• upskilling
    你以为大家都懂 AI？其实他们都在装懂——Pluralsight《2025 AI 技能报告》深度解读 “我其实不太懂，但又不好意思说。”——这是许多技术人员和高管面对 AI 时的真实心声。 在我们谈论 AI 如何颠覆行业、重塑岗位的时候，也许我们忽略了一个关键问题：究竟有多少人真的懂 AI？ Pluralsight 最新发布的《2025 AI 技能报告》给出了一个惊人的答案：大多数人其实都在“演戏”。 是的，你没有听错。报告调查了来自美国和英国的 1,200 位技术高管和从业者，发现整整 79% 的人承认夸大了自己对 AI 的理解，而站在组织最前线的高管，居然有 91%“装懂”。这不仅是一场职场里的集体错觉，也是一面照见现实的镜子：AI 正在迅速成为新的职场“裸泳”试炼。 “会不会用 AI”变成了一种表演 在很多公司，使用 ChatGPT 或 Copilot 本应是一种提升效率的手段，但却被悄悄贴上了“偷懒”的标签。报告显示，61% 的人觉得在工作中用生成式 AI 会被认为不够敬业。 于是，人们开始偷偷摸摸地用 AI —— 不打招呼、不留痕迹，生怕别人知道自己依赖了工具。这种“影子 AI”现象，让整个职场变得有点像小学考试时偷偷翻书的学生：大家都在作弊，却都装作没有。 “我懂 AI”成为职场社交货币 在调查中，九成从业者自信地说：我有足够的技能把 AI 工具融入工作中。 但问题来了：几乎同样比例的人又说，是“其他人”的 AI 技能不够，才导致项目失败。 这不是一个技术问题，而是一个认知偏差问题。正如报告所言，这可能是“达克效应”（Dunning-Kruger Effect）在作怪：越不懂的人越自信，越懂的人越谨慎。 我们真的会被 AI 取代吗？ 报告也揭示了另一种深层焦虑：90% 的受访者担心自己被 AI 替代，而这个比例较去年增长了 19%。最焦虑的行业包括：内容创作、数据分析、销售和市场。 但现实其实并不那么残酷。数据显示，有近一半的企业正在新增 AI 相关职位。换句话说，AI 并不是“替代者”，而是“重塑者”。只是那些被“重塑”之前的人，必须先完成一场认知与技能的跃迁。 真正的赢家，懂得不断更新 幸运的是，大多数公司正在醒来。59% 的企业已经开始提供 AI 培训，54% 的企业通过涨薪来缓解员工的焦虑，甚至有些公司开始为员工提供“AI 心理建设”。 更可喜的是，有 8 成的技术从业者表示：AI 真的让我的工作更轻松了。 从数据建模到个性化推荐，从云管理到自动化任务，这些看似“高冷”的 AI 应用，正在变得触手可及。 写在最后：别再装了，真的可以学 也许我们都该承认：AI 发展太快了，不懂是常态，懂才是稀缺。真正拉开差距的，从来不是“演得像不像”，而是你有没有诚实地面对自己的技能盲区，并持续进步。 这份报告不是在揭示一个笑话，而是在给每一个职场人提个醒：别再装了，时间不等人，AI 的浪潮已经拍到了你脚边。 你是要假装会游泳，还是现在就跳下去学？
    upskilling
    2025年04月03日
  • upskilling
    The top 5 HR trends today – and HR's guide to what's next SAP SuccessFactors 每年都会深入研究全球 HR 趋势，以帮助企业制定更有效的人才战略。2025 年，他们分析了来自 40 家全球权威媒体的 254 项预测，归纳出 5 大核心“元趋势”，展现 HR 在企业中的双重角色：既是变革的“指挥者”，也是政策落地的“引航者”。 1️⃣ 重新连接员工： 由于经济压力、决策争议和信任危机，员工体验恶化，57% 的员工认为如果公司不采取措施，他们的倦怠问题不会改善。HR 需关注心理契约，增强员工信任。 2️⃣ AI 从炒作走向实际价值： AI 进入大规模落地阶段，企业需明确 ROI 并平衡员工和领导者对 AI 价值的不同预期。46% 的员工认为 AI 省下的时间属于自己，而非公司。 3️⃣ 技能转型的平衡策略： 由于 AI 发展迅猛，企业技能鸿沟加剧。除了关注技能，薪酬激励成为推动学习的重要因素，54% 的员工表示，如果公司实施基于技能的薪酬体系，他们会更愿意学习新技能。 4️⃣ DEI&B 的分歧： 企业对多元化、公平性和包容性（DEI&B）态度不一，26% 的员工认为公司对 DEI&B 关注过多，而 33% 认为关注太少。HR 需明确 DEI&B 战略，以促进长期文化变革。 5️⃣ 混合办公的未来： 组织已基本确定办公模式，2025 年将验证其成效。54% 的员工愿意牺牲部分薪酬，以换取更大的工作灵活性。 这些趋势展现了 HR 在塑造未来工作模式中的关键作用，企业需借助创新技术和数据驱动的洞察来优化人力资源管理。 Each year, the HR Research Scientists at SAP SuccessFactors conduct research to understand the top HR and workforce trends facing organizations and share our perspective on what HR teams should consider as they look to help their companies address these trends. This year we aggregated and synthesized data from 40 global and regional reputable business press sources that put forward 254 individual trends and predictions grounded in their own research and data. We then conducted a content analysis of the trends sample to derive the five key themes, or “meta-trends.” While our annual report always includes some pointed commentary and critique about each trend based on our expertise in psychology, new this year is calling upon our own body of original applied research to incorporate datapoints and insights, resulting in a more evidence-based point of view. This year’s trends are in different stages of maturity and on different trajectories; therefore, the role that HR needs to play to help businesses tackle and capitalize on these trends is different. We’ve organized the trends into two sections aligned to the dual role HR will play in addressing them. First, HR will need to act as a Conductor, leading the orchestration of a strategy and associated change management across the business to realize the opportunities these trends offer: Trend #1: Reconnecting the disconnected employee: Contentious decisions, macroeconomic and sociopolitical stressors, and breached trust with leadership has led to employee stress and burnout – and consequently, a crisis of disconnect and counterproductivity. In the year ahead: Leaders must ruthlessly prioritize fulfilling their end of the “psychological contract” by meeting employees’ basic needs. People managers will be seen as a lifeline for employees drowning in disconnect. STAT: 57% of employees feel unless their companies make some serious changes, their burnout will not get better. Trend #2: Moving from AI hype to AI impact:Organizations are shifting from AI pilot projects to enterprise-wide rollouts, demanding proof of clear value and ROI. In the year ahead: Organizations will home in on their key value drivers for AI, revealing their true priorities. The body of research on the ROI of AI will be built this year. Organizations will find friction between leaders’ and employees’ goals for using AI. STAT: 46% of employees feel that the time that they save by using AI tools at work belongs to them, not their organization.​ Trend #3: Striking a balance to steer skills forward: Organizations continue to face pervasive skills gaps, in part due to rapid AI advancements. A more balanced approach is needed to see tangible progress in skills-based transformations this year. In the year ahead: “Skills-based” will no longer be the only goal. Pay will prove itself the missing piece of the upskilling puzzle. The human vs. technical skill debate will move from or to and. STAT: 54% of employees would be more motivated to learn new skills if their company instituted skills-based pay.​ Second, HR will need to act as a Navigator, leading the organization through precarious waters and circumventing obstacles to put policies into practice for the betterment of all stakeholders: Trend #4: Divesting or doubling down on diversity, equity, inclusions, and belonging (DEI&B): Some organizations remain committed to DEI&B goals, continuing to ask “How are we going to do this?” Others plan to divest, instead now asking “Are we going to do this?” In the year ahead: Some will shy away from DEI&B goals, but these approaches will vary. Taking a stand on DEI&B will change company cultures in the long term, but it’s not clear exactly how. STAT: 26% of employees say companies focus too much on DEI&B, 41% of employees say companies focus an appropriate amount on DEI&B, and 33% of employees say companies focus too little on DEI&B. Trend #5: Plugging into or pulling the plug on hybrid work: Now that organizations have determined their position on where their employees will work, it’s time to see if they achieve the outcomes they intended. In the year ahead: Those businesses choosing the return-to-office path will see whether their bets paid off this year. Those choosing the hybrid or remote path will take it a step further, integrating autonomy as a core value in other aspects of work design. STAT: 54% of employees would consider being paid less if they could have more flexibility in where and when they work. Read the report to see what’s now and what’s next for each trend, along with some fast facts that uplevel the nerdiness of this year’s trends report. We also include a section on how SAP SuccessFactors solutions can help organizations address the 2025 HR trends.
    upskilling
    2025年03月07日
  • upskilling
    HR and HRIS Trends for 2025: Key Priorities for HR Leaders to Address Today 随着2025年的临近，人力资源（HR）和人力资源信息系统（HRIS）正经历着加速变革的时期。HR流程的数字化、不断变化的员工期望以及新的职场动态，正深刻地重塑组织在人才管理和运营方面的方式。面对这些挑战，HR领导者必须提前洞察趋势并作出调整，以成功推动HR职能的转型。 HR Path作为该领域的领导者，被列入Gartner®《2024年HR转型咨询市场指南》的代表性供应商名单。这一认可彰显了我们在帮助企业进行HR转型方面的专业知识和承诺，使它们能够采用针对未来需求的最佳实践和技术。到2025年，HR领导者不仅需要应对快速变化的环境，还要利用工具和策略，让组织在竞争中保持优势。 本文概述了2025年的关键HR和HRIS趋势，并提供了实用的见解，帮助决策者制定策略并应对未来的挑战。 1. HR职能的数字化转型：至关重要的变革 HR流程的数字化已经成为战略重点。自动化行政任务并利用先进的HRIS工具，使HR领导者能够专注于更高价值的活动，如人才管理和提升员工体验。 人工智能（AI）和机器人流程自动化（RPA）等技术正在重新定义企业在招聘、培训、绩效管理和福利管理方面的方法。到2025年，HR数字化的步伐将因员工期望和业务效率的需要而进一步加快。 2. 员工体验：HR战略的核心 到2025年，员工体验仍将是HR的核心优先事项。员工期望迅速演变，灵活性、自主性、工作场所幸福感和成长机会成为吸引和留住人才的关键因素。 HR领导者需要实施能够为每位员工提供无缝且个性化体验的解决方案，无论他们的工作模式是现场、混合还是远程。HRIS工具通过集中信息、简化行政流程和改进组织内部的沟通，为员工创造一个他们感到被重视和投入的工作环境。 3. 人力资源数据在人才管理中的战略重要性 HR数据在战略决策中变得愈发重要。大数据和HR分析使HR领导者能够更好地理解员工行为、识别关键人才并预测未来技能需求。到2025年，利用HR数据进行战略决策将成为首要任务。 企业必须投资于收集、分析和利用HR数据的工具，以优化招聘、绩效管理和劳动力规划流程。定制的仪表板和报告将帮助HR领导者监控其战略的有效性，并根据实际业务需求进行调整。 4. 远程办公与灵活性：混合模式的演变 到2025年，混合工作模式将继续占主导地位，但会更加细化。许多公司可能会保留完全或部分远程的工作安排，而另一些公司则逐步恢复到更传统的现场模式，或实施符合其业务和员工需求的混合系统。 后疫情时期表明，没有单一方法适合所有组织。有些公司发现远程办公提高了生产力并提供了更大的灵活性，而另一些公司更重视面对面的协作和公司文化的加强。 企业需要找到平衡点： 对一些公司来说，这可能意味着固定的办公室日以维持团队凝聚力和协同工作。 对另一些公司而言，则可能是灵活的混合模式，让员工选择远程或办公室工作时间。 HRIS工具将在管理这种灵活性方面发挥关键作用，包括跟踪考勤、管理缺勤和优化工作日程。这些工具还将衡量这些实践对绩效和员工幸福感的影响。 5. 持续学习与技能发展：战略重点 到2025年，持续学习和技能发展将成为中心议题。企业必须预测岗位角色和技能需求的变化，以应对未来挑战。提升技能和重新培养将成为支持员工职业成长的首要任务。 HR领导者应投资于在线培训解决方案、学习管理系统（LMS）和学习体验平台（LXP），以提供灵活、可访问和个性化的培训路径。这些工具将帮助员工保持技能的更新，同时促进他们在组织中的成长。 6. 多样性与包容性：2025年的关键目标 多样性与包容性（D&I）将在2025年继续成为优先事项。企业必须实施具体的战略，以促进包容性的工作环境。HR领导者需要确保招聘、职业管理和薪酬实践的公平性和透明性。 HRIS工具应包括跟踪D&I计划和衡量进展的功能。目标是创造一个无论性别、背景或经验如何，每位员工都能茁壮成长的工作场所。 7. 员工幸福感：2025年的重点 员工幸福感，特别是心理健康，将成为2025年HR领导者的关键关注点。企业必须引入心理支持计划，促进工作与生活的平衡，并提供更加适应员工需求的工作空间。 HRIS工具可以整合幸福感项目，衡量员工满意度并提供支持服务。到2025年，创造一个健康的工作环境将成为吸引和留住顶尖人才的重要因素。 总结 2025年，HR和HRIS趋势将与组织的演进密不可分。为在这场转型中取得成功，HR领导者必须预测不断变化的员工期望，拥抱数字技术，并专注于灵活性、学习、多样性和幸福感为中心的战略。通过今天做出正确的决策，企业不仅可以应对当前的挑战，还能在未来职场中占据领导地位。   As we approach 2025, human resources (HR) and human resource information systems (HRIS) are undergoing a period of accelerated transformation. The digitalization of HR processes, evolving employee expectations, and new workplace dynamics are profoundly reshaping how organizations manage talent and operations. In light of these challenges, HR leaders must anticipate trends and adapt to drive the transformation of their HR functions successfully. HR Path, recognized as a leader in this field, was listed as a Representative Vendor in the Gartner® Market Guide for HR Transformation Consulting 2024. This acknowledgment underscores our expertise and commitment to helping businesses navigate HR transformations, enabling them to adopt best practices and technologies tailored to future demands. By 2025, HR leaders will not only have to manage a rapidly changing environment but also leverage the tools and strategies that will keep their organizations competitive. This article provides an overview of key HR and HRIS trends for 2025, offering practical insights to help decision-makers structure their strategies and address upcoming challenges.   1. The Digitalization of HR Functions: A Vital Transformation The digitalization of HR processes is now a strategic imperative. Automating administrative tasks and utilizing sophisticated HRIS tools allow HR leaders to focus on higher-value activities, such as talent management and enhancing employee experiences. Technologies like artificial intelligence (AI) and robotic process automation (RPA) are redefining how organizations approach recruitment, training, performance management, and benefits administration. In 2025, the pace of HR digitalization will continue to accelerate, driven by employee expectations and the need for overall business efficiency.   2. Employee Experience: The Core of HR Strategy Employee experience will remain at the heart of HR priorities in 2025. Employee expectations are evolving rapidly, with flexibility, autonomy, workplace well-being, and growth opportunities emerging as essential factors for attracting and retaining talent. HR leaders must implement solutions that provide a seamless and personalized experience for every employee, regardless of their role or work model (on-site, hybrid, or remote). HRIS tools play a crucial role in delivering this experience by centralizing information, simplifying administrative processes, and improving communication across the organization. The goal is to create a work environment where every employee feels valued and engaged.   3. The Strategic Importance of HR Data in Talent Management HR data is becoming increasingly central to strategic decision-making. Big data and HR analytics enable HR leaders to better understand employee behaviors, identify key talent, and predict future skill needs. By 2025, leveraging HR data for strategic decision-making will be a top priority. Organizations must invest in tools that collect, analyze, and utilize HR data to optimize recruitment, performance management, and workforce planning processes. Custom dashboards and reports will help HR leaders monitor the effectiveness of their strategies and make adjustments based on real business needs.   4. Remote Work and Flexibility: Evolving Hybrid Models By 2025, the hybrid work model will continue to dominate but with greater nuance. While many companies may maintain fully or partially remote work arrangements, others are gradually returning to more traditional on-site models or implementing hybrid systems tailored to their business and workforce needs. The post-pandemic period has demonstrated that no single approach works for everyone. Some organizations have seen telework boost productivity and offer greater flexibility, while others value physical presence for strengthening company culture and face-to-face collaboration. Businesses will need to strike a balance: For some, this might mean fixed in-office days to maintain team cohesion and synergy. For others, it may involve flexible hybrid models, allowing employees to choose when to work remotely or in-office. HRIS tools will play a key role in managing this flexibility by tracking attendance, managing absences, and optimizing work schedules. These tools will also measure the impact of these practices on performance and employee well-being.   5. Continuous Learning and Skills Development: A Strategic Priority In 2025, continuous learning and skill development will take center stage. Companies must anticipate changes in job roles and required skills to address future challenges. Upskilling and reskilling will become priorities for supporting employees in their professional growth. HR leaders should invest in online training solutions, learning management systems (LMS), and learning experience platforms (LXP) to provide flexible, accessible, and personalized training pathways. These tools will help keep employees’ skills up to date while fostering their growth within the organization.   6. Diversity and Inclusion: Achieving Key Objectives in 2025 Diversity and inclusion (D&I) will remain top priorities in 2025. Companies must implement concrete strategies to foster an inclusive work environment. HR leaders will need to ensure that recruitment, career management, and compensation practices are equitable and transparent. HRIS tools should include features to track D&I initiatives and measure progress. The goal is to create a workplace where every employee, regardless of gender, background, or experience, can thrive.   7. Employee Well-being: A 2025 Priority Employee well-being, particularly mental health, will be a key focus for HR leaders in 2025. Businesses must introduce psychological support initiatives, promote work-life balance, and provide more adaptable workspaces. HRIS tools can integrate well-being programs to measure employee satisfaction and offer support services. By 2025, creating a healthy work environment will be a critical factor in attracting and retaining top talent.   In 2025, HR and HRIS trends will be inseparable from organizational evolution. To succeed in this transformation, HR leaders must anticipate changing employee expectations, embrace digital technologies, and focus on strategies centered around flexibility, learning, diversity, and well-being. By making the right decisions today, companies can not only address current challenges but also position themselves as leaders in the future of work.
