At work, change can either propel an organization forward and lift it up, or break it (including its people).
How can organizations navigate change? Is it through pure role-based authority? Is it through the brute force of senior leadership mandates? Or is there a more subtle way in which people, without “formal authority”, may drive and even steer the direction of change?
In most organizations, Human Resources (HR) does not have the formal authority or power that some of its counterparts have. Generally, HR is understaffed and under-resourced. And, even with the rapid advancement of the people function in the past few years, HR is still on the road to building its strategic value at work.
For HR, it is not formal authority or “brute force” that drives or steers change, it is the power of strategic influence.
In essence, strategic influence is not about authority, but inspiration, innovation, and a deep understanding of the human element at work.
Ironically, some leaders with a powerful position have no influence other than that given to them by their titles. In contrast, some ordinary people at work, without a title, are real change makers with potent network effects at work given how they leverage their influence to drive and steer change.
Sometimes HR does have the formal authority, but often it does not. That’s why it has to rely more on the power of influence than on the power of formal authority.
Organizational Influencers
An organizational influencer is a catalyst for change, a visionary who understands the connection business strategy and human dynamics. Unlike traditional notions of influence that stem from hierarchical power, organizational influencers derive their impact from their ability to connect, understand, and inspire people.
An organizational influencer has some foundational attributes, including:
Thinking strategically: Sees the bigger picture and aligns efforts with overarching organizational goals.
Leading with empathy: Understands and values the perspectives and needs of others.
Communicating effectively: Articulates ideas and inspires action through clarity and conviction.
Adapting: Embraces change and helps others navigate through it.
Informing decisions with data: Leverages insights from data to inform decisions and strategies.
Collaborating with others and building partnerships: Builds partnerships and fosters teamwork across all levels of the organization.
Innovating: Constantly seeks and implements creative solutions to challenges.
Being resilient: Maintains focus and positivity in the face of setbacks.
Behaving ethically and with integrity: Upholds integrity and promotes a culture of trust and respect.
8 Ways for HR to Becomes an Organizational Influencer
These are nine ways HR can use to become an organizational influencer.
1 - Strategic Influence
Strategic influence is about leveraging HR's unique insights into people leadership and business management to drive business strategies, ensuring that people align with and propels business objectives forward. This concept embodies the idea that HR leaders are not just participants but key strategists in the boardroom, advocating for policies and practices that foster both organizational growth and employee satisfaction.
These are five competencies to master:
Develop and execute impactful HR strategies aligned with organizational leadership.
Influence top-level management and decision-making through strategic HR initiatives.
Foster strategic partnerships across the organization to enhance HR's influence.
Analyze and address complex organizational challenges using HR insights.
Mentor and develop HR teams to strengthen strategic thinking skills.
2 - Storytelling
Storytelling is a powerful tool for HR professionals, enabling them to connect the dots between organization's values, culture, and goals into compelling narratives. This approach not only enhances communication but also builds emotional connections, making HR initiatives more relatable and impactful. Through storytelling, HR can effectively champion change, celebrate successes, and articulate the human side of business decisions, transforming abstract concepts into meaningful stories that resonate across the organization.
These are five competencies to master:
Craft compelling narratives to communicate HR vision and values.
Engage diverse audiences with persuasive storytelling techniques.
Leverage storytelling to drive organizational change.
Adapt storytelling styles to fit various communication mediums.
Use narrative intelligence to enhance HR's persuasive power.
3 - Public Speaking Excellence
Public speaking excellence empowers HR leaders to communicate with authority and passion, influencing and inspiring others at work. People speaking excellence is not about being loud or never shutting up, but about confidence, empathy and understanding. This skill is crucial for advocating HR initiatives, sharing insights, and leading discussions that shape the organization's future. Masterful public speaking turns HR leaders into powerful orators who can captivate their listeners, whether in small team meetings or large corporate gatherings, effectively conveying the strategic value of HR.
These are five competencies to master:
Master public speaking skills tailored for HR contexts.
Engage and motivate audiences through effective speech delivery techniques.
Utilize public speaking as a tool for HR advocacy and influence.
Adapt speeches to various audience types and organizational levels.
Develop compelling presentation content that resonates with stakeholders.
4 - Collaborative Influence
Collaborative influence focuses on HR’s capacity to forge and maintain strategic business partnerships that drive organizational success. It highlights HR’s role in bridging gaps between departments, facilitating cross-functional teams, and aligning HR strategies with broader business objectives. Through collaboration, HR can dismantle silos, encourage unity, and ensure that people strategies are integral to achieving corporate goals.
These are five competencies to master:
Build and sustain influential business partnerships that support HR goals.
Facilitate collaboration between HR and other business units.
Leverage interpersonal skills to enhance HR’s collaborative impact.
Negotiate and align HR strategies with broader business objectives.
