David Green: The best HR & People Analytics articles of February 20252025年2月的 Data Driven HR Monthly 深入探讨了影响未来HR战略的关键趋势，涵盖了混合办公、AI驱动的技能管理、组织设计以及人力资源分析的最新发展。
麦肯锡提出了一种全新的HR运营模式，强调**“人力资源战略家、数据科学家和技术专家”** 的三位一体架构，以增强HR的战略影响力。同时，世界经济论坛（WEF）发布了**《全球技能分类法工具包》**，推动企业采用通用的技能语言，以提升人才管理能力。
另一个重要议题是任务智能（Task Intelligence），TechWolf的研究表明，企业应关注员工实际执行的任务，而不仅仅是他们具备的技能。这种方法有助于精准规划人才需求、优化招聘和培训，并挖掘自动化机会，以提升企业效能。
此外，混合办公和多样性、公平性、包容性（DEI）等议题正日益被政治化。美国最新数据表明，2025年1月仍有29%的工作日为远程办公，但企业对重返办公室（RTO）的讨论持续升温。随着AI的发展，HR部门如何平衡企业需求与员工期望，将成为未来几年最重要的挑战之一。
本期还关注了HR科技市场的发展，例如Gartner对2025年首席人力官（CHRO）的三大战略优先事项，以及AI在HR转型中的应用案例。对于希望在人力资源管理中充分利用数据和科技的HR领导者来说，本期内容不容错过！
February is supposed to be the shortest month but the 2025 version felt conspicuously long. We may be living in a post-truth world but it is an irrefutable fact that it was Ukraine that was invaded just over three years ago by 150,000 Russian troops. The Ukrainian people - and Volodymyr Zelenskyy - need to be supported not disparaged.
Compiling this month’s edition of the Data Driven HR Monthly proved to be a welcome distraction from geopolitics, even if two hitherto work topics that are increasingly being politicised - hybrid work and diversity, equity and inclusion - feature prominently. Other selections include a fresh take on the HR operating model from McKinsey, which is founded upon a strategic triumvirate of people strategists, people scientists, and people technologists. Look out also for a Global Skills Taxonomy toolkit from the World Economic Forum, as well a list of 20 global people analytics influencers, which was compiled using active ONA data. Enjoy!
This edition of the Data Driven HR Monthly is sponsored by our friends at TechWolf
Are we looking at skills the wrong way?
AI and automation are reshaping work. By 2028, one-third of enterprise software will automate tasks and decisions (Gartner), and McKinsey estimates this could add 1.2% to annual GDP growth.
Yet, 92% of HR leaders say (Gartner) they don’t have reliable data on the skills of their workforce. The challenge is clear:
How do we ensure skills evolve as fast as work itself?
Which skills actually drive business value?
How can companies align business and talent strategies with real work?
Most organizations track skills through self-reports, manager assessments, and outdated frameworks. An AI data layer like TechWolf revolutionizes that issue. But skills alone don’t tell the full story—tasks do.
"Skills tell us what someone càn do, tasks tell us what they actually do" says Jeroen Van Hautte ?, TechWolf’s CTO & Co-Founder, "They explain why those skills are needed and what value they bring."
So to understand skills, we need to understand work itself. That’s where Task Intelligence comes in.
By analyzing real work data—from projects, collaboration tools, and enterprise systems—Task Intelligence connects skills to actual work, giving companies a real-time, unbiased view of workforce capabilities.
Organizations using task intelligence to gain insights in the skills of their workforce can:
Plan workforce needs with confidence
Target learning & development where it matters
Improve hiring by focusing on real skills
Identify automation opportunities to free up time for high-value work
Curious to see how task intelligence and AI-powered skills insights are shaping the future of work? Dive into our latest insights:
? How TechWolf Bridges Skills and Work
? Exploring the Task-Skill Connection
TechWolf helps large enterprises understand the skills they have, the skills they need, and how to manage the gap in between—powered by AI.
To explore how TechWolf’s AI can help your organization, reach out at hello@techwolf.ai or visit techwolf.ai.
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.
FEBRUARY ROAD REPORT
In the last week of February, I had the privilege of chairing the second People Analytics World event in Zürich, which Ralf Buechsenschuss perfectly captures in his key takeaways and learnings. Thanks to Barry Swales and his team for organising a great two days. From Zürich, I am now heading to New York where Jamie Nevshehir and his team at NBC Universal are hosting a peer meeting for members of the Insight222 People Analytics Program®. It promises to be an enthralling two days with more than 70 people analytics professionals attending and a line-up of speakers including: Dawn Klinghoffer, Geetanjali Gamel, Anshul Sheopuri and Jeremy Shapiro. Also in March, I’m looking forward to delivering keynotes at HiBob’s Heartcore HR Live event in London on March 13, as well as the Workhuman Live Forum, also in London on March 19. I hope to see some of you there. February also saw the acquisition of eqtble by Paradox - congrats to Adam Godson, Gabe Horwitz, Joseph Ifiegbu and all concerned.
Share the love!
Enjoy reading the collection of resources for February and, if you do, please share some data driven HR love with your colleagues and networks. Thanks to the many of you who liked, shared and/or commented on January’s compendium.
If you enjoy a dose of curated learning (and the Digital HR Leaders podcast), the Insight222 newsletter: Digital HR Leaders newsletter is usually published every other Tuesday – subscribe here – and read the latest edition.