    upskilling
    2025年01月16日
  • upskilling
    The best HR & People Analytics articles of October 2024 Never forget what the ‘H’ in HR stands for... This was the unanimous advice of the CEO panel, skilfully moderated by Charles-Henri Besseyre des Horts, at the recent Unleash World show in Paris, where I had the privilege of being emcee of the Main Stage. One of the main themes that emerged from the show (see my key learnings from Unleash) is that HR continues to make significant progress in its journey from support function to strategic partner. To complete this transition, HR must embrace data (as opening keynote Peter Hinssen put it: “You can’t connect the dots, if you don’t collect the dots”). Moreover, as I said in my opening words: HR can’t lead the charge on AI, skills and new ways of working, if it doesn’t upskill itself. This edition of the Data Driven HR Monthly is sponsored by our friends at Visier Pay Equity: A Critical Workforce Challenge You Can No Longer Ignore. According to a recent study by The Josh Bersin Company on pay equity, as it stands today, the gender pay gap won't close until 2048. Even worse: progress in some areas is slowing with less than 5% of companies excelling in pay equity despite it having 13 times the impact on employee experience compared to pay levels. Read the report. The report, “The Surprising Truth about Gender Pay Equity”., examines: The current state of gender pay equity Barriers companies face in addressing pay The projected timeline for closing the gender pay gap Examples of companies implementing strategies to achieve pay equity It’s time to face the challenge head-on, embed pay equity into everyday practices, and have informed conversations about compensation. Get the report. Visier gives you a Workforce AI Edge: the set of AI-powered capabilities every leader needs to confidently navigate an exponentially more challenging business environment. October road report October was a busy month. It started in New York, where I moderated a panel on Workestration at the NY Strategic HR Analytics Meetup Group before co-chairing the first People Analytics World to take place in the US. The next stop was Paris, for the aforementioned UNLEASH World, which had over 7,000 attendees. Finally, it was back to the US for a Peer Meeting for North American members of the Insight222 People Analytics Program®, which was hosted by Phil Wilburn and his team at Workday. For more on People Analytics World, I recommend reading takeaways from Craig Starbuck, PhD (here), Al Adamsen (here), Christopher Cerasoli (here), Lore Muraina, PMP, PMI-ACP, CPP (here), Lydia Wu (here), and Melissa Arronte (here). Thanks to Barry Swales for entrusting me to co-chair with Michael M. Moon, PhD. For more on Unleash, read my key learnings, as well as checking out the Unleash site for articles by Alexandra Nawrat, John Brazier and Lucy Buchholz. A huge thank you to Marc Coleman, Paige Richmond, Zoltán Kőváry and the whole Unleash team – it was a joy to work with you all again. A huge thank you too to Phil Willburn and the Workday team for hosting the Insight222 Peer Meeting at Pleasanton, as well as the speakers at the Peer Meeting: Shannon Vallina, Kanwal Safdar, Dr. Sebastian Projahn, Ashley Goldsmith, Rex Blodgett, Kun Gu, Victoria Holland, Greta Stahl, Kinnari Desai, Sven Linsmaier Finally, thanks as well to Stela Lupushor for inviting me to chair the panel on Workestration, Anna A. Tavis, PhD for hosting us at NYU, and Annie Dean, Brydie Lear and Chris Butler for making it such a rich conversation. Attendees at the Insight222 Peer Meeting for members of the Insight222 People Analytics Program, hosted by Workday, October 22-23, 2024 Sign-up to receive the 5th annual Insight222 People Analytics Trends research report The 5th Annual Insight222 People Analytics Trends study will be released on December 2. The report, which is informed by a survey of 340 participating organisations, will uncover how AI, data democratisation, and impactful people analytics strategies drive business value and elevate workforce decision-making. You can pre-register to receive the report on the day of release here or by clicking on the image below. Share the love! Enjoy reading the collection of resources for October and, if you do, please share some data driven HR love with your colleagues and networks. Thanks to the many of you who liked, shared and/or commented on September’s compendium. If you enjoy a weekly dose of curated learning (and the Digital HR Leaders podcast), the Insight222 newsletter: Digital HR Leaders newsletter is published every Tuesday – subscribe here. HYBRID, GENERATIVE AI AND THE FUTURE OF WORK ERIC ANICICH AND DART LINDSLEY - Reimagining Work as a Product If companies listen to employees the way they do customers, they can increase retention and engagement. In their Harvard Business Review article, Eric Anicich and Dart Lindsley challenge the traditional approaches to employee experience by painting a vision where work is viewed as a product employers offer to employees. Drawing on Clayton Christensen’s the jobs to be done theory, they suggest that employees ‘hire’ their jobs to fulfil specific needs, much as customers choose products. This perspective shifts the focus from maximising productivity to something akin to customer satisfaction. The authors share examples from a myriad of companies including Asana, Eli Lilly, Shopify and Dropbox, explain how companies can better balance company needs with employee satisfaction (see FIG 1), and discuss the merits of splitting the manager role in two (see also ‘Managers Can’t Do It All’ by Lynda Gratton and Diane Gherson). Finally, the article examines four challenges of implementing the model: (1) Changing HR (“Work-as-a-product requires a new HR mindset”). (2) Balancing employee preferences and organisational needs. (3) Maintaining flexibility and fairness. (4) Aligning incentives. FIG 1: Balancing company needs with employee satisfaction (Source: Anicich and Lindsley) NICHOLAS BLOOM, JAMES LIANG, AND RUOBING HAN - One Company A/B Tested Hybrid Work. Here’s What They Found With Amazon CEO Andy Jassy recently announcing that Amazon is going back to five days in the office: “to further strengthen our culture and teams”, this article by Nick Bloom, James Liang, and Ruobing Han based on A/B testing at Trip.com into different work modes makes for very interesting reading. The experiment involved 1600 employees being split into two groups. The first group worked five days a week in the office, with the second working three days in the office and two days a week at home. Over a two-year period, the experiment found no differences between the two groups in productivity, performance, promotion, learning or innovation. However, the study found that the hybrid group experienced higher satisfaction and lower attrition rates compared with their colleagues who worked exclusively from the office (see FIG 2). This reduction in turnover saved millions of dollars in recruiting and training costs, thereby increasing profits for the company. As the article explains, organisations can learn several valuable lessons from this study to implement a successful hybrid work model: (1) Establishing rigorous performance management systems, (2) Coordinating team or company-level hybrid schedules, (3) Securing support from firm leadership, and (4) A/B test their own management practices to find what works best for them. Our results showed that under a hybrid-work policy, Trip.com was able to generate millions of dollars of profits by reducing expensive attrition without any impact on performance, innovation, or productivity. FIG 2: Source: Hybrid working from home improves retention without damaging performance MICHAEL ARENA AND PHILIP ARKCOLL - The collaboration mandate: Does returning to the office improve innovation? What we need isn’t an office mandate—it’s a “collaboration mandate.” Shifting our focus from where we work to how we work could unlock the innovation we’re seeking. In all the hullabaloo of return to office mandates, there’s still too much focus on where employees work rather than how they collaborate. As Michael Arena and Philip Arkcoll write in their excellent article, dragging employees back into the office won’t magically spark innovation. Instead of an office mandate, they advocate for a “collaboration mandate”. The article explains how innovation is generated through three critical phases of collaboration: (1) Discovery (“the generation of new ideas and insights, often benefiting from the intentional bridging of connections and in-person interactions”), (2) Development (“transforming those ideas into viable solutions, where the focused team interactions of experimentation and rapid iteration are essential. It also requires an environment with minimal distraction for focused concentration.” – see FIG 3) and (3) Scaling (“the process of implementing solutions across the organization, which requires more deliberate interactions with key influencers to ensure widespread adoption and buy-in.”). The article examines the impact of remote and in-person on each stage, and provides guidance on practices to improve collaboration in each. For more, I recommend listening to Michael on a recent episode of the Digital HR Leaders podcast with me: What the Impact of Distributed Work on Organisational Networks Tells Us About the Future of Talent Management. FIG 3: High levels of focus, such as 4.4 hours daily versus a low focus level of 2.7 hours, significantly drive productivity in development (Source: Worklytics) https://youtu.be/-giwBOuYwio BCG - Five Must-Haves for Effective AI Upskilling Embedding AI in daily tasks at all levels creates a network effect: the more people use and understand it, the more the entire organization gains in knowledge, innovation, and efficiency. Upskilling its workforce on AI helps a company maximise its investments in the technology and equips it with a competitive edge. In a new study by BCG, Hean-Ho Loh, Vinciane Beauchene, Vladimir Lukic, and Rajiv Shenoy provide guidance on five actions to help achieve this: (1) Assess needs and measure outcomes (the article recommends using the Kirkpatrick method). (2) Prepare workers for change - individually, at the team level, and organisation-wide. (3) Introduce appropriate incentives to unlock employees’ willingness to learn (e.g. nudges). (4) Position the C-suite at the forefront of adoption and training initiatives. (5) Use AI tools and the network effect to upskill people on AI (see FIG 4). FIG 4: AI learning and support tools fall into four categories (Source: BCG) KAI HAHN | INTELLIGENT ENTERPRISE LEADERS ALLIANCE - AI & The Future of Work Within People Analytics’ transformation into a strategic business partner the advance of AI is shaping up as an accelerator if used to drive business outcomes Kai Hahn presents the results of a comprehensive study by the Intelligent Enterprise Leaders Alliance on the state of AI adoption in HR and people analytics. The report features a stellar list of contributors including: Arianna Huffington, Dave Ulrich, Dr Tomas Chamorro-Premuzic, Amit Mohindra, Nicole Lettich, Kalifa Oliver, Ph.D. and Alim A. Dhanji. Key findings include: (1) Talent Acquisition is at the forefront of embracing AI tools with 70% currently piloting/leveraging AI, followed by People Analytics and L&D with 65%. (2) Priorities for People Analytics in the next 6-12 months with AI are first and foremost automating HR operations. (3) The biggest barrier to adoption is resistance to change, ahead of skills gaps, challenges with data quality and security, privacy and trust, and ethical concerns and bias. FIG 5: Where organisations are leveraging AI in HR (Source: IELA) PEOPLE ANALYTICS JAAP VELDKAMP - Positioning People Analytics into the HR Service Model: A Path to Sustainable Impact Embedding People Analytics within the HR Service Model is essential for creating a lasting and meaningful impact. In his thoughtful article, Jaap Veldkamp, Global Head of People Analytics and Organisational Effectiveness at ABN AMRO, provides guidance on how people analytics should be positioned within the broader HR service model. Jaap provides a simplified view of the HR operating model (see FIG 6), which has three components: (1) Identifying needs. (2) Prioritising needs. (3) Executing and evaluating strategies. He then describes how the key capabilities of ABN AMRO’s people analytics function (Dashboarding and reporting, Employee listening, Data science and research, Organisational effectiveness, and Consulting) flow through the HR service model. As Jaap highlights: “the overall aim is to ensure that the capabilities of the People Analytics team are part of every step in the HR Service Model.” FIG 6: Simplified HR Service Model (Source: Jaap Veldkamp) RICHARD ROSENOW - From Data to Strategy: The New Role of Workforce Systems Leaders in Transforming HR Without a Workforce Systems Leader, these decisions fall to the CHRO, pulling them into day-to-day inter-functional debates when they should focus on the strategic vision In Insight222’s recent study, Building the People Analytics Ecosystem, we identified three types of people analytics leader that are emerging as the people analytics operating model continues to evolve. One of these – the Portfolio Analytics leader – has similarities to a trend identified by Richard Rosenow in his new white paper for One Model. The findings are based on more than 40 HR teams hiring a Workforce Systems Leader combining people strategy, operations, technology, data and analytics (see FIG 7). In the paper, Richard covers: (1) Key challenges in people analytics – how the role of people analytics often extends far beyond their original role description. (2) Mastering the People Data Supply Chain – highlighting the essential steps to building a robust people analytics function. (3) The emergence of Workforce Systems Leaders. Read a preview in Richard’s LinkedIn post and download the full paper here. FIG 7: The role of a Workforce Systems Leader (Source: One Model) SCOTT ROGERS - People Analytics & HRBPs - Navigating the art of imperfect collaboration | ALDAR NIKOLAEV - People Analytics Recipes: Advancing Employee Turnover Story P.1 | RALF BUECHSENSCHUSS - Becoming a data-driven (HR) organization - Leveraging generative AI to democratize data and insights | PETER MEYLER – How much time do People Analytics teams spend on reporting vs. analytics? | PATRICK COOLEN – The Four Faces of People Analytics | YUYAN SUN - 5 Ways to Use AI in People Analytics Everyday In each edition of the Data Driven HR Monthly, I feature a collection of articles by current and recent people analytics leaders. These are intended to act as a spur and inspiration to the field. Six are highlighted in this month’s edition. (1) Having worked in both domains, Scott Rogers is well-qualified to explore the dynamics of the HRBP-People Analytics relationship. He presents a framework identifying the key focus areas for people analytics leaders (e.g. championing HR operational excellence) and HRBPs (e.g. engaging with and advocating for people analytics). (2) Aldar Nikolaev provides a practical guide on how to analyse and visualise employee turnover and conduct scenario planning (see FIG 8). (3) Ralf Buechsenschuss offers a practical guide – including videos – to showcase what is already possible when embedding generative AI into the flow of work in the context of people analytics. (4) Peter Meyler presents the findings of his survey, which finds that 48% of people analytics teams spend at least 75% of their time on data and reporting. (5) Patrick Coolen documents the four faces of people analytics practices: the strategist (see FIG 9), the gatekeeper, the specialist, and the designer. (6) Yuyan Sun breaks down five ways to use AI everyday in people analytics: Don't just use AI as a tool. Use it as a thought partner. FIG 8: Measuring employee turnover (Source: Aldar Nikolaev) FIG 9: The Four Faces of People Analytics: The Strategist (Source: Patrick Coolen) THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE MARC EFFRON - It’s (Still) the Mortar not the Bricks Some CHROs are not willing to drive significant change in reducing headcount, upgrading the capabilities of their team or holding their HRLT accountable to “wire” the business properly. Marc Effron and his team at The Talent Strategy Group cut through the hyperbole to analyse the state of the HR operating model, critique what the consulting firms (EY, Deloitte, Gartner, Mercer and McKinsey) propose and where they fit with the Ulrich Model, and offer guidance on how to structure, upskill and wire your HR operating mode for success. Highlights include Effron’s views that: (1) Dave Ulrich’s model is the reference standard for good HR operating models. (2) That despite statements to the contrary by the consulting firms advocating why the HR operations model needs to change, the world of work remains largely the same. (3) HRBP’s should be fewer in number, stronger in capabilities and deployed against major business units and/or geographies. (4) The future HR service centre will perform a far larger percentage of overall HR work and do at least 80% of this through technology. (5) Companies should create an ‘HR Wiring Team’ to assess where the HR wiring is either not fully developed or isn’t being followed. Effron defines wiring as “Wiring means the agreement among HR team members about how vital processes will flow – the steps, the accountabilities, the technology, etc.” A compulsory read for any chief people officer considering whether to revamp their HR operating model. FIG 10: People Value Chain (Source: EY) SHARI CHERNACK AND JONATHAN GORDIN | MERCER - 2024 Voice of the CHRO: Maximizing HR effectiveness in a changing landscape Article | Full Report While much of the focus and headlines of Mercer’s 2024 Voice of the CHRO report, authored by Shari Chernack and Jonathan Gordin, is understandably on the challenges and opportunities associated with AI (see FIG 11), what really stands out for me is the section on maximising HR’s influence with the C-suite and board. The results demonstrate that HR is increasingly a strategic partner: 56% of CHROs meet with the board every week, 51% report higher levels of C-suite engagement than previous years, and 71% report high alignment on HR and people priorities. Data is increasingly key, with 76% of CHROs believing that using data to showcase HR’s impact on business performance will help drive further engagement with the C-suite and board. The report highlights six key actions for CHROs: (1) Accelerate AI for HR readiness. (2) Drive AI adoption across the enterprise. (3) Strengthen C-suite relationships and alignment. (4) Understand and plan to bolster key skills. (5) Don’t sleep on employee experience. (6) Build your HR team for the future. Build your HR team for the future. Reshape and develop your team to reflect the cross pressures of increasingly complex demands on HR, including an anticipated need for greater technology and analytical expertise on the team, and the lean HR team size in most organizations. FIG 11: AI’s anticipated impact (Source: Mercer) MARK WHITTLE, LIANA PASSANTINO AND MAGGIE SCHROEDER-O’NEAL | GARTNER - Top 5 Priorities for HR Leaders in 2025 Leader and manager development remains the No. 1 priority in 2025 for HR leaders for the third consecutive year, according to Gartner, with organisational culture, strategic workforce planning, change management and HR technology rounding off the top five (see FIG 12). The report (authors: Mark Whittle, Liana Passantino, PhD, and Maggie Schroeder-O’Neal) provides detailed analysis on each of the top five priorities, defining the problem statement and imperative for each along with a case study. My eyes were drawn to the section on Strategic Workforce Planning (SWP) and the rather stark finding that only 15% of organisations currently practice SWP. Guidance is provided on expanding the scope and complexity of SWP through small phases and a powerful case study is provided on Merck (kudos Ruben Groen Alexis Saussinan) (see FIG 13): Instead of striving for perfection and getting stuck gathering every piece of information available, Merck’s SWP team reduces the complexity of SWP by narrowing their team’s focus to solving a problem, enabling them to take action and drive impact. FIG 12: Top 5 Priorities for HR Leaders in 2025 (Source: Gartner) FIG 13: How Merck prioritizes SWP needs by relevance and actionability (Source: Gartner) ROB BRINER | CORPORATE RESEARCH FORUM - Driving Organisational Performance: HR’s Critical Role HR functions can and should do more to contribute to organisational performance. But, in order to do this, they need to be able to identify for themselves and in their context what specifically they need to do to help the business meet its strategic objectives. The purpose of this excellent new report, authored by Rob Briner for the Corporate Research Forum (CRF), is to provide a framework for HR functions to more effectively drive performance – within their own organisational context. There’s lots to unpack in the report, but highlights include: (1) The evaluation of six ways of thinking about how HR impacts organisational performance (see FIG 14). (2) Key questions HR should be able to answer about the business, its strategic objectives, and how HR can help achieve these objectives. (3) Guidance on joining the causal dots between HR practices and strategic objectives. (4) A self-assessment for HR leaders to assess how well their own function contributes to organisational performance. (5) An eight-step process model of how HR can drive organisational performance. For more from Rob Briner, I recommend listening to his conversation with me on the Digital HR Leaders podcast: What is Evidence Based HR and Why is it Important? FIG 14: Perspectives of how HR contributes to organisational performance and likely value (Source: CRF, Rob Briner) PwC - Saratoga Annual Benchmarking Report 2024 As the introduction to this report highlights, PwC Saratoga has over 30,000 benchmarks for 1000+ metrics covering a wide variety of HR and workforce topics. This annual report includes benchmarks for 400 organisations across 20 industries including those related to employee attrition, talent attraction, and diversity, equity and inclusion, as well as benchmarks relating to HR and people analytics FTE ratios (see FIG 15 for FTE ratios for business partners and people analytics). Similar to the annual People Analytics Trends study we publish at Insight222, Saratoga finds that people analytics is showing rapid growth in many industries including technology, financial services and