• Workday
    David Green:The best HR & People Analytics articles of November 2024 The centrepiece of this month’s edition of the Data Driven HR Monthly is focused around two topics – Agentic AI and Diversity, Equity and Inclusion. One with a technology focus, the other very much a human topic. With Gartner predicting that that by 2028, at least 15% of day-to-day work decisions will be made autonomously through agentic AI (up from 0% in 2024), the word on everyone’s lips at UNLEASH World in Paris recently was Agentic AI. But what actually is Agentic AI, and what does it mean for HR technology and HR professionals? Some of the content this month explores these topics. It was also good to hear at Unleash, L’Oreal’s CHRO, Jean Claude Le Grand on the main stage saying in very clear terms that “DEI is not a trend. DEI is part of our DNA”. DEI shouldn’t be used as a political football. But with questions being asked about what Trump’s Second Term Could Mean for DEI, it is important to highlight that DEI is also about business performance. I’ve included two articles this month from Quinetta Roberson (on how to link DEI to business outcomes) and Brian Elliott (on why capitulating to DEI sceptics is counterproductive). When it comes to DEI, now is the time to stand up. This edition of the Data Driven HR Monthly is sponsored by our friends at TechWolf Transforming talent strategies with skills-based insights Skills are the currency of the modern workforce. For Workday, unlocking the power of skills was key to transforming their talent strategy—and the results speak for themselves. Workday faced common challenges: fragmented job architecture, costly manual processes, and a need for greater agility to adapt to shifting business needs. By partnering with TechWolf, they implemented a skills-based approach that delivered measurable impact: 32% faster hiring: AI-driven skills matching reduced time-to-hire by more than a third. 85% of the workforce had critical skills aligned to their jobs. Saved 12-18 months of manual effort, creating a standardized framework for decision-making. This partnership didn’t just solve today’s challenges—it prepared Workday for the future. TechWolf’s AI continuously updates skills data, ensuring their workforce strategy remains adaptable in a rapidly changing landscape. Want to know more about Workday’s journey? ? Watch the on-demand webinar: How Workday Leads the Skills Revolution with AI and Data? Explore how a skills-first approach can make a measurable impact on your workforce strategy. To learn more about how TechWolf can help your organization, reach out to us at hello@techwolf.ai or visit the contact page. To sponsor an edition of the Data Driven HR Monthly, and share your brand with more than 135,000 Data Driven HR Monthly subscribers, send an email to dgreen@zandel.org. November road report After a heavy travel schedule in September and October, November was a quieter month with my sole trip being to Germany for the final European Peer Meeting of 2024 for member companies of the Insight222 People Analytics Program®, which was hosted by Alexis Saussinan and Ruben Groen at Merck Group’s HQ in Darmstadt. During the two days, we learned about how Alexis and Khadija Ben Hammada, the CHRO, partner to deliver business value at Merck. We also learned from Ruben and Mariana Hebborn PhD on how Merck has established its enterprise data foundations, from Dawn Klinghoffer on how Microsoft has reconfigured its people analytics function in the age of intelligent automation, and Adam Tombor (Wojciechowski) on how Julius Bär democratised data across the company. If you are a people analytics leader interested in joining the People Analytics Program, and attending our 2025 Peer Meetings – including in Paris on January 28 and 29, and New York on March 4 and 5, please get in touch. Attendees at the Insight222 Peer Meeting for members of the Insight222 People Analytics Program, hosted by Merck, November 19-20, 2024 Sign-up to receive the 5th annual Insight222 People Analytics Trends research report The 2024 Insight222 People Analytics Trends study will be released publicly on December 9. 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 one week earlier on December 2 by signing up here or by clicking on the image below. Share the love! Enjoy reading the collection of resources for November 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 October’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. AGENTIC AI AND THE FUTURE OF WORK JOANNE CHEN AND JAYA GUPTA - A System of Agents brings Service-as-Software to life | McKINSEY - Why agents are the next frontier of generative AI With Gartner predicting that by 2028, at least 15% of day-to-day work decisions will be made autonomously through agentic AI, up from 0% in 2024, this is a topic we all need to learn about. Here are two resources that provide some helpful context. (1) A VC view from Joanne Chen and Jaya Gupta, writing for Foundation Capital, which they present as a “$4.6 trillion opportunity as AI transforms software from tool to worker”, with all the inherent implications that has for the workforce (see FIG 1). Thanks to Paul Daley, Gareth Flynn, Nico Orie, and Hung Lee (I recommend following all of these four people) for all highlighting this excellent article. (2) Writing for McKinsey, Lareina Yee, Michael Chui, Roger Roberts, and Stephen Xu, explore the opportunities that the use of gen AI agents presents including how they could work with potential use cases, the value they can bring, and how business leaders should prepare. FIG 1: A System of Agents (Source: Foundation Capital) JASON AVERBOOK - How AI Agents are Revolutionizing HR—and How to Get Ready | LARS SCHMIDT - Agents of (Massive) Change: How AI Agents Are Poised to Alter Work | JOSH BERSIN - AI Agents, The New Workforce We’re Not Quite Ready For (Agentic AI) | FELIPE JARA - HR - Let's Prepare for a Big Wave of Multi-Agents AI Systems For HR, Agentic AI means shifting away from repetitive administrative tasks to focusing on what truly matters: people. So, what does Agentic AI mean for HR in terms of the HR technology stack, how we deliver services to employees, and HR professionals themselves? Not surprisingly, with all the hype, there is a growing body of resources on these topics. Here are four I recommend to* Data Driven HR Monthly readers: (1) Definitely subscribe to Jason Averbook’s Now of Work Substack. In this blog, he provides five tips for HR to get ready for AI agents including: (i) Upskilling HR teams, (ii) Assessing current processes to identify and prioritise use cases, and (iii) Working on improving data quality. (2) Lars Schmidt’s primer is also highly recommended. It includes a guide to three categories of AI and how they are impacting work: bots, AI agents, and digital workers: “As we weave agentic AI capabilities into our businesses, we will likely deconstruct jobs into individual tasks and then identify the tasks that can be fully automated by these new AI technologies and agents.” (3) Josh Bersin has been all over agentic AI, and has recorded several podcasts on the topic as well as this article, which explains how the “’Large Language Models’ we’ve been learning about for the last two years are now turning into ‘Large Action Models’”, as well as outlining two potential uses cases in L&D and recruiting. As Josh mused in his keynote at Unleash World in Paris, AI is set to dominate the HR Tech stack (see FIG 2). (4) Last but not least, Felipe Jara provides a helpful synopsis of the emerging macro trends in enterprise AI for HR including a summary of the tools that major players like Workday, SAP, ServiceNow and One Model (see FIG 3) are introducing. He also lays out four focus areas of opportunity for HR including guidance on how to prepare your data foundation. FIG 2: AI dominates the HR Tech stack (Source: Josh Bersin at Unleash World, Paris, October 2024) FIG 3: The Evolution of Agents and Enterprise AI (Source: One Model – see here) ANDY SPENCE - The Next Wave of AI: Building Your Own Digital Workforce This is going to be fundamental change in how we interact with AI. It's moving us from being passive consumers of AI tools to active creators of personalized AI assistants. The great thing is we won’t need to be a machine learning expert or a seasoned programmer to get started. Finally on the Agentic AI theme this month, a twist as in an edition of his brilliant Workforce Futurist, Andy Spence writes about Agent Engineering, and how individuals (not just companies): “can create and deploy their own army of AI agents for a wide array of personal and professional tasks.” In his article, Andy breaks down what agent engineering is, the rise of personal AI agents, how to get started with agent engineering (including tools and platforms), and how it might reshape work, learning and our daily lives. FIG 4: Agent engineering framework process (Source: Andy Spence) MIT AND BCG - Learning to Manage Uncertainty, With AI Companies that boost their learning capabilities with AI are significantly better equipped to handle uncertainty from technological, regulatory, and talent-related disruptions compared with companies that have limited learning capabilities. A new study by Sam Ransbotham, David Kiron, Shervin Khodabandeh, Michael Chu, and Leonid Zhukov, Ph.D for MIT Sloan Management Review and BCG finds that companies that combine organisational learning with AI-specific learning, which they define as Augmented Learners, outperform those that apply either approach in isolation or neither (see FIG 5). For example, these Augmented Learner companies are twice as likely to weather talent-related disruptions, demonstrating that they are more resilient to workforce volatility. Thanks to Allison Ryder for highlighting the study. FIG 5: Learning Capabilities Vary (Source: MIT Sloan Management Review and BCG) DIVERSITY, EQUITY, INCLUSION, AND BELONGING QUINETTA ROBERSON - How Integrating DEI Into Strategy Lifts Performance By explicitly linking DEI goals to business outcomes, companies create a clear vision of how diversity adds value. In her timely article Quinetta Roberson presents the findings of a study on diversity, equity and inclusion and company financial performance, and highlights the practices for achieving competitive advantage through DEI. These findings include that a bundled practice approach to DEI amplifies the performance effects of individual practices – see example in FIG 6. Quinetta also presents a three-point blueprint for meaningful action to DEI: (1) Strategically align DEI with business goals. (2) Systemically integrate DEI practices. (3) Make evidence-based improvements. FIG 6: DEI practice bundles (Source: Quinetta Roberson) BRIAN ELLIOTT - How to Stand Up When It Comes to Diversity, Equity, and Inclusion The backlash against DEI is out of sync with the opinions held by the most important set of stakeholders: your employees. In this powerful column for MIT Sloan Management Review, Brian Elliott tackles the growing backlash by some companies in the US on diversity, equity and inclusion. He highlights two dangers of backing away. First, the fact that DEI programs are actually getting more popular with employees, not less, and increasingly view it as a business topic rather than a political one. Second, capitulating on DEI commitments doesn’t settle the issue with employees or customers especially as research by Edelman finds that 76% of employees want companies to recommit not retreat. Elliott also provides guidance on three approaches to having real conversations on this topic, highlighting examples from his experience in leading teams at Google and Slack: (1) Let people voice their concerns about DEI