HYBRID, GENERATIVE AI AND THE FUTURE OF WORK
PHIL KIRSCHNER - McKinsey On Return To Office: Leaders Are Focused On The Wrong Thing | AARON DE SMET, BROOKE WEDDLE, BRYAN HANCOCK, MARIN MUGAYAR-BALDOCCHI, AND TAYLOR LAURICELLA - Returning to the office? Focus more on practices and less on the policy | NICK BLOOM - There are lies, damned lies and statistics | NICK BLOOM - The Future of Working from Home
Leaders must stop obsessing over where work gets done and start improving how it gets done.
February’s edition of the Data Driven HR Monthly has to start with this debate on RTO and hybrid. As Phil Kirschner’s article in Forbes explains, McKinsey has been publishing the findings of its ‘talent trends’ research through six studies since 2021. He observes that one clear trend has emerged: “The tension between where employees work and how effectively work gets done has been growing.” The latest McKinsey study finds that there was a surge in RTO from 2023 to 2024, with the proportion of mostly in-person workers (those working in person at least four days a week) doubling to 68 percent, from 34 percent in 2023. In his LinkedIn post citing Mark Twain’s infamous quote, Nick Bloom, who tracks work arrangements and attitudes monthly – see wfhresearch.com – questions the McKinsey data, explaining why he believes it is flawed and has both recall and sample biases. Bloom provides alternative data sources, which find that in January 2025, 29% of paid days in the US were work-from-home days (see FIG 1). Bloom’s supposition is that McKinsey may have felt pressurised by clients that want the narrative that work from home is failing in the media. One hopes that’s not the case, particularly as the main message the authors of the McKinsey article (Aaron De Smet, Brooke Weddle, Bryan Hancock, Marino Mugayar-Baldocchi and Taylor Lauricella) appear to be making is that: “The working model is far less important than the work environment leaders create.” They highlight five core practices to help firms implement a policy that fits their culture: collaboration, connectivity, innovation, mentorship, and skill development (see FIG 2). With the increasing politicisation – and even weaponisation by the new US Administration - of work topics such as flexible working and DEI, expect more debates like this as the year continues to unfurl.
FIG 1: About 29% of Paid Days in the US in January 2025 Were Work-From-Home Days (Source: WFH Research)
FIG 2: Employees’ ratings of their organization’s maturity in five practices by working model (Source: McKinsey)
CALLUM MCRAE AND SAMUEL BAMIDELE - Redefining workplace flexibility: Harmonizing corporate culture and employee satisfaction | KIM PARKER - Many remote workers say they’d be likely to leave their job if they could no longer work from home | BRIAN ELLIOTT, ANNIE DEAN, AND KEVIN OAKES – Navigating the Return-to-Office, Hybrid and Remote Landscape
Three more resources to help readers of the Data Driven HR Monthly navigate the latest research, challenges and discussions on flexible working. (1) Callum McRae and Samuel BAMIDELE present the key findings from WTW’s 2024 Workplace Flexibility Pulse Survey. One finding is that while 50% of 1,200 companies who participated in the study have policies in place requiring employees to be in the office for two to four days per week, the actual number of in-person days per week is lower (see FIG 3). (2) Similar to the WTW study, which also highlights the risk of employee attrition if companies fail to balance employer and employee needs, Kim Parker presents data from the Pew Research Center, which finds that nearly half of workers who currently work from home some of the time would likely leave if they were no longer able to do so (see FIG 4). (3) Finally, I highly recommend tuning into a recent The Institute for Corporate Productivity (i4cp) webinar, which saw Brian Elliott, Annie Dean, Kevin Oakes, and host Tom Stone get into the complexities of RTO, hybrid and remote work strategies. Topics covered included workplace design, how AI can augment human potential, and how blanket RTO mandates erode trust and engagement.
FIG 3: In-office-days required vs. actual by country (Source: WTW)
FIG 4: Source: Pew Research Center
HANNAH MAYER, LAREINA YEE, MICHAEL CHUI, AND ROGER ROBERTS - Superagency in the workplace: Empowering people to unlock AI’s full potential
Almost all companies invest in AI, but just 1 percent believe they are at maturity. The biggest barrier to scaling is not employees—who are ready—but leaders, who are not steering fast enough.
Inspired by Reid Hoffman’s book Superagency, this new report from McKinsey asks a similar question: How can companies harness AI to amplify human agency and unlock new levels of creativity and productivity in the workplace? Perhaps the standout conclusion is that employees are ready for AI but that the biggest barrier to success is leadership. The report is presented in five chapters. (1) An analysis of the rapid advancement of technology over the past two years and its implications for business adoption of AI. (2) The attitudes and perceptions of employees and leaders, with the former three times more likely than leaders realise to believe that AI will replace 30 percent of their work in the next year. (3) An examination of the need for speed and safety in AI deployment, with half of employees worrying about AI inaccuracy and cybersecurity risks. (4) A look at how companies risk losing ground in the AI race if leaders do not set bold goals. (5) Guidance on what is required for leaders to set their teams up for success with AI: “The challenge of AI in the workplace is not a technology challenge. It is a business challenge that calls upon leaders to align teams, address AI headwinds, and rewire their companies for change.” Finally, the article poses three questions each for leaders and employees to meet their AI future (see FIG 5). If you enjoy the article, I also recommend diving into AI in Action, an interactive four-part learning journey featuring Reid Hoffman and Lareina Yee, one of the authors of the McKinsey report. (Authors: Hannah M. Mayer, Lareina Yee, Michael Chui, and Roger Roberts).