manufacturing/engineering. There is an increasing focus on people analytics as organizations invest deeper into digital capabilities and as the importance of data is elevated across industries. FIG 15: HR Business Partners and People Analytics FTE ratios 2022 and 2023 (Source: PwC Saratoga) WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS JAEJIN LEE - Skill-based Transformation: “Don't Start with Skills, Start with Work!” Jaejin Lee takes an incredibly thoughtful deep-dive on the shift towards a skills-based organisation. He analyses a number of factors driving this shift including why the consensus is shifting towards skills, the technology changes driving the movement, and the need to start with the work while viewing the transformation through an employee-centric lens. Jaejin also shares two examples from his consulting work of skills-based network analysis (see FIG 16 for example that clusters the company’s employees' skills based on their similar attributes). Finally, Jaejin shares resources from experts including John Boudreau, Ravin Jesuthasan, CFA, FRSA, and Tanuj Kapilashrami, and rounds proceedings off by providing a checklist for companies to conduct a self-diagnosis with regards to skills (see FIG 17). A tour de force. FIG 16: Using network analysis to group skills with similar attributes into categories (Source: Jaejin Lee. FIG 17: Skills-based organisational diagnostic self-checklist (Source; Jaejin Lee) EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING ETHAN BURRIS, BENJAMIN THOMAS, KETAKI SODHI, AND DAWN KLINGHOFFER - Turn Employee Feedback into Action Ultimately, success (in employee listening) lies in empowering leaders to translate insights into concrete actions, effectively communicating progress, and fostering a continual feedback loop that values and respects the diverse voices within the organization. "To manage the employee experience, leaders must deeply understand employees’ perceptions, feelings, and desires and respond thoughtfully. This is particularly crucial when immense resources are invested in gathering employee feedback through pulse surveys, town halls, and data scraping from internal communications. But leaders are often overwhelmed by the data and struggle to translate it into actionable insights." In their Harvard Business Review article, Ethan Burris, Benjamin Thomas, Ph. D, SHRM-CP, Ketaki Sodhi, PhD, and Dawn Klinghoffer, share insights from interviews with more than two dozen companies to outline seven challenges and demonstrate how leading places to work have built an integrated process for assembling and understanding employee input and translating it into action. The seven challenges are: (1) Making sense of all that data. (2) Making sure employees feel heard. (3) Identifying the actual underlying problems. (4) Protecting employee privacy. (5) Navigating conflicting views. (6) Not burying bad news. (7) Providing meaningful follow-up. STEPHANIE DENINO - Moving Beyond Work as a Black Box: Uncovering & Addressing the Hidden Friction Work is more than just a black box of outputs—it’s a complex system with hidden friction that we often overlook. In her thoughtful article, Stephanie Denino, Managing Director at TI PEOPLE, examines the consequences of treating work like a black box. She breaks down the core components that make up work: “(1) a worker that is (2) trying to do something (key activities or moments of their work experience), in which (3) they interact with things like technology, people, and processes” (see FIG 18). Stephanie identifies that by capturing data on how work unfolds from the worker’s perspective, leaders can better identify and reduce work friction, ensuring productivity gains and enhancing employee satisfaction. The article presents strategies to move beyond surface-level metrics and focus on the intricate moments of work that truly drive business outcomes. FIG 18: Work can be broken down into three components (Source: Stephanie Denino) LEADERSHIP, CULTURE, AND LEARNING MCKINSEY - Going all in: Why employee ‘will’ can make or break transformations For a company undergoing transformation, cultivating employee “will” to change the way it operates is critical for success. Writing for McKinsey, Dominic Skerritt, John Parsons, Mary Lass Stewart, Matthew Schrimper, and Nicolette Rainone, Ph.D. highlight the people element of successful transformations. They set out a three step-process (see FIG 19): Elevate, empower, energize to cultivate employees’ will to drive transformation. (1) Elevate a strong core of employees across all levels to lead the transformation. (2) Empower a broad coalition of change leaders to embody new ways of thinking and working. (3) Energize all employees to transform. FIG 19: Organisations can galvanise a workforce’s will to transform with three actions (Source: McKinsey) CONSTANCE NOONAN HADLEY AND SARAH L. WRIGHT – We’re Still Lonely at Work In recent years, the huge impact that work loneliness is having on healthcare costs, absenteeism, and turnover has received widespread attention. Despite growing awareness, the problem remains, with one in five employees worldwide feeling lonely at work. In their article for Harvard Business Review, Connie Noonan Hadley and Sarah Wright debunk myths about work loneliness, such as the belief that in-person work or team assignments can solve the issue. They provide guidance on seven actions companies can take to put loneliness on the agenda: (1) Measure loneliness (see FIG 20); (2) Design slack into the workflow; (3) Create a culture of connections; (4) Build socialising into the rhythm of work; (5) Keep social activities simple; (6) Maximise each work mode for connection; (7) Actively recruit participants. FIG 20: A tool for measuring work loneliness (Source: Constance Noonan Hadley and Sarah L. Wright) DIVERSITY, EQUITY, INCLUSION, AND BELONGING McKINSEY AND LEANIN.ORG – Women in the Workplace: The 10th Anniversary Report Organizational change is a marathon, not a sprint, and making meaningful strides for women requires both hope and resilience. When leaders create a compelling vision of what’s possible, workplaces are better equipped to drive and sustain progress. Despite progress over the past decade, parity for all women in the workspace is almost 50 years away according to the 10th Women in the Workplace report by McKinsey and Leanin.Org. At the current trajectory, it will take 22 years for white women to achieve leadership parity—and more than twice as long for women of colour (see FIG 21). As ever, the report is an absorbing read with part 4, A Data-Driven Approach to Solutions, being required reading for people analytics professionals. In terms of implementing consistent processes, the report recommends four key building blocks: (1) making sure employees understand why a new practice is important; (2) teaching employees the skills they need to do their part; (3) putting mechanisms in place to support the practice; and (4) ensuring leaders role model the right behaviours. Finally, the report also provides guidance on tackling three areas that are especially important for advancing women and fostering inclusion: (1) De-biasing hiring and promotion (see FIG 22); (2) Inspiring and equipping employees to curb bias and practice allyship; and (3) Unlocking the power of managers to influence careers and team culture. Kudos to the authors: Alexis Krivkovich, Emily Field, Lareina Yee, and Megan McConnell, with Hannah Smith. FIG 21: It will take nearly 50 years to achieve gender parity for all women (Source: McKinsey) FIG 22: Research based tips for making hiring and performance reviews fairer (Source: McKinsey) HR TECH VOICES Much of the innovation in the field continues to be driven by the vendor community, and I’ve picked out a few resources from October that I recommend readers delve into: LOUJAINA ABDELWAHED, LISA K. SIMON, TOBY CULSHAW, AND REMY GLAISNER - Stuck in Neutral: Why Employees are Staying Put – Loujaina Abdelwahed, PhD, Lisa K. Simon, Toby Culshaw, and Remy Glaisner highlight Revelio Labs data finding that employee attrition rates are at their lowest in a decade. They explore the reasons for this and outline the conditions that would return attrition rates to their long-term average e.g. an increase in demand (15% increase in job postings), combined with 10% higher salaries and a tighter labour market (job postings taking 10% longer to fill). FIG 23: The decline in attrition in 2024 is unexplained by common factors (Source: Revelio Labs) DIDIER ELZINGA AND AMY LAVOIE - Research: The Long-Term Costs of Layoffs – Didier Elzinga and Amy Lavoie share the findings of a study by Culture Amp to understand the impact of company layoffs on employee engagement. These include: (1) After layoffs, companies see a significant drop in employee experience in many key areas. (2) High employee engagement prior to layoffs won’t protect you from the negative impact of doing layoffs. (3) Recovery takes time (see FIG 24). FIG 24: Change in favourability from pre-layoff (Source: Culture Amp) FRANCISCO MARIN - The Power of Collaborative Freedom: Aligning Interests, Collaborators, and Schedules – Francisco Marin of Cognitive Talent Solutions explains how collaborative freedom, which he sees as the underlying principle of a network-first future of work, discusses how the key facets of collaborative freedom – from increased autonomy and cross-functional cooperation to enhanced transparency - contribute to creating a more effective, agile, and rewarding work environment, “where employees are motivated not just by individual success but by the shared goals and achievements of the organization.” VISIER - Visier's Top 50 HR Leaders To Watch in 2025 – It’s a nice move (and a clever marketing one!) by Visier Inc. to highlight a group of their data-driven innovator clients. It’s certainly good to see the likes of Adam McKinnon, PhD., Angela LE MATHON, Jeremy Shapiro, Katherine Ward, Doug Shagam, Poonam Sirigidi, Julien Legret, Annalyn Jacob, Ph.D., Erik Otteson, Shannon Rutledge, Kai Wehmeyer, Jill Larsen, Ian Bailie, Alan Susi, and Scott Judd get some well-deserved recognition. PODCASTS OF THE MONTH In another month of high-quality podcasts, I’ve selected six gems for your aural pleasure: (you can also check out the latest episodes of the Digital HR Leaders Podcast – see ‘From My Desk’ below): MARK PRICE AND BRUCE DAISLEY - Can happy workers improve your company results? – Mark Price, former CEO at Waitrose, joins Bruce Daisley on the consistently excellent Eat Sleep Work Repeat to discuss the business benefits of investing in happy employees. The episode features a powerful example of how after acquiring Somerfield, and focusing on motivating the inherited workforce, Mark was able to reduce employee turnover from 75% to 17% within months. ETHAN BERNSTEIN AND MICHAEL HORN - The Real Reasons Employees Quit — and How to Retain Them – Ethan Bernstein and Michael Horn join Alison Beard on HBR IdeaCast to share their research on employee turnover, which points to a host of push and pull forces that cause workers to jump ship, and also outlines better retention strategies. NICK LYNN - “Small Changes Can Add Up To Something Big” – Culture, Change Management and the Employee Experience – Nick Lynn joins Mike Petrusky on the Workplace Innovator podcast to discuss the current world of the workplace and how leaders can build a culture of trust and higher engagement BRYAN HANCOCK AND EMILY FIELD - Will generative AI hurt middle managers—or help them? – In an episode of The McKinsey Podcast, together with host Lucia Rahilly, Emily Field and Bryan Hancock revisit their book, Power to the Middle: Why Managers Hold the Keys to the Future of Work, one year on to share how middle managers can use gen AI to support their teams more effectively—and update their image while they’re at it. KELLY MONAHAN - What trends will have the most impact on the future of work? – Kelly Monahan, Ph.D. joins host JP Elliott, PhD on The Future of Work Podcast to discuss the key trends that are impacting the future of work including why she believes that the skills-based organisation movement is stuck in the theory phase and the challenges it faces in implementation. GREG PRYOR - Why Social Network Perspective Matters – Greg Pryor joins Stacia Sherman Garr and Dani Johnson on Workplace Stories to share how social capital—our connections and relationships—drives business outcomes, sparks innovation, and boosts career growth. Listen to Greg, and then tune in to his sparring partner, Michael Arena, on the Digital HR Leaders podcast: What the Impact of Distributed Work on Organisational Networks Tells Us About the Future of Talent Management. VIDEO OF THE MONTH NICKLE LAMOREAUX - How IBM Uses AI to Transform HR In celebration of IBM's CHRO Nickle LaMoreaux recently being recognised as HR Executive of the Year, this month's Video of the Month features Nickle in discussion with me earlier this year on the Digital HR Leaders podcast where she shares how IBM is pioneering the use of AI in HR, and how this is revolutionising its approach to talent management, employee engagement, and predictive analytics. BOOK OF THE MONTH YUVAL NOAH HARARI - Nexus While I was on my travels at People Analytics World in New York and then Unleash World in Paris, at least ten people I respect told me that I simply had to read Nexus, the new book by Sapiens author Yuval Noah Harari. So, I ordered it in time to take with me to the US the week after Unleash – and they were right. It’s brilliant. It’s basically the story of how information networks have made, and unmade, our world. With the opportunity – and threat of AI – this is a book everyone in our field should read. Rory Stewart describes Nexus as: “Bold, original, erudite, provocative and entrancing,” and I couldn’t agree more. RESEARCH REPORT OF THE MONTH ALEXIS FINK AND COLE NAPPER - The World of HR Is Changing Rapidly: I-O Psychology Can Help – In their new paper for Society for Industrial and Organizational Psychology (SIOP), Alexis Fink and Cole Napper, people analytics leaders at Meta and FedEx respectively, break down the role of the industrial-organisational (IO) psychologist, and how they are helping organisations to manage the transformation being driven by advancements in artificial intelligence, emerging technologies, and evolving cultural landscapes. Insight222 ’s research on Leading Companies in People Analytics, identified I/O psychology as one of three key skills these companies are focused on hiring, developing and retaining to drive success (along with data scientists, and consultants), so this paper is an important read for chief people officers looking to advance their people analytics function. FROM MY DESK October saw the final episode of Series 41 of the Digital HR Leaders podcast, sponsored by Visier Inc. (thanks Adedamola Adeleke), and the first three episodes of Series 42, sponsored by Workday (thanks Sophie Barnes and Jennifer Neumann) as well as a number of articles penned by yours truly. Key Learnings from Unleash World 2024 – My key learnings from the main stage at the recent Unleash World show in Paris - together with the slides I used to kick off the event. Key Learnings from Insight222 Global Executive Retreat 2024 Insights: Shaping the Future of People Analytics – My key learnings from the recent 7th Annual Insight222 Global Executive Retreat, which features learnings from speakers including: Janine Vos , Prasad Setty, and Erin Meyer. How can workforce analytics enhance HR decision-making and drive business success? – A round-up of Series 41 of the Digital HR Leaders podcast, with insights from episodes featuring: Diane Gherson, Lynda Gratton, Angela LE MATHON, Keith Bigelow, Tanuj Kapilashrami and Ravin Jesuthasan, CFA, FRSA. Three ways to Upskill HR in Data Literacy – The team at Workday shared a summary of insights from my recent speech at Rising on how to improve the data literacy of HR professionals. SHARON TAYLOR AND JACO VAN VUUREN - Digitising HR for 55,000 Employees: Lessons from Standard Bank – Sharon Taylor, Chief People and Culture Officer, and Jaco Van Vuuren, Chief Operating Officer for Human Capital, join me to share the HR transformation journey at Standard Bank. MICHAEL FRACCARO - How Mastercard is Using AI to Drive Employee Success and Leadership Growth – Michael Fraccaro , Chief People Officer at Mastercard, shares how the company is using AI across HR, building a skills-based organisation, and how their Culture Health Index helps shape discussion and decisions with the Board. MICHAEL ARENA - What the Impact of Distributed Work on Organisational Networks Tells Us About the Future of Talent Management – Michael Arena joins me to discuss what the latest research on network analysis teaches us about hybrid working, team sizes, and the importance of social capital. JASON SCHECKNER - How Talent Orchestration Connects AI Investments to Real Business Results – Jason Scheckner of HiredScore by Workday joins me to discuss how talent orchestration is the key to unlocking AI’s full potential and transforming HR operations into a strategic powerhouse. LOOKING FOR A NEW ROLE IN PEOPLE ANALYTICS OR HR TECH? I’d like to highlight once again the wonderful resource created by Richard Rosenow and the One Model team of open roles in people analytics and HR technology, which now numbers close to 500 roles – and has now been developed into a LinkedIn newsletter too. THANK YOU Nick Broughton for including me in his list of remote work leaders to follow. Thomas Kohler for including the Digital HR Leaders podcast episode with Michael Fraccaro in his HR Resources of the Week. Thinkers360 for including me in their Top Voices EMEA 2024. Elaine Parr for sharing the Digital HR Leaders podcast episode with Nickle LaMoreaux on how IBM is pioneering the use of AI in HR. Olimpiusz Papiez for his thoughtful learnings about the Digital HR Leaders podcast episode with Jason Scheckner. Sven Hultin for publishing his analysis of Insight222's recent research on the People Analytics Operating Model: Democratizing workforce insight in a relevant context fuels adaption towards future relevance. Stela Lupushor for inviting me to moderate a panel at the recent New York Strategic HR Analytics MeetUp on Workestration and Neeru Monga (here), Tony Ashton (here), Ekta Lall Mittal (here), Anna A. Tavis, PhD (here) and Olivia Li (here) for their LinkedIn posts sharing some of the key learnings and pictures from the event. Finally, a huge thank you to the following people who either shared the September edition of Data Driven HR Monthly and/or posted about my sessions at Unleash, People Analytics World, and Workday Rising. It's much appreciated: Craig Forman, Zornitza Iankova, SPHR, Brandon Merritt Johnson, Hrvoje Bulat, Rebecca Hone, Emma Mercer (Assoc CIPD, MLPI), Dr. Max Muge Bakkaloglu, Kerron Ramganesh, Kristina Schoemmel, Perri Ma, Justin Shemeley, Kelly Satterfield, Luis Maria Cravino, Zina Al Taie, MBA, Joachim Rotzinger, Tobias W. Goers ツ, Anna Gullstrand, Ian Bailie, John Guy, Ouarda Guergour, Markus Graf, Sydney Dolanch, Noam Mordechay, Dorothy Dalton, Victoria Holdsworth, Nima Sherpa Green, ✅ Sarah E. Danzl Nirit Cohen ?, Andrew Pitts, Pierre Dejonghe, Jane Bech, MA-OP, CODP, Shannon Peterson, Nicole Davis, Davina Erasmus, Blaine Ames, David Balls (FCIPD), Dan George, Amardeep Singh, MBA, Yotam Ainom, Roshaunda Green, MBA, CDSP, Phenom Certified Recruiter, Henrik Håkansson, Kouros Behzad, Marijana Brasiello, MHRM, Catriona Lindsay, Adam Tombor (Wojciechowski), María Esther Sánchez, Silvia Schleiffer-Gouveia, Rajarshee Mukherjee, Volker Jacobs, Laszlo Bock, Daniel Farrell, Kevin Legel, Aravind Warrier, Lewis Garrad, Francisca Solano Beneitez, Jose Luis Chavez Vasquez, Dr. Jeeta Sarkar, Jorge Arevalo, Andreea Lungulescu, Maria Alice Jovinski, Philip Arkcoll, Corine Boon, Pietro Mazzoleni, Dave Millner, Bob Pulver, Wayne Tarken, David McLean, Swechha Mohapatra (IHRP-SP, SHRM-SCP, CIPD), Aurélie Crégut, David van Lochem, Vivek Ojha, Hanadi El Sayyed, Phil Kirschner, David Hodges, Jean-Francois Riand, Malgorzata Langlois, Shujaat Ahmad, Graham Tollit, Sebastian Kolberg, Phil Inskip, Sebastian Knepper, Caitie Jacobson, Asaf Jackoby, Melissa Hopper Fritz, Stephanie Murphy, Ph.D. Paul Daley, Stephen Hickey, Sarajit Poddar, Søren Kold, Jacob Nielsen, Dolapo (Dolly) Oyenuga, Manisha Singh, Monalisa Routray, Courtney McMahon, Irada Sadykhova, Geetanjali Gamel, Dave Fineman, Megan Buttita, MLIS, Mariana Hebborn PhD, Rob Kok, Keran Dhillon, Alex Browne, Chris Long, Pedro Pereira, Gal Mozes, PhD, Aritra Majumdar, Mia Norgren, Matthew Fleisher, PhD, Matt Elk, Christina Bui, Agnes Garaba, Laurent Reich, Jeff Wellstead, Danielle Bushen, Nick Hudgell, Jordan Hartley, John Gunawan, Casey G. Brower, PMP, Serena H. Huang, Ph.D., Bo Vialle-Derksen, Trish Uhl, PMP ??, Ken Clar, Isabel Naidoo, Mariami Lolashvili, Sophia Huang, Ed.D., Philippa Penfold, Sonia Mooney, Ian Grant FCIPD, Dr. Peter Schulz-Rittich, Irene Wong, Tim Peffers, Marcela Mury, Andrés García Ayala, Giovanna Constant, John Golden, Ph.D. Tanguy Dulac ABOUT THE AUTHOR David Green ?? is a globally respected author, speaker, conference chair, and executive consultant on people analytics, data-driven HR and the future of work. As Managing Partner and Executive Director at Insight222, he has overall responsibility for the delivery of the Insight222 People Analytics Program, which supports the advancement of people analytics in over 100 global organisations. Prior to co-founding Insight222, David accumulated over 20 years experience in the human resources and people analytics fields, including as Global Director of People Analytics Solutions at IBM. As such, David has extensive experience in helping organisations increase value, impact and focus from the wise and ethical use of people analytics. David also hosts the Digital HR Leaders Podcast and is an instructor for Insight222's myHRfuture Academy. His book, co-authored with Jonathan Ferrar, Excellence in People Analytics: How to use Workforce Data to Create Business Value was published in the summer of 2021. MEET ME AT THESE EVENTS I'll be speaking about people analytics, the future of work, and data driven HR at a number of upcoming events in 2024 and early 2025: November 19-20 - Insight222 European Peer Meeting (hosted by Merck in Darmstadt, Germany) - exclusively for member organisations of the Insight222 People Analytics Program December 5 - Visier Outsmart Local - Building Your People Data Strategy, London December 10-12 - Workday Rising EMEA, Amsterdam February 26-27 - People Analytics World, Zürich April 29-30 - People Analytics World, London More events will be added as they are confirmed.   主要作者和贡献者： David Green - Insight222的管理合伙人，专注于HR数据分析和未来工作趋势。 Eric Anicich 和 Dart Lindsley - 探讨“将工作视为产品”的方法。 Nicholas Bloom, James Liang, Ruobing Han - 基于Trip.com的混合办公A/B测试研究。 Michael Arena 和 Philip Arkcoll - 关于协作的重要性，倡导“协作要求”而非“办公要求”。 Hean-Ho Loh, Vinciane Beauchene, Vladimir Lukic, Rajiv Shenoy - 来自波士顿咨询公司（BCG），探讨AI技能提升的关键因素。 Kai Hahn - 智能企业领袖联盟的报告撰写者，探讨AI在HR中的应用。 Jaap Veldkamp - ABN AMRO的全球HR数据分析负责人。 Richard Rosenow - Insight222的一份研究报告撰写者，讨论HR系统的演变。 Scott Rogers, Aldar Nikolaev, Ralf Buechsenschuss, Peter Meyler, Patrick Coolen, Yuyan Sun - 各自讨论了HR数据分析在不同领域的应用。 Marc Effron - The Talent Strategy Group创始人，专注于HR运营模式。 Shari Chernack 和 Jonathan Gordin - Mercer的CHRO报告作者，探讨HR的战略角色。 Mark Whittle, Liana Passantino, Maggie Schroeder-O’Neal - 来自Gartner，讨论2025年HR的五大优先事项。 Rob Briner - Corporate Research Forum的作者，提供了HR推动组织绩效的框架。 Jaejin Lee - 探讨技能导向的组织转型。 Ethan Burris, Benjamin Thomas, Ketaki Sodhi, Dawn Klinghoffer - 在Harvard Business Review中讨论如何将员工反馈转化为行动。 Stephanie Denino - TI People的总监，讨论工作中隐藏摩擦的影响。 Dominic Skerritt, John Parsons, Mary Lass Stewart, Matthew Schrimper, Nicolette Rainone - McKinsey作者，探讨组织变革中的员工意愿。 Constance Noonan Hadley 和 Sarah L. Wright - 研究工作中的孤独感。 Alexis Krivkovich, Emily Field, Lareina Yee, Megan McConnell, Hannah Smith - 来自McKinsey和LeanIn.Org的性别平等报告的作者。 Loujaina Abdelwahed, Lisa K. Simon, Toby Culshaw, Remy Glaisner - Revelio Labs的数据分析师，研究员工流动率。 Didier Elzinga 和 Amy Lavoie - Culture Amp的研究人员，探讨裁员的长期影响。 Francisco Marin - Cognitive Talent Solutions的代表，关于协作自由的重要性。 Adam McKinnon, Angela LE MATHON, Jeremy Shapiro, Katherine Ward, Doug Shagam, Poonam Sirigidi, Julien Legret, Annalyn Jacob, Erik Otteson, Shannon Rutledge, Kai Wehmeyer, Jill Larsen, Ian Bailie, Alan Susi, Scott Judd - Visier公司列出的2025年HR领导者。 Mark Price 和 Bruce Daisley - 在Eat Sleep Work Repeat上探讨员工幸福感的影响。 Ethan Bernstein 和 Michael Horn - HBR IdeaCast上的嘉宾，讨论员工流失的原因。 Nick Lynn - Workplace Innovator的嘉宾，讨论文化和员工体验。 Bryan Hancock 和 Emily Field - 在McKinsey Podcast上讨论生成式AI对中层管理的影响。 Kelly Monahan - The Future of Work Podcast的嘉宾，讨论未来工作的关键趋势。 Greg Pryor - Workplace Stories的嘉宾，讨论社交资本的影响。 Nickle LaMoreaux - IBM的CHRO，讨论AI在HR中的应用（视频）。 Yuval Noah Harari - 其新书《Nexus》被推荐阅读，探讨信息网络对世界的影响。 Alexis Fink 和 Cole Napper - I-O心理学家，探讨心理学在HR转型中的作用。