Cultivate a network of allies to support and advocate for HR initiatives.
5 - Diplomacy
HR diplomacy is about navigating the complex web of organizational politics with tact and strategic acumen. It involves advocating for HR policies and initiatives in a way that respects differing viewpoints while pushing for progressive change. HR diplomats are adept at building consensus, managing conflicts, and positioning HR as a neutral yet influential player in organizational decisions, ensuring that the people aspect is always considered in business strategies.
These are five competencies to master:
Utilize diplomacy to navigate and influence organizational politics.
Advocate for HR-driven change using tactful and strategic communication.
Resolve complex organizational issues with diplomatic problem-solving.
Build consensus among diverse stakeholder groups.
Lead with integrity and ethical considerations in all HR initiatives.
6 - Message Mastery
Message mastery in HR is about crafting and delivering messages that clearly articulate the value and impact of HR strategies. It’s the ability to tailor communication to diverse audiences, ensuring clarity, engagement, and support for HR initiatives. Through effective messaging, HR professionals can demystify HR policies, champion organizational change, and solidify HR’s role as a key communicator within the organization.
These are five competencies to master:
Develop clear and impactful communication strategies for HR initiatives.
Tailor HR messaging to resonate with different organizational audiences.
Communicate complex HR concepts in an accessible manner.
Utilize various communication channels effectively for HR messaging.
Measure and analyze the impact of HR communication strategies.
7 - Conflict Resolution and Agreement Building
Conflict resolution and agreement building are fundamental in maintaining a harmonious and productive workplace. This concept revolves around HR's ability to mediate disputes, facilitate negotiations, and foster an environment of cooperation and mutual respect. By equipping HR professionals with the skills to navigate and resolve conflicts, organizations can ensure smoother operations, enhanced teamwork, and a culture that values constructive dialogue over confrontation.
These are five competencies to master:
Mediate and resolve workplace conflicts effectively.
Facilitate collaborative and constructive negotiation processes.
Build consensus among conflicting parties to achieve organizational harmony.
Implement proactive strategies to prevent and manage conflicts.
Train and guide teams in conflict resolution and agreement-building skills.
8 - Executive Presence
Executive presence and leadership for HR influencers are about embodying the qualities that command respect and inspire confidence at all levels of the organization. This includes cultivating a leadership style that is authentic, authoritative, and approachable, enabling HR leaders to effectively advocate for strategic initiatives and lead by example. With a strong executive presence, HR professionals can more effectively influence outcomes, drive strategic decisions, and champion a people-centric approach to business.
These are five competencies to master:
Cultivate an authoritative and authentic leadership style.