FIG 5: Questions to shape a company’s AI future (Adapted from McKinsey)
FELIPE JARA - The Reality Check: Making AI in HR Actually Work
While 75% of organisations are still in early stages of AI adoption, those taking a systematic, process-led approach will see remarkable results - from 40% efficiency gains to fundamental transformations in how HR operates.
In his comprehensive and illuminating article, Felipe Jara analyses AI transformation in HR, breaking it down into four sections: (1) The Reality Check, which examines some of the barriers holding HR back: capability, financial constraints, delivery limitations, and technology. (2) The Process Revolution, examining the promise. With cases studies from the likes of Mastercard, IBM and Stanford Health Care, and how AI can augment the employee lifecycle (see FIG 6). (3) The Maturity Journey, which presents a maturity model from Deloitte and provides guidance on how to move forward. (4) The Implementation Framework, presenting a four-step approach to enabling AI in HR.
FIG 6: The AI-Augmented Talent Lifecycle (Source: Felipe Jara)
PEOPLE ANALYTICS
ANDREW PITTS, MATTHEW DIABES, RICHARD ROSENOW AND STEPHANIE MURPHY - Top 20 People Analytics Influencers and more from the PANC
Whilst I always appreciate being included on ‘influencer’ lists, most are wholly subjective and compiled using little or no data. This makes the People Analytics Network Census (PANC), all the more interesting. The initiative, which is the brainchild of Andrew Pitts, Matthew Diabes, PhD, Richard Rosenow and Stephanie Murphy, Ph.D., uses active organisational network analysis to map the global people analytics network. The results, which are based on more than 450 participants, are presented in five groups: (1) Top 20 Overall People Analytics Influencers, (2) Top 3 Networking Influencers, (3) Top 3 Mentorship Influencers, (4) Top 3 Technical Influencers (5) Top 10 Influencers from Outside of the United States. It’s a real honour to be included in the first list. Congrats to all those selected – many of whom I count as friends, colleagues and inspirations: Al Adamsen, Alexis Fink, Amit Mohindra, Andrew Pitts, Cole Napper, Dave Ulrich, Dawn Klinghoffer, Heather Whiteman, Ph.D., Ian OKeefe, John Boudreau, Josh Bersin, Mark H. Hanson, Michael Arena, Michael M. Moon, PhD, Patrick Coolen, Richard Rosenow, Rob Cross, Stacia Sherman Garr, Stephanie Murphy, Ph.D., Annika Schultz, Barry Swales, Greg Pryor, Lexy Martin, Michelle Deneau, Kevin Erikson, Kevin S., Michael Walsh, PhD, Adam McKinnon, PhD., David Shontz, Jaap Veldkamp, Kinsey Li, Leopoldo Torres, Ludek Stehlik, Ph.D., Martha Curioni, Rafael Uribe, Sanja Licina, Ph.D.
MCKINSEY - What makes product teams effective?
In episodes of the Digital HR Leaders podcast with leaders such as Ian OKeefe (here) and Aashish Sharma (here), we’ve talked about the importance of productisation in people analytics. Moreover, Insight222’s 2024 People Analytics Ecosystem study found that ‘analytics at scale’ teams (those teams that turn an insight, prediction, or algorithm into a product) have emerged as a core capability in the people analytics function of Leading Companies. As such, this article by Santiago Comella-Dorda, Vik Sohoni, Arun Sunderraj, Dan Gardner, and Lauren Gingerich McCoy for McKinsey is required reading for people analytics leaders. They analysed data from 1,700 teams, to measure how five capabilities (strategy, structure, people, process, and technology) impact four main outcomes (effectiveness, speed, productivity, and quality). This article focuses on the key capabilities required for three sub-outcomes of effectiveness: (1) Delivery predictability, (2) Value realisation (see FIG 7), and (3) Team engagement.
FIG 7: The ten key capabilities of value realisation in product teams (Source: McKinsey)
HELEN FRIEDMAN - Early Trends Influencing People Analytics Agendas In 2025 | BEN BERRY - The Rise of External Talent Intelligence as a Strategic Priority | DAVID BOYLE - Beyond Build-Buy-Borrow: "Blend" Emerges as a Pillar of Workforce Strategy | HESHAM AHMED - The three pillars of competitive advantage in data & analytics
In each edition of the Data Driven HR Monthly, I feature a collection of articles by current and recent people analytics leaders. These are intended to act as a spur and inspiration to the field. Four are highlighted in this month’s edition. (1) Helen Friedman walks through three topics shaping many current people analytics agendas: workforce planning, AI in relation to skills and pay equity, and using data to drive decisions around turnover, pay and managing uncertainty. (2) Ben Berry explains why the use of external talent intelligence data by organisation is rising sharply, how they’re using this data and what we can expect to see in the future. (3) David Boyle writes on the emergence of ‘blend’ as a fourth pillar of workforce planning: “Workforce strategy and AI strategy have the potential to trip over each other if they are not synchronized.” (4) Hesham Ahmed outlines three ways data and analytics can drive competitive advantage: superiority of information, insight and action (see FIG 8): “Superiority of action: it is not sufficient to know something that others don’t. It is the ability to act on that information or insight that leads to an advantage or edge.”