programs. Don’t stifle the conversation or run away. (2) Use the words diversity, equity, and inclusion — not DEI. Explain what the words mean, correct misinformation, and tie them back to business results. (3) Keep in mind that memos don’t create trust; employee engagement does. PEOPLE ANALYTICS PHIL WILLBURN - People Analytics Demystified: A Practitioner’s Handbook Highly effective HR organizations know that every area of the business makes people decisions. The best people analytics teams excel by scaling people insights to all business leaders, ensuring these insights reach those making critical people decisions Phil Willburn, the Head of People Analytics, and his team recently hosted a Peer Meeting for member companies of the Insight222 People Analytics Program® at Workday’s global headquarters in California. During the two days, Phil and his team presented some of the amazing work they are doing with people analytics in areas such as workforce planning, employee experience and hybrid work. Some of the content they presented is in this insightful e-book, which shines a light on how Workday has scaled people analytics in its own company (see FIG 7), their product-oriented and persona-based approach, and provides details on three case studies including how the team provides insights on flexible work and collaboration. FIG 7: People analytics and insights at Workday (Source: Phil Willburn, Workday) COLE NAPPER, JIN YAN, AND BEN ZWEIG - What is happening to people analytics? A 15 Year Trend Part Two | Part Three Following on from Part One of their study on employment trends in the people analytics field over the last 15 years, which I featured in the September edition of Data Driven HR Monthly, Cole Napper, Jin Yan and Ben Zweig return for a second helping – and a third helping with Kristin Saboe, Ph.D. In Part Two, Cole, Jin and Ben turn their attentions to an analysis of the skills of people analytics professionals and the impact of the field during the last 15 years. The insights they uncover include: (1) While people analytics specialists are more likely to hold a doctoral degree (8.2%) than other HR specialists (1.4%), advanced skills (e.g. SQL, GenAI, Python) haven’t been adopted in the numbers expected. (2) There is a correlation between companies with ‘prestigious’ people analytics teams and companies being rated more highly for employee sentiment (see FIG 8). They also provide three recommendations for the field moving forward: (1) Add real value and break the cycle. (2) Mature the people analytics function. (3) Let’s get back to growth. In Part Three, Kristin takes the lead to shine the lens on how the composition of government people analytics jobs have changed over the last 15 years. FIG 8: Companies with a prestigious people analytics team are rated higher by employees (Source: Revelio Labs) ERIC LESSER, ERIC BOKELBERG, AND DEVON JOHNSON - Powering people analytics through HR data: How to strategically integrate data as a product Data products help analysts better grasp what data is available, where it comes from, how it can be used and how to put it together to gain insights effectively. When a new business question arises, the needed data is often already available in a data product, making it easy to gather the correct information. Eric Lesser, Eric Bokelberg, and Devon Johnson from Deloitte provide a helpful breakdown on how to implement data products through applying key principles of product management across the data lifecycle, namely: ownership, reuse, quality, cataloguing and security. They outline three steps to get started with data products: (1) Educate HR and IT teams about data products; (2) Focus on impactful use cases (“Instead of creating numerous data products, concentrate on those that effectively address pressing business needs”); (3) Establish a strong governance model. CHRISTOPHER ROSETT – Reporting, Analytics, Research, Statistics (RARS) | SERENA HUANG - The Future of Work: Human Skills in the Age of AI | GIOVANNA CONSTANT – The 10 Commandments for every People Analytics professional | MITCH MIHANOVIC – People Analytics Lessons | WILLIS JENSEN - An Unusual Application Using Organizational Network Data | A.J. TUFTE – Making Workforce Planning Strategic: Three Vs | BEN TEUSCH – A reflection on six years at Facebook The true value of people analytics lies in translating insights into actionable strategies and programs that enhance employee engagement and drive business performance. 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. Seven are highlighted in this month’s edition. (1) Christopher Rosett outlines the RARS (Reporting, Analytics, Research, Statistics) model he uses with his analytics teams and customers at Amazon (see FIG 9). (2) Serena H. Huang, Ph.D. presents seven human skills required in the age of AI (see FIG 10). (3) Giovanna Constant presents her ten commandments for people analytics professionals including i) You shall worship data quality, ii) You shall train HR teams in data literacy, iii) You shall not create confusing dashboards. (4) Mitch Mihanovic shares three things he has learned from working in the people analytics field, including: “The true value of people analytics lies in translating insights into actionable strategies and programs that enhance employee engagement and drive business performance.” (5) Willis Jensen walks through a case study of using ONA to support compensation decisions for employees. (6) A.J. Tufte breaks down his Three Vs of Strategic Workforce Planning: i) Value (“what value does the work provide”) ii) eVolution (“how does the work need to change”), and iii) Volume (“how much of the work is needed”). (7) Finally, Meta has made a number of layoffs including from its people analytics team in the last few weeks. One of those impacted is Ben Teusch, who penned a reflection on his six years with the company. Wherever Ben decides to go next will be very fortunate to land such a talented practitioner. FIG 9: The RARS model (Source: Christopher Rosett) FIG 10: Seven human skills required in the age of AI (Source: Serena Huang) THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE RAVIN JESUTHASAN, MIRIAM DAUCHER, AND ALEX ZEA - The future of human resources: Who will care for the human at work? As the trusted link between organizations and their employees, HR can lead the charge in creating fulfilling workplaces and helping people thrive in an era of transformative technological change, ensuring that AI serves humanity, not the other way around. Ravin Jesuthasan, CFA, FRSA, Miriam Daucher, and Alexandra Zea present a new paper from Mercer on the future of human resources in the fifth industrial revolution. They paint a compelling evolution for the function to move beyond being stewards of employment to being stewards of work, and ultimate being stewards of humanity through (1) Ethical use of AI. (2) Safeguarding ESG. (3) Preserving human well-being. FIG 11: HR’s changing role through the history of industrial revolutions (Source: Mercer) ASAF JACKOBY - Work, Workforce, and Workplace: The Role of CHROs in Leading Change As Asaf Jackoby, VP HR for Amdocs, writes, chief human resources officers have a pivotal role to play in transforming the landscape of work, workforce and workplace. His article presents a framework (see FIG 12), and provides detail about each of the three categories and the individual components within it: (1) The Work – AI will transform the way we define work, (2) The Workplace – Creating an inclusive and adaptable environment, and (3) The Workforce – who does the work. FIG 12: Source – Asaf Jackoby WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS BRIAN FISHER, KATE BRAVERY, KATIE JENKINS, AND LAUREN ROBERTSON - Measuring skills in the age of agile work A helpful primer from the Mercer team of Brian Fisher, Kate Bravery, Katie Jenkins, and Lauren Robertson on three ways to ascertain employee skills (see FIG 13): (1) Inferred skills (“The starting point for skills measurement”), (2) Rated skills (“The employee and manager view of skills proficiency”), and (3) Validated skills (“Approaches for validating behavioural and technical skills”). As the authors highlight: Although each method of collecting skills data has its respective merits, methods can also be combined to paint a more complete skills picture that strengthens talent decision-making and can better inform business strategy. FIG 13: Three components of a skills measurement strategy (Source: Mercer) EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING MICHAEL ARENA AND AARON CHASAN - Fostering Friendships: The Game Changer in Employee Retention One study found that an employee’s position in the network can predict turnover with 85% accuracy. This is especially true for friendship networks. Research consistently finds that those with friends at work are far more likely to stay. Indeed, in their article for HR Exchange Network, Michael Arena and Aaron Chasan share the results of a study with a technology company, which found that there was a 44% drop in turnover rate for those who went from 0 friends to just 1. They also provide guidance on how organisations can create a climate for friendships to blossom: (1) Create opportunities for employees to connect; (2) Actively encourage friendships among colleagues; (3) Evaluate the level of connections in the workplace; (4) Create an environment of belonging. KENNEDYFITCH – Employee Experience Report 2024: Humanized Growth In A Digital Era You need data to prove your cause, prove your arguments and prove your impact. This is a highly impressive report on the current state and long-term vision for employee experience by the team at KennedyFitch including Joan Beets, Frank van den Brink, Sander de Bruijn and Patrick Coolen. Highlights include: (1) Analysis on the current state of EX as it relates to maturity (see FIG 14), tools, skills, team responsibilities, leadership buy-in and main obstacles. (2) Insights into the goals, planned skills/tools development and anticipated challenges for the next 12 months. (3) Exploration of how AI and other factors will transform EX and HR. (4) Case studies from EX trailblazers including Sebastian Knepper (Deutsche Telekom), Vasuki Ranganath (Volvo), Lea Mikus (Celonis), Andreas Mayer (ING), Volker Schrank and Joachim Decock (Mondelez), and Ruth Bielderman (Royal BAM Group). An absolute must-read report for anyone working or interested in employee experience. FIG 14: EX Maturity Model (Source: KennedyFitch) DAVE ULRICH AND WENDY ULRICH - What Is the Next Step for Employee Experience? The Why, What, and How of Hope Hope is an emerging fifth wave of managing mental health challenges that shape employee experience which in turn impacts stakeholder value. The cost of mental illness and the related consequences is projected to be $6 trillion globally by 2030. As Dave Ulrich and Wendy Ulrich write, in the workplace, mental health often connects to the employee experience, which in turn impacts stakeholder and business outcomes (see FIG 15). The article then identifies hope as a new dimension of the employee experience (see FIG 16), and details six principles of what hope means in an organisational setting, so that organisations with hope: (1) Transform the future, (2) Are based in healthy relationships and conversation, (3) Ensure efficacy, (4) Rely on realistic optimism, (5) Empower people, and; (6) Address personal needs. Finally, Dave and Wendy offer seven skills for leaders to master to turn principles into actions that increase hope. An important and timely article. FIG 15: Logic of Mental Health, Employee Experience and Stakeholder Value (Source: Dave Ulrich and Wendy Ulrich) FIG 16: Evolution of Ideas Related to Employee