    upskilling
    2024年11月03日
  • upskilling
    2025年HR领域的6大关键趋势：迎接未来工作的变革 随着技术的进步和员工期望的不断变化，2025年的人力资源管理将面临前所未有的挑战和机遇。以下是六大关键趋势，它们将推动未来职场的发展： 1. 远程和混合办公模式的普及 远程和混合办公已成为员工最期待的工作形式。2025年，更多企业将采用灵活的工作安排，不仅能提高员工的满意度，还能减少运营成本。HR团队需要确保远程员工享有与办公室员工相同的支持和资源。 2. 人工智能（AI）深度融入HR流程 AI技术正在快速改变HR流程，如招聘和绩效管理。2025年，AI将更加普及，帮助HR自动化日常任务，并提供数据洞察以优化决策。但企业在使用AI时必须保持透明，定期进行偏见审查。 3. 强调员工健康和心理健康 员工心理健康在疫情后成为企业的首要关注点。到2025年，企业将进一步加大对员工健康的投入，如提供灵活的工作安排、心理健康资源等，以提高生产力并减少员工流失。 4. 多样性、公平性和包容性（DEI） DEI是未来工作的核心。2025年，更多公司将推进多元化招聘和公平政策，培养包容性的企业文化，以推动创新和更好的决策。 5. 技能提升与再培训 技术的快速发展导致技能过时的速度加快。到2025年，50%的员工需要再培训。企业将需要投资于员工的持续学习计划，以确保其技能与未来工作需求匹配。 6. 人才分析的兴起 人才分析通过数据驱动决策，使HR能够更有效地管理员工并优化业务成果。2025年，企业将加大对数据工具的投入，提升HR决策的科学性和精准性。 2025年，企业若能掌握这些趋势，将在未来职场中占据竞争优势。
    upskilling
    2024年10月19日
  • upskilling
    David Green：The best HR & People Analytics articles of June 2024 David Green整理了最近的HR和PA的文章，其实最近也不仅仅是这方面的内容了，推荐大家可以了解看看，文章谈到了一些内容可以简单了解下： Justin Taylor, Keith Sonderling, Guru Sethupathy的演讲 总结: 讨论了人员分析生态系统的最新进展和未来趋势。 Insight222研究报告《构建人员分析生态系统：运营模式v2.0》预览 总结: 探讨了如何构建和优化人员分析的运营模式。 TechWolf完成4275万美元B轮融资 总结: 该融资将进一步推动其在AI和人员分析领域的发展。 Mercer和MIT发布的《技能策略指南》 总结: 解释了为什么技能应成为重新思考工作的首要任务，以及如何在AI时代克服挑战。 关于混合工作模式对员工保留和生产力的影响研究 总结: 混合工作提高了员工满意度并减少了离职率。 组织网络分析（ONA）的应用 总结: ONA能够揭示传统组织图中缺失的协作和决策影响，有助于优化工作场所策略。 Insight222的网络研讨会《HR和人员分析中的AI应用》 总结: 探讨了AI在HR和人员分析中的应用及其影响。 McKinsey关于生成式AI的研究 总结: 生成式AI的采用激增，为组织带来了可衡量的业务价值。 Mark Mortensen和Amy Edmondson关于重新定义办公室返工对话的文章 总结: 提供了领导者如何通过重新定义对话来平衡面临面的工作和灵活工作的策略。 Rashleen Kaur Arora关于制定平衡组织和员工需求的返工策略的文章 总结: 提供了如何通过证据和员工反馈制定有效的返工策略的案例。 Pietro Mazzoleni关于HR中生成式AI的应用 总结: 讨论了根据数据成熟度做出明智选择的重要性。 Greg Newman关于AI聊天机器人的员工旅程 总结: 阐述了如何通过使用员工旅程语言来最大化数字工人的价值。 Martijn Wiertz关于生成式AI重新定义工作设计的文章 总结: 提出了一个愿景，即生成式AI帮助我们重新定义工作设计，创造更多时间用于重要任务。 Max Blumberg关于AI时代的人员分析职业的文章 总结: 探讨了在AI时代保持相关性的技能需求及其透明性。 Scott Latham和Beth Humberd关于自动化对工作的四种影响的文章 总结: 讨论了基于价值类型和交付方式的工作响应自动化的四种方式。 Deloitte团队关于组织网络分析（ONA）的文章 总结: 讨论了ONA在测量员工绩效和优化工作场所策略中的应用。 Dave Hodges关于基于研究的HR决策的文章 总结: 强调了基于证据的HR决策的重要性。 Henrik Håkansson关于人员分析中的“错失恐惧症”的文章 总结: 将“错失恐惧症”概念应用于人员分析领域。 Amit Mohindra关于“72法则”的文章 总结: 提供了一个解释增长率的关键参数的简单方法。 Louise Baird关于机器学习及其在人员分析中的应用 总结: 解释了监督学习和非监督学习在人员分析中的应用。 Martha Curioni关于将可解释的AI引入HR流程的文章 总结: 提供了在招聘、预测离职和评估晋升准备度等HR流程中应用可解释AI的例子。 Nick Jesteadt和Erin Fleming关于人员分析领域前沿问题的文章 总结: 强调了生产力、技能和产品化等人员分析中的常见主题。 Christopher Rosett关于人员分析立方体的文章 总结: 介绍了人员分析立方体的概念及其应用。 Willis Jensen关于寻找人员分析工作的文章 总结: 分享了关于如何成功过渡到新角色的见解和策略。 Gregory Vial, Julien Crowe和Patrick Mesana关于高级分析中的数据隐私风险管理的文章 总结: 介绍了五种数据隐私保护方法及其对数据可用性的影响。 Cathy O’Neil, Jake Appel和Sam Tyner-Monroe关于算法风险审计的文章 总结: 提供了帮助组织评估其AI工具和算法的简单框架。 Öykü Işık, Amit Joshi和Lazaros Goutas关于生成式AI风险管理的文章 总结: 提供了管理四种生成式AI风险的蓝图。 Josh Bersin关于首席人力官（CHRO）角色演变的文章 总结: 强调了CHRO在C-suite中的重要性及其角色的多学科性。 Jeanne Meister关于未来HR工作角色的文章 总结: 介绍了未来十年HR领域的十三个新兴工作角色。 Naomi Verghese关于HR技能提升的文章 总结: 分享了HR专业人员在数据咨询和沟通方面所需的关键技能。 MIT和Mercer关于技能驱动型组织的报告 总结: 探讨了在AI时代，技能驱动型组织的重要性及其益处。 Business Roundtable关于基于技能的内部流动白皮书 总结: 提供了推动技能验证和连接人员与机会的战略。 Microsoft关于混合工作环境中新员工入职的研究 总结: 强调了角色职责、反馈和资源对新员工成功的重要性。 Dave Ulrich关于绩效管理的文章 总结: 提出了一个四步流程来改善绩效管理系统。 Erin Meyer关于构建有效企业文化的文章 总结: 提供了六条指导原则，帮助管理者应对文化建设的挑战。 Rob Cross和Katheryn Brekken关于团队网络效应的研究 总结: 发现80%的团队未能达到其生产力潜力，并提供了提高团队绩效的六种策略。 Shujaat Ahmad关于AI对生产力和繁荣的影响的文章 总结: 提倡从生产力优先转向繁荣优先的AI模型，以促进公平和可持续发展。 BCG关于女性技术领导者在生成式AI中的领先地位的研究 总结: 发现高级女性技术领导者在生成式AI的采用方面领先于男性同行。 Richard Rosenow关于人员分析新兴趋势的文章 总结: 分享了人员分析领域的六大新兴趋势。 Alicia Roach关于战略性劳动力规划的文章 总结: 讨论了战略性劳动力规划在业务成功中的重要性。 Annie Dean关于团队状态的报告 总结: 发现使用AI的团队在协作方面表现更好。 Shay David关于HR技术从自动化到增强的演变的文章 总结: 解释了HR技术如何增强人类能力和丰富员工体验。 I’m putting the finishing touches to June’s Data Driven HR Monthly in the airport lounge at Minneapolis-St Paul after a successful peer meeting for more than 50 North American members of the Insight222 People Analytics Program. The two-day peer meeting featured speakers including: Justin Taylor Keith Sonderling Guru Sethupathy and a collaboration between Bennet Voorhees and Eunice Ok. We also previewed the soon-to-be-published Insight222 research study: Building the People Analytics Ecosystem: Operating Model v 2.0 (click on the link to register to receive a copy). Other highlights in June included: We also ran a peer meeting for European members of the Insight222 People Analytics Program, which was hosted by Nestlé and featured sessions run by Nataliya Filonenko Michael Cox Alex Browne Thomas Tchako Nowe Piyush Mathur Jack Liu and Martin Janhuba. We delivered an Insight222 webinar on AI in HR and People Analytics, which featured Andrew Elston Justin Shemeley and Jasdeep Kareer, PhD (née Bhambra). Watch the recording here. In the HR Tech space, TechWolf announced a new $42.75m round of Series B funding. Congrats to Andreas De Neve ? Mikaël Wornoo? Jeroen Van Hautte ? and the team. Welcome to the more than 2000 new subscribers to the Data Driven HR Monthly newsletter, who joined in the last month. This edition of the Data Driven HR Monthly is sponsored by our friends at Mercer Strategic Shift: Skills-Powered Organizations in the Age of AI Forty-four percent of workers’ skills will be disrupted by technology in the next five years.* To thrive through this disruption, businesses must adapt their operating models to perpetually reinvent themselves as demand for skills ebbs and flows with greater velocity and volatility. The next-generation organization will be at the forefront of this strategic shift toward making skills the currency of work, cultivating a culture of talent sharing, automating work to take mundane tasks off employees’ hands, augmenting human creativity with AI, and reshaping the entire talent life cycle. Find out how to make the shift to a skills-powered organization The new Skills Strategy Guide from Mercer and MIT SMR Connections explores: Why skills should be a top priority in rethinking work in the age of AI The obstacles that stand in the way Practical steps to overcome challenges and reap the rewards Learnings from Standard Chartered Bank’s skills journey How to build a skills-powered approach to work Read the Strategy Guide *Source: The World Economic Forum’s 2023 Future of Jobs report To sponsor an edition of the Data Driven HR Monthly, and share your brand with close to 130,000 Data Driven HR Monthly subscribers, send an email to dgreen@zandel.org. Heartfelt thanks to Richard Rosenow It’s ten years since I published the first edition of the Data Driven HR Monthly (which featured pioneers like Luk Smeyers Andrew Marritt Ian OKeefe Jonathan Ferrar and Greta Roberts). Unbeknown to me, Richard Rosenow organised a wonderful surprise – see here. It’s such a kind gesture - thank you Richard and the One Model team for creating this and the 100 people - friends, colleagues, clients, and peers - many of whom have inspired me in my journey in the wonderful world of people analytics. Thank you too to my colleagues at Insight222 - and everyone who has contributed to the Data Driven HR Monthly over the last decade. Share the love! Enjoy reading the collection of resources for June and, if you do, please share some data driven HR love with your colleagues and networks. Thanks to the many of you who liked, shared and/or commented on May’s compendium (see Thank You section at the end of this issue). If you enjoy a weekly dose of curated learning (and the Digital HR Leaders podcast), the Insight222 newsletter: Digital HR Leaders newsletter is published every Tuesday – subscribe here. HYBRID, GENERATIVE AI AND THE FUTURE OF WORK MCKINSEY - The state of AI in early 2024: Gen AI adoption spikes and starts to generate value If 2023 was the year the world discovered generative AI, 2024 is the year organizations truly began using—and deriving business value from—this new technology. New research from McKinsey highlights that adoption of AI – and GenAI – has surged in the last 12 months, that organisations are reporting measurable benefits, that there is increased mitigation of the risk of inaccuracy, and that there are a small group of high-performers leading the way. From a HR perspective, the study finds: (1) 12% of respondents are regularly using GenAI in HR. (2) Organisations most often see meaningful cost reductions from GenAI use in HR (see FIG 1). (3) HR functions are most often able to put their GenAI capabilities to use within one to four months. (4) Talent is one of six areas of best practice where high-performers are leading with GenAI (see FIG 2). (Authors: Alex Singla Alexander Sukharevsky Lareina Yee and Michael Chui with Bryce Hall) FIG 1: Organizations most often see meaningful cost reductions from generative AI use in HR and revenue increases in supply chain management (Source: McKinsey) FIG 2: Organizations seeing the largest returns from generative AI are more likely than others to follow a range of best practices (Source: McKinsey) MARK MORTENSEN AND AMY EDMONDSON - Leaders Need to Reframe the Return-to-Office Conversation Framing refers to how an issue is presented; it’s the meaning layered onto an issue or situation that shapes how people think about its objective facts. More precisely, it’s about re-framing: deliberately replacing taken-for-granted cognitive frames with more helpful ones. Mark Mortensen and Amy Edmondson discuss the concept of ‘framing’ and its role for leaders in engaging in dialogue with employees about the balance between in-person and flexible working. They offer a three-step process to communicate flexible work policies: (1) Acknowledge the bind and be patient. (2) Focus on mutual value, not just organisational benefits. (3) Approach the process as data-driven, co-created, iterative learning. For more on this topic, listen to Mark in conversation with me on the Digital HR Leaders podcast: How to Foster Collaboration Within Hybrid Working Teams. RASHLEEN ARORA - Design a Return-to-Office Strategy That Balances Organizational and Employee Needs It’s becoming increasingly evident that rigid return-to-office (RTO) mandates can backfire by antagonising employees and impacting retention. Rashleen Kaur Arora presents Gartner research that outlines how HR leaders can craft a RTO strategy that balances organisational objectives with employee buy-in. The article includes a powerful case study on how Scotiabank implemented an evidence-based hybrid RTO model (see FIG 3). FIG 3: Scotiabank’s role aligned hybrid personas (Source: Gartner) PIETRO MAZZOLENI - Generative AI in HR: making smart choices depending on your data maturity | GREG NEWMAN - What's the employee journey of an AI chatbot? | MARTIJN WIERTZ - How will we use GenAI to redefine our Work Design: Creating Great Places to Be | MAX BLUMBERG - Saving your People Analytics Career in the Face of AI | SCOTT LATHAM AND BETH HUMBERD - Four Ways Jobs Will Respond to Automation Organizations which provide an environment where the needs of the workforce are aligned with the outlines of the future will have the competitive advantage. June saw a plethora of insightful reads about the impact of AI on HR and people analytics, so I’ve gathered five together here along with a prescient piece from 2018 on the professions most susceptible to automation. (1) Pietro Mazzoleni examines the importance of data maturity when it comes to the successful adoption of GenAI solutions in HR. (2) Greg Newman outlines why using the language of the employee journey will help your organisation maximise the value you gain from digital workers. (3) Martijn Wiertz presents a compelling vision where GenAI helps redefine our work design, creating time we can utilise for doing the work, care and training we need as a community – from great places to work to great places to be (see FIG 4). (4) Max Blumberg (JA) ?? explores how people analytics roles may evolve in the age of AI, the skills needed to remain relevant, and the importance of transparency in these issues within the people analytics community. (5) Finally, and thanks to Hung Lee for featuring it in a recent edition of Recruiting Brainfood, let’s revisit an article by Scott Latham and Beth Humberd that outlines four ways in which jobs will respond to automation based on two factors: the type of value provided and how it’s delivered (see FIG 5). FIG 4: Source – Martijn Wiertz FIG 5: Which Professions Are Most Vulnerable to Automation? (Source: Latham and Humberd) PEOPLE ANALYTICS MAYA BODAN, DON MILLER, SUE CANTRELL, GARY PARILLIS, AND CARISSA KILGOUR - Harnessing organization network analysis (ONA): Measure workforce performance and optimize strategies ONA reveals insights absent in traditional organizational charts—such as how people collaborate, who influences decision-making and/or operates in silos, and sentiments surrounding trust and influence. A helpful primer on how to use Organisational Network Analysis (ONA) from the Deloitte team of Maya Bodan Don Miller Susan Cantrell Gary Parilis and Carissa Kilgour. Their article discusses the myriad of use cases ONA can be used for, including to: (1) Measure workforce performance, (2) Understand individual workforce performance, and (3) Optimise workplace strategies. FIG 6: ONA can help uncover collaboration within an organisation (Source: Deloitte) DAVE HODGES - Facts Over Fads: HR Decisions Grounded in Research |HENRIK HÅKANSSON - People Analytics: The fear of missing out | AMIT MOHINDRA - The "Rule of 72": A Gentle Reminder | LOUISE BAIRD - Machine Learning and its Applications in People Analytics | MARTHA CURIONI - Building Explainable AI Into HR Processes | NICK JESTEADT AND ERIN FLEMING - People Analytics Frontiers aka Why are We Asking the Same Questions Again? | CHRISTOPHER ROSETT - The People Analytics Cube If you’re not practising evidence-based HR, what type of HR are you practising? In recent editions of the Data Driven HR Monthly, I’ve featured a collection of articles by people analytics leaders. These act as a spur and inspiration to the field. Seven are highlighted here. (1) David Hodges takes inspiration from Rob Briner’s research to make the case for evidence-based HR. As Dave asks: “If you’re not practising evidence-based HR, what type of HR are you practising?” (see FIG 7). (2) Henrik Håkansson applies the popular concept of “fear of missing out” to people analytics in his astute article. (3) Amit Mohindra provides a handy explanation of the ‘Rule of 72”, which can be used to extract a key parameter from a growth rate. (4) Louise Baird breaks down the two different types of machine learning – supervised and unsupervised – and how it can be applied to people analytics. (5) Martha Curioni provides examples of building explainable AI into a range of HR processes including: hiring, predicting attrition, and assessing promotion readiness. (6) Based on their survey of people analytics practitioners, Nick Jesteadt and Erin Fleming highlight three common yet seemingly elusive themes in the field: productivity, skills and productisation. (7) Christopher Rosett breaks down the People Analytics Cube (see FIG 8) in his LinkedIn post with a nod to Alexis Fink. FIG 7: What is being used in HR instead of evidence? (Source: Evidence Based HR: A New Paradigm by Rob Briner, Corporate Research Forum) FIG 8: People Analytics Cube (Source: Christopher Rosett) WILLIS JENSEN - Finding a People Analytics Job One of the features of the people analytics field is that it is pretty fluid with many that work within it moving roles in the last 12-18 months – as evidenced by the invaluable People Analytics Job Board that Richard Rosenow oversees. In his article, Willis Jensen shares insights from his recent transition to a new role including: (1) Being very clear about what you want in your next job. (2) Don’t write an AI-generated cover letter. (3) Use a resume tool to help you tailor your resume for each job. (4) Do not use a shotgun approach of applying for hundreds of jobs. (5) Use LinkedIn as a job-hunting tool. For more on people analytics careers, listen to Serena H. Huang, Ph.D. in discussion with me on the Digital HR Leaders podcast: How to Enhance Your Career in People Analytics. ETHICS AND PRIVACY SPECIAL GREGORY VIAL, JULIEN CROWE, AND PATRICK MESANA - Managing Data Privacy Risk in Advanced Analytics | CATHY O’NEIL, JAKE APPEL AND SAM TYNER-MONROE - Auditing Algorithmic Risk | ÖYKÜ ISIK, AMIT JOSHI, AND LAZAROS GOUTAS - 4 Types of Gen AI Risk and How to Mitigate Them Three articles covering ethics, risk and privacy with regards to advanced analytics and AI, which should be invaluable to people analytics professionals and HR technologists alike. (1) Gregory Vial Julien Crowe and Patrick Mesana present five approaches to measuring data privacy and how each approach impacts on data usability (see FIG 9) before discussing mitigation strategies. (2) Cathy O’Neil Jacob Appel and Sam Tyner-Monroe, Ph.D. lay out a set of simple frameworks (see example in FIG 10) designed to help organisations evaluate that their AI tools and algorithms are fair and working as intended. (3) Öykü Işık Amit Joshi and Lazaros Goutas outline a blueprint for managing four types of generative AI risk (see FIG 11). FIG 9: Five Approaches to Preserving Data Privacy (Source: Vial, Crowe and Mesana) FIG 10: A Simplified Ethical Matrix (Source: O’Neil, Appel, and Tyner-Monroe) FIG 11: Four types of AI risk (Source: Isik, Joshi, and Goutas) THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE JOSH BERSIN - The Ever Expanding Role Of The Chief HR Officer (CHRO) The CHRO must transform the HR team, moving from the “service delivery” model to an HR team of consultants, problem-solvers, and analysts. Josh Bersin lays out a compelling case for the CHRO being the most important role of all in the c-suite now. He highlights factors such as the abundance of people challenges, labour shortages, organisation redesign, and globalisation. Josh also introduces his initial findings from a study of 47,000 CHROs: (1) There is a major increase in the C-level importance of the CHRO. (2) The CHRO job is multi-disciplinary, and more difficult than it looks. (3) The CHRO role is expanding. (4) Strong CHROs are now transforming the HR function. (5) The HR function is not developing itself - 80% of high-performing CHROs are external hires. FIG 12: The two roles of the CHRO (Source: Josh Bersin) JEANNE MEISTER – 13 HR jobs of the future In HR, this is our Promethean moment as we navigate a complex future, one with limitless possibilities in how we work, where we work, who we work with and what we expect in our workplace. Based on her conversations with HR leaders, Jeanne C M. presents 13 HR jobs of the future, which will emerge between now and 2030 (see FIG 13). Jeanne then explains how each of these roles “embody five core workplace themes enabling leaders to embrace reinvention as a strategy where humans and machines collaborate to deliver in which to the organization.” The five themes are: (1) Building GenAI literacy, (2) Working from anywhere, (3) Building human-machine partnerships, (4) Driving innovation and wellbeing in the workplace, (5) Creating a personalised employee experience. FIG 13: 13 HR Jobs of the Future (Source: Jeanne Meister) NAOMI VERGHESE - Investing in the Right Approach to Upskilling HR When the CHRO and HRLT role-model the use of people data and analytics in their day-to-day job, then other HR professionals also use people data and analytics in their work. Naomi Verghese shares the key findings from research she led at Insight222 to identify the key skills HR professionals need to consult and communicate effectively with data. The study, Upskilling the HR Profession: Building Data Literacy at Scale, identified five essential skills for HR professionals: (1) Consulting, (2) Influencing Stakeholders, (3) Data Interpretation, (4) Building Recommendations from Insights, (5) Storytelling. The study also identified the importance of role-modelling by the CHRO and HR leadership team with regards to data literacy (see FIG 14, and above quote). FIG 14: (Source: Insight222, Upskilling the HR Profession: Building Data Literacy at Scale) WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS MIT SMR CONNECTIONS AND MERCER - Strategic Shift: Skills-Powered Organizations in the Age of AI By making skills the backbone of their talent practices, organizations can better allocate people to projects, help employees explore different career paths, and gain the flexibility to allocate their capital more effectively as their needs change. In their collaborative study, MIT and Mercer break down why skills should be a priority in rethinking work and people management in the age of AI. The report highlights the benefits for employees and employers of a skills-based approach (see FIG 15), provides practical guidance on how to overcome challenges, and provides powerful learnings from Standard Chartered’s skills journey. Features contributions from experts including Peter Cappelli Tanuj Kapilashrami Ravin Jesuthasan, CFA, FRSA Brad Bell Joseph Fuller Tom Kochan and Audrey Mickahail. FIG 15: Benefits of a skills-powered approach (Source: MIT and Mercer) LINKEDIN LIVE: Skills-Powered Organizations in the Age of AI | JULY 24, 2024 Register to join Tanuj Kapilashrami, Ravin Jesuthasan and David Green for a LinkedIn Live discussion on Skills-Powered Organizations in the Age of AI on July 24 at 10.00am EST. BUSINESS ROUNDTABLE - Skills-Based Internal Mobility Playbook Summary | White Paper Skills are five times more predictive of a person’s future performance than their education An excellent playbook compiled by the Business Roundtable on skills-based internal mobility, which is organised into five chapters covering critical areas such as stakeholder engagement, skills assessment and validation (see FIG 16), how to connect people with opportunities, how to measure success, and enabling technologies. Features examples from a myriad of companies including: Walmart, Chevron, Workday and Vistra.  