FIG 8: Three pillars of competitive advantage in data and analytics (Source: Hesham Ahmed)
THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE
ASMUS KOMM, FERNANDA MAYOL, NEEL GANDHI, SANDRA DURTH, AND JASMIN KIEFER - A new operating model for people management: More personal, more tech, more human
Organizations that excel in both people development and financial performance are four times as likely as peers to outperform financially and one and a half times as likely as peers to remain top tier year on year.
In the last three years, the most popular resource I have shared on LinkedIn, with over 1m views is McKinsey’s 2022 article, HR’s new Operating Model. The sequel is likely to drive just as much interest. In this article, which I was grateful to be invited to contribute to, the McKinsey team of Asmus Komm, Fernanda Mayol, Neel Gandhi, Sandra Durth, and Jasmin Kiefer explore a new vision of people management, centred on hyper-personalising the employee experience. Their findings conclude that that only about 20 percent of the most strategic activities in today’s HR portfolios will remain with two-thirds of current HR tasks being automated to a large degree (see FIG 9). They also outline the core elements of the operating system required to turn their vision into reality encompassing (1) Establishing a strategic triumvirate of people strategists, people scientists, and people technologists, (2) Streamlining the people operating model: more strategic, more fluid, and more tech-enabled (see FIG 10), and (3) Mastering complexity with technology. The authors also set out concrete steps organisations can take to implement a new people operating system. These steps include the need to experiment, a focus on continuous improvement and an onus on scaling what works.
FIG 9: Two-thirds of today’s people management processes can be largely automated (Source: McKinsey)
FIG 10: The future operating model for people management will be more strategic, fluid and tech-enabled (Source: McKinsey)
GARTNER - Top 3 Strategic Priorities for Chief HR Officers
CHROs are navigating a complex landscape shaped by several key trends. CEOs prioritizing growth through transformation, AI deployment challenges and shifting labor market pressures on talent strategies are influencing how the best organizations are leading HR to achieve business goals.
New research from Gartner identifying the three top CHRO focus areas for 2025: (1) Elevating HR’s impact on the organisation’s growth strategy. (2) Building a deep bench of change leaders. (3) Creating a future-ready workforce. The report provides a deep-dive on the three priorities with guidance and methodologies on how to drive success in each, such as the Talent Risk Assessment Heat Map (see FIG 11). The report also contains a powerful section on the new capabilities required by chief people officers (see FIG 12) and HR professionals. A must-read.
FIG 11: Example Talent Risk Assessment Heat Map (Source: Gartner)
FIG 12: Model of a World-Class CHRO (Source: Gartner)
DAVE ULRICH AND ROBERT DAVID - How HR Can Help Deliver Both Market Share and Customer Share through Human Capability
The evidence shows that when HR engages customers in talent, organization, leadership, and HR department initiatives, both market share and customer share improve.
What role can chief human resources officers play in helping their organisations to increase customer share while building market share? In their article, Dave Ulrich and Robert David outline five specific steps CHROs can take, which together demonstrate how HR can move from its traditional support role to help drive customer relationships and business growth: (1) Identify targeted customers – focus human capability investments on these. (2) Track customer share. (3) Define customer connection. (4) Engage with target customers (see FIG 13), and (5) Change HR conversations. For more on why and how HR professionals can increase their engagement with customers, do listen to Dave in discussion with Stacia Garr and me on this episode pf the Digital HR Leaders podcast: How HR Can Create Stakeholder Value and Drive Organisational Growth.
FIG 13: Ways to connect and engage with customers (Source: Dave Ulrich and Robert David)
WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS
WORLD ECONOMIC FORUM - Global Skills Taxonomy Adoption Toolkit: Defining a Common Skills Language for a Future-Ready Workforce
Skills and talent shortages are critical challenges hindering economic growth, limiting business opportunities, and curbing individual potential. As technology rapidly advances and economic landscapes continue to shift, a common skills language is urgently needed to bridge gaps and enable workforce transformation.
The World Economic Forum is spoiling us thus far in 2025. Not content with publishing the barnstorming Future of Jobs 2025 report, they have also released the Global Skills Taxonomy Adoption Toolkit, which will be a boon for workforce planners and people analysts everywhere. The toolkit is designed to equip leaders with actionable steps, evidence-based insights, and real-world case studies to adopt a common skills language and embed skills-first approaches into talent management strategies. Contents include (1) reasons for adopting a common skills taxonomy, (2) a Global Skills Taxonomy roadmap comprised of three phases (see FIG 14), and (3) key insights and methodologies for implementing each phase. Kudos to the authors - Neil Allison, Ximena Játiva, and Aarushi Singhania along with a stellar cast of contributors including Peter Brown MBE, Simon Brown ??, Shannon Custard, Soon Joo Gog, Kelli Jordan, and Jan Meyer.