Experience (Source: Dave and Wendy Ulrich) LEADERSHIP, CULTURE, AND LEARNING McKINSEY - Go, teams: When teams get healthier, the whole organization benefits Team effectiveness is less art, more science A new McKinsey study identifies the elements of team effectiveness that have the most significant impact on team performance: trust, communication, innovative thinking and decision-making. The authors debunk several other myths about how teams operate, and highlight the importance of context and how it determines the behaviours that matter most for a team to function effectively. A framework is presented that categorises teams into three archetypes: cycling, relay and rowing teams, which also highlights the top performance drivers for each (see FIG 17). Finally, the article details four actions for leaders to help their teams succeed: (1) Take a hard look in the mirror. (2) Make sure the changes stick. (3) If you are a team leader, don’t stand in the way of progress. (4) Embed team effectiveness in the organization’s DNA. (Authors: Aaron De Smet, Gemma D'Auria, Liesje Meijknecht, Maitham Albaharna, Anaïs Fifer, and Kimberly Rubenstein, PhD) FIG 17: Three archetypes of teams (Source: McKinsey) ALLAN H. CHURCH AND JANINE WACLAWSKI - Humpty Dumpty and the 9-Box: Five Steps to Putting it Back Together Again Using the Science of Leadership Potential (The 9-box) should be about understanding the consistency between what the organization thinks of its talent (designated potential) and what the data indicates against a validated predictive model (assessed potential). As Allan Church, Ph.D. and Janine Waclawski outline in their revealing article, while the 9-box model is commonly used talent management tools many companies struggle to use it effectively. Church and Waclawski believe this is because most organisations are doing it wrong, explaining the tendency to fall into “the performance-potential paradox”. They ten outline five steps towards having a best-in-class 9-box: (1) Throw Out Performance Ratings – They Should Be a Gatekeeper, not a Predictor. (2) Keep Your Current Talent Framework and Embrace it – But Re-label it as Designated Potential. (3) Introduce the Science of Leadership Potential – By Using Formal Assessments & Data (see the New 9-box in FIG 18). (4) Don’t Box Yourself In – Determine the Right Size Grid for Your Organization. (5) Use Data to Diagnose the Gaps – Between Designated Potential and Assessed Potential. FIG 18: Leadership potential for the new 9-box (Source: Allan H. Church and Janine Waclawski) 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 November that I recommend readers delve into. In a slight change-up this month, I’ll start with a couple of pieces that analyse the people analytics and wider HR technology market: DAVE ZIELINSKI - How GenAI is Transforming People Analytics Software – Analysis by David Zielinski for SHRM on how GenAI is democratising the use of people analytics and lowering the barrier to entry, which features insights from Stacia Sherman Garr, Jeremy Shapiro, Lydia Wu, and Sameer Raut. EKTA LALL MITTAL - The Realities of HR Tech Part 1 | Part 2 - In her column for Transform, Ekta Lall Mittal provides insights and guidance on the HR technology market. In Part 1, she looks at how to get started and ways to connect business and people strategy with technology. In Part 2, Ekta provides guidance on how to conduct a current state analysis of your tech stack. LISA SIMON - The Ripple Effect of Female Leadership in Data – Lisa K. Simon, Chief Economist at Revelio Labs, highlights some of the main findings from a report on the Career outlook for women in D&A and AI, she co-authored with Asha Saxena and Robert Parr. One of these was that companies with more women in senior executive data roles have higher female representation in data roles across the organisation. The difference is greatest for junior roles (see FIG 18). FIG 18: The more woman in leadership, the more women overall (Source: Revelio Labs) VISIER – Embracing the AI Driven Workforce: 5 Workforce Trends for 2025 – It’s that time of year when we start hearing the word ‘trends’ a lot, and Visier Inc. is one of the first out of the traps with their five workforce trends for 2025. It’s an insightful read featuring contributions from the likes of Angela LE MATHON, Jill Larsen, Keith Bigelow, and Dawn Klinghoffer. FIG 19: The ABCDs of Creating a Future-Proof Agile Workforce (Source: Visier) DIRK JONKER - Finance and Human Resources: A Strategic Partnership for Business Growth – Crunchr CEO Dirk Jonker explains why and how HR and Finance should work together, and paints a vision where: “Together, HR and finance can unlock a future where employees are seen for what they truly are: a company’s most significant (and measurable) asset.” FRANCISCO MARIN - The Shift from Authority to Influence: Power Distribution in a Network-First Future of Work – Francisco Marin of Cognitive Talent Solutions continues his excellent series of articles on moving to a network-first approach by analysing the shift of power from authority to influence. 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): BROOKE WEDDLE, BRYAN HANCOCK, AND WENDY MILLER - Why being in HR is getting tougher—and how to break through – In a fascinating episode of McKinsey Talks Talent, Brooke Weddle, Bryan Hancock, and Wendy Stratman Miller join host Lucia Rahilly to discuss the dynamics that are making HR tougher than ever—as well as what leaders can do differently to begin turning morale around. CONNIE NOONAN HADLEY - Make it Safe for Employees to Speak Up – Connie Noonan Hadley guests on Steelcase’s Work Better podcast with host Chris Congdon to discuss why and how managers should encourage employees to speak up about mistakes, ideas, and questions – essentially by creating a psychologically safe work environment. DANIELLE BUSHEN – Navigating Pay Transparency with People Analytics - Danielle Bushen, Global Head of People Analytics Data Governance and Stewardship at Sanofi, joins David Turetsky on HR Data Labs to explore how people analytics intersects with compensation, how to modernise compensation through data-driven practices, and the importance of pay transparency. MATTHEW HAMILTON - How To Master People Analytics and Deliver Insights That Actually Work - Matthew Hamilton, VP of People Analytics & HRIS at Protective Life, joins host Christopher Rainey on HR Leaders to discuss the challenge of delivering actionable insights to leaders -  the last mile problem - and the importance of storytelling with data. PAUL RUBENSTEIN AND JOSH BERSIN - What’s Holding Back People Analytics? – Josh Bersin and Paul Rubenstein, Chief Customer Officer at Visier, discuss how the people analytics market has evolved, and why only around 10% of People Analytics teams deliver strategic business value. VIDEO OF THE MONTH LEENA NAIR – View From the Top Leena Nair is that rarity of a chief people officer that rises to the role of CEO having transitioned from CHRO at Unilever to CEO at Chanel in January 2022. In this interview with Ayesha Kamik as part of Stanford’s View From the Top series, Leena shares her inspiring journey with insights from her life and career, including her time in human resources, how to build company culture, her leadership principles, how to break barriers and her thoughts on AI and the future of work. BOOK OF THE MONTH RUSSELL KLOSK – Talent Prophecy: Creating Strategic Impact Through Workforce Planning and Talent Strategy In Talent Prophecy, Russell Klosk (智能虎) provides a comprehensive guide to workforce planning, which should have particular resonance for HR professionals involved in workforce planning activities. The book provides readers with practical and accessible tools to: (1) Analyse your current workforce capabilities. (2) Predict future talent needs across various business scenarios. (3) Create adaptive strategies for talent acquisition and development. (4) Leverage AI and emerging technologies. (5) Build stakeholder support for talent initiatives. RESEARCH REPORT OF THE MONTH ZHEYUAN (KEVIN) CUI, MERT DEMIRER, SONIA JAFFE, LEON MUSOLFF, SIDA PENG, AND TOBIAS SALZ - The Effects of Generative AI on High Skilled Work: Evidence from Three Field Experiments with Software Developers This paper explains the findings from a study to evaluate the impact of generative AI on software developer productivity through analysing data from three trials conducted at Microsoft, Accenture, and an anonymous Fortune 100 electronics manufacturing company. The researchers ( Kevin Zheyuan Cui, Mert Demirer, Sonia Jaffe, Leon Musolff, Sida Peng, and Tobias Salz) found that introducing a generative AI tool to software developers did increase productivity, with less-experienced developers showing higher adoption rates and greater productivity gains. You can also read this summary of the paper by Dylan Walsh: How generative AI affects highly skilled workers. FROM MY DESK November saw the final two episodes of Series 42 of the Digital HR Leaders podcast, sponsored by Workday (thanks to Sophie Barnes and Jennifer Neumann), an article rounding up the key learnings from series 42, and the first two episodes of Series 43, sponsored by TechWolf (thanks Maaike Standaert, Mikaël Wornoo?, Andreas De Neve ?). ANISH LALCHANDANI - The Four Reskilling Principles Every HR Leader Should Know - Anish Lalchandani, Global Head of Talent Management at Maersk, joins me to discuss insights from his book, The Skills Advantage, including why reskilling should be a key component of talent management strategy, the four cornerstones of reskilling, and key metrics to tie reskilling efforts to business value. LARA WAINWRIGHT AND DUNCAN REYNELL - How Digital Transformation Fuels Skills and EX at Lloyds Banking Group - Lara Wainwright, Product Owner and Lab Lead, and Duncan Reynell, Group Talent & Development Director, join me to share how digital transformation is driving Lloyds Banking Group’s shift to a skills-based organisation. SANDRA LOUGHLIN - Building a Skills-Based Organisation: Lessons from a 30-Year Journey – Sandra Loughlin, PhD, Chief Learning Scientist, discusses the lessons EPAM Systems has learned over its 30-year skills journey and how organisations can apply these insights to their own skills transformations. KEITH SONDERLING – Responsible AI in HR: The Ethical Roadmap for Success – For four years, Keith Sonderling was the Commissioner at the United States Equal Employment Opportunity Commission (EEOC). During this time, Keith openly engaged with the HR tech and people analytics community on AI in HR. In this episode, recorded just before Keith’s term ended, we reflect on what AI in HR means for organisations and technology firms, as well as have a broader discussion on discrimination in the workplace. DAVID GREEN - How can organisations use workforce data to drive culture, inclusion and engagement? - A round-up of the key discussions and learning from series 42 of the Digital HR Leaders podcast featuring: Michael Fraccaro, Michael Arena, Jason Scheckner, Anish Lalchandani, Lara Wainwright and Duncan Reynell. SIGN UP TO PARTICIPATE IN THE PEOPLE ANALYTICS NETWORK CENSUS This is a great initiative by Andrew Pitts, Richard Rosenow, Matthew Diabes, PhD, and Stephanie Murphy, Ph.D. Together they have launched the People Analytics Network Census (PANC), which aims to map and understand the global people analytics network, tracking connections across professionals in our field through a single active organisational network analysis. You can find out more about the initiative and sign up to PANC here. 