Thanks to Brian Heger for highlighting this resource in his excellent weekly Talent Edge newsletter. FIG 16: Skill validation characteristics (Source: Business Roundtable) EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING DAWN KLINGHOFFER, KAREN KOCHER, AND NATALIE LUNA - Onboarding New Employees in a Hybrid Workplace New hires who are provided with clarity about their role responsibilities, feedback on how they are doing, and resources to help them answer questions are three to four times more likely to contribute to their team’s success during the first 90 days. Now we are in the era of hybrid work, what’s the ideal way to onboard new employees today? That was one question that the people analytics team at Microsoft sought to answer in a recent study, along with: How can we ensure that new hires thrive while also supporting flexibility? The findings confirmed that onboarding to a new role, team, or company is a key moment for building connections with the new manager and team and doing so a few days in person provides unique benefits. But just requiring newcomers to be onsite full time doesn’t guarantee success. In their article, Dawn Klinghoffer Karen Kocher and Natalie Luna explain and provide examples of how onboarding that truly helps new employees thrive in the modern workplace is less about face time and more about intention, structure, and resources. For example, the study found that the top factors that make the most difference in onboarding new employees are clarity about role responsibilities, feedback on how they are doing, and resources to help them answer questions. New hires who are successfully set up with these three elements are three to four times more likely to contribute to their team’s success during the first 90 days. For more on Microsoft’s approach to employee thriving, which they define as: being energized and empowered to do meaningful work, listen to Dawn in conversation with me on the Digital HR Leaders podcast: How Microsoft Created A Thriving Workforce By Going Beyond Employee Engagement. LEADERSHIP, CULTURE, AND LEARNING DAVE ULRICH - Reflections on Performance Management: How to Make Meaningful Progress In May’s Data Driven HR Monthly, I featured a McKinsey article on a performance management system that puts people first. In his recent article, Dave Ulrich cites a number of sources highlighting that pretty much all stakeholders (including employees, executives and HR leaders) are unhappy with their performance management systems. Ulrich lays out a four-step process for performance management (see FIG 17) comprising: (1) Clarifying expectations with meaningful goals. (2) Measuring and tracking performance. (3) Allocating financial and non-financial rewards. (4) Having positive coaching conversations. Dave then highlights the recently launched Manifesto for Flourishing at Work, a collaboration of practitioners, consultants, and academics to reinvent performance management. He highlights three critical topics from the manifesto: First, align performance and purpose by making sure that performance encourages progress towards a company’s purpose that includes all stakeholders. Second, manage the complex system of performance by focusing both on individuals within the system and also the system itself. Third, ensure that leaders are secure enough in themselves to use their power to empower others and to allow employees to contribute to their own improvement. FIG 17: Performance management process – four steps (Source: Dave Ulrich) ERIN MEYER - Build a Corporate Culture That Works If you hire people whose personalities don’t align with your culture, no matter what else you get right, you are unlikely to get the desired behaviors. Ever since Peter Drucker’s infamous assertion that “culture eats strategy for breakfast,” it has been widely acknowledged that managing corporate culture is the key to business success. Yet the link between ‘values’ and ‘behaviours’ is often stark. As INSEAD professor Erin Meyer asks in her latest Harvard Business Review article: “If culture eats strategy for breakfast, how should you be cooking it?” Erin blends in examples from the likes of Amazon, Netflix, Airbnb, Pixar and others and presents six guidelines to help managers who are confronting the challenges of culture building: (1) Build Your Culture Based on Real-World Dilemmas. (2) Move Your Culture from Abstraction to Action. (3) Paint Your Culture in Full Colour. (4) Hire the Right People, and They Will Build the Right Culture. (5) Make Sure that Culture Drives Strategy. (6) Don’t Be a Purist. An absolute must-read. At Insight222, we’re delighted that Erin Meyer will be speaking at our Global Executive Retreat in Amsterdam in September. The Retreat is exclusively for member companies of the Insight222 People Analytics Program. Click on this link to find out more. ROB CROSS AND KATHERYN BREKKEN | I4CP - The Team Network Effect™: How Precision Collaboration Unleashes Productivity A new study of 1,400 organisations on team effectiveness, led by Rob Cross and Katheryn Brekken, Ph.D. for The Institute for Corporate Productivity (i4cp), finds that 80% of teams fall short of reaching their full productivity potential due to corporate dysfunction. The study identifies six snares that stifle team performance (see FIG 18), and provides powerful examples including from Roche, which found that efforts to increase geographic and cross-functional collaboration across teams in 89 countries reaped a direct revenue impact of $500 million in less than two years. FIG 18: How companies rank against the six dysfunctions that stifle team performance (Source: i4CP) DIVERSITY, EQUITY, INCLUSION, AND BELONGING SHUJAAT AHMAD - From Productivity to Prosperity: The AI Shift Leaders Must Embrace The jobs most at risk from AI automation are jobs occupied by women and minority racial groups. In his compelling essay, Shujaat Ahmad argues that this calls for a shift from the current focus on a productivity-only AI model (with an emphasises on cutting costs at the expense of worker well-being and creativity) to a prosperity-first AI model, championing AI's potential to improve human life, promote fairness, and ensure sustainable progress alongside economic growth. Shujaat then breaks down the differences between the two models in four scenarios: software development, product management, go-to market, and recruitment (see FIG 19), as well as outlining three steps for leaders seeking to build a prosperity-first AI strategy: (1) Adopt a Prosperity-First True North and Accountability Measures for AI Adoption. (2) Put Employees in the Pilot Seat. (3) Commit to Responsible AI Development; Integrate AI Ethically and Inclusively. FIG 19: Productivity Only vs. Prosperity First AI – Recruitment (Source: Shujaat Ahmad) BCG - Women Leaders in Tech Are Paving the Way in GenAI A recent BCG study finds that that senior women in technical functions are ahead of their male peers in adopting GenAI—but junior women are lagging behind (see FIG 20). The study identifies three key attributes that correlate with gender disparities in GenAI adoption: (1) Awareness of GenAI’s criticality to job success. (2) Confidence in GenAI skills. (3) Risk tolerance for using GenAI prior to having a company policy. The authors (Maria Barisano Neveen Awad Adriana Dahik Julie Bedard Uche M. Gunjan Mundhra and Katherine Lou) conclude that if the number of senior and junior women with GenAI skills increases, then it’s likely that women’s representation in tech leadership will grow, and call for highly targeted upskilling programs, leadership advocacy and change management. FIG 20: Women leaders in tech are ahead in GenAI adoption (Source: BCG) HR TECH VOICES Much of the innovation in the field continues to be driven by the vendor community, and I’ve picked out a few resources from June that I recommend readers delve into: RICHARD ROSENOW - 6 Emerging People Analytics Trends for a People-Focused Future – Richard Rosenow of One Model shares his observations on shifts in the people analytics field including related to regulation, team structure and focus, and the people data supply chain (see FIG 21). Definitely worth a read. FIG 21: The People Data Supply Chain (Source: One Model) ALICIA ROACH - Want Better Business Planning? Budgeting? Recruiting? Read This! – Alicia Roach of eQ8 provides a treatise on the rising importance of strategic workforce planning: “SWP is a business planning and forecasting process that just happens to be grounded in people.” FIG 22: Source – eQ8 ANNIE DEAN – State of Teams 2024 – Annie Dean presents Atlassian’s newly published report on the State of Teams, which has a plethora of insights including that teams and leaders who use AI are better at collaborating. FIG 23: Team that use AI on a regular basis (Source: Atlassian) SHAY DAVID - From Automation To Augmentation: The Evolution Of HR Tech – Shay David of retrain.ai explains how leveraging HR technology to enhance human capabilities and enrich the employee experience is transforming the workplace. PODCASTS OF THE MONTH In another month of high-quality podcasts, I’ve selected five gems for your aural pleasure: (you can also check out the latest episodes of the Digital HR Leaders Podcast – see ‘From My Desk’ below): REID HOFFMAN - Gen AI: A cognitive industrial revolution - In this episode of At the Edge, Reid Hoffman speaks with McKinsey’s Lareina Yee about the generative AI revolution and how it can teach users to understand and harness its power. PATRICK COOLEN – The Evolution of People Analytics – In a fascinating episode of the Talent Intelligence Collective podcast, Patrick Coolen joins hosts Toby Culshaw Alan Walker and Alison Ettridge to discuss all things people analytics and the factors that drive success. MARCO BURELLI – Shaking Up Silos – Marco Burelli joins the HR Visionaries podcast to walk through the HR transformation journey at TomTom including breaking down old silos to create a more unified and dynamic team structure. JOSH BERSIN - A New, Transformed Role For The HR Business Partner – Josh Bersinoutlines some of his latest research in relation to the new and transformed role of the HR Business Partner, which as Josh says has become pivotal to a company’s successful people strategy. SHUBA GOPAL - Computational Biology Helps People Analytics with Small Samples & More – In another must-listen episode of the Directionally Correct podcast, Shuba Gopal joins hosts Cole Napper and Scott Hines, PhD to discuss how techniques gleaned from computational biology can help in people analytics. VIDEO OF THE MONTH PRASAD SETTY – Tech It Up a Notch: GenAI for HR Leaders In his keynote at the i4CP Next Practices Now Conference, Prasad Setty, formerly Head of People Analytics at Google, breaks down the opportunities and challenges of GenAI in organisations and posits a path forward for HR leaders to champion humanity in the workplace. At Insight222, we’re delighted that Prasad will be speaking at our Global Executive Retreat in Amsterdam in September. The Retreat is exclusively for member companies of the Insight222 People Analytics Program. Click on this link to find out more. BOOK OF THE MONTH SHARNA WIBLEN - Rethinking Talent Decisions: A Tale of Complexity, Technology and Subjectivity In ReThinking Talent Decisions, Sharna Wiblen, presents an uncomfortable truth: Talent decisions are always subjective. Drawing on examples from business, sports, movies and everyday interactions, Sharna emphasises the importance of understanding complexity and encourages deliberate, intentional, and informed decisions and conversations around talent. For a teaser from the book, read my expert interview with Sharna: Rethinking Talent Decisions and Navigating Subjectivity in HR. RESEARCH REPORT OF THE MONTH NICHOLAS BLOOM, RUOBING HAN, AND JAMES LIANG - Hybrid working from home improves retention without damaging performance There are a lot of opinions about the impact of hybrid work and some executives argue that it damages productivity, innovation and career development. But what does the data say? In their study, Nick Bloom Ruobing Han and James Liang find that hybrid working improved job satisfaction and reduced quit rates by one-third. The reduction in quit rates was significant for non-managers, female employees and those with long commutes (see FIG 24). For more from on this topic, listen to Nick Bloom in conversation with me on the Digital HR Leaders podcast: Unmasking Common Myths Around Remote Work. FIG 24: WFH cut attrition by 33% overall, and had a particularly strong effect for non-managers, women and those with longer commutes (Source: Bloom et al) FROM MY DESK June saw the final three episodes of series 39 of the Digital HR Leaders podcast, which was kindly sponsored by our friends at Crunchr. Thank you to Ralf Bovers and Dirk Jonker for your partnership and support. Also included are two articles inspired by series 38 and 39 of the podcast respectively. DIRK JONKER – Driving Business Transformation with Advanced People Analytics - Dirk Jonker, one of the most knowledgeable and passionate leaders in the people analytics field, joins me to discuss how people analytics is enabling HR to play a more active role in business transformation and strategy. ARMAND SOHET - Painting the Future of HR with AI, Analytics and Curiosity - Armand Sohet, Chief Sustainability, HR, and Communications Officer, joins me to discuss how a data-driven approach to HR has led to substantial cost savings and efficiency gains at AkzoNobel. ERIN GERBEC – How Cardinal Health Transformed Their People Analytics Function – Erin Gerbec, Ph.D. shares insights from her three-year journey of transforming the people analytics operating model at Cardinal Health, and how they shifted from a build to a buy strategy for its people analytics platform. DAVID GREEN - Revolutionising Workplace Experience through Employee Insights and Analytics – In this article for myHRfuture, I look at how people analytics and AI is reshaping the employee experience through the eyes of recent guests on the Digital HR Leaders podcast including Loren I. Shuster Nickle LaMoreaux and Craig Starbuck, PhD. DAVID GREEN - How can HR leaders use people analytics to uncover and address inclusivity gaps? – A round up of series 39 of the Digital HR Leaders podcast, with insights from Daisy Auger-Domínguez (she/her/ella), Kate Bravery, and Ilya Bonic as well as Dirk, Armand, and Erin. PETER SCHULZ-RITTICH AND DAVID GREEN – D as in Data Analytics – In June, I also had the pleasure of joining Dr. Peter Schulz-Rittich Caroline Amalie Allard and Christina May on ISS’s A People and Culture Podcast to discuss the power of people analytics within HR, where we are today – and where we are going. LOOKING FOR A NEW ROLE IN PEOPLE ANALYTICS OR HR TECH? I’d like to highlight once again the wonderful resource created by Richard Rosenow and the One Model team of open roles in people analytics and HR technology, which now numbers over 500 roles. THANK YOU Thomas Kohler for including the May edition of Data Driven HR Monthly in his round-up of resources for HR professionals Amit Mohindra (here), Oliver Kasper (here) and Michelle Deneau (here) for sharing details on the Insight222 People Analytics Trends survey for 2024 Neeru Monga (here), Agostina Verni (here), and Tristan Hack (here) for sharing takeaways from the recent Insight222 webinar on Transforming HR and People Analytics with AI. Sharon Saldanha for sharing her key learnings on the Digital HR Leaders podcast episode with Kate Bravery and Ilya Bonic on the importance of skills and trust Similarly, Olimpiusz Papiez also highlighted the relationship between trust and employee engagement, productivity and retention, which Ilya, Kate and I discussed in the Digital HR Leaders podcast episode: Navigating the Future of Work: AI, Skills, and Trust in the Modern Workforce. Marcela Niemeyer for recommending and sharing her key learnings on the Digital HR Leaders podcast episode with Nickle Lamoreaux on How IBM uses AI to transform HR. Harisenin.com for including me in their list of 12 people to follow for HR professionals on LinkedIn. Aurélie Crégut for sharing her key takeaways (here) from the Digital HR Leaders podcast episode with Dirk Jonker: Driving Business Transformation with Advanced People Analytics Alicia Roach for posting about the fifth anniversary of the Digital HR Leaders podcast (see here), which included her episode, How Strategic Workforce Planning Contributes to Business Success, ranking in the top 10 most listened to episodes! Sonali Kumar for sharing her learnings on the Digital HR Leaders podcast episode with Piyush Mehta, How to Create Personalised Employee Experiences. Thank you to everyone that contributed to the amazing video celebrating ten years of the Data Driven HR monthly: Sue, Jeremy. Eden, Kalifa, Lexy, Greg, Adam, Dawn, Chris, John, Jonathon, Kris, Greg, Paul, Anna, Cole, Shannon, Al, Toby, Thomas, Dirk, Antony, Alan, Michael, Ian, Chris, Craig, Andrew, Alexis, Patrick, Sanja, Dan, Mark, Ben, Sukumaran, Stela, David, Christopher, Daisy, Serena, Tony, Chad, Pietro, Kathi, Casey, Gabe, Lydia, Mark, Allen, Nicole, Nicholas, Stephanie, Andrew, Ramesh, Hallie, Dave, Roxanne, Matt, Max, Stacia, Travis, Jordan, Kelly, Ethan, Bethany, Rob, Anthony, Meg, Shawn, RJ, Jordan, Justin, Tanmay, Jon, Christine, Nick, Madhura, Brian, Raja, Henrik, Ben, Ben, Prasad, Maja, Stacey, Courtney, Buddy, Kristin, Shujaat, Gary, Alicia, Fabian, Philipp, Irene, Nick, Ryan Hammond, Amit Mohindra Gregor Teusch and of course Richard Rosenow. Finally, a huge thank you to the following selection of people who shared the May edition of Data Driven HR Monthly. It's much appreciated: Viktoriia Kriukova (Вікторія Крюкова) Juan Antonio Vega Davina Erasmus Dan Riley Danielle Farrell, MA Ugur Zel (Prof. / ACC) Veronika Birkheim Chris Louie Jaqueline Oliveira-Cella Ganchimeg Gantulga EDLIGO Talent Analytics and Learning Analytics Ken Oehler Nick Lynn Sohil Varshney Jackson Roatch Graham Tollit RADICL Adam Tombor (Wojciechowski) Reshma Mawji Jeremy Carpenter, M.S., MPA Terri Horton, EdD, MBA, MA, SHRM-CP, PHR Bilal Laouah Catriona Lindsay Ayomide Ebietomiye Irada Sadykhova Caroline Arora Lawson Iduku German Arciniegas Brandon Merritt Johnson Jim de Vries Dave Millner Aravind Warrier Terrance Edwards David Simmonds FCIPD Stefano Di Lauro Francesca Caroleo, SHRM-SCP, ICF-ACC Emmanuel Dominick Chris Long Cedric Borzee Maria Alice Jovinski Aurélien GOZET Aizhan Tursunbayeva, PhD, GRP Susan Knolla Markus Graf Matt Elk Robert Newry Anil Saxena Fresia Jackson Conor Gilligan Alexandra Nawrat Hanadi El Sayyed Kannu Priya Arora Patrick Svensson Phil Inskip Jennifer Moore John Gunawan Ann-Marie Clayton Johnson Roshaunda Green, MBA, CDSP, Phenom Certified Recruiter Rebecca Thielen Shilpa Shah Tom Morehead PCC,MBA,SPHR David Balls (FCIPD) Meghan M. Biro Sebastian Kolberg Olivier Bougarel Catherine Coppinger Aimee Wilkinson Andrew Bamber Matt Higgs MBA FCIPD Chandresh Natu David Duewel Nicola Wood Andrew Pitts Kerrian Soong Andrés García Ayala Sanja Licina, Ph.D. Jeremy Shapiro Chris Lovato Tatu Westling Ken Clar Brandon Roberts David van Lochem Placid Jover Ohad Geron Carly Fordham Tobias W. Goers ツ Dave Fineman Laura Thurston Higor Gomes Kirandeep Chakrabarti Stephen Hickey Liz Mackay Lina Makneviciute David McLean ABOUT THE AUTHOR David Green ?? is a globally respected author, speaker, conference chair, and executive consultant on people analytics, data-driven HR and the future of work. As Managing Partner and Executive Director at Insight222, he has overall responsibility for the delivery of the Insight222 People Analytics Program, which supports the advancement of people analytics in over 90 global organisations. Prior to co-founding Insight222, David accumulated over 20 years experience in the human resources and people analytics fields, including as Global Director of People Analytics Solutions at IBM. As such, David has extensive experience in helping organisations increase value, impact and focus from the wise and ethical use of people analytics. David also hosts the Digital HR Leaders Podcast and is an instructor for Insight222's myHRfuture Academy. His book, co-authored with Jonathan Ferrar, Excellence in People Analytics: How to use Workforce Data to Create Business Value was published in the summer of 2021. MEET ME AT THESE EVENTS I'll be speaking about people analytics, the future of work, and data driven HR at a number of upcoming events in 2024: June 25-26 - Insight222 North American Peer Meeting (Minneapolis, US) - exclusively for member organisations of the Insight222 People Analytics Program July 24 - LinkedIn Live - Skills-powered organizations in the Age of AI, with Ravin Jesuthasan and Tanuj Kapilashrami September 16-19 - Workday Rising (Las Vegas) September 24-26 - Insight222 Global Executive Retreat (Colorado, US) - exclusively for member organisations of the Insight222 People Analytics Program October 2-3 - People Analytics World (New York) October 16-17 - UNLEASH World (Paris) October 22-23 - Insight222 North American Peer Meeting (hosted by Workday in Pleasanton, CA) - exclusively for member organisations of the Insight222 People Analytics Program November 12-14 - Workday Rising EMEA (London) November 19-20 - Insight222 European Peer Meeting (hosted by Merck in Darmstadt, Germany) - exclusively for member organisations of the Insight222 People Analytics Program More events will be added as they are confirmed.