FIG 14: Global Skills Taxonomy adoption roadmap (Source: World Economic Forum)
EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING
IT SURVEY GROUP - The Future of Feedback: Trends Shaping Employee Listening in 2025
AI and technology advancement are game changers for the listening and survey space. They will allow us to synthesize and interpret data – particularly qualitative data – with unprecedented speed and complexity
What are the key trends shaping the evolution of employee listening? Who better to ask than practitioners at the forefront of this important work. In their article, members of the IT Survey Group – including Megan Sherman, Ph.D., Kristin Saboe, Ph.D., Sophie Horneber, Anthony Ariano, Caitie Jacobson Mikulis, David Koch, Kellie Roberts, M.A., Stephanie Andel, PhD, and Robyn Petree-Guzman, Ph.D. present five trends shaping employee listening in 2025 (see FIG 15): (1) Supercharging sentiment, (2) “Silent” signaling, (3) Synergising surveys, (4) Guiding greatness, and (5) Refining the rhythm.
FIG 15: Top five trends for employee listening (Source: IT Survey Group)
NICK LYNN - Proactive Accountability: Turning Employee Insights into Action
Proactive accountability is more than just a practice — it’s a cultural commitment to transforming insights into meaningful action. It thrives on clear ownership, well-defined goals, and unwavering transparency.
Nick Lynn uses the concept of ‘proactive accountability’, which is commonplace in health and safety work, to solve the habitual challenge of turning insights gathered from employee listening work into meaningful actions (see FIG 16). Nick examines some of the common challenges from moving from insight to action such as the lack of a framework to prioritise feedback, slow decision-making, and poo communication. He explains why proactive accountability matters and how to foster it including developing a structured framework, assigning clear ownership, setting measurable goals, leveraging technology, building a community of change leaders, and celebrating success.
FIG 16: Proactive accountability (Source: Nick Lynn)
LEADERSHIP, CULTURE, AND LEARNING
DARRELL RIGBY AND ZACH FIRST – The Power of Strategic Fit
Companies that excel at creating stakeholder value attract and retain the most valuable stakeholders, gaining a competitive advantage.
In their article for Harvard Business Review, Bain partners Darrell Rigby and Zach First how to create a cohesive strategy that unleashes the power of ‘strategic fit’, which they define as: “Strategic fit is the degree of alignment and amount of synergy in a company’s business system.” They identify seven strategic factors: (1) the mental model, (2) purpose and ambitions, (3) stakeholder value creation, (4) macro forces, (5) markets and products, (6) competitive advantages, and (7) the operating model. They explain how aligning them generates beneficial multiplier effects, and – especially relevant for HR and people analytics professionals – demonstrate how creating value for employees and other stakeholders leads to higher returns (see FIG 17).
FIG 17: Strategic Fit Leads to Higher Returns (Source: Bain)
ANNE MCSILVER | LINKEDIN – Workplace Learning Report 2025: The rise of career champions
Learning combined with career development — leadership training, coaching, internal mobility, and more — accelerates the flow of critical skills to keep pace with business needs
The key theme of LinkedIn’s Workplace Learning Report 2025 is that the 36% of companies categorised as ‘career development champions’ (those companies with robust programs that yield business results) enjoy positive correlations with profitability outlook, confidence to attract and retain talent, and increased adoption of GAI. The report, with lead author Anne McSilver, features contributions from a host of talent leaders including: Vidya Krishnan (“The companies that outlearn other companies will outperform them.”), Chris Louie, Chris Foltz, Jennifer Shappley, Al Dea and Amanda Nolen (“You must be able to answer at least one of these three questions: How will this initiative help you to make money, save money, or mitigate risk for the company.”). The report also presents five talent foundations designed to accelerate career-driven learning: (1) Build the right skills, faster (see FIG 18). (2) Help people – and skills – move more easily. (3) Measure business impact. (4) Empower managers to support employee careers. (5) Inspire individual career growth. Thanks to Jennifer Gronski for making me aware of the report.
FIG 18: Skills-based talent and career development champions (Source: LinkedIn)
DIVERSITY, EQUITY, INCLUSION AND BELONGING
STACIA GARR - Understanding the Impact of Recent DEI Executive Orders | KENJI YOSHINO, DAVID GLASGOW, AND CHRISTINA JOSEPH - The Legal Landscape Around DEI Is Shifting. Your Messaging Should, Too | JOSH BERSIN - Despite Political Firestorm, Diversity Investments Are Alive And Well | JOELLE EMERSON - Continuing the Work of DEI, No Matter What Your Company Calls It |
While DEI the acronym may be on the decline, the work itself will remain vital for organizations that want to thrive today and in the future.
President Trump’s two executive orders (EOs) to “end radical and wasteful” Diversity, Equity, Inclusion and Accessibility initiatives, and litigate up to nine private companies as examples have set off a hailstorm of amazement and uncertainty. From what I’ve come across to date, here are some resources I recommend consuming: (1) Stacia Sherman Garr of RedThread Research was one of the first out of the blocks with a very helpful summary of the EOs and their implications. (2) Kenji Yoshino, David Glasgow, and Christina Joseph from the NYU School of Law’s Meltzer Center for Diversity, Inclusion, and Belonging, set out best practices on communicating about DEI, offer some sample language to avoid legal risk, and share strategies to disseminate these best practices throughout your organisation. (3) Josh Bersin offers a glimmer of hope in his article, first by highlighting organisations like Apple, Microsoft and JP Morgan that have all come out publicly against anti-DEI initiatives, and second by emphasising that rather than turning away from DEI, many companies are instead “embedding DEI into the disciplines of leadership, recruitment, performance management, and rewards.” (4) Joelle Emerson presents findings from a study by Paradigm, The State of Culture and Inclusion: 2024 Trends and a Look Ahead at 2025, which outlines three ways companies should consider shifting their approach to DEI: resetting the narrative, using data more effectively, and moving from siloed efforts to an embedded company-wide focus on creating cultures that work for everyone.