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 475 roles, and has now been developed into a LinkedIn newsletter too – you can read the latest edition here. THANK YOU Richard Rosenow for including the Digital HR Leaders podcast episodes with Craig Starbuck, PhD and Rob Briner on his Election Day Playlist Veronika Birkheim for including me on her list of experts on LinkedIn to read, listen and follow Thomas Kohler for including the Digital HR Leaders podcast episode with Anish Lalchandani in his excellent list of HR resources Nick Broughton for including me on his list of top 40 voices in the remote work industry. Wolfgang Brickwedde for including me in his article on the Recruiting Tech Highlights of Unleash 2024 OpenHR UK for including the Digital HR Leaders podcast as one of four must-listen to podcasts, along with podcasts by Matt Alder Ben Geoghegan and Lucinda Carney ? Finally, a huge thank you to the following people who either shared the October edition of Data Driven HR Monthly and/or posted about the Digital HR Leaders podcast, conferences or other content. It's much appreciated: Scott Rogers Tobias W. Goers ツ Jordan Hartley David McLean Jaqueline Oliveira-Cella Tim Sharp Delia Majarín Andreea Lungulescu Dart Lindsley Sharna Wiblen Amardeep Singh, MBA Selina Yankson Olivier Vidal Lukasz Sowinski Lenka Máchová Nick Lynn Russ Fatum BS, BS, MSA, MBB, PMP Tanguy Dulac Aurélie Crégut Roshaunda Green, MBA, CDSP, Phenom Certified Recruiter Stephanie Denino Ian Grant FCIPD Purvi Vasani Lewis Garrad Rafael Senise David Simmonds FCIPD William Thai, Ph.D. Olivia Li Md Shahid Ullah Bhuyan Facundo Tomás García Bob Pulver Corine Boon Alessandro Cosentino Jose Luis Chavez Vasquez Kalifa Oliver, Ph.D. Samir Murgude , SPHR®, SHRM-SCP, IHRP-SP Jayashree Shivkumar Dr. Jeeta Sarkar Abbie Gnewuch Zachary Schurmann ?️? Aurangzeb Soharwardi CDIS. CHRP. SAP HCM Aravind Warrier Catriona Lindsay Luis Maria Cravino Kerron Ramganesh Ralf Buechsenschuss David Hodges Ouarda Guergour Marijana Brasiello, MHRM Malgorzata Langlois Amit Mohindra Swechha Mohapatra (IHRP-SP, SHRM-SCP, CIPD) Lore Muraina, PMP, PMI-ACP, CPP Alan Susi Yuyan Sun Sven Hultin Greg Pryor Kathleen Kruse Jaap Veldkamp Aleksandra Borisova, RODP Hrvoje Bulat Jaejin Lee Wayne Tarken Caitie Jacobson Nathalie Kumbrink, PHR®, SAFe® APM Melissa Arronte Nicole Lettich Nils Bunde Mia Norgren Shane Walsh Irina Villacreces, M.S., SPHR, PMP Jaana Saramies ? Stacy Davies Ruben Santos Justin Shemeley Richie Citta Erin Gerbec, Ph.D. Mircea-Stefan Glavici Bri Klein Indre Radzeviciute Alex Paton Ramesh Karpagavinayagam Megan Cox (née Phelps) Natasha Ouslis, PhD Tina Peeters, PhD Joseph Frank, PhD CCP GWCCM Lucie Vottova John Fisher Whitney Giga, PHR, SWP Graham Tollit Dave Millner Nicole Davis Barry Swales Dr. Sebastian Projahn David Littlechild Tatu Westling Philipp Heller Blaine Ames Shujaat Ahmad Irene Wong Greg Newman Adam McKinnon, PhD. Kanwal Safdar Irada Sadykhova Hanadi El Sayyed Tanya Arrowsmith Nabil Dewsi Henrik Håkansson Lina Makneviciute Alejandro Giordanelli Andras Szabo Radka Krempova David van Lochem Andreas Maroulis Ohad Geron Placid Jover Sydney Dolanch Isabel Naidoo Rob Kok Kimberly Rose Nick Hayter Annia Balcazar Cabana Anna A. Tavis, PhD Claire Masson Agnes Garaba Sebastian Kolberg Sabine Bothe Sophia Huang, Ed.D. Mariami Lolashvili Philip Arkcoll Erik Otteson Alexandra Nawrat Kristina Schoemmel Craig Starbuck, PhD Maria Alice Jovinski Toon van der Veer Petra Noble Julia Brandon, PhD Aritra Majumdar Scott Nemeth Shannon Rutledge Gal Mozes, PhD Ken Clar Kelly Monahan, Ph.D. Jacob Nielsen Olimpiusz Papiez Nick Hudgell Sonia Mooney Marcela Mury Christopher Cerasoli Dr. Peter Schulz-Rittich Ludek Stehlik, Ph.D. Craig Forman Kelly Satterfield Perri Ma Anna Gullstrand Victoria Holdsworth Joanna Bloor Pietro Mazzoleni Andrés García Ayala Kristhy Bartels Tim Peffers John Golden, Ph.D. Nicole Hazard Søren Kold Kirsten Edwards Doug Shagam Geetanjali Gamel John Gunawan Jack Liu UNLOCK THE POTENTIAL OF YOUR PEOPLE ANALYTICS FUNCTION THROUGH THE INSIGHT222 PEOPLE ANALYTICS PROGRAM At Insight222, our mission is to make organisations better by putting people analytics at the centre of business and upskilling the HR profession The Insight222 People Analytics Program® is your gateway to a world of knowledge, networking, and growth. Developed exclusively for people analytics leaders and their teams, the program equips you with the frameworks, guidance, learnings, and connections you need to create greater impact. As the landscape of people analytics becomes increasingly complex, with data, technology, and ethical considerations at the forefront, our program brings together over one hundred organisations to collectively address these shared challenges. Insight222 Peer Meetings, like this event in London, are a core component of the Insight222 People Analytics Program®. They allow participants to learn, network and co-create solutions together with the purpose of ultimately growing the business value that people analytics can deliver to their organisations. If you would like to learn more, contact us today. ABOUT THE AUTHOR David Green ?? is a globally respected author, speaker, conference chair, and executive consultant on people analytics, data-driven HR and the future of work. As Managing Partner and Executive Director at Insight222, he has overall responsibility for the delivery of the Insight222 People Analytics Program, which supports the advancement of people analytics in over 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: December 5 - Visier Outsmart Local - Building Your People Data Strategy, London December 10-12 - Workday Rising EMEA, Amsterdam January 23 - The Strategic Outlook for People Analytics in 2025 with Ian Cook and Dawn Klinghoffer (WEBINAR - Register here) February 26-27 - People Analytics World, Zürich April 29-30 - People Analytics World, London More events will be added as they are confirmed.   原文来自：https://www.linkedin.com/pulse/best-hr-people-analytics-articles-november-2024-david-green--aofje/
    Workday
    2024年12月01日
  • Workday
    Workday给总裁兼首席商务官的Offer November 25, 2024   DELIVERY VIA EMAIL   Robert Enslin   Dear Rob,   Workday, Inc. (“Workday”) is happy to offer you a position as President, Chief Commercial Officer reporting to Workday’s CEO, Carl Eschenbach. Your planned start date is December 2, 2024.   Your role will be based remotely from your home in Palm Beach Gardens, Florida. We expect that you and your manager will determine a schedule that meets both business and individual needs.   Your annualized starting salary is $750,000, which is payable according to Workday’s payroll cycle, and subject to applicable federal and state taxes.   You are eligible to participate in a variable (“incentive”) compensation plan, targeted at 100% of your annualized base pay. This plan, including terms and conditions, shall be provided shortly after commencing employment.   Workday will offer you a one-time hiring bonus of $1,000,000. This will be paid out in two installments. The first installment of $500,000 will be paid out within your first 30 days of employment, while the second installment of $500,000 will be paid approximately 12 months after your hire date in accordance with the Company’s standard payroll procedures. To receive either installment of the bonus, you must be employed by Workday and in good standing on the day of the payment. Your bonus payments will be subject to applicable federal and state taxes, and any other applicable withholdings. Receipt of this bonus, however, is conditioned on your remaining with Workday for at least one year.   In accordance with Workday’s standard grant practices, you will be granted restricted stock units (RSUs) of the Company’s Class A Common Stock with an approximate value of $38,000,000 USD. The number of shares will be determined by dividing the USD value above by the trailing simple moving average stock price of Workday Class A common stock for the 20 day period immediately preceding the Date of Grant. You will vest in these shares at the rate of 1/4 of the RSU shares after 12 months of continuous service from your vesting start date, then in equal quarterly installments of 1/16th of the total RSU shares, fully vesting in 4 years from your vesting start date. Assuming your start date remains December 2, 2024, your vesting start date will be on or before January 5, 2025. Your RSU grant will be subject to the terms and conditions applicable to stock granted under the Company’s 2022 Equity Incentive Plan, as in effect on the date of grant (the “Plan”), as described in the Plan and the applicable Restricted Stock Unit Agreement.   Under Workday’s Total Rewards program, high performing employees are eligible to receive additional equity grants during their employment (“refresh grants”), at the sole discretion of the Company and subject to approval by the Company’s Board of Directors or its Compensation Committee. You shall be eligible for future equity grants beginning in April 2026 as determined by and pursuant to the terms established by the Compensation Committee. Refresh grant targets vary by the employee’s role and location, and receipt of a grant and actual grant amounts are based on each employee’s contributions, skills, and future potential.   You shall be eligible for the Workday Executive Severance and Change in Control Policy (“Severance Plan”), so long as you remain employed by Workday subject to the eligibility requirements, terms, and conditions of the Severance Plan, as amended from time to time. Receipt of the benefits under the Severance Plan is contingent on your execution and delivery of a signed general release of claims in favor of the Company. A release, substantially in the form of Schedule A, shall satisfy this requirement.   Subject to Conflict of Interest and the Policy Statement Regarding Senior Executive Service on Unaffiliated Boards of Directors, and related policies, you may manage personal investments, participate in civic, charitable, professional and academic activities (including serving on boards and committees), and serve on the board of directors (and any committees) of up to one (1) noncompetitive company pursuant to the terms of the Policy Statement Regarding Senior Executive Service on Unaffiliated Boards of Directors. Your employment with Workday is “at-will”, meaning either you or Workday may terminate your employment at any time, for any reason or no reason, with or without notice. There is no promise by Workday that your employment will continue for a set period of time or that your employment will be terminated only under particular circumstances. Any exception to this at-will employment policy can only be made in writing by the Chief People Officer of Workday. In particular, this at-will employment policy cannot be modified by any statements, express or implied, contained in any employment handbook, application, memoranda, policy, procedure, or other materials or statements provided to you in connection with your employment.   Workday has its own way of doing business and its own unique, independently developed proprietary technology. We have neither the need nor desire to make any unauthorized use of any intellectual property or confidential information belonging to or developed by others. Workday understands the importance of protecting its own intellectual property and confidential information and respects the intellectual property and confidential information developed by other companies. We fully expect that each person who accepts a position with us will hold themselves to these same standards. No employee should reference, use or bring into the workplace any material that contains intellectual property or confidential information belonging to a previous employer or any other third party.   You will enter into an Indemnification Agreement with Workday and will be covered by the director and officer liability insurance policy currently maintained by the Company, or as may be maintained by the Company from time to time.   The offer of employment set forth in this Letter is contingent upon: (i) your execution of Workday’s Proprietary Information and Inventions Agreement prior to your start date; and (ii) your presentation of satisfactory documentary evidence of your identity and authorization to work in the U.S. within three (3) days of your date of hire. In addition, this offer of employment supersedes and replaces all prior verbal or written agreements between you and Workday, including, but not limited to, all prior offer letters. Like all Workday employees, you are also required, as a condition of your continued employment, to comply with Workday’s Employee Handbook and Code of Conduct as they may be updated and/or revised periodically.   Sincerely,     /s/ Ashley Goldsmith Ashley Goldsmith Chief People Officer