    upskilling
    2024年07月03日
  • upskilling
    California Small Businesses Can Apply Now for Up to $2,000 Per Employee for Paid Family Leave Grants 加州小型企业现在就可以为每位员工申请最高 2000 美元的带薪探亲假补助金 从2024年6月1日起，加利福尼亚州拥有1-100名员工的小企业可以申请每名员工高达2000美元的补助，用于应对员工使用加州带薪家庭假期（PFL）计划时增加的成本。加州的带薪家庭假期计划允许员工在需要照顾新生儿（通过出生、收养或寄养）或照顾重病家属时，享受最多8周的带薪休假。 这个补助计划旨在帮助企业应对员工休假期间的成本增加，例如培训现有员工、招聘和培训额外员工等。符合条件的企业必须在加州注册，在加州州务卿办公室处于活跃状态，并拥有一个有效的加州雇主账号。了解更多信息并申请补助，请访问CaliforniaPFL.com Attention small businesses in California with 1-100 employees! If you have at least one employee who will be using California’s Paid Family Leave program on or after June 1, 2024, you may be eligible to apply for grants up to $2,000 per employee on PFL. This grant is designed to help offset the increased costs you may face while the employee is on leave. California’s Paid Family Leave program allows workers to take paid leave to bond with a new child (through birth, adoption, or foster care) or to care for a seriously ill family member. Businesses impacted by this program may have increased costs, such as training and upskilling existing staff to cover the duties of the employee on leave, hiring and training additional staff, and other related expenses. For more information and to apply for the grant, please visit CaliforniaPFL.com. LOS ANGELES--Small businesses across California can now receive grants of up to $2,000 per employee through California’s Paid Family Leave (PFL) program. The online application is now open. This initiative, funded by the California Employment Training Panel and the California Labor and Workforce Development Agency, aims to support small businesses in managing additional costs when employees take leave. These grants can help cover expenses such as cross-training existing staff and hiring and training new or temporary employees, ensuring business continuity during employee absences. California’s PFL program provides eligible employees with up to 8 weeks of wage replacement benefits when they are off work for certain qualifying reasons, such as bonding with a new child or caring for a seriously ill family member. The grant is available to small businesses with 1 to 100 employees that have at least one employee utilizing PFL on or after June 1, 2024. Grants are available in the following amounts: Businesses with 51–100 employees may receive up to $1,000 per employee utilizing Paid Family Leave. Businesses with 1–50 employees may receive up to $2,000 per employee utilizing Paid Family Leave. To qualify, businesses must: Employ between 1 and 100 employees; Be registered to do business in the State of California; Be in active status with the office of the California Secretary of State; Have an active California Employer Account Number under which employees are listed for payroll and Have at least one employee on California’s Paid Family Leave on or after June 1, 2024. For more information or to apply for a grant, visit CaliforniaPFL.com.
    upskilling
    2024年06月25日
  • upskilling
    美国领先企业联合成立了一个联盟，应对人工智能对技术岗位劳动力的影响 由思科（Cisco）牵头，埃森哲（Accenture）、谷歌（Google）、国际商业机器公司（IBM）和微软（Microsoft）等主要行业参与者参与的人工智能 ICT 劳动力联盟（AI-Enabled ICT Workforce Consortium）AI-Enabled Information and Communication Technology (ICT) Workforce Consortium 旨在评估和减轻人工智能对技术工作的影响。该联盟旨在确定受人工智能进步影响的岗位所需的关键技能，为再培训和提高技能提供途径。该倡议借鉴了私营部门、顾问和政府的合作见解，为人工智能环境下的劳动力做好准备，强调了全球合作促进包容性技术未来的必要性。 人工智能 ICT 劳动力联盟致力于提供实际可行的洞见，发掘重新培训和提升技能的新机遇 思科牵头成立的AI赋能信息通信技术（ICT）工作力联盟，包括埃森哲、Eightfold、谷歌、IBM、Indeed、英特尔、微软和SAP等行业领导者的加入。该联盟将评估人工智能对科技岗位的影响，并为最可能受到AI影响的职业确定技能发展途径。 联盟的成立得到了美国-欧盟贸易与技术委员会人才成长工作组的推动，思科主席兼CEO Chuck Robbins在该工作组的参与，以及美国商务部的建议，起到了催化剂的作用。 顾问团包括美国劳工联盟-产业组织联合会、CHAIN5、美国通信工人联合会、DIGITALEUROPE、欧洲职业培训协会、可汗学院和SMEUnited等。 比利时鲁汶，2024年4月4日-- 思科（纳斯达克代码：CSCO）和另外八家行业领先公司包括埃森哲、Eightfold、谷歌、IBM、Indeed、英特尔、微软和SAP，以及六位顾问今天宣布，成立了致力于提升和重新培训最可能受到AI影响岗位的AI赋能ICT工作力联盟。该联盟受到美国-欧盟贸易与技术委员会人才成长工作组的启发，旨在探究AI对ICT岗位的影响，帮助工作者发现并参与相关培训计划，同时连接企业和具备相应技能、准备就绪的工作者。 作为私营部门的合作平台，联盟正评估AI如何改变工作岗位及所需技能，让工作者取得成功。首阶段工作成果将总结为一份提供给企业领导者和工作者实际建议的报告。未来几个月将公布更多详情。研究结果旨在为那些寻求为员工重新培训和提升技能的雇主提供实用的洞见和建议。 联盟成员涵盖了在AI前沿创新的企业，他们深知AI对劳动力市场的当前和未来影响。各成员企业已分别记录了AI带来的机遇与挑战。通过合作，这些组织能够汇聚见解，推荐行动计划，并在其广泛的影响领域内实施这些发现。 “人工智能正加速全球劳动力市场的变革，为私营部门提供了一个强大机会，帮助工作者重新培训和提升技能，以迎接未来，”思科执行副总裁兼首席人事、政策与目标官Francine Katsoudas表示。“我们新成立的AI赋能工作力联盟的任务是向组织提供关于AI对劳动力影响的知识，并装备工作者以相关技能。我们期待吸引更多利益相关方——包括政府、非政府组织和学术界——一同迈出确保AI革命惠及每个人的重要一步。” 联盟的工作受到了美国-欧盟贸易与技术委员会人才成长工作组的启发，思科主席兼CEO Chuck Robbins领导其技能培训工作流程的指导，以及美国商务部的建议。美国总统拜登、欧盟委员会主席冯德莱恩和欧洲理事会主席米歇尔于2021年6月成立了TTC，目的是通过合作和民主方法在贸易、技术和安全领域推进美国和欧盟的竞争力和繁荣。 “在美国商务部，我们致力于推动先进技术的发展，并深化与全球伙伴和盟友之间的贸易与投资关系。这项工作正帮助我们建立一个强大且具竞争力的经济体，由能够获得高质量、高薪、可维持家庭生活的未来工作的才华横溢的劳动力所推动。我们明白，经济安全与国家安全紧密相连。这就是我为何感到自豪地看到人才成长工作组的努力以及AI赋能ICT工作力联盟的成立，”美国商务部长Gina Raimondo表示。“我感激联盟成员加入这一努力，共同面对AI快速发展所带来的新型劳动力需求。这项工作将为这些工作的具体技能需求提供前所未有的见解。我希望这个联盟仅是一个开始，并且私营部门将其视为一个行动呼吁，确保我们的劳动力能够享受到AI带来的好处。” AI赋能ICT工作力联盟的工作解决了对具备AI各方面技能训练的熟练劳动力的紧迫需求。联盟将利用其成员和顾问的力量，推荐和扩大包容性的重新培训和提升技能培训计划，以惠及多方利益相关者——学生、职业转换者、当前的IT工作者、雇主和教育者——大规模提升工作者以适应AI时代。 在其首阶段工作中，联盟将评估AI对56个ICT岗位角色的影响，并为受影响岗位提供培训建议。这些岗位角色根据Indeed Hiring Lab的数据，包括在2023年2月至2024年期间在美国和五个ICT劳动力最多的欧洲国家（法国、德国、意大利、西班牙和荷兰）获得最高岗位发布量的前45个ICT职位的80%。这些国家的ICT部门共计拥有1000万名ICT工作者，占据了行业的重要份额。 联盟成员普遍认识到，随着AI在商业的所有方面的加速融合，及时集结力量，建立一个包容性、能提供维持家庭生活机会的劳动力市场的重要性。联盟成员承诺，在将越来越多地整合人工智能技术的职业领域，开发工作者路径。为此，联盟成员设定了具有远见的目标，并通过技能发展和培训计划，在未来十年内对全球超过9500万人产生积极影响。联盟成员的目标包括： 思科承诺到2032年为2500万人提供网络安全和数字技能培训。 IBM将在2030年前为3000万人提供数字技能培训，包括200万人的AI技能。 英特尔计划到2030年为超过3000万人提供当前和未来工作的AI技能。 微软承诺到2025年为来自弱势社区的1000万人提供需求旺盛的数字技能培训和认证，为他们在数字经济中提供工作和生计机会。 SAP计划到2025年为全球200万人提供提升技能培训。 谷歌最近宣布投入2500万欧元，支持全欧洲人民的AI培训和技能提升。 埃森哲 “帮助组织识别技能差距并进行大规模快速培训是埃森哲的重点任务，这个联盟汇集了一系列致力于在我们社区中发展尖端技术、数据和AI技能的行业合作伙伴。在各个行业中，为与AI协同工作的人员进行重新培训至关重要。那些在技术投资中与学习投资同等重视的组织，不仅创造了职业发展路径，还能在市场中占据领先地位。” - 埃森哲首席领导力与人力资源官Ellyn Shook Eightfold “工作的动态和本质正在以前所未有的速度演变。Eightfold通过深入分析最受欢迎的职位，了解重新培训和提升技能的需求。通过其人才智能平台，我们为商业领袖提供了迅速适应不断变化的商业环境的能力。我们为能够为组织预备未来工作做出贡献而感到自豪。” - Eightfold AI首席执行官兼联合创始人Ashutosh Garg 谷歌 “谷歌坚信，技术创造的机遇应真正面向所有人。我们自豪地加入AI赋能工作力联盟，进一步推动我们使AI技能培训普及化的工作。我们致力于跨领域合作，确保不同背景的工作者都能有效利用AI，为面向未来的职位做好准备，获得新机会，在经济中茁壮成长。” - 谷歌成长计划创始人Lisa Gevelber IBM “IBM自豪地加入这个及时的企业主导倡议，通过汇集我们的共同专业知识和资源，为AI时代的劳动力做好准备。作为行业领袖，我们共同的责任是发展可信赖的技术，并为所有背景和经验水平的工作者提供学习新技能和提升现有技能的机会，以应对AI采纳改变工作方式并创造新职位的挑战。” - IBM欧洲中东非洲人力资源副总裁Gian Luigi Cattaneo Indeed “Indeed的使命是帮助人们找到工作。我们的研究表明，Indeed上今天发布的几乎每个职位，从卡车司机到医生到软件工程师，都将面临不同程度的受到基于GenAI的变革的影响。我们期待为工作力联盟的重要工作做出贡献。那些授权其员工学习新技能并获得与不断发展的AI工具的实践经验的公司，将加深他们的专业团队，提高员工留存率并扩大其合格候选人库。” - Indeed AI创新部门负责人Hannah Calhoon 英特尔 “作为全球AI创新的领导者，英特尔自豪地加入ICT工作力联盟，继续我们的努力，为所有人塑造一个包容和公平的技术未来。作为联盟的一员，我们将与行业领袖合作，分享最佳实践，创造可访问的学习机会，并与各方利益相关者协作，确保工作者掌握了迎接明天的技术技能。” - 微软人力资源法律副总裁兼副总法律顾问Amy Pannoni SAP “SAP自豪地加入这一努力，帮助为未来的工作准备我们的劳动力，并确保AI在企业和职位中的应用是相关的、可靠的、负责任的。面对我们不断变化的世界的复杂性，AI有潜力重塑行业、革新解决问题的方式，并释放前所未有的人类潜能，使我们能够构建一个更智能、更高效和更包容的劳动力。多年来，SAP支持了许多技能发展计划，我们期待作为联盟的一部分推动更多的学习机会、创新和积极变化。” - SAP副总裁兼全球开发学习负责人Nicole Helmer 关于思科 思科（纳斯达克代码：CSCO）是全球技术领袖，通过帮助我们的客户重新构想他们的应用、支持混合工作模式、保障企业安全、改造基础设施，并实现可持续发展目标，连接一切，让任何事情成为可能。在新闻室了解更多信息，并在X上关注我们@Cisco。 思科和思科标志是思科及/或其在美国和其他国家的关联公司的商标或注册商标。思科的商标列表可在www.cisco.com/go/trademarks查看。提到的第三方商标属于其各自所有者。使用“合作伙伴”一词并不意味着思科与任何其他公司之间存在合伙关系。 来源：思科公司   LEUVEN, Belgium, April 4, 2024 - Cisco (NASDAQ: CSCO) and a group of eight leading companies including Accenture, Eightfold, Google, IBM, Indeed, Intel, Microsoft and SAP as well as six advisors today announced the launch of the AI-Enabled Information and Communication Technology (ICT) Workforce Consortium focused on upskilling and reskilling roles most likely to be impacted by AI. The Consortium is catalyzed by the work of the U.S.-EU Trade and Technology Council's (TTC) Talent for Growth Task Force, with the goal of exploring AI's impact on ICT job roles, enabling workers to find and access relevant training programs, and connecting businesses to skilled and job-ready workers. Working as a private sector collaborative, the Consortium is evaluating how AI is changing the jobs and skills workers need to be successful. The first phase of work will culminate in a report with actionable insights for business leaders and workers. Further details will be shared in the coming months. Findings will be intended to offer practical insights and recommendations to employers that seek ways to reskill and upskill their workers in preparation for AI-enabled environments. Consortium members represent a cross section of companies innovating on the cutting edge of AI that also understand the current and impending impact of AI on the workforce. Individually, Consortium members have documented opportunities and challenges presented by AI. The collaborative effort enables their organizations to coalesce insights, recommend action plans, and activate findings within their respective broad spheres of influence. "AI is accelerating the pace of change for the global workforce, presenting a powerful opportunity for the private sector to help upskill and reskill workers for the future," said Francine Katsoudas, Executive Vice President and Chief People, Policy & Purpose Officer, Cisco. "The mission of our newly unveiled AI-Enabled Workforce Consortium is to provide organizations with knowledge about the impact of AI on the workforce and equip workers with relevant skills. We look forward to engaging other stakeholders—including governments, NGOs, and the academic community—as we take this important first step toward ensuring that the AI revolution leaves no one behind." The Consortium's work is inspired by the TTC's Talent for Growth Task Force and Cisco Chair and CEO Chuck Robbins' leadership of its skills training workstream, and input from the U.S. Department of Commerce. The TTC was established in June 2021 by U.S. President Biden, European Commission President von der Leyen, and European Council President Michel to promote U.S. and EU competitiveness and prosperity through cooperation and democratic approaches to trade, technology, and security. "At the U.S. Department of Commerce, we're focused on fueling advanced technology and deepening trade and investment relationships with partners and allies around the world. This work is helping us build a strong and competitive economy, propelled by a talented workforce that's enabling workers to get into the good quality, high-paying, family-sustaining jobs of the future. We recognize that economic security and national security are inextricably linked. That's why I'm proud to see the efforts of the Talent for Growth Task Force continue with the creation of the AI-Enabled ICT Workforce Consortium," said U.S. Secretary of Commerce Gina Raimondo. "I am grateful to the consortium members for joining in this effort to confront the new workforce needs that are arising in the wake of AI's rapid development. This work will help provide unprecedented insight on the specific skill needs for these jobs. I hope that this Consortium is just the beginning, and that the private sector sees this as a call to action to ensure our workforces can reap the benefits of AI." The AI-Enabled ICT Workforce Consortium's efforts address a business critical and growing need for a proficient workforce that is trained in various aspects of AI, including the skills to implement AI applications across business processes. The Consortium will leverage its members and advisors to recommend and amplify reskilling and upskilling training programs that are inclusive and can benefit multiple stakeholders – students, career changers, current IT workers, employers, and educators – in order to skill workers at scale to engage in the AI era. In its first phase of work, the Consortium will evaluate the impact of AI on 56 ICT job roles and provide training recommendations for impacted jobs. These job roles include 80% of the top 45 ICT job titles garnering the highest volume of job postings for the period February 2023-2024 in the United States and five of the largest European countries by ICT workforce numbers (France, Germany, Italy, Spain, and the Netherlands) according to Indeed Hiring Lab. Collectively, these countries account for a significant segment of the ICT sector, with a combined total of 10 million ICT workers. Consortium members universally recognize the urgency and importance of their combined efforts with the acceleration of AI in all facets of business and the need to build an inclusive workforce with family-sustaining opportunities. Consortium members commit to developing worker pathways particularly in job sectors that will increasingly integrate artificial intelligence technology. To that end, Consortium members have established forward thinking goals with skills development and training programs to positively impact over 95 million individuals around the world over the next 10 years. Consortium member goals include: Cisco to train 25 million people with cybersecurity and digital skills by 2032. IBM to skill 30 million individuals by 2030 in digital skills, including 2 million in AI. Intel to empower more than 30 million people with AI skills for current and future jobs by 2030. Microsoft to train and certify 10 million people from underserved communities with in-demand digital skills for jobs and livelihood opportunities in the digital economy by 2025. SAP to upskill two million people worldwide by 2025. Google has recently announced EUR 25 million in funding to support AI training and skills for people across Europe. Accenture "Helping organizations identify skills gaps and train people at speed and scale is a major priority for Accenture, and this consortium brings together an impressive ecosystem of industry partners committed to growing leading-edge technology, data and AI skills within our communities. Reskilling people to work with AI is paramount in every industry. Organizations that invest as much in learning as they do in the technology not only create career pathways, they are well positioned to lead in the market." - Ellyn Shook, chief leadership & human resources officer, Accenture Eightfold "The dynamics of work and the very essence of work are evolving at an unprecedented pace. Eightfold examines the most sought-after job roles, delving into the needs for reskilling and upskilling. Through its Talent Intelligence Platform, it empowers business leaders to adapt swiftly to the changing business environment. We take pride in contributing to the creation of a knowledgeable and responsible resource that assists organizations in preparing for the future of work." - Ashutosh Garg, CEO and Co-Founder, Eightfold AI Google "Google believes the opportunities created by technology should truly be available to everyone. We're proud to join the AI-Enabled Workforce Consortium, which will advance our work to make AI skills training universally accessible. We're committed to collaborating across sectors to ensure workers of all backgrounds can use AI effectively and develop the skills needed to prepare for future-focused jobs, qualify for new opportunities, and thrive in the economy." - Lisa Gevelber, Founder, Grow with Google IBM "IBM is proud to join this timely business-led initiative, which brings together our shared expertise and resources to prepare the workforce for the AI era. Our collective responsibility as industry leaders is to develop trustworthy technologies and help provide workers—from all backgrounds and experience levels—access to opportunities to reskill and upskill as AI adoption changes ways of working and creates new jobs." - Gian Luigi Cattaneo, Vice President, Human Resources, IBM EMEA Indeed "Indeed's mission is to help people get jobs. Our research shows that virtually every job posted on Indeed today, from truck driver to physician to software engineer, will face some level of exposure to GenAI-driven change. We look forward to contributing to the Workforce Consortium's important work. The companies who empower their employees to learn new skills and gain on-the-job experience with evolving AI tools will deepen their bench of experts, boost retention and expand their pool of qualified candidates." - Hannah Calhoon, Head of AI Innovation at Indeed Intel "At Intel, our purpose is to create world-changing technology that improves the lives of every person on the planet, and we believe bringing AI everywhere is key for businesses and society to flourish. To do so, we must provide access to AI skills for everyone. Intel is committed to expanding digital readiness by collaborating with 30 countries, empowering 30,000 institutions, and training 30 million people for current and future jobs by 2030. Working alongside industry leaders as part of this AI-enabled ICT workforce consortium will help upskill and reskill the workforce for the digital economy ahead." – Christy Pambianchi, Executive Vice President and Chief People Officer at Intel Corporation Microsoft "As a global leader in AI innovation, Microsoft is proud to join the ICT Workforce Consortium and continue our efforts to shape an inclusive and equitable technology future for all. As a member of the consortium, we will work with industry leaders to share best practices, create accessible learning opportunities, and collaborate with stakeholders to ensure that workers are equipped with the technology skills of tomorrow," - Amy Pannoni, Vice President and Deputy General Counsel, HR Legal at Microsoft SAP "SAP is proud to join this effort to help prepare our workforce for the jobs of the future and ensure AI is relevant, reliable, and responsible across businesses and roles. As we navigate the complexities of our ever-evolving world, AI has the potential to reshape industries, revolutionize problem-solving, and unlock unprecedented levels of human potential, enabling us to create a more intelligent, efficient, and inclusive workforce. Over the years, SAP has supported many skills building programs, and we look forward to driving additional learning opportunities, innovation, and positive change as part of the consortium." - Nicole Helmer, Vice President & Global Head of Development Learning at SAP About Cisco Cisco (NASDAQ: CSCO) is the worldwide technology leader that securely connects everything to make anything possible. Our purpose is to power an inclusive future for all by helping our customers reimagine their applications, power hybrid work, secure their enterprise, transform their infrastructure, and meet their sustainability goals. Discover more on The Newsroom and follow us on X at @Cisco. Cisco and the Cisco logo are trademarks or registered trademarks of Cisco and/or its affiliates in the U.S. and other countries. A listing of Cisco's trademarks can be found at www.cisco.com/go/trademarks. Third-party trademarks mentioned are the property of their respective owners. The use of the word partner does not imply a partnership relationship between Cisco and any other company. SOURCE Cisco Systems, Inc.