HR TECH VOICES
Much of the innovation in the field continues to be driven by the vendor community, and I’ve picked out a few resources from February that I recommend readers delve into. In a slight change-up this month, I’ll start with a couple of pieces that analyse the people analytics and wider HR technology market:
FRANZ GILBERT AND MATTHEW SHANNON - How agentic AI is changing HR dynamics in 2025 – Deloitte's Human Capital Forward team of Franz Gilbert and Matthew Shannon unveil six trends that will likely change how humans and technology work together in the year ahead. Their first prediction is that: “Improved macroeconomic factors will drive increased investment and transactions in the HR technology market.”
MERCER - The 2024/2025 Skills Snapshot Survey report – The Mercer team of Brian Fisher, Melba Gant, Katie Jenkins, ?Heather Ryan, and Peter Stevenson unveil the findings from their skills snapshot survey. One of the main findings is that the number of organisations attaining a high or very high level in skills maturity has increased significantly compared to 2023 (see FIG 19).
FIG 19: Skills maturity across organisations in talent practices, 2024 vs 2023 (Source: Mercer)
PHILIP ARKCOLL - How to get people to care about your insights – Philip Arkcoll, CEO at Worklytics, provides a five-step guide to help organisations turn insights from people data into meaningful outcomes.
JOHN GUY AND GARETH FLYNN - Simply Skills Chat: SWP, Tasks, AI, Skills and HR – John Guy and Gareth Flynn explore how HR can take advantage of the latest data, toolsets and mindsets to advance the field and drive business value.
LOUJAINA ABDELWAHED - Remote Companies Grow Twice as Fast – Loujaina Abdelwahed, PhD presents analysis by Revelio Labs, which finds that workforce growth in companies offering remote and hybrid work arrangements has outpaced that of in-person firms (see FIG 20).
FIG 20: Remote and hybrid companies have grown twice as fast as in-person companies (Source: Revelio Labs)
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):
HEATHER BUSSING – Navigating Trump’s DE&I Executive Orders: Clarity – In a must-listen episode of Workplace Stories, Heather Bussing joins Stacia Sherman Garr and Dani Johnson to unpick the recent executive orders on DE&I, what they mean for businesses, and how employers can navigate this complex landscape without overreacting.
JEFFREY PFEFFER – Is Work Killing Us? – “An employer can be a good steward of the human beings whose lives have been entrusted to them — or not,” explains Jeffrey Pfeffer, author of Dying for a Paycheck, to host Kevin Cool, in this powerful episode of the if/then podcast from Stanford Business School.
MARC EFFRON - The Science of Talent, 8 Steps to High Performance – Marc Effron joins Cole Napper and Scott Hines, PhD of the Directionally Correct podcast for an absorbing discussion covering topics such as why top I/O psychology Ph.D. programs aren’t more practitioner focused, as well as Marc’s two recent articles: “It’s not the mortar, it’s the bricks” and “Is the juice worth the squeeze”.
RICHARD ROSENOW – Reimagining HR: Leveraging AI and Data for Better Outcomes – Richard Rosenow guests on the Capital H podcast with Kyle Forrest to discuss the role of data quality, governance, and AI in enabling HR teams to focus on strategic insights and drive business outcomes.
DEBORAH PERRY PISCIONE - Employment Is Changing Forever – Sharing insights from her new book with Josh Drean, Employment is Dead: How Disruptive Technologies are Revolutionizing the Way We Work, Deborah Perry Piscione joins host Alison Beard on HBR IdeaCast to explain why we’re at a pivot point where old models of employment will be replaced by entirely new ones, and how mindset shifts and upskilling can help us prepare.
VIDEO OF THE MONTH
NAOMI VERGHESE, MADHURA CHAKRABARTI, AND DAVID GREEN | INSIGHT22 – People Analytics Trends Webinar
Hopefully, I’ll be excused the mild dose of self-indulgence here, but this month’s ‘Video of the Month’ is the recent webinar I hosted with Naomi Verghese and Madhura Chakrabarti, PhD on the key findings of fifth annual Insight222 People Analytics Trends report. The webinar includes a deep dive on the four main findings of the study, which include insights on the impact of AI on people analytics, how leading companies measure the value of their work, and what we’ve identified as the adoption gap in people analytics.
BOOK OF THE MONTH
SERENA HUANG - The Inclusion Equation: Leveraging Data & AI For Organizational Diversity and Well-being
Serena H. Huang, Ph.D.’s debut book is incredibly well-timed given the current assault on diversity, equity and inclusion. The Inclusion Equation provides a compelling guide to merging DEI and wellbeing initiatives with people analytics and AI to deliver outcomes for employees – and the business. As I wrote in my endorsement of the book: “The Inclusion Equation acts as a guide for chief people officers to harness data, analytics and technology to create a truly inclusive and healthy environment where workers can thrive.”
RESEARCH REPORT OF THE MONTH
KYLE LAGUNAS - Unlocking AI’s Potential in HR: A Practical Guide for Leaders
This new report from Kyle Lagunas and the team at Aptitude Research is certainly worth a read. It features insights from seasoned HR thinkers and executives like Bob Pulver, Manjuri Sinha, Dustin Cann, and Meghan Rhatigan as well as a practical framework – impact, complexity, and risk - for assessing AI use cases, helping HR and operations professionals cut through the hype and so making smarter technology decisions.