    Workday
    2024年11月26日
  • Workday
    Workday签署最终协议收购Evisort，这是一家AI原生文档智能平台 Workday宣布收购Evisort，这是一家AI原生文档智能平台，此举旨在提升Workday在财务和HR数据管理领域的能力。Evisort利用先进的AI技术，从复杂的法律和商业文件中提取清晰、可操作的见解，帮助企业优化支出、增加收入、降低风险并管理义务。通过此次收购，Workday的客户将能够更高效地挖掘数据价值，加速业务决策和行动。 Evisort的平台使用户能够快速从合同、发票和政策文件等非结构化数据中提取信息，自动化流程，发现错误或缺失信息，并做出更明智的业务决策。例如，客户可以利用Evisort的AI技术更快地理解合同条款，优化文件创建过程，并确保利益相关者了解审查情况和必要的行动。 此次交易预计将在Workday 2025财年第三季度结束前完成，需满足惯常的交割条件。Workday表示，这次收购将帮助公司实现其愿景，即帮助客户从最重要的数据中释放更大的价值。 Evisort的AI驱动文档智能平台将使Workday客户能够更快、更高效地从大量的财务和HR数据中获取关键洞察并采取行动 拉斯维加斯，2024年9月17日 -- Workday公司（纳斯达克股票代码：WDAY），一家致力于帮助组织管理人力和财务的领先解决方案提供商，今天宣布已签署最终协议，将收购Evisort，一家领先的AI原生文档智能平台。通过此次收购，Workday将在其财务和HR套件中引入AI驱动的文档智能解决方案。 超过80%的业务数据是非结构化的，组织方式不利于搜索、分析或行动，包括合同、发票和政策文件中的数据。通过Evisort强大的AI功能，Workday将帮助客户从这些未开发的数据中获取关键洞察，以便更快地做出关键业务决策和行动。 Evisort是一家在文档智能领域受信任的AI领导者和先锋。该公司的平台利用AI技术，从存储在文档管理系统中的复杂法律和商业文件中提取清晰且可操作的洞察。大型组织使用Evisort分析整个企业的文件，挖掘重要信息，帮助他们减少支出、增加收入、降低风险和管理义务。 “组织坐拥海量数据，但由于搜索和分析过于复杂和耗时，往往无法发挥其全部潜力。”Workday首席财务官办公室集团总经理Terrance Wampler表示。“Evisort将帮助我们实现帮助客户解锁最关键数据价值的愿景。借助AI驱动的文档智能功能，客户将能够更快、更高效地获取并行动在这些洞察上，保持在当今快速变化的商业环境中的领先地位。” “AI是一股强大的力量，正在转变组织将文件中的非结构化数据转化为战略性业务决策的方式，”Evisort创始人兼首席执行官Jerry Ting表示。“我们很高兴将Evisort的文档智能技术与Workday的统一财务和HR平台相结合，这将使客户能够更有效地利用关键业务数据，在一个单一的真实系统内工作。” 通过Workday和Evisort的文档智能解决方案，客户将能够将非结构化数据从文档管理系统引入Workday，帮助客户更高效、智能地管理人力和财务流程，包括： 获取更准确的数据。 客户将能够在几秒钟内从业务文件中提取并转移数据，且更加准确和自信。这包括直接从文件中提取财务和运营细节以自动化下游流程，揭示错误或缺失信息，以及搜索支付条款等详细信息。 通过自动化驱动对齐和行动。 客户将能够使用强大的AI帮助员工更好地理解合同，简化文件创建过程，并让利益相关者了解审查和必要的行动。 做出更明智的业务决策。 客户将能够最大限度地利用业务文件，通过通知有利条款和条件以及建议的行动来提升决策效果。 Workday与Evisort：AI驱动的文档智能，打造变革工作场所 Workday将在各种应用场景中提供Evisort的AI驱动文档智能解决方案，帮助团队更好地实现目标并重塑角色，包括： 会计。 会计人员将能够利用AI功能快速导航业务文件，如收入合同、供应商发票和资产协议，更有效地阅读、转换、匹配和记账。例如，对于收入合同，会计人员将收到合同错误的警报，获得收入确认时间表的建议，并在合同续约时得到通知。 采购。 组织将利用这些AI驱动的解决方案提升供应商合同谈判和合同风险管理活动。这将推动降低支出机会，支持合规，并帮助减少风险。例如，采购专业人员将能够识别现有供应商协议中的未声明利益，并根据历史基准评估合同语言以指导谈判。这将有助于保护利润并防止不必要的风险。 员工知识库。 员工将能够更快速地访问有关HR和财务政策（如福利和费用）的信息，从而减少获取关键员工信息的时间。例如，员工将能够使用AI聊天机器人简单提问，并获得即时答案和参考支持文档。 关于Evisort收购的详情 该交易预计将在Workday的2025财年第三季度结束（2024年10月31日）前完成，需满足惯常的交割条件。Orrick律师事务所担任Workday的法律顾问，Goodwin律师事务所担任Evisort及其股东的法律顾问。 关于Workday Workday是一家领先的企业平台，帮助组织管理其最重要的资产——人力和财务。Workday平台以AI为核心，帮助客户提升人力、提升工作效率，并推动业务持续发展。全球超过10,500家组织在使用Workday，包括中型企业和超过60%的《财富》500强公司。有关Workday的更多信息，请访问workday.com。 © 2024 Workday, Inc. 保留所有权利。Workday及其标志是Workday公司的注册商标。所有其他品牌和产品名称是各自所有者的商标或注册商标。 关于Evisort Evisort的AI原生合同智能平台帮助包括微软、Workday、McKesson、BNY Mellon、西联汇款和NetApp在内的知名组织全面了解其合同。Evisort通过先进的专有AI技术——包括第一个专为合同设计的大型语言模型（LLM）——赋能团队更快速、更智能地起草、管理、分析和优化协议，帮助加快交易，减少风险和成本，并将法律和合同挑战转化为战略性业务机会。 前瞻性声明 本新闻稿包含与Workday、Evisort及Workday收购Evisort相关的前瞻性声明。这些前瞻性声明仅基于当前可用的信息以及Workday的当前信念、期望和假设。由于前瞻性声明涉及未来，因此存在固有的风险、不确定性、假设和难以预测的情况变化，其中许多因素超出了Workday的控制范围。如果风险变为现实，假设证明不正确，或者我们经历意外的情况变化，实际结果可能与这些前瞻性声明所暗示的结果有重大差异，因此，您不应依赖任何前瞻性声明。此声明中的前瞻性声明包括但不限于：有关拟议交易潜在利益和效果的声明；Workday对Evisort业务及其能力的计划、目标、期望和意图；以及拟议交易的预期完成时间。风险包括但不限于：（i）交易可能无法按时或根本无法完成的风险；（ii）未能实现交易预期利益的风险；（iii）Workday实施其对Evisort业务及其能力的计划、目标和其他期望的能力，以及我们在我们的HR和财务应用套件中交付AI驱动的文档智能解决方案的能力；（iv）交易公告或完成的负面影响；（v）与收购相关的意外费用或负债；以及（vi）我们向美国证券交易委员会（“SEC”）提交的文件中描述的其他风险和因素，包括我们最近提交的10-Q表格和我们将不时向SEC提交的其他报告，这些文件可能导致实际结果与预期有差异。Workday不承担任何义务，也不打算在本新闻稿发布后更新任何此类前瞻性声明。 本文件、Workday网站或其他新闻稿或公开声明中引用的任何尚未发布的服务、功能或功能均可能会发生变化，且可能不会按计划交付或根本不交付。购买Workday服务的客户应根据当前可用的服务、功能和功能做出购买决策。 来源：Workday公司
    Workday
    2024年09月17日
  • Workday
    Agency Law and the Workday Lawsuit 文章讨论了在Workday诉讼中，代理法的相关法律问题。原告声称，Workday的AI筛选工具因种族、年龄和残疾而对他进行了歧视。这起案件提出了HR技术供应商是否可以对歧视性结果直接负责的问题。法律的复杂性包括AI在招聘决策中的角色、代理责任以及对雇主和AI开发者的潜在影响。此案件提醒雇主在实施AI招聘工具时要谨慎，并确保避免法律风险。AI开发者也必须确保其产品无歧视行为，因为该诉讼可能会树立重要的法律先例。 Editor's Note Agency Law and the Workday Lawsuit Agency law is so old that it used to be called master and servant law. (That's different from slavery, where human beings were considered the legal property of other humans based on their race, gender, and age, which is partly why we have discrimination laws.) Today, agency laws refer to principals and agents. All employees are agents of their employer, who is the principal. And employers can have nonemployee agents too when they hire someone to do things on their behalf. Generally, agents owe principals a fiduciary duty to act in the principal's best interest, even when that isn't the agent's best interest. Agency laws gets tricky fast because you have to figure out who is in charge, what authority was granted, whether the person acting was inside or outside that authority, what duty applies, and who should be held responsible as a matter of fairness and public policy. Generally, the principal is liable for the acts of the agent, sometimes even when the agent acts outside their authority. And agents acting within their authority are rarely liable for their actions unless it also involves intentional wrongs, like punching someone in the nose. Enter discrimination, which is generally a creature of statute that may or may not be consistent with general agency law even when the words used are exactly the same.   Discrimination is generally an intentional wrong, but employees are not usually directly liable for discrimination because making employment decisions is part of the way employment works and the employer is always liable for those decisions. The big exception is harassment because harassment, particularly sexual harassment, is never part of someone's job duties. So in harassment cases, the individual harasser is liable but the employer may not be unless they knew what was going on and didn't do anything about it. It's confusing and makes your head hurt. And that's just federal discrimination law. Other employment laws, both state and federal, deal with agent liability differently. Now, let's move to the Workday lawsuit. In that case, the plaintiff is claiming that Workday was an agent of the employer, but not in the sense of someone the employer was directing. They are claiming that Workday has independent liability as an employer too because they were acting like an employer in screening and rejecting applicants for the employer. But that's kinda the whole point of HR Technology—to save the employer time and resources by doing some of the work. The software doesn't replace the employer's decision making and the employer is going to be liable for any discrimination regardless of whether and how the employer used their software. If this were a products liability case, the answer would turn on how the product was designed to be used and how the employer used it. But this is an employment law and discrimination case. So, the legal question here is whether a company that makes HR Technology can also be directly liable for discriminatory outcomes when the employer uses that technology.   We don't have an answer to that yet and won't for a while. That's because this case is just at the pleading stage and hasn't been decided based on the evidence. What's happened so far is Workday filed a motion to dismiss based on the allegations in the complaint. Basically, Workday said, "Hey, we're just a software company. We don't make employment decisions; the employer does. It's the employer who is responsible for using our software in a way that doesn't discriminate. So, please let us out of the case. Then the plaintiff and EEOC said it's too soon to decide that. If all of the allegations in the lawsuit are considered true, then the plaintiff has made viable legal claims against Workday.   Those claims are that Workday's screening function acts like the employer in evaluating applications and rejecting or accepting them for the next level of review. This is similar to what third party recruiters and other employment agencies do and those folks are generally liable for those decisions under discrimination law. In addition, Workday could even be an agent of the employer if the employer has directly delegated that screening function to the software.   We're not to the question of whether a software company is really an agent of the employer or is even acting like an employment agency. And even if it is, whether it's the kind of agency that has direct liability or whether it's just the employer who ends up liable. This will all depend on statutory definitions and actual evidence about how the software is designed, how it works, and how the employer used it.   We also aren't at the point where we look at the contracts between the employer and Workday, how liability is allocated, whether there are indemnity clauses, and whether these type of contractual defenses even apply if Workday meets the statutory definition of an employer or agent who can be liable under Title VII.   Causation will also be a big issue because how the employer sets up the software, it's level of supervision of what happens with the software, and what's really going on in the screening process will all be extremely important.   The only thing that's been decided so far is that the plaintiff filed a viable claim against Workday and the lawsuit can proceed. Here are the details of the case and some good general advice for employers using HR Technology in any employment decision making process.   - Heather Bussing AI Workplace Screener Faces Bias Lawsuit: 5 Lessons for Employers and 5 Lessons for AI Developers by Anne Yarovoy Khan, John Polson, and Erica Wilson at Fisher Phillips   A California federal court just allowed a frustrated job applicant to proceed with an employment discrimination lawsuit against an AI-based vendor after more than 100 employers that use the vendor’s screening tools rejected him. The judge’s July 12 decision allows the class action against Workday to continue based on employment decisions made by Workday’s customers on the theory that Workday served as an “agent” for all of the employers that rejected him and that its algorithmic screening tools were biased against his race, age, and disability status. The lawsuit can teach valuable lessons to employers and AI developers alike. What are five things that employers can learn from this case, and what are five things that AI developers need to know? AI Job Screening Tool Leads to 100+ Rejections Here is a quick rundown of the allegations contained in the complaint. It’s important to remember that this case is in the very earliest stages of litigation, and Workday has not yet even provided a direct response to the allegations – so take these points with a grain of salt and recognize that they may even be proven false. Derek Mobley is a Black man over the age of 40 who self-identifies as having anxiety and depression. He has a degree in finance from Morehouse College and extensive experience in various financial, IT help-desk, and customer service positions. Between 2017 and 2024, Mobley applied to more than 100 jobs with companies that use Workday’s AI-based hiring tools – and says he was rejected every single time. He would see a job posting on a third-party website (like LinkedIn), click on the job link, and be redirected to the Workday platform. Thousands of companies use Workday’s AI-based applicant screening tools, which include personality and cognitive tests. They then interpret a candidate’s qualifications through advanced algorithmic methods and can automatically reject them or advance them along the hiring process. Mobley alleges the AI systems reflect illegal biases and rely on biased training data. He notes the fact that his race could be identified because he graduated from a historically Black college, his age could be determined by his graduation year, and his mental disabilities could be revealed through the personality tests. He filed a federal lawsuit against Workday alleging race discrimination under Title VII and Section 1981, age discrimination under the ADEA, and disability discrimination under the ADA. But he didn’t file just any type of lawsuit. He filed a class action claim, seeking to represent all applicants like him who weren’t hired because of the alleged discriminatory screening process. Workday asked the court to dismiss the claim on the basis that it was not the employer making the employment decision regarding Mobley, but after over a year of procedural wrangling, the judge gave the green light for Mobley to continue his lawsuit. Judge Gives Green Light to Discrimination Claim Against AI Developer Direct Participation in Hiring Process is Key – The judge’s July 12 order says that Workday could potentially be held liable as an “agent” of the employers who rejected Mobley. The employers allegedly delegated traditional hiring functions – including automatically rejecting certain applicants at the screening stage – to Workday’s AI-based algorithmic decision-making tools. That means that Workday’s AI product directly participated in the hiring process. Middle-of-the-Night Email is Critical – One of the allegations Mobley raises to support his claim that Workday’s AI decision-making tool automatically rejected him was an application he submitted to a particular company at 12:55 a.m. He received a rejection email less than an hour later at 1:50 a.m., making it appear unlikely that human oversight was involved. “Disparate Impact” Theory Can Be Advanced – Once the judge decided that Workday could be a proper defendant as an agent, she then allowed Mobley to proceed against Workday on a “disparate impact” theory. That means the company didn’t necessarily intend to screen out Mobley based on race, age, or disability, but that it could have set up selection criteria that had the effect of screening out applicants based on those protected criteria. In fact, in one instance, Mobley was rejected for a job at a company where he was currently working on a contract basis doing very similar work. Not All Software Developers On the Hook – This decision doesn’t mean that all software vendors and AI developers could qualify as “agents” subject to a lawsuit. Take, for example, a vendor that develops a spreadsheet system that simply helps employers sort through applicants. That vendor shouldn’t be part of any later discrimination lawsuit, the court said, even if the employer later uses that system to purposefully sort the candidates by age and rejects all those over 40 years old. 5 Tips for Employers This lawsuit could have just easily been filed against any of the 100+ employers that rejected Mobley, and they still may be added as parties or sued in separate actions.  That is a stark reminder that employers need to tread carefully when implementing AI hiring solutions through third parties. A few tips: Vet Your Vendors – Ensure your AI vendors follow ethical guidelines and have measures in place to prevent bias before you deploy the tool. This includes understanding the data they use to train their models and the algorithms they employ. Regular audits and evaluations of the AI systems can help identify and mitigate potential biases – but it all starts with asking the right questions at the outset of the relationship and along the way. Work with Counsel on Indemnification Language – It’s not uncommon for contracts between business partners to include language shifting the cost of litigation and resulting damages from employer to vendor. But make sure you work with counsel when developing such language in these instances. Public policy doesn’t often allow you to transfer the cost of discriminatory behavior to someone else. You may want to place limits on any such indemnity as well, like certain dollar amounts or several months of accrued damages. And you’ll want to make sure that your agreements contain specific guidance on what type of vendor behavior falls under whatever agreement you reach. Consider Legal Options – Should you be targeted in a discrimination action, consider whether you can take action beyond indemnification when it comes to your AI vendors. Breach of contract claims, deceptive business practice lawsuits, or other formal legal actions to draw the third party into the litigation could work to shield you from shouldering the full responsibility. Implement Ongoing Monitoring – Regularly monitor the outcomes of your AI hiring tools. This includes tracking the demographic data of applicants and hires to identify any patterns that may suggest bias or have a potential disparate impact. This proactive approach can help you catch and address issues before they become legal problems. Add the Human Touch – Consider where you will insert human decision-making at critical spots along your hiring process to prevent AI bias, or the appearance of bias. While an automated process that simply screens check-the-box requirements such as necessary licenses, years of experience, educational degrees, and similar objective criteria is low risk, completely replacing human judgment when it comes to making subjective decisions stands at the peak of riskiness when it comes to the use of AI. And make sure you train your HR staff and managers on the proper use of AI when it comes to making hiring or employment-related decisions. 5 Tips for Vendors While not a complete surprise given all the talk from regulators and others in government regarding concerns with bias in automated decision making tools, this lawsuit should grab the attention of any developer of AI-based hiring tools. When taken in conjunction with the recent ACLU action against Aon Consulting for its use of AI screening platforms, it seems the time for government expressing concerns has been replaced with action. While plaintiffs’ attorneys and government enforcement officials have typically focused on employers when it comes to alleged algorithmic bias, it was only a matter of time before they turned their attention to the developers of these products. Here are some practical steps AI vendors can take now to deal with the threat. Commit to Trustworthy AI – Make sure the design and delivery of your AI solutions are both responsible and transparent. This includes reviewing marketing and product materials. Review Your Work – Engage in a risk-based review process throughout your product’s lifecycle. This will help mitigate any unintended consequences. Team With Your Lawyers – Work hand-in-hand with counsel to help ensure compliance with best practices and all relevant workplace laws – and not just law prohibiting intentional discrimination, but also those barring the unintentional “disparate impact” claims as we see in the Workday lawsuit. Develop Bias Detection Mechanisms – Implement robust testing and validation processes to detect and eliminate bias in your AI systems. This includes using diverse training data and regularly updating your algorithms to address any identified biases. Lean Into Outside Assistance – Meanwhile, collaborate with external auditors or third-party reviewers to ensure impartiality in your bias detection efforts. 原文来自：https://www.salary.com/newsletters/law-review/agency-law-and-the-workday-lawsuit/
    Workday
    2024年08月10日
  • Workday
    法官允许针对 Workday 的人工智能偏见诉讼继续进行 Workday因其AI筛选软件涉嫌偏见而面临集体诉讼。美国加州北区地方法院法官Rita Lin裁定，Workday可能被视为受联邦反歧视法律保护的雇主，因为它执行的筛选功能是其客户通常自己执行的。这一裁决可能会对使用AI进行招聘的法律责任产生重大影响。该诉讼由Derek Mobley提起，他表示自己因为是黑人、年龄超过40岁且患有焦虑和抑郁症而被Workday的客户公司拒绝了超过100次工作机会。EEOC警告雇主，如果他们未能防止筛选软件产生歧视性影响，他们可能会承担法律责任。 7月15日（路透社）——加利福尼亚的一位联邦法官驳回了Workday公司试图驳回一项拟议中的集体诉讼的请求。该诉讼称，Workday公司用于筛选其他企业求职者的人工智能软件中包含了现有的偏见。 在这一首例裁决中，美国地方法官Rita Lin于周五表示，Workday可以被视为受联邦工作场所歧视法律覆盖的雇主，因为它执行了其客户通常自己进行的筛选功能。 Lin拒绝驳回Derek Mobley在2023年提出的几项诉讼。Mobley声称由于他是黑人、年龄超过40岁并患有焦虑和抑郁症，他在与Workday签约的公司中申请了超过100个职位但都被拒绝。 此案是首个挑战使用AI筛选软件的拟议集体诉讼，可能会在使用AI自动化招聘和其他就业功能的法律影响上树立重要的先例。现在，大多数大型公司都在使用这种技术。 Lin驳回了Workday基于种族和年龄的故意歧视指控。她还裁定该公司不能被视为反偏见法下的“就业机构”，因为与人力资源公司不同，它不为工人提供就业机会。 Workday发言人在一份声明中表示，公司对Lin驳回部分指控感到满意。“我们有信心在进入下一阶段时能轻松驳斥剩余指控，因为我们将有机会直接挑战其准确性，”发言人说。 Mobley的律师没有立即回应置评请求。诉讼称，Workday使用公司现有员工的数据来训练其AI软件，以筛选最佳申请者，但没有考虑到现有歧视可能反映的问题。 Mobley指控Workday违反了1964年《民权法案》第七章（Title VII of the Civil Rights Act of 1964）和其他联邦反歧视法律，进行了种族、年龄和残疾歧视。拟议中的集体诉讼可能包括数十万人。 Workday表示，由于它不是Mobley的潜在雇主，也不是可以因歧视而被追责的就业机构，因为它不为客户做出招聘决定，因此不受工作场所偏见法律的约束。 但Lin在周五表示，反偏见法律旨在广泛保护工人，防止雇主将筛选申请者等任务外包以逃避责任，并且Workday可以作为其客户的代理人承担责任。 “（诉讼）合理地声称Workday的客户将包括拒绝申请者在内的传统招聘功能委托给Workday提供的算法决策工具，”民主党总统Joe Biden任命的Lin写道。 美国平等就业机会委员会（U.S. Equal Employment Opportunity Commission）负责执行联邦禁止工作场所歧视的法律，该机构在4月份的一份简报中曾敦促Lin让案件继续进行。该机构警告雇主，如果他们未能防止筛选软件产生歧视性影响，他们可能会被追究法律责任。  
    Workday
    2024年07月17日
  • Workday
    Josh Bersin:AI最终会连通整个企业界吗？问问ServiceNow，他们的回答是肯定的。 本周，ServiceNow在其年度用户大会上迎来了超过22,000名IT和技术专业人士，同时公布了几项对其战略的重大增强。ServiceNow的目标是通过一个全新的工作流软件层整合企业资源，使之能够实现全面连接，进而让员工、顾客以及企业领导通过一个统一的界面访问信息和系统。 历史上，ServiceNow主要通过一系列案例管理和服务交付工具来实现这一目标，这些工具主要服务于IT部门。这个平台极大地帮助IT服务团队自动化和优化了他们日常面临的各种IT请求和问题处理。但随着公司的发展及其野心的扩大，尤其是在Bill McDermott这位我所见过的最杰出领导者的带领下，ServiceNow的发展已经远远超出了原有范畴。 在员工服务领域，ServiceNow即将推出一系列雄心勃勃的产品。首先，原名为HR的员工工作流服务现已扩展到包括工作场所管理、员工入职、调查问卷以及技能分析工具等，还包括从Hitch收购的人才智能平台、内部职位调动与招聘等功能。公司正在开发专门的招聘工作流程，以帮助企业简化面试安排、候选人管理以及内外部候选人关系协调等复杂问题。这个看似小众的领域实际上正变得越来越重要，因为越来越多的公司开始重视内部职位流动和动态。 但在我本周参加这次会议时，我注意到ServiceNow的战略叙述发生了显著变化。Bill McDermott花了近一个小时重申他之前的讲话，但这次他将重点从工作流转移到了人工智能。他基本上将原本的工作流引擎战略替换为了“商业转型的AI平台”，显然，他们不再仅仅关注“数字化转型”。 ServiceNow的商业转型AI平台 他们强调的一个非常重要的信息是，AI将成为企业变革的技术，这与数字化变革的影响相似。 几个月前我们还在讨论数字化转型，现在，这已成为过去式：未来的变革将借助AI实现。没错，从某种意义上来说，每种技术都能成为业务变革的工具，但AI带来的变革程度将远超过互联网本身。这一点我稍后将进一步解释。 ServiceNow将其视为一个集成了异构系统的集合，中心是一个AI引擎。会议上的一个关键案例是一家面包店，因应不同地点的天气变化而调整各种烘焙产品的生产。中心的AI系统能够感知这些变化，预测接下来的行动，并指导工厂调整生产策略，从而满足市场需求，提升销售额。这是一个非常吸引人的案例。 ServiceNow的AI架构 有趣的是，像SAP在20世纪80年代推广集成供应链管理，Qualtrics推广客户体验管理时讲的故事，似乎都在用不同的方法解决相似的问题。Bill McDermott凭借丰富的经验，将这一叙事应用于ServiceNow，展现了他作为CEO的卓越远见和沟通能力。 那么，AI真的能成为未来的企业协调系统吗，将各种遗留平台联系起来，提供解决方案吗？ 我确信这将成为现实。虽然这不会一夜之间实现，但最终会发生。这种变革同样适用于我们的消费者生活。 我们日常工作中的效率之所以低下，往往是因为在寻找信息、处理文档、查询库存等活动中分心。如果能直接通过AI查询并获取答案，无疑会极大提升工作效率。（正如我尝试让Siri帮忙却发现它做不到的那样。） 正如我在本周的播客中讨论的，通过语音或文本提出问题比在Workday、Oracle、SAP等系统中四处查找要简单得多。我们曾努力使这些系统更加用户友好，现在，生成式AI的出现将为这些努力带来新的变革。 ServiceNow之所以能够很好地定位自己，有两个主要原因。 首先，他们长期以来一直在开发工作流工具，很多系统都设计得非常用户友好，即便是普通用户也能轻松使用。这就是为什么有这么多IT开发者选择使用ServiceNow的原因。（我在这周的大会上亲眼见证了这一点。） 其次，他们对这些后端系统的工作原理非常熟悉。ServiceNow的工程和产品团队对SAP、Oracle、Workday等系统进行的工作流程和交易处理有深入了解。 我与HR产品团队有过深入的交流，他们向我展示了如何将员工交易集成到ServiceNow平台中，以便构建生成式AI解决方案，与公司内部的系统进行交互。这一过程需要时间，也不会十全十美，但他们已经在正确的道路上迈出了坚实的步伐。这也引出了一个问题：我们是否应该将所有企业系统整合到这种新的界面下。 ServiceNow的HR产品 然而，这种架构也有潜在的缺点。 首先，成本较高。你现在不仅要购买ServiceNow这一复杂的企业平台，还要维护你现有的复杂企业平台。Oracle、SAP、Workday、Salesforce和Hubspot等都在尝试提供类似服务。你已经为他们的建设付出了巨大的成本，现在又要为ServiceNow付费。ServiceNow的产品不便宜，这从他们的收入就可以看出。 其次，这可能会造成系统的脆弱性。ServiceNow的工作流本身可能会因为业务规则的嵌入而变得过时，你必须管理许多小型应用程序，这些应用程序位于你的其他应用程序之上。当这些应用程序更新或被替换时（很多软件公司被收购后，其产品线会发生变化），作为客户的你需要重新配置在ServiceNow中所做的设置。 这让我回想起我在IBM的日子，当时我在主机世界工作，我们的应用程序都是定制开发的，我们有大量的COBOL程序员在构建这些系统。我曾与数据处理部门合作，探讨他们是如何在公司内部整合所有这些系统的。现在，你可能需要在ServiceNow基础设施中构建类似的工具。 如果我现在能与Bill McDermott面对面交谈，我相信他会说：“这是一种更有效的运营方式，我们ServiceNow将为你自动化这一切。”我相信这将随着时间的推移逐渐成为现实。但这也引出了一个问题：你希望将多少组织功能和经验整合进ServiceNow，而不是选择其他核心系统？ 每当我们需要构建新功能时，我们都必须决定将其部署在何处。我们是应该将职业管理平台部署在Workday、Eightfold、Degreed还是Cornerstone？你的决定将决定你依赖于哪个供应商及其发展路线图。 考虑到ServiceNow已经取得了巨大的成功，许多公司都在说：“既然我们已经为此付出了代价，那就让我们继续吧。” 生成式AI能否实现这一承诺？例如，在天气变暖时，它能否提前告诉你需要烘焙更多的面包圈？ 根据我们通过Galileo®获得的AI经验，我认为答案是肯定的。 这项技术的重要性堪比电力的发明。虽然这听起来有些夸张，但我是认真的。我从未见过如此自我发展、强大并且发展迅速的技术。我们正处于生成式AI进入市场的初期阶段。 在未来几年内，生成式AI很可能会改善这些连接，开发代码，并优化这些端到端的“单一视窗系统”。Google正在消费者领域推进此类工作，Microsoft则在办公生产力领域努力。如果ServiceNow能成为企业级应用中的佼佼者，那将不足为奇。