    upskilling
    2024年04月05日
  • upskilling
    The best HR & People Analytics articles of February 2024 I’m writing the introduction to this month’s compendium in New York, ahead of two events this week in the Big Apple. Firstly, I’m attending Gloat Live (thank you Ruslan Tovbulatov and the Gloat team), where I’ll be hosting a panel of three chief people officers – Michael Fraccaro Tanuj Kapilashrami and Tamla Oates-Forney– as well as sharing Insight222 research on building a data driven culture in HR. Also taking place this week is the Winter Peer Meeting for North American member companies of the Insight222 People Analytics Program, which is being hosted by Sally Masseyand Courtney McMahon at Colgate-Palmolive’s headquarters on Park Avenue. After a weekend back in the UK for my birthday, I’ll be heading back to the US for the Wharton People AnalyticsConference on March 14 and 15. If you’re going to Gloat Live or Wharton PAC, then please do come and say hello. I was also in Switzerland a few days ago for People Analytics WorldZürich (thanks to Barry Swales Ralf Buechsenschuss), and just a fortnight ago, Rob Etheridgeand his team kindly hosted the European Peer Meeting of the Insight222People Analytics Program at HSBC’s headquarters in London – you can read some of takeaways from London here. It’s certainly a busy period of travel - and lots of vapour trail! Attendees at the Insight222 Q1 European Peer Meeting for members of the People Analytics Program, hosted by HSBC in London Some of you have written to me to advise that you weren't able to join the recent Insight222 webinar on Turning Insight into Impact with People Analytics. You can find out more by scolling down to the Video of the Month below or access the recording by clicking on the image below. Looking for a new role in people analytics or HR tech? Before we get to this month’s collection of resources, I’d like to highlight once again the wonderful resource created by Richard Rosenowand the One Model team of open roles in people analytics and HR technology, which now numbers close to 500 roles. Share the love! Enjoy reading the collection of resources for February and, if you do, please share some data driven HR love with your colleagues and networks. Thanks to the many of you who liked, shared and/or commented on January’s compendium (including those in the Comments below). If you enjoy a weekly dose of curated learning (and the Digital HR Leaders podcast), the Insight222 newsletter: Digital HR Leaders newsletter is published every Tuesday – subscribe here. 2024 HR TRENDS AND PREDICTIONS DELOITTE – 2024 Global Human Capital Trends: Thriving beyond boundaries – Human performance in a boundaryless world The opening words of Deloitte’s 2024 Global Human Capital Trends perfectly capture the opportunity and challenge for HR today: “We’re operating in a world where work is no longer defined by jobs, the workplace is no longer a specific place, many workers are no longer traditional employees, and human resources is no longer a siloed function.” The seven trends covered in the report, each with its own chapter, are: (1) Embracing human sustainability, (2) Moving beyond productivity to measure human performance, (3) Balancing privacy with transparency to build trust, (4) Overcoming the imagination deficit, (5) Creating digital playgrounds to explore, experiment and play, (6) Cultivating workplace microcultures, and (7) Making the shift to a boundaryless HR. The report, which has 122 pages, is packed full of thought-provoking insights, visualisations and data – including FIG 1 and FIG 2 below. Kudos to the authors: Susan Cantrell Corrie Commisso Julie Duda Kraig Eaton Jason Flynn John Forsythe Michael Griffiths John Guziak Lauren Kirby David Mallon Mari Marcotte Shannon Poynton Nicole Scoble-Williams GAICD Yves Van Durme and Matteo Zanza. We’re operating in a world where work is no longer defined by jobs, the workplace is no longer a specific place, many workers are no longer traditional employees, and human resources is no longer a siloed function. FIG 1: In the era of human performance, business and human outcomes are mutually reinforcing (Source: Deloitte 2024 Global Human Capital Trends) FIG 2: Source: Deloitte 2024 Global Human Capital Trends ERNEST NG - What are the most Important things HR will need to focus on in 2024? | ALLISON BAUM GATES - Six predictions for the future of health, wealth, and work in 2024 | LYNDA GRATTON - Predictions for the Workplace of 2025, Revisited Continuing with the prediction vibe, here are two more thoughtful reflections on what lies ahead and one reflection, 15 years on, from Lynda Gratton on her previous predictions about the future of work. (1) Ernest Ng, PhD, now at HiredScore– who Workdayhas just announced their intent to acquire, highlights a number of predictions for the year ahead combining a focus on efficiency, incorporating AI into the way we work and supporting employees to navigate change. (2) Allison Baum Gates, General Partner at SemperVirens Venture Capital combines the future of health, wealth and work into her predictions including: “AI’s primary impact in 2024 will be accelerating a shift to skills-based organizations.” (3) Lynda Gratton reflects on her Predictions for the Workforce of 2025, which she originally made in 2010 covering what she got right, where she misjudged, and what she learned about experimenting. It will be wise to expect the unexpected. And when it comes, be prepared to observe closely, pivot quickly, and experiment widely. HYBRID, GENERATIVE AI AND THE FUTURE OF WORK ALEX CAMP, PHIL KIRSCHNER, LAURA PINEAULT, AND PATRICK SIMON - Hybrid can be healthy for your organization—when done right Research from McKinsey suggesting that a fully remote organisation can demonstrate a level of organisational health that rivals, if not exceeds, the performance of most traditional companies. In the article, Alexandra Camp Phil Kirschner Laura Pineault and Dr. Patrick Simon highlight six priorities for companies aspiring to sustain a flexible or highly distributed workplace in parallel with top organisational health: (1) Remove ambiguity about working practices. (2) Reset performance expectations. (3) Be transparent. (4) Be purposeful about where people work. (5) Foster trust and a sense of support. (6) Test and learn. Fully remote organizations can demonstrate a level of health that rivals, if not exceeds, the performance of most traditional companies. FIG 3: Six priorities to sustain a flexible or highly distributed workplace (Source: McKinsey) KELLY JONES - Unlocking the Power of Hybrid Work: 5 Guiding Principles from Cisco's 3-Year Study Article | White Paper | Executive Summary Kelly Jones, Cisco's Chief People Officer, unveils the findings of a three year Future of Work study by Cisco’s People Intelligence Team, which was designed to explore the employee experience prior to the global pandemic, through the pandemic, to office re-opening and beyond. Kelly's article summarises five guiding principles for hybrid work including reimagining the office to create meaningful moments and encouraging leaders to be intentional with their attention. The executive summary also outlines five key findings and recommendations (see FIG 4): (1) People may be choosing to work from home, but in person touchpoints are still essential. (2) Effective collaboration is a balancing act. (3) Flexibility and choice positively influence engagement. (4) Leaders might be struggling the most. (5) Leader attention is the #1 predictor of engagement. Thanks to Roxanne Bisby Davis for highlighting. Make the office a magnet, not a mandate FIG 4: Source - Choice is Critical in the Future of Work (Cisco, 2024) MICHAEL ARENA AND PHIL ARKCOLL - Enabling High-Velocity Teams As Michael Arena and Philip Arkcoll outline, the significance of teams has never been greater, yet their effectiveness depends on being able to operate with both speed and focus. The article presents the findings of their research as to why focused teams outperform, and then provides five practices designed for teams to imbue more intentional collaboration: (1) Leverage collaboration phases. (2) Focused team structure. (3) Minimise frequent team shifts. (4) Actively manage dependencies and distractions. (5) Formation of integration teams. With the rapid advancements in technology today, optimal team performance and speed matter disproportionately in ensuring market success. FIG 5: Internally and externally focused agile teams (Source: Michael Arena and Philip Arkcoll) GAD LEVANON | SHRM & THE BURNING GLASS INSTITUTE - Generative Artificial Intelligence and the Workforce The Burning Glass Institute continues to publish fascinatingly insightful reports about the world of work. In their latest report, in collaboration with SHRM, Gad Levanon investigates how GenAI will impact industries, companies, and jobs, and reshape the economy. It reinforces that GenAI will have the greatest impact on high-skilled, professional work, provides indications of how GenAI will impact the economy (see FIG 6) and provides four actions for CHROs to: (1) Evaluate your organisation’s composition, (2) Evaluate the roles within your organisation, (3) Consider your current talent pipeline, and (4) Develop a game plan. In the coming years, GenAI will both drive massive boosts in productivity and necessitate layoffs. Begin planning ways to leverage GenAI’s productivity benefits and prepare for the disruptions to your workforce through a combination of upskilling investments to give workers the skills to remain relevant and reskilling programs to reposition workers in areas of more stable demand. FIG 6: Sequence of economic disruptions caused by GenAI (Source: SHRM and The Burning Glass Institute) FIG 7: Implications of GenAI for HR functions (Source: SHRM and The Burning Glass Institute) ANA KREACIC, AMY LASATER-WILLE, LUCIA URIBE, RAVIN JESUTHASAN, JOHN ROMEO, AND SIMON LUONG - How Generative AI Is Changing The Future Of Work | TED LIU, CARINA DENG, AND KELLY MONAHAN - How Generative AI Adds Value to the Future of Work Two studies analysing the impact of GenAI on the world of work. The first by Ana Kreacic Amy Lasater-Wille Lucia Uribe Ravin Jesuthasan, CFA, FRSA John Romeo and Simon Luong for the Oliver Wyman Forum finds that GenAI could add up to $20 trillion to global GDP by 2030 and save 300 billion work hours a year. It also finds that while 96% of employees believe AI can help them in their current job, 60% are afraid it will eventually automate them out of work. There are numerous other insights and visualisations in the 100 page report including a projection of the likely productivity gains at work from GenAI in the next decade (see FIG 8). The second study, by Ted Liu Carina Deng and Kelly Monahan, Ph.D.for the UpworkResearch Institute, provides a comprehensive analysis of the initial impact of GenAI on the Upwork marketplace for independent talent. It finds that the impacts may already being felt with reductions in demand for work such as writing and translation and a surge in demand for skills associated with GenAI such as data science and analytics. Generative AI could add up to $20 trillion to global GDP by 2030 and save 300 billion work hours a year. FIG 8: Phases of generative AI’s impact on productivity at work (Source: Oliver Wyman Forum) GEORGE WESTERMAN, SAM RANSBOTHAM, AND CHIARA FARRONATO - Find the AI Approach That Fits the Problem You’re Trying to Solve | TOMAS CHAMORRO-PREMUZIC - 7 Strategies to Get Your Employees On Board with GenAI | ANDY BALDWIN - 3 Ways to Embed DEI Into Your Company’s AI Strategy | MARTHA CURIONI – Why is Explainable AI Important for HR? | BRETT DYKES - Why AI Isn’t Going To Solve All Your Data Culture Problems There may be a far degree of hype around GenAI, but it does seem to be accelerating the engagement of HR leaders and professionals with AI, and is also leading to an increasing number of thoughtful studies and articles on AI, including these five resources: (1) George Westerman Sam Ransbotham and Chiara Farronatooutline four categories of advanced analytics – GenAI, traditional deep learning, econometrics, and rule-based automation, and offer five questions to ask about AI’s constraints including: What is the cost of being wrong? (2) As Dr Tomas Chamorro-Premuzic observes: “the human factor — people and culture — will drive the adoption of AI, or lack thereof.” Tomas then presents seven strategies to get employees on board including i) focusing on the problem that GenAI can solve, and ii) being proactive about ethical concerns. (3) In his article for Harvard Business Review, Andy Baldwin outlines three ways to incorporate DEI into AI strategy through: i) embedding DEI into the design of your AI systems; ii) incorporating DEI into any AI-related upskilling programs; and iii) using AI as an opportunity to boost DEI. (4) Martha Curioni defines explainable AI and explains why it is critical to HR so it can provide transparency, build trust, mitigate bias and enable data driven decision making. (5) Finally, Brent Dykes cautions that while a recent study found that GenAI had catalysed a dramatic rise in the number of companies that reported they had ‘created a data-driven organization’ (from 23.9 percent in 2023 to 48.1 percent in 2024), AI is not a silver bullet for data culture. He illustrates this (see FIG 9) by referencing a study a European bank did to assess its own data culture, before highlighting two proven ways to build a data culture: executive sponsorship and role-modelling, and talent. As with any aspect of digital transformation, the effective deployment of generative AI will depend less on technological capability than on human adaptability FIG 9: Source: Brent Dykes, Analytics Hero PEOPLE ANALYTICS MARIËLLE SONNENBERG, FEDERICO BECHINI, SIETSE SCHRÖDER, AND CAITLIN VAN MIL - Our Real-Life Journey with GenAI in Skills and Talent Management (with code!!) | ADAM MCKINNON – Introducing Lex – Australian Employment Law Support AI | ALEC LEVENSON - A killer app with huge upsides and dangerous downsides: Applying AI to People Analytics Two examples of GenAI in People Analytics in practice – and an article by Alec Levenson on AI in people analytics. (1) the Wolters Kluwer talent analytics team of Mariëlle Sonnenberg, PhD Federico Bechini Sietse Schröder and Caitlin van Mil share a case study of using GenAI to provide the foundation of their work to transition to a skills-based organisation. The article shares learnings from their journey (and the code!) including tips around data security, prompts, and system testing. (2) Adam McKinnon, PhD. presents Lex – an AI chatbot that has been trained on Australian workplace legislation. As Adam explains, Lex has been trained not to make up answers, and it should refuse to answer any question that cannot be answered using the legal documents it has been trained on. (3) Alec Levenson addresses the potential upsides and risks of applying AI to PA before providing a roadmap for ethical and effective application. A human- and science-based perspective on any People Analytics model’s predictions is always needed, whether AI is applied or not. PIETRO MAZZOLENI - Unlocking People Data: Lessons from Transforming IBM's Data Platform to Elevate People Analytics - The Why and the What | JON LESTER - Creating the future of human resources Pietro Mazzoleni presents the first edition of what promises to be an interesting and insightful new LinkedIn newsletter, People Data Platform, which will explore the evolution of IBM's internal people data platform and its role in fostering data democratisation and people analytics. The first instalment covers the what and the why, and also provides an overview of Workforce 360 (W360 – see FIG 10), IBM’s internal people data platform. Pietro explains that the initial focus for W360 was (1) to digitalise People Scorecard, IBM´s main talent dashboard that measures the health of the workforce, and (2) to scale IBM’s advanced AI solutions like Job Recommendation, Attrition Risk Analysis, and Compensation Advisor. I recommend reading Pietro’s article alongside the second article, featuring Jon Lester on how in an initial pilot in IBM Consulting, a digital AI assistant (HiRo) saved 12,000 hours in one quarter, and halved the quarterly promotion process from 10 to 5 weeks. FIG 10: Benefits of Workforce 360 (Source: IBM, Pietro Mazzoleni) WILLIS JENSEN - Why Is It So Hard to Get Finance and HR Aligned? | JACKSON ROATCH - The Behavioral Economics of Return to Office | LYDIA WU - The Problem with “I Don’t Disagree” in People Analytics | JARED VALDRON - An FAQ on Generative AI in People Analytics | ANSHUL SHEOPURI - People Operations As A Critical Differentiator For Employee Experience | JUSTIN PURL - The People Analytics Method: Why TikTok's Head of Global People Analytics prioritizes context not control As has also been the case in recent months, February saw a number of articles from current and recent people analytics leaders. These act as a spur and inspiration to the field. Six are highlighted here. (1) Willis Jensenboils down the traditional disconnect between HR and Finance teams on headcount: “There are some fundamental differences in counting the number of people (headcount) versus counting the amount of worker productivity (FTE) and both are necessary for different goals.” (2) Jackson Roatchanalyses the return to office topic through the lens of behavioural economics. (3) Lydia Wubreaks down why hearing “I don’t disagree” is a problem for people analytics, and in doing so highlights the importance of building trust with key stakeholders. (4) Jared Valdronprovides a set of answers to 18 frequently asked questions about GenAI in people analytics including i)) Is generative AI a good co-pilot for programming? ii) How will generative AI change the People Analytics job market? (5) Anshul Sheopurihighlights five areas where providing a frictionless experience is key to a successful EX program including i) Design with the user in mind and build for scale, and ii) Trusted data enables a solid foundation and responsible AI delivers personalised experiences. (6) Justin Purl Head of Global People Analytics of TikTok, introduces The People Analytics Method (see FIG 11) as a scientific approach for accumulating context that delivers impactful insights and supports HR decision-making While it can be challenging to measure the financial impact of HR projects, that shouldn’t stop HR from trying to build those business cases. FIG 11: The People Analytics Method (Source: Justin Purl) Two key parts of The People Analytics Method are understanding context and engaging employees. THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE J. PUCKETT, VINCIANE BEAUCHENE, PATRICK ERKER, AND ZHDAN SHAKIROV – Is Your Upskilling Program Paying Off Measuring the Return on Learning Investment is arguably the Holy Grail of upskilling programs, but according to this article by BCG it is in fact possible. In their article, J. Puckett Vinciane Beauchene C. Patrick G. E. and Ƶhdan Shakirovpresent a three-step approach: (1) Identify the desired business impact upfront. (2) Define the metrics for holding the program accountable to that impact and measuring progress. (3) Determine whether the targeted impact has been achieved. Before embarking on any upskilling program, organizations first need to establish the business impact they will measure after the program is over. FIG 12: Metrics for assessing the impact of learning programs (Source: BCG) DAVE ULRICH AND HARRISON JAMES - How to Ensure that Human Capability Investments Deliver Stakeholder Value As Dave Ulrich and Harrison James explain in their article, organisations typically rely on benchmarking and best practices to evaluate the return from human capital investments. They argue that these methods are often limited and do not provide the specific guidance to impact the business results of individual companies. Their article sets out an alternative: an Organization Guidance System (OGS), which begins by identifying the stakeholder outcomes relevant in your company as a precursor to then determining through providing an opportunity score (see FIG 13) for which human capability initiatives best deliver those outcomes. FIG 13: Source: Dave Ulrich, The RBL Group WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS MARC EFFRON - Is the Juice Worth the Squeeze? Questions About Becoming a Skills-based Organization As Marc Effron of The Talent Strategy Group highlights in his remarkable must-read article, there have been many claims made by consulting firms and technology providers about the case for shifting to being a skills-based organisation. In the article, Marc