FIG 21: Adoption of AI in HR is slowing, but interest isn’t (Source: Aptitude Research)
BONUS RESOURCES
Some bonus resources to also consume this month:
I don't anyone is writing with more quality or consistency on the impact of AI on work and on HR than Jason Averbook read one of his latest pieces, Thriving, Not Just Surviving, in an AI-First World, and then - if you haven't already - subscribe to his Now to Next Substack.
Adam Bryant’s Strategic CHRO newsletter is always required reading as his recent interviews with Ellyn Shook (CHROs Must Never Forget That They Are The Voice Of The People On The C-Suite Team) and Peter Fasolo, Ph.D. (You Have To Be Curious About How All The Levers Work In Large-Scale Social Systems) ably demonstrate.
Dr Tomas Chamorro-Premuzic asks Can AI Fix Succession Planning? and highlights how passive data can be used to help predict leadership success: “The work of David Stillwell, Sandra Matz and Michal Kosinski demonstrates how AI can infer personality traits and leadership potential from digital footprints, as well as internal company data not historically seen as critical to leadership talent.”
In a recent edition of his This Week, In Recruiting newsletter, Hung Lee asks is Elon Musk an existential threat to HR, and presents six compelling arguments to suggest he might be. After reading Hung’s piece, readers may wish that Musk is handed a one-way ticket to mars.
Thomas Otter is one of my favourite writers, and in The difficult second album: Advice for HR TECH vendors on launching a second product uses The Stone Roses sophomore album, The Second Coming (actually, a very good album) as a warning for HR Tech vendors intent on launching a second product.
Tom Redman and Donna Burbank explain how by mixing together some training, providing an opportunity to speak up, and having better KPIs, leaders can hone a data driven culture: How to Make Everyone Great at Data.
In his article, Laurent Reich provides five learnings to make the Corporate Sustainability Reporting Directive (CSRD) and opportunity for HR: CSRD: HR's Burden or Breakthrough? Turning Compliance into Opportunity: 5 learnings.
FROM MY DESK
February saw the final two episodes of series 44 the Digital HR Leaders podcast, sponsored by our friends at TalentNeuron (thanks to John Lynch, David Wilkins, Maureen McGinness, and the TalentNeuron team). It also saw a special bonus episode featuring my colleagues from Insight222, and the first episode of series 45, sponsored by our friends at Amazing Workplace, Inc. (thanks to Shon Holyfield).
HENRIK HÅKANSSON - What People Analytics Leaders Need to Know About Scaling Their Function – Henrik Håkansson, who has built people analytics functions at three companies: Sony, Delivery Hero, and now Volvo Cars, joins me to share practical insights from his journey—what worked, what didn’t, and the lessons he’s learned on scaling people analytics along the way.
TOBIAS BARTHOLOMÉ – How Lufthansa Group Combines Operational and Strategic Workforce Planning - Dr. Tobias Bartholomé, Project Lead for Strategic Workforce Planning at Lufthansa Group, joins me to explore why—after nearly a decade—Lufthansa has taken a bold step back to reimagine how it plans for the future of work.
JONATHAN FERRAR AND NAOMI VERGHESE - How Leading Companies Turn People Analytics Into Business Value – In a special bonus episode of the Digital HR Leaders podcast, I was joined by my Insight222 colleagues Jonathan Ferrar and Naomi Verghese to uncover what truly differentiates leading companies in people analytics, and what research tells us about the evolution of the field over the last five years.
ERIN MEYER - How to Bridge Cultures and Lead Global Teams for Success – Erin Meyer, Professor at INSEAD and author of The Culture Map: Breaking Through the Invisible Boundaries of Global Business joins me for a conversation exploring how cultural differences shape the way we work, lead, and collaborate.
DAVID GREEN - How do you leverage People Analytics to inform Strategic Workforce Planning initiatives? – A wrap up of series 44 of the Digital HR Leaders podcast, which featured conversations with Stacia Sherman Garr, Dave Ulrich, Prasad Setty, David Wilkins, Henrik Håkansson, and Dr. Tobias Bartholomé, and featured the common question: How do you leverage People Analytics to inform Strategic Workforce Planning initiatives?
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 – as Richard’s latest newsletter reveals - now numbers over 500 roles. Look out too for Richard’s People Analytics Talent Book.
THANK YOU
The team at 365Talents for including me in their Top 50 HR influencers to follow in 2025
Mila Pascual-Nodusso for including the Digital HR Leaders podcast in her list of the Top 6 Spotify Podcasts on Human Resources, Talent Management, and Leadership Development.
Neeru Monga for also including the Digital HR Leaders podcast on a list of her seven favourite podcasts.
Steve Hunt for concluding after running a ChatGPT summary of the January edition of the Data Driven HR Monthly, that my version “is far more informative, interesting, and enjoyable even if it does take more time to read.” I won’t hang up my cap, just yet then ;-)
Hirex for including me as one of 10+ influential experts you need to follow in 2025
Thinkers360 for including me in their list of Top 100 B2B Thought Leaders, Analysts & Influencers You Should Work With In 2025 (EMEA).