    Workday
    2024年05月10日
  • Workday
    Josh Bersin 谈Workday的创新论坛：Why I’m Bullish On Workday Again: The Innovation Summit 本周Workday创新峰会揭示了公司由产品主导向市场主导的战略转型。Workday一直以云技术为核心，自主开发了面向对象的数据系统和全球安全架构。然而，随着市场的演进和竞争的加剧，公司在新任CEO Carl Eschenbach的领导下，开始转向市场导向的商业模式。 在这次转型中，Workday开始拓宽其业务模型，更加开放地与合作伙伴合作。公司不再限制API的使用和合作伙伴的接入，而是致力于构建一个像苹果iPhone那样的开放平台，允许更多的行业应用集成到其系统中。这一策略旨在提供更加灵活和综合的企业解决方案，以适应不同行业的需求。 同时，Workday也大力投入到人工智能技术的开发中，推出了基于企业自有数据的微型机器学习模型（micro-LLMs），并在全球范围内调整这些模型以满足本地客户的需求。此外，Workday正在将其人才智能市场向外扩展，通过与多个行业解决方案提供商的合作，强化其在健康护理和金融等领域的业务。 AI技术的应用不仅仅限于技术层面的改进，Workday还通过这些技术优化了用户体验，使得各种任务的完成变得更加便捷。例如，在Workday平台上，用户可以看到AI图标，通过点击即可获得智能辅助完成工作。 在人才管理方面，Workday引入了许多新功能，如智能工作架构中心（Intelligent Job Architecture Hub）以及加强的Workday人才市场，这些都是为了帮助企业简化和改进职位描述和技能需求。 此外，Workday的领导层也展现出了更开放和实用的态度，这对公司未来的发展是一个积极的信号。总的来说，Workday的这一系列战略调整，旨在更好地适应快速变化的市场需求，提高公司的竞争力和市场份额。 Josh Bersin 写了这篇文章，强烈推荐给大家了解下：以下是中英文的供参考   This week I attended the Workday Innovation Summit and there’s a lot to discuss. Having just celebrated its 19th birthday, the company is embarking on a major transformation . And it’s not just product innovation that’s happening, the company is greatly expanding its business model. Workday Has Been A Product Led Company Much of Workday’s success goes back to its focus on being “born for the cloud.” Rather than build business apps in a typical database-centric architecture, Workday developed its own object-oriented data system, integrated workflow system, and global security architecture from scratch. Nobody knew the cloud would be so big nor that we’d have “superscalers” like Google, Microsoft, and Amazon as platforms. Nor could we predict the advent of global data governance, AI, or data and apps distributed across thousands of servers. Well Workday, led by Aneel Bhusri, pulled this off. And not only did they sell architecture, they sold “the Power of One.” In Workday, unlike other ERP business systems, all the applications were designed to work together. No acquisitions, no integrations, no open systems: just a beautifully designed, easy-to-use, scalable enterprise application. (I noted that it reminded me of the i-Phone at the time: beautiful, easy to use, and closed.) This “beautiful walled garden” served Workday well. While Oracle, SAP, and other vendors struggled to redesign their client-server apps and acquire missing pieces, Workday grew like wildfire and is now a global ERP vendor with more than $7.3 Billion in recurring revenue, 10,000+ enterprise and mid-market customers, and a brand known for trust, customer focus, and quality. And all this happened with a founding team that was largely still in place. Last year Workday’s co-founder and CEO Aneel Bhusri decided it was time to step back and the company brought in Carl Eschenbach to be CEO. And now things are starting to change. The company is becoming a “markets-led” business. The “product-led” focus for Workday was both good and bad. Workday was not easy to integrate, there were few APIs for developers, and the company limited its partners. As part of its mission to be pure, Workday prevented many vendors from “partnering” and forced integrators to pay large fees and certify dedicated teams. This “scarcity” strategy created high demand and high prices, and customers actually appreciated it. All was good, until things started to change. Today, with many competing vendors at all levels of the ERP stack, Workday is becoming more pragmatic. And as I’ll explain below, they’re changing their message from “The Power of One” to “Workday is a Platform.” Workday Is Becoming A Markets-Led Company The HCM and Financials market is complex. There are dozens of sub-markets, application areas, and industry solutions to address. An HR system designed for a large hospital system is unlikely to need the same features as a system for a global insurance company. So Workday started to realize its system, while integrated and highly functional, couldn’t keep up. And within HR itself there are hundreds of vendors who sell recruiting tools, career systems, learning platforms, engagement tools, mobile apps, benefits, and data analytics systems. And each of these sub-markets are being transformed by AI. (Our upcoming research on Talent Intelligence, for example, will show you how fragmented this is.) Workday was having a hard time keeping up. The company embarked on a series of acquisitions (Platfora, Mediacore, Adaptive Insights, VNDLY, Peakon, HiredScore, and others). This forced the product teams to focus on user interface and architectural integration, somewhat slowing the feature expansion. And many partners who wanted to integrate with Workday (which customers demand) were ignored. Well under Carl’s leadership, all this is changing. Workday is now fully open to partners, ISV’s, resellers, and industry solutions. Almost 25% of the entire Innovation Summit was focused on Workday’s open partner strategy. And the big message was this: Workday is not a “system,” it’s a “platform.” What does this mean? It means that if you buy Workday you’re buying a platform like the i-Phone. It works amazingly well, it’s safe, and will sport a family of industry apps to help you build a total solution. This worked for Apple and Salesforce and it’s likely to work well for Workday. SAP has a similar offering, but its level of integration is far more complex. This lets Workday move deeply into new domains and sub markets. (Workday highlighted its new integrations with Shiftwizard in healthcare, Auditoria and Kyriba in finance, and many others. These are not just ISV relationships: Workday is reselling these products. But there’s much more. Workday Unveils Its AI Strategy At last year’s event Workday really waffled about AI. They gave us a lot of arm waving discussions of “Workday AI” but it didn’t make a lot of sense. Well they’ve figured it out, so let me briefly explain. Enterprises don’t want AI for its own sake and they definitely don’t want crowdsourced data which creates legal risk. They want AI solutions that work on their own data. Well Workday has now embarked on a wide variety of AI features, each delivered through its own “micro-LLMs” trained on a company’s own data. (Very similar to how we implement Galileo, our AI HR expert assistant.) And for larger AI capabilities they use a global LLM with local weights and biases for each client. (This is similar to how the Microsoft Copilot works.) So your enterprise data trains your “version” of Workday without sharing any data with others. In some cases (the Skills Cloud, for example), customers can opt to share data anonymously. This lets Workday build a “global skills database” which everyone can share. Vendors like Eightfold, Lightcast, and Draup do this at a massive scale (far beyond what Workday does today), so Workday is now moving into this “talent intelligence” market. (Lightcast is now a Workday Skills Cloud partner.) Many of these features are simple (rewriting a job description or matching invoices to purchase orders) but powerful. All over Workday you now see a little AI icon to help you complete a task. In fact Workday has already re-engineered about 280 different tasks and is working on around 2,000 in total. Customers constantly tell me Workday is difficult to use, and it’s largely just because the system is quite complex. These AI-enhanced experiences are slowly going to make the system more and more “I-Phone like.” Many New Talent Features Now that the product teams have a strong underlying architecture, they’re going crazy with features. Workday is introducing a new “Intelligent Job Architecture Hub,” for example, to help companies simplify and improve job names, levels, descriptions, and skills. (It also shows trending skills in the external market.) Everyone is going to use this. The Workday Talent Marketplace, which is not widely used yet, is being enhanced through HiredScore: employees will get Teams or Slack messages recommending jobs. This is an example of “orchestration,” a new buzz-word among AI systems. (Imagine AI booking your trip including hotels, air, car, etc.) The Workday Manager Hub now shows managers detailed employee engagement data (Peakon has more than 18 billion responses now) and will gives managers “Conversation Starters” to help them start performance coaching, all based on feedback from other employees. There is a major focus on contingent, gig, and contract workers. For the first time I believe Workday can handle most professional services businesses (including pricing projects based on staff pricing), healthcare and retail (AI-powered scheduling and shift management), and many deskless worker needs. It turns out that healthcare and retail are two of Workday’s biggest industries, so these talent-constrained industries are now a good market. Let me talk briefly about HiredScore. This company built an in-line “talent orchestration system” that uses AI to show recruiters who is most suited for a job, explain why it made its decisions, and use this data to find and source internal candidates automatically. While this type of technology is widely used in systems like Eightfold, Beamery, Phenom, and others, the HiredScore system is workflow-oriented. Recruiters love it and it greatly improves hiring speed, quality, and internal mobility. And by the way, despite lots of complaints from users, Workday Recruiting is starting to dominate the ATS market. With more than 4,000 customers it’s becoming a more “safe buy” as companies rationalize their old ATS systems. As David Somers (head of product) put it, HiredScore is the acquisition that “keeps on giving.” In other words the AI team at HiredScore is now going to work with Workday’s Skills Cloud team to evolve and improve that system. The Skills Cloud, while beautifully visioned and named, has had limited success. With HiredScore’s help (and the leadership of Athena Karp, founder and CEO), this system will get more attention. (That includes more content partnerships and a broader set of tools.) This means Workday’s recruiting system (which is one of the most critical business systems in today’s talent shortages) is now highly coupled with the internal mobility and job architecture system, something customers desperately want. I still believe systems like Eightfold and Gloat are far more advanced, but Workday is catching up. Management Culture And Trust And then there’s the biggest issue of all: Workday’s leadership. I spent some time chatting with Carl Eschenbach and he has a very different persona than Aneel Bhusri. Carl clearly wants Workday to go after new markets: new geographies (EMEA, Asia, Japan), new industries (healthcare, pharma, retail), the mid-market segment, and channel partners. Workday is now actively searching for resellers, mid-market integrators, and ISVs to round out the solution. As always, the leadership team at Workday is highly aligned and much more pragmatic. Many times I would attend a Workday event and feel a slight sense of arrogance at the top. As with all successful software companies, it’s easy to think you’re always right when things are going well. I believe this has changed. I actually found Workday to be humble, attentive to new issues, and open-minded to new ideas, new partners, and self-inspection. This, to me, is a bullish sign. And from top to bottom the company is focused on trust, AI safety, and customer service. One more thing I want to point out: the “Workday as a Platform” idea. The company now realizes that this highly proprietary, business-optimized system can no longer be sold as a beautifully walled garden. The company is building a massive set of easy to use development tools, expanded APIs, and programs to attract software developers, partners, and integrators. Now, when customers ass for functionality Workday can look for a partner to resell or embed. The company is losing its “if we didn’t build it we don’t trust it” mentality. I also believe this leadership team really likes each other. As many of you know, team culture is massively important in the tech space. Things change so fast and there are so many competitors the company has to stay aligned. I sense everyone really understands what’s going on. Growth Potential Will Workday accelerate its growth above its respectable 17% per year? Well the company has challenges. Many of its legacy clients have found a plethora of advanced tools around Workday and I know large companies that are switching back to SAP. And despite all the new features, Workday is an older, complicated, rigid system. That all said, I think the company is managing its transformation well. Let’s watch to see how all this plays out.   