examines these claims, asking and answering 17 questions about skills-based organisations. The questions include: (1) If a skills-based approach is needed, why is it needed? (2) What changes will my organisation have to make to become a skill-based organisation? (3) Is there any proof that a skills-based approach delivers results? (4) Will AI and technology solutions better enable companies to track, manage and match skills? (5) How predictively accurate are skills in determining performance? Whatever side of the skills-based organisation debate you are on, I highly recommend reading Marc’s article. At best, shifting to a skills-based environment can help some people in some situations at a large cost. It is likely best suited to industries where there is financial largess including pharmaceutical, banking, and larger consumer products firms. At worst, it reflects HR’s continued pursuit of novelty with the giddy support of technology and consulting firms that are all-too willing to promote and enable this questionable solution. SCOTT REIDA - Draft priority role competency needs over time using ChatGPT4 and Tableau A practical and technical guide from Scott Reida a workforce strategist at AWS, as he demonstrates how to use ChatGPT to drive talent intelligence by identifying current and future developments for key roles within an organisation. Scott visualises the outputs from ChatGPT in Tableau over a time horizon of ten years using the example of competencies for a data scientist. FIG 14: Source – Scott Reida (access here) EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING ALICE DAMONTE, DANIEL MORALES, AND SARAH TOBEY - Employee listening programs and how to keep employees talking | IT SURVEY GROUP - What’s on the Horizon? Three Trends That Will Shape Employee Listening in 2024 Alice Damonte Daniel Morales and Sarah Tobeyfrom McKinsey’s internal people analytics and measurement team share learnings from Pulse, their continuous listening program. This capability has already enabled the team to shape more than 300 different initiatives since it was established three years ago. Their article focuses on two key elements of a successful employee listening program: (1) Making it easy and meaningful for employees to participate, which is enabled by providing transparency through firm-wide readouts, community dialogues, and individualised insights with support. (2) Making it straightforward for leaders to listen and act, which the team enable through ‘care packages’ to help leaders focus their attention on what matters most. For readers that enjoy this, I also recommend the second article, which features EX/HR leaders such as Kristin Saboe, Ph.D. Caitie Jacobson Stephanie Andel, PhD Patrick Gallen, MSOD Madison Beard and Ronald Ivan Dela Cruz forecasting three key trends for employee listening in 2024. To ensure an employee listening channel is sufficiently well stocked with timely insights, it must be easy and meaningful for employees to participate, and straightforward for leaders to listen and act. FIG 15: Source: McKinsey FIG 16: Three key trends shaping employee listening in 2024 (Source: IT Survey Group) LEADERSHIP AND CULTURE AMY C. LEWIS, ANDREA DERLER, CUTHBERT CHOW, MANDA WINLAW, AND DANI HAIG – Designing Impactful Teams: Data-backed insights about effective team size What does team size have to do with designing high-performing teams? That was the exam question, the Visier Inc.team of Andrea Derler, Ph.D. Cuthbert Chow Manda Winlaw and Dani Haigsought to answer in a collaborative study with Amy C. Lewis, PhD Professor of Management at the College of Business at Texas A&M University-San Antonio. Key findings include: (1) Most people work in teams of six to ten. (2) Team size varies by the nature of the work. (3) Smaller teams have more high performers. (4) Smaller teams have lower resignation rates (see FIG 17). The report has some helpful insights for those studying team effectiveness and involved in organisational design work. FIG 17: Smaller teams have lower resignation rates (Source: Visier) SPENCER HARRISON AND KRISTIE ROGERS - Building Culture From the Middle Out The premise of a study by Spencer Harrisonand Kristie Rogersis for a business to harness the power of culture, it needs managers and team leaders to go beyond believing that they are responsible for culture to actively building it. Their research finds that managers that successfully achieve this are able to link the ‘big-C’ culture of their organisation (e.g. the official set of values) with the ‘small-c’ culture that plays out in the narrower and vibrant daily patterns of interaction (see FIG 18). The article highlights four successful strategies: (1) Endorse big-C culture through celebration and preservation of select features. (2) Endorse big-C culture by learning from other managers. (3) Enrich small-c culture through cultural innovations. (4) Enrich small-c culture by empowering employees to innovate. FIG 18: Endorse and Enrich Your Way to Corporate Culture (Source: Harrison and Rogers) JOSH BERSIN - How to Actually Execute a 4-Day Workweek | DOUGLAS BROOM - Four-day work week trial in Spain leads to healthier workers, less pollution | BENJAMIN LAKER – How Far-Reaching Could the Four-Day Workweek Become? AVA MARTINEZ – A 3-Day Workweek Could Complicate The Future of Work Four articles on the four-day week, a concept that seems to be gathering momentum with pilots suggesting that business outcomes can be maintained while employee wellbeing and retention is enhanced. (1) Josh Bersinpresents findings from his study that finds companies need to undertake substantial work redesign to reduce hours while maintaining business outcomes to make the four-day week work. (2) Writing for the World Economic Forum, Douglas Broom shares results from a four-day work week pilot in Valencia, which found that giving workers an extra day off a week actually increases productivity, boosts physical and mental health and reduces CO2 emissions. (3) Benjamin Laker, who has been studying the four-day week for a number of years, outlines the findings from a UK study on the four-day week, which finds that 92% of the 61 companies that participated in the pilot are continuing with the four-day week. Laker also highlights that research conducted before and after the trial revealed that 39% of employees experienced lower stress levels and 71% noticed less burnout while working shorter weeks (see FIG 19). (4) From being one of the CEO outliers on return to the office, JP Morgan Chase CEO Jamie Dimon suggests that AI may precipitate a future of work where the working week is three days – as reported by Ava Martinez for The HR Digest. FIG 19: Source: The UK’s four-day week pilot (Autonomy) DIVERSITY, EQUITY, INCLUSION, AND BELONGING SERENA HUANG - DEI Funding Cuts? You Need Data Analytics and AI More Than Ever | BOGDAN YAMKOVENKO AND STEPHEN TAVARES - To Understand Whether Your Company Is Inclusive, Map How Your Employees Interact With many companies and institutions – particularly in the US – cutting back on their DEI programs, a recent edition of Serena H. Huang, Ph.D. From Data to Action newsletter is well timed. Serena explains how people data and analytics can help reverse this trend and highlights a number of helpful resources. One of the resources Serena highlights is a seminal article by Bogdan Yamkovenko, PhD and Stephen Tavares first published in Harvard Business Review in 2017. It provides a case study of a professional services firm that used organisational network analysis to identify that that women were largely shut out of its decision making, idea sharing, and emotional support networks (see FIG 20). For more from Serena, please tune into her recent conversation with me on the Digital HR Leaders podcast: How to Enhance Your Career in People Analytics. FIG 20: 3 ways to look at employee networks at one professional services firm (Source: Heidrick & Struggles) HR TECH VOICES Much of the innovation in the field continues to be driven by the vendor community, and I’ve picked out a few resources from February that I recommend readers delve into: LOÏC MICHEL | 365TALENTS – Your Absolute How to Guide to Skills Management – A handy guide to skills management from Loïc Michel and the 365Talentsteam featuring guidance and case studies. ALICIA ROACH - Let's Talk About Lay-Offs – Alicia Roach of eQ8 frames the recent spate of layoffs from companies posting impressive profits in the context of culture and workforce planning (see FIG 21). As Alicia writes: “We can do better. We must do better.” FIG 21: Scenario modelling and external shocks (Source: Alicia Roach, eQ8) RICHARD ROSENOW - Embracing Remote Work for Senior People Analytics Roles: A Strategic Imperative – Richard Rosenow of One Model makes a persuasive case for why every organisation looking to lead in People Analytics should consider making their senior roles, if not all of their People Analytics roles, remote eligible. For more on people analytics jobs, check out this analysis of executive and director people analytics roles by Patrick Coolen. BLEDI TASKA - SkyHive Data Reveals Greater Gender Disparity in the Generative AI Sector Compared to the Tech Industry at Large – Bledi Taska, Ph.D. presents SkyHive data and key findings on the impact of Generative Al on the U.S. job market and economy. His analysis highlights the urgent need for reskilling and upskilling initiatives to mitigate inequality in the workforce. Thanks to Todd Raphael for highlighting. HAKKI OZDENOREN - Move Over HR, AI Is the New Recruiter! – Hakki Ozdenorenpresents data and analysis from Revelio Labs, which finds that HR job postings mentioning AI are surging ahead of other listings. This underscores the need for HR professionals to reskill in areas like AI and data literacy. Thanks to Ben Zweig for highlighting. FIG 22: AI related job postings in HR roles are on the rise (Source: Revelio Labs) MARC RAMOS - Learning & Development is the New Research & Development - How the Learning Function Can be the AI Accelerator Part 1 | Part 2 – Cornerstone OnDemand CLO Marc Steven Ramos presents his two-part series on the L&D function  investigating, testing and extending the use of AI within organisations – includes FIG 23 on blending R&D and L&D approaches. FIG 23: Complementing R&D and L&D approaches (Source: Marc Ramos) PODCASTS OF THE MONTH In another month of high-quality podcasts, I’ve selected five gems for your aural pleasure: (you can also check out the latest episodes of the Digital HR Leaders Podcast – see ‘From My Desk’ below): HEMERSON PAES, COLE NAPPER, AND SCOTT HINES - Active & Passive ONA Use Cases at Roche – Hemerson Paes joins hosts Cole Napperand Scott Hines, PhDon the Directionally Correct podcast to share his work rolling out active and passive ONA applications at scale at Roche. BOB SUTTON AND ADAM GRANT - How to become a “friction-fixer” – Leading management thinker and organisational psychologist at Stanford, Bob Sutton, joins Adam Grant on ReThinking to discuss his new book, The Friction Project, on how to diagnose and then fix workplace problems. Unmissable. JASON CORSELLO AND LAURIE RUETTIMANN - HR Technology 2024 – Jason Corsello from Acadian Ventures joins Laurie Ruettimannon Punk Rock HR to discuss the state of the HR tech market, the potential and concerns of AI, and the importance of future skills. ANDREW SAIDY AND CHRIS RAINEY - Why a Talent Marketplace is Win-Win for Employees and Organisations - Andrew Saidy joins Christopher Rainey of HR Leaders to discuss his work at Ubisoft, where skills are becoming the currency for hiring, mobility and promotions rather than solely relying on degrees or tenure. STEPHANIE DENINO, KIRAN MENON, AND DEBKANYA DHAR VYAVAHARKAR - Moving EX from boardroom to office floor - Stephanie Denino of TI PEOPLE speaks to hosts of the EXtra Extra podcast Kiran Menon and Debkanya Dhar Vyavaharkar about the findings of the State of EX report, and applying agile principles towards shipping EX ideas out of the boardroom and onto the office floor. VIDEO OF THE MONTH NAOMI VERGHESE, ALAN SUSI AND DAVID GREEN | INSIGHT222 - How Leading Companies shift People Analytics from Insight to Impact Please forgive the mild case of self-indulgence, but the ‘Video of the Month’ is actually a webinar we recently hosted at Insight222based on our People Analytics Trends research, which was informed by a survey of 271 participating companies. In the webinar, Naomi Vergheseand I walked through the findings from the Insight222 People Analytics Trends research, unveiling the distinctive characteristics of ABCD Teams that propel organisations to new heights. Naomi and I were joined by Alan Susi, VP and Global Head of Organisational Analytics and People Insights at S&P Global. Alan shared insights on how the firm successfully elevated their approach to people analytics, turning data into tangible business outcomes. You can access the webinar here – or by clicking the image below. BOOK OF THE MONTH JOHN WINSOR AND JIN H. PAIK – Open Talent: Leveraging the Global Workforce to Solve Your Biggest Challenges In Open Talent, John Winsor and Jin Paik advocate that companies need to shift to a more ‘distributed’ structure that revolves around talent (people) and projects in a networked organisation. In this model, talent is assembled from both inside the organisation (via an internal talent marketplace) and outside (via external talent clouds). The authors reveal how they implemented open talent strategies, and how other companies can adopt these techniques. A thoughtful and insightful read. RESEARCH REPORT OF THE MONTH SHELLEY XIN LI, FRANK NAGLE, AND ANER ZHOU - Mapping Organizational-Level Networks Using Individual-Level Connections: Evidence from Online Professional Networks An interesting paper by Shelley Xin Li, Frank Nagle, and Aner Zhou for the Harvard Business School Strategy Unit, which constructs and describes a comprehensive network for 7,715 publicly traded U.S. firms from 2004 to 2018, using data on over 9 million people with 2 billion connections from the professional social network LinkedIn. The key finding is that while employees do not necessarily make connections for the company’s benefit, the centrality of that company in the employee network positively predicts company value. Thanks to Nicolas BEHBAHANI for highlighting. FIG 24: Firm-level Network Centrality and Economic Performance for U.S. Public Firms in 2018 (Source: Li, Nagle, and Zhou, 2023) FROM MY DESK February saw the final two episodes of Series 36 of the Digital HR Leaders podcast, sponsored by ScreenCloud as well as the first episode of Series 37 sponsored by Culture Amp. Thank you respectively to Luke Farrugia of ScreenCloud and Ellisa Packer and Jodie Evans of Culture Amp. ERIC SIEGEL - How to Overcome AI Adoption Challenges in HR – Eric Siegel, the author of The AI Playbook: Mastering the Rare Art of Machine Learning Deployment, explains how to successfully deploy machine learning in organisations while remaining focused on outcomes, ethics, and improving decision making. BERNARD MARR - Achieving AI & Human Synergy in Data-Driven HR – Bernard Marr, who always has his finger on the pulse when it comes to new technologies, shares insights from his book, Data-Driven HR: How to Use AI, Analytics and Data to Drive Performance, and how AI is already impacting HR, and how it will increasingly do so in the future. REBECCA THIELEN - Microsoft's Key to Strategic Workforce Planning Success – Rebecca Thielen shares insights from the workforce planning journey at Microsoft, including the role of analytics, close partnership with finance, and the clear focus on the problem statement. ANGELA LE MATHON, IAN COOK, AND DAVID GREEN - The Strategic Agenda for People Analytics in 2024 – I also hosted a webinar with Angela LE MATHON and Ian Cook, which was organised by Visier Inc. and People Analytics World, to discuss the agenda for people analytics in 2024. Topics discussed included the role of middle management in strategic decision-making, the impact of AI on people analytics, and the practical challenges and strategies for implementing AI and analytics within HR frameworks. THANK YOU Finally, this month I’d like to thank: Matt Manners and the team at Inspiring Workplaces for once again including me on their Top 101 Global Employee Engagement & Experience Influencers 2024, sponsored by Huler. Jennifer McClurefor including me in her list of recommendations for HR professionals looking to build a Personal Development Library. Amit Mohindrafor including Excellence in People Analytics as one of the course materials for his people analytics course at Stanford University Malgorzata (GOSIA) LANGLOIS for posting about the Microsoft case study contributed by Dawn Klinghoffer in Excellence in People Analytics. Stephen Hickey for including me in his list of go-to resources on people analytics. Dr. Divya Sainath for posting about our conversation at the recent Indeed Future Talent event in Bangalore. Thomas Kohler for including the January edition of Data Driven HR Monthly in his list of HR Resources. Teamflect for including the Digital Hr Leaders podcast at number six in its list of the top 20 HR podcasts. Ekta Vyas Ph.D for posting about my article, A History of People Analytics in Five Ages. Andrew Lafontaine for creating a post with highlights from the episode of the Digital HR Leaders podcast on How to Overcome AI Adoption Challenges in HR with Eric Siegel. Wendy Van Ierschot for including me in her post about her book, Scale Ups and Downs. DOWNLOAD THE LATEST INSIGHT222 PEOPLE ANALYTICS TRENDS RESEARCH We’ve recently released our fourth annual People Analytics Trends report at Insight222: Investing to Deliver Value: A new Model for People Analytics, which is now available to download via the link – or by clicking on the image below. ABOUT THE AUTHOR David Green ?? is a globally respected author, speaker, conference chair, and executive consultant on people analytics, data-driven HR and the future of work. As Managing Partner and Executive Director at Insight222, he has overall responsibility for the delivery of the Insight222 People Analytics Program, which supports the advancement of people analytics in over 90 global organisations. Prior to co-founding Insight222, David accumulated over 20 years experience in the human resources and people analytics fields, including as Global Director of People Analytics Solutions at IBM. As such, David has extensive experience in helping organisations increase value, impact and focus from the wise and ethical use of people analytics. David also hosts the Digital HR Leaders Podcast and is an instructor for Insight222's myHRfuture Academy. His book, co-authored with Jonathan Ferrar, Excellence in People Analytics: How to use Workforce Data to Create Business Value was published in the summer of 2021. SEE ME AT THESE EVENTS I'll be speaking about people analytics, the future of work, and data driven HR at a number of upcoming events in 2024: March 4-6 - Gloat Live! (New York) March 14-15 - Wharton People Analytics Conference (Philadelphia) April 24-25 - People Analytics World (London) May 7-9 - UNLEASH America (Las Vegas) September 24-26 - Insight222 Global Executive Retreat (Colorado, US) - exclusively for member organisations of the Insight222 People Analytics Program October 16-17 - UNLEASH World (Paris) More events will be added as they are confirmed.
    upskilling
    2024年03月03日
  • upskilling
    Indeed：生成式人工智能的技能能够带来近 50% 的薪资增长 Indeed的最新报告显示，掌握生成式人工智能（AI）技能的技术工作者平均薪资可达174,727美元，比没有这些技能的竞争者高出47%。随着2023年的职场波动让位给2024年的稳定，企业恢复延期的项目并推进AI实施，对技术人才的需求日益增长。数据科学家、机器学习工程师和软件工程师等角色尤为抢手。报告强调了AI技能在竞争激烈的就业市场中的价值，并指出市场上对AI相关技能的短缺。尽管对提升技能和学习AI技能的兴趣浓厚，但仅有不到四分之一的开发者表示其雇主提供了升级技能或学习AI技能的时间。 根据周三发布的 Indeed 报告，与不具备生成式人工智能技能的求职者相比，进入市场的求职者的平均薪资提高了47%。该公司在其平台上审查了职位发布的薪资数据。 根据该公司的分析，能够胜任生成式人工智能的技术人员的平均薪资预计高达174,727 美元。 生成式人工智能与其他关键技能一起为求职者带来高薪，包括深度学习、计算机视觉以及特定软件语言和框架（如Rust 或 PyTorch ）的知识。 在技术行业，一个新的趋势正在改变就业市场的面貌——掌握生成式人工智能（AI）技能的工作者，其平均薪资相较于其他技术工作者高出将近50%。根据Indeed最新发布的报告，这类技术人才的平均薪资可达174,727美元，显示出市场对于此类技能的极高需求。 随着2023年的职场不确定性逐步平息，2024年迎来了更多的稳定与项目复苏，尤其是在AI实施方面。数据科学家、机器学习工程师及软件工程师等角色变得极其抢手，他们掌握的技能成为了获得高薪的关键。 报告指出，AI技术领域的半数最高薪技能都与AI直接相关，强调了AI技能在激烈的就业市场中的价值。此外，就业市场对于AI相关技能的渴求与可用人才之间存在明显差距，这一点从几乎400,000个活跃的技术职位空缺和对于数据科学家等专业人才的需求中可以看出。 然而，尽管对于提升技能和学习AI技能的需求日益增长，少于四分之一的开发者表示他们的雇主提供了学习或提升这些技能的时间。这揭示了一个问题，即尽管技术行业对于AI技能的需求日益增长，但在培养这些技能方面，企业和教育机构还有很长的路要走。 Indeed的报告不仅仅是一个薪酬调查，它也是对于技术行业未来走向的一个预示。生成式AI技能的价值在不断上升，对于那些希望在职业生涯中获得成功的技术专业人士来说，现在是最好的时机去掌握这些未来技能。 在这个由技术驱动的时代，生成式AI不仅仅是一个工具或者一个概念，它代表了未来的方向和无限的可能性。对于技术工作者而言，掌握这些技能不仅能够带来薪酬上的优势，更能在竞争激烈的就业市场中脱颖而出，成为真正的行业新贵。
    upskilling
    2024年02月22日
    • 12
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