Finally, a huge thank you to the following people who either shared the January edition of Data Driven HR Monthly and/or posted about the Digital HR Leaders podcast, conferences or other content. It's much appreciated: Thomas Kohler, Steve Sands, Christian Vetter ??, Ashish Pant, Stela Lupushor, Jo Thackray, Elin Thomasian, Guusje Brummer, Russell Flint, Kevin Le Vaillant, RJ Milnor, Ben Berry, Sewmini Amanda, Malinda Perera, Terri Horton, EdD, MBA, MA, SHRM-CP, PHR, Nesimi Akgul, Charlotte Copeman, Amardeep Singh, MBA, Diego Miranda, Jeff Wellstead, Dr Philip Gibbs, Amber O'Mahony, David Simmonds FCIPD, Sachin Sangade, Thiago Pimentel Pinto, Robin Haag, Susan Podlogar (she/her), Torin Ellis, Scott Reida, Catriona Lindsay, Kris Saling, Graham Tollit, Aravind Warrier, Jacob Nielsen, Swechha Mohapatra (IHRP-SP, SHRM-SCP, CIPD), Lewis Garrad, Viktoriia Kriukova (Вікторія Крюкова), Ying Li, Marc Steven Ramos, Danielle Farrell, MA, Greg Pryor, Jose Luis Chavez Vasquez, Michel Ciampi, Jacqui Brassey, PhD, MA, MAfN ?️ (née Schouten), Till Alexander Leopold, Richard Bretzger, José Valdivieso, John Golden, Ph.D., Kathleen Kruse, Kyle Forrest, Matthew Hamilton, Asaf Jackoby, David McLean, Dave Millner, Ben Waber, Ravin Jesuthasan, CFA, FRSA, Federico Bechini, Rebecca Ray, Aizhan Tursunbayeva, PhD, GRP, Tobias W. Goers ツ, Andrew Spence, Michelle Lee ?, Alex Franco, MHRM, Destin Cacioppo, Anisha Aulbach, Megan Reif, Dolapo (Dolly) Oyenuga, Kirsten Edwards, Kimberly Rose, Amanda dos Reis Garcia, Paola Alfaro Alpízar, Anna Kjellberg, Lucie Vottova, Kouros Behzad, Alexis Vergani, Francesca Gabetti, Brandon Roberts, Delia Majarín, Peter Ryan, John Gunawan, Sergio Garcia Mora, Dan George, Gal Mozes, PhD, Chris Long, Ohad Geron, Ryan Wong, Raja Sengupta, Pedro Pereira, Nikita D'Souza, Timo Tischer, Dave Fineman, Monika Manova, Shuang Yueh Pui, PhD, Holly Kortright (she-her), Hanne Hoberg, Andrés García Ayala, Arne-Christian Van Der Tang, Daisy Grewal, Ph.D., Nicolas Quadrelli, Erik Otteson, Bejoy Mathew, Stephen Hickey, Agnes Garaba, Gawain Wang, Emanuele Magrone, Maria Ursu, Marc Caslani, Dan Lapporte, Patrick Coolen, Ian Grant FCIPD, Joonghak Lee, Jaejin Lee, David Balls (FCIPD), Craig Starbuck, PhD, Mariami Lolashvili, Mattijs Mol, David Elkjær, Marie-Hélène Gélinas, MBA (Cand.), Aurélie Crégut, Nick Hudgell, Teodora Staneva, Sonia Mooney, Elizabeth Esarove, Søren Kold, Moïra Taillefer, Monika Mardaus, Tina Peeters, PhD, Ken Clar, Maria Alice Jovinski, Marcela Mury, Toon van der Veer, Madeline Cedeno, Marc Voi Chiuli. (MSc. HRM. Assoc CIPD. MIHRM.), Herbert Burri, Alexander S. Locher, Ava Dossi, Anna Kuzmenko
ABOUT THE AUTHOR
David Green ?? is a globally respected author, speaker, conference chair, and executive consultant on people analytics, data-driven HR and the future of work. As Managing Partner and Executive Director at Insight222, he has overall responsibility for the delivery of the Insight222 People Analytics Program, which supports the advancement of people analytics in over 100 global organisations. Prior to co-founding Insight222, David accumulated over 20 years experience in the human resources and people analytics fields, including as Global Director of People Analytics Solutions at IBM. As such, David has extensive experience in helping organisations increase value, impact and focus from the wise and ethical use of people analytics. David also hosts the Digital HR Leaders Podcast and is an instructor for Insight222's myHRfuture Academy. His book, co-authored with Jonathan Ferrar, Excellence in People Analytics: How to use Workforce Data to Create Business Value was published in the summer of 2021.
MEET ME AT THESE EVENTS
I'll be speaking about people analytics, the future of work, and data driven HR at a number of upcoming events in early 2025:
March 13 - HiBob Heartcore HR LIVE, London
March 19 - Workhuman Live Forum, London
April 10-11 - Wharton People Analytics Conference, Philadelphia
April 29-30 - People Analytics World, London
May 6-8 - UNLEASH America, Las Vegas
June 4-6 - TALREOS (Talent Analytics Leadership Roundtable Economic Mobility Summit), Chicago
July 31 - August 1 - People Matters TechHR India 2025, Delhi
October 21-22 - UNLEASH World, Paris
More events will be added as they are confirmed.
Task Intelligence
2025年03月02日
Task Intelligence
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
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? Read Gina’s interview
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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.
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