Enhance executive communication skills.
Build strategic relationships.
Lead with confidence and vision.
Inspire teams and individuals with transformative leadership practices.
resilience
2024年06月20日
resilience
根据美世 2024 年全球人才趋势研究，高管认为人工智能是提高生产力的关键，但大多数员工尚未做好转型的准备Mercer's 2024 Global Talent Trends Study unveils critical insights from over 12,000 global leaders and employees, highlighting the increasing importance of AI in productivity, discrepancies between executive and HR perceptions, the necessity of human-centric work design, and the growing challenges in trust, diversity, and resilience within the workforce. The study emphasizes the urgency of adapting talent strategies to foster greater agility and employee well-being amidst technological advances and shifting workforce dynamics.
美世今天发布了2024年全球人才趋势研究。该研究借鉴了全球 12,000 多名高管、人力资源主管、员工和投资者的见解，揭示了雇主为在这个新时代蓬勃发展而采取的行动。
“今年的调查结果突显了工作中的惊人转变，”美世总裁帕特·汤姆林森 (Pat Tomlinson) 表示。“他们指出，高管层和人力资源部门对于 2024 年业务发展的看法存在显着分歧，而且员工对于技术影响的看法也存在滞后。随着我们迎来人机团队的时代，组织需要将人置于转型的核心。”
生成式人工智能 (AI) 被视为提高生产力的关键
生成式人工智能能力的快速增长引发了人们对劳动力生产力提升的希望，40% 的高管预测人工智能将带来超过 30% 的收益。然而，五分之三 (58%) 的人认为科技进步的速度超过了公司对员工进行再培训的速度，不到一半 (47%) 的人认为他们可以通过当前的人才模式满足今年的需求。
“通过人工智能提高生产力是高管们最关心的问题，但答案不仅仅在于技术。提高员工生产力需要有意识的、以人为本的工作设计。”美世全球人才咨询主管兼该研究的作者 Kate Bravery 说道。“领先的公司认识到人工智能只是其中的一部分。他们正在从整体的角度来解决生产力下降的问题，并通过新的人机协作模式提供更大的敏捷性。”
寻找通向未来工作的可持续道路面临着挑战。四分之三 (74%) 的高管担心他们的人才的转变能力，不到三分之一 (28%) 的人力资源领导者非常有信心他们能够使人机团队取得成功。提高敏捷性的关键是采用技能驱动的人才模型，这是高增长公司已经掌握的。
员工信任度全面下降
2023 年，对雇主的信任度从 2022 年的历史最高水平下降，这是一个危险信号，因为研究表明信任对员工的精力、蓬勃发展感和留下来的意愿产生重大影响。那些相信雇主会为他们和社会做正确事情的人，表示自己正在蓬勃发展、具有强烈的使命感、归属感和被重视感的可能性是其他人的两倍。
近一半的员工表示，他们希望为一个令他们感到自豪的组织工作，一些公司的回应是优先考虑可持续发展工作和“良好工作”原则。鉴于公平薪酬（34%）和发展机会（28%）是员工今年留下来的主要驱动力，雇主有动力在未来一年在薪酬公平、透明度和公平获得职业机会方面取得更快进展。
在全球范围内，员工都清楚，归属感有助于他们成长，但只有 39% 的人力资源领导者表示，女性和少数族裔在其组织的领导团队中拥有良好的代表，只有 18% 的人表示，最近的多元化、公平性和包容性努力提高了员工保留率关键多元化群体。四分之三的员工 (76%) 目睹过年龄歧视。由于这些挑战加上持续的技能短缺，更多地关注包容性和满足员工的需求将有助于所有员工蓬勃发展。
未来几年，韧性将至关重要
最近在风险缓解方面的投资已获得回报，64% 的高管表示他们的业务能够承受不可预见的挑战，而两年前这一比例为 40%。通货膨胀等近期担忧严重影响高管的三年计划，但网络和气候等长期风险可能没有得到应有的必要关注。
建立个人韧性与企业韧性同样重要，五分之四 (82%) 的员工担心自己今年会精疲力竭。为员工福祉重新设计工作对于缓解这一风险至关重要，51% 的高增长公司（2023 年收入增长 10% 或以上）已经这样做了，而低增长同行中只有 39% 这样做了。
员工体验是重中之重
超过一半的高管 (58%) 担心他们的公司在激励员工采用新技术方面做得不够，三分之二 (67%) 的人力资源领导者也担心他们在没有改变工作方式的情况下实施了新技术解决方案。员工体验是今年HR的首要任务；这是一个值得关注的问题，因为蓬勃发展的员工表示雇主设计的工作体验能够发挥他们的最佳水平的可能性是普通员工的 2.6 倍。
人力资源部门在改善所有人的工作方面发挥着关键作用，但人力资源部门越来越有必要与风险和数字化领导者合作，以按要求的速度引入必要的变革。为了满足组织和员工的期望，96% 的公司计划今年对人力资源职能进行一些重新设计，重点是跨部门交付和领先的数字化工作方式。
投资者重视敬业的员工队伍
今年，美世首次收集资产管理公司关于组织的人才战略如何影响其投资决策的意见。近十分之九 (89%) 的人将员工敬业度视为公司绩效的关键驱动力，84% 的人认为“流失和燃烧”方法会损害商业价值。投资者还表示，营造信任和公平的氛围是未来五年建立真正、可持续价值的最重要因素。
单击此处了解更多信息并下载今年的研究。
关于美世 2024 年全球人才趋势研究
美世全球人才趋势目前已进入第九个年头，汇集了来自 17 个地区和 16 个行业的 12,200 多名高管、人力资源领导者、员工和投资者的见解，该研究重点介绍了当今领先组织为确保人员长期可持续发展所采取的措施。在此过程中走得更远的组织在四个领域取得了长足的进步。(1) 他们认识到，以人为本的生产力需要关注工作的演变以及工作人员的技能和动机。(2) 他们认识到信任是真正的工作对话，通过透明度和公平的工作实践得到加强。(3) 随着风险变得更加关联且难以预测，他们认识到，提高风险意识和缓解水平对于建立一支准备就绪、有复原力的员工队伍至关重要。(4) 他们承认，随着工作变得越来越复杂，简化、吸引和激励员工走向数字化的未来至关重要。
关于美世
美世坚信，可以通过重新定义工作世界、重塑退休和投资成果以及释放真正的健康和福祉来建设更光明的未来。美世在 43 个国家/地区拥有约 25,000 名员工，公司业务遍及 130 多个国家/地区。美世是Marsh McLennan （纽约证券交易所股票代码：MMC）旗下的企业，Marsh McLennan 是风险、战略和人才领域全球领先的专业服务公司，拥有超过 85,000 名同事，年收入达 230 亿美元。通过其市场领先的业务（包括达信、Guy Carpenter和奥纬咨询），达信帮助客户应对日益动态和复杂的环境。
resilience
resilience
resilience
扫一扫
添加客服