本周我参加了Workday创新峰会，有很多内容值得讨论。在刚刚庆祝了其成立19周年之际，该公司正在进行重大转型。而且，不仅仅是产品创新在进行，公司的业务模式也在大幅扩展。 Workday一直是一家以产品为导向的公司 Workday的成功很大程度上归功于其专注于“为云而生”。Workday没有采用典型的以数据库为中心的架构来构建商业应用程序，而是从零开始开发了自己的面向对象的数据系统、集成的工作流系统和全球安全架构。没有人知道云计算会如此重要，也没有人预料到我们会有像Google、Microsoft和Amazon这样的“超级计算”平台。我们也无法预测全球数据治理、AI或者跨数千服务器分布的数据和应用程序的出现。 在Aneel Bhusri的领导下，Workday做到了这一点。他们不仅销售架构，还销售了“一体化的力量”。在Workday中，不同于其他ERP商业系统，所有应用程序都被设计为可以协同工作。没有收购，没有集成，没有开放系统：只有一个设计精美、易于使用、可扩展的企业应用程序。（我注意到这让我想起了当时的iPhone：美观、易用且封闭。） 这个“美丽的围墙花园”为Workday服务良好。而Oracle、SAP和其他供应商在重新设计其客户端-服务器应用程序和获取缺失部分时挣扎，Workday却如野火般成长，现在已成为一家全球ERP供应商，拥有超过73亿美元的经常性收入、超过10,000个企业和中端市场客户，以及以信任、客户关注和质量而闻名的品牌。而且，这一切都是在创始团队基本上仍在位的情况下发生的。 去年，Workday的联合创始人兼CEO Aneel Bhusri认为是时候退居幕后了，公司聘请了Carl Eschenbach担任CEO。现在，事情开始改变。该公司正在成为一家“以市场为导向”的企业。 Workday的“以产品为导向”的重点既有好处也有坏处。Workday不容易集成，开发者可用的API很少，公司也限制了其合作伙伴。作为其保持纯净使命的一部分，Workday阻止了许多供应商的“合作”，并迫使集成商支付高额费用并认证专门团队。这种“稀缺”策略创造了高需求和高价格，而客户实际上对此感到满意。 一切都很好，直到情况开始改变。如今，随着ERP堆栈各层面的竞争供应商越来越多，Workday正在变得更加务实。正如我将在下文中解释的那样，他们正在将信息从“一体化的力量”变为“Workday是一个平台”。 Workday正在成为一家以市场为导向的公司 人力资源管理(HCM)和财务市场非常复杂。有数十个子市场、应用领域和行业解决方案需要解决。一个为大型医院系统设计的HR系统不太可能需要与为全球保险公司设计的系统相同的功能。因此，Workday开始意识到，尽管其系统集成且功能强大，但它无法跟上。 而且，在HR本身，有数百家供应商销售招聘工具、职业系统、学习平台、参与工具、移动应用程序、福利和数据分析系统。每一个子市场都在被AI转型。（例如，我们即将发布的关于人才智能的研究将向您展示这是多么的碎片化。） Workday很难跟上。该公司开始了一系列收购（Platfora、Mediacore、Adaptive Insights、VNDLY、Peakon、HiredScore等）。这迫使产品团队专注于用户界面和架构集成，从而在某种程度上减缓了功能扩展。许多希望与Workday集成的合作伙伴（客户需求）被忽视了。 在Carl的领导下，所有这些都在改变。Workday现在对合作伙伴、独立软件供应商、经销商和行业解决方案完全开放。整个创新峰会将近25%的时间专注于Workday的开放合作伙伴策略。而且重要的信息是：Workday不是一个“系统”，它是一个“平台”。 这是什么意思？这意味着如果您购买Workday，您就是在购买一个像iPhone那样的平台。它运行非常好，安全，并将配备一系列行业应用程序以帮助您构建完整解决方案。这对Apple和Salesforce有效，对Workday来说可能也会很有效。SAP也有类似的产品，但其集成程度要复杂得多。这让Workday能够深入新的领域和子市场。（Workday突出显示了其在医疗保健领域与Shiftwizard、在财务领域与Auditoria和Kyriba的新集成等。这些不仅仅是独立软件供应商关系：Workday正在转售这些产品。 但还有更多。 Workday公开其AI战略 在去年的活动中，Workday对AI真的犹豫不决。他们给了我们很多关于“Workday AI”的手势讨论，但这并没有太多意义。好吧，他们已经想通了，让我简单解释一下。 企业并不是因为AI本身而想要AI，他们绝对不想要可能产生法律风险的众包数据。他们想要的是可以在自己的数据上运行的AI解决方案。 现在，Workday已经开始了各种AI功能，每个功能都通过其自己的“微型大语言模型”交付，这些模型是在公司自己的数据上训练的。（这与我们实现的Galileo，我们的AI HR专家助手非常相似。）对于更大的AI功能，他们使用一个全球大语言模型，为每个客户本地调整权重和偏差。（这与Microsoft Copilot的工作方式类似。）因此，您的企业数据训练您的“版本”的Workday，而不与其他人共享任何数据。 在某些情况下（例如技能云），客户可以选择匿名分享数据。这让Workday能够构建一个“全球技能数据库”，每个人都可以分享。像Eightfold、Lightcast和Draup这样的供应商在大规模（远超Workday目前的做法）上做到了这一点，所以Workday现在正在进入这个“人才智能”市场。（Lightcast现在是Workday技能云的合作伙伴。） 这些功能中的许多都很简单（重写工作描述或将发票与采购订单匹配），但功能强大。在Workday的各个地方，您现在都可以看到一个小AI图标，帮助您完成任务。事实上，Workday已经重新设计了大约280个不同的任务，并且正在处理大约2,000个总任务。 客户不断告诉我Workday很难使用，这主要是因为系统相当复杂。这些通过AI增强的体验将逐渐使系统越来越像“iPhone”。 许多新的人才功能 现在产品团队拥有了强大的底层架构，他们正疯狂地推出功能。例如，Workday正在推出一个新的“智能工作架构中心”，以帮助公司简化并改进工作名称、级别、描述和技能。（它还显示外部市场中的趋势技能。）每个人都将使用这个。 Workday人才市场尚未广泛使用，现在正在通过HiredScore进行增强：员工将通过Teams或Slack消息获得推荐工作。这是“编排”的一个例子，这是AI系统中的一个新的流行词。（想象一下AI预订您的旅行，包括酒店、飞机、汽车等。） Workday经理中心现在向经理们显示详细的员工参与数据（Peakon现在有超过180亿的反馈）并将给经理提供“对话开始器”，以帮助他们开始绩效辅导，所有这些都基于其他员工的反馈。 还有一个主要关注点是临时工、零工和合同工。我相信Workday首次可以处理大多数专业服务业务（包括基于员工定价的定价项目）、医疗保健和零售（AI驱动的排班和班次管理），以及许多无固定工作场所的工人的需求。事实证明，医疗保健和零售是Workday的两个最大行业，所以这些人才匮乏的行业现在是一个好市场。 让我简要谈谈HiredScore。这家公司建立了一个内嵌的“人才编排系统”，使用AI向招聘人员展示最适合某个职位的人员，解释为什么会做出这样的决定，并使用这些数据来找到并自动获取内部候选人。虽然这种技术在Eightfold、Beamery、Phenom等系统中广泛使用，但HiredScore系统是以工作流为导向的。招聘人员非常喜欢它，它极大地提高了招聘的速度、质量和内部流动性。 顺便说一句，尽管用户有很多抱怨，Workday招聘正在开始主导ATS市场。现在已有超过4,000个客户，随着公司对旧ATS系统进行合理化，它正在成为一个更“安全的购买”。 正如产品负责人David Somers所说，HiredScore是一笔“源源不断的收益”。换句话说，HiredScore的AI团队现在将与Workday的技能云团队合作，以发展和改进该系统。技能云虽然构想得很美，名字很漂亮，但成功有限。在HiredScore的帮助下（以及创始人兼CEO Athena Karp的领导下），这个系统将得到更多关注。（这包括更多的内容合作伙伴和一套更广泛的工具。） 这意味着Workday的招聘系统（这是当今人才短缺中最关键的商业系统之一）现在与内部流动性和工作架构系统高度耦合，这正是客户迫切需要的。我仍然认为像Eightfold和Gloat这样的系统更先进，但Workday正在迎头赶上。 管理文化和信任 然后是最大的问题之一：Workday的领导层。我花了一些时间与Carl Eschenbach聊天，他与Aneel Bhusri的个性非常不同。Carl明确希望Workday进军新市场：新地理区域（EMEA、亚洲、日本）、新行业（医疗保健、制药、零售）、中端市场细分市场和渠道合作伙伴。Workday现在正在积极寻找经销商、中端市场集成商和独立软件供应商来完善解决方案。 一如既往，Workday的领导团队高度一致，更加务实。很多时候，我参加Workday的活动，都能感受到顶层有些自负。就像所有成功的软件公司一样，当事情进展顺利时，很容易认为自己总是对的。 我认为这已经改变了。我实际上发现Workday很谦虚，对新问题很关注，对新想法、新合作伙伴和自我检查持开放态度。对我来说，这是一个看涨的信号。而且从上到下，公司都专注于信任、AI安全和客户服务。 我还想指出一件事：关于“Workday作为一个平台”的想法。该公司现在意识到，这种高度专有的、业务优化的系统不再能作为一个美丽的围墙花园来销售。公司正在构建一套大型的易于使用的开发工具、扩展的API和吸引软件开发者、合作伙伴和集成商的计划。现在，当客户询问功能时，Workday可以寻找一个合作伙伴来转售或嵌入。公司正在失去“如果我们没有构建它，我们就不信任它”的心态。 我还相信这个领导团队真的很喜欢彼此。正如你们许多人所知，团队文化在科技领域非常重要。事情变化如此之快，竞争对手如此之多，公司必须保持一致。我感觉每个人都真正理解发生了什么。 增长潜力 Workday能否将其每年17%的尊重增长率加速？好吧，公司面临挑战。它的许多老客户发现在Workday周围有大量的先进工具，我知道一些大公司正在回归SAP。尽管所有这些新功能，Workday仍然是一个较老、复杂、僵化的系统。 话虽如此，我认为公司正在很好地管理其转型。让我们拭目以待，看看这一切将如何发展。
    Workday
    2024年04月19日
  • Workday
    BetterUp Manage: Pioneering AI-Powered Platform For Leaders BetterUp公司最近在其Uplift大会上推出了一个名为BetterUp Manage的领导力发展平台，这一平台采用人工智能驱动的评估和个性化学习方案，彻底改变了专业发展的途径。该平台具有高度的可扩展性和可定制性，能够与Workday、Oracle和SAP等主要系统无缝连接。BetterUp Manage不仅为领导者提供服务，也支持任何寻求发展专业能力的个人。通过整合最新的人工智能技术，BetterUp Manage为传统的领导力培训行业带来了革命性的变革。 这次大会中，BetterUp还邀请了英国的哈里王子Prince Harry, Duke of Sussex 和亚当·格兰特，哈里王子是BetterUp的首席影响官。。。 This week I attended the BetterUp Uplift conference and I really was impressed. This is a company that exploded into the market with an innovative coaching and employee wellbeing network built around an assessment called the “whole person model.” Through a set of shrewd marketing and sales strategies BetterUp established a leadership position in this market, growing to a billion dollar+ valuation. This success encouraged many competitors to form and now the market for AI-enabled, targeted coaching is large and crowded (vendors include Torch, CoachHub, Growthspace, Sounding Board, Bravely, and a new breed of AI systems). Essentially what BetterUp did was democratize business and professional coaching. Before this trend coaching was a rarified, expensive offering reserved for under-performing leaders or high-potential executives. Today, with BetterUp, anyone can go through a meaningful assessment, get assigned a relevant coach, and start a coaching session in minutes. The system is well designed and easy to use and BetterUp’s coaches are all trained (most of the coaching vendors use a lot of the same certified coaches – they are not BetterUp employees). As a corporate solution, BetterUp goes much further. The data collected through assessments is available for analysis (anonymized) so companies can find pockets of stress in the organization. You can look at assessments by team (minimum of 10 people), tenure, level, and other factors. This lets companies like Chevron or Cisco understand the issues new employees or new managers have, for example. In the last few years the company moved into wellbeing by offering a solution called BetterUp Care, which targets benefits buyers. But the more strategic and interesting offering is the new platform I saw this week, now named BetterUp Manage (it was originally called Connect). BetterUp Manage is the first highly personalized, scalable management development platform I’ve seen. It brings together AI-enabled assessment, personalized learning, coaching, and AI-driven narrative support. It’s quite an impressive product, much of it was developed by the team at Motive, who was acquired by BetterUp in 2021. BetterUp Manage is an out of the box personalized leadership development solution. And you don’t need to be a “leader” to use it. The system steps you through the Whole Person assessment, then asks you questions about the types of soft-skills issues you face (many specific scenarios), and then gives you a customized learning path, week by week, along with a professional coach. Since it’s built on an AI platform there is very little manual work behind the scenes so it’s enormously scalable. Large companies will want to customize it and BetterUp is prepared for some of these requests. And the system connects to Workday, Oracle, SAP to automatically understand your role and level. The reason I’m so excited is this: the management training industry is a confusing, messy, red ocean. There are thousands of consultants, coaches, books, courses, and executive education programs. L&D executives have to constantly build custom solutions, evaluate vendors, and hope that an offering will stick. This pure complexity, coupled with the fact that every company is unique, has led to many specialized leadership development firms (and some big ones like Franklin Covey). So what most companies do is mix, match, and custom-build leadership solutions. And they’re not simple: we developed a model we call the 4-E’s to understand this: Education (courses), Experience (developmental assignments), Exposure (mentoring and coaching from leaders), and Environment (a company-wide focus on leadership values and behaviors). All these elements play a role in developing leadership skills. Companies like IBM, Cisco, and Marriot can afford to custom build these solutions, but many companies don’t have the focus. BetterUp Manage is a way to personalize, scale, and democratize this solution and leverage the increasingly important role of AI. I met Alexi Robichaux almost a decade ago and his passion and energy still drives the company. While BetterUp is a bigger company going through the growing pains of any $billion valued growth business, the culture and passion for clients is clear. Remember that buying L&D solutions is not as simple as buying a product and turning it on. Every training solution, platform, or program you buy must be carefully aligned with your company’s culture and rolled out with care. Otherwise people simply say “another training program from corporate I can ignore.” BetterUp, for all its startup-like innovations, has overcome this problem. Customers value the system, they get strong adoption from employees, and the company works hard to advise and consult. It has always been interesting to me that very few content companies ever become very big (Skillsoft is the only one that never seems to stop). And the reason for this is simply the nichey, highly diversified needs of many industries and companies. BetterUp, as a platform-centered company delivering a high-touch solution, has the potential to break this paradigm. It has enormous potential, given the rapid acceleration of AI behind the scenes. I consider BetterUp one of the “Trailblazers” I talk about with clients, and BetterUp Manage is definitely something to watch.
    Workday
    2024年04月12日
  • Workday
    Will Chatbots Take Over HR Tech? Paradox Sets The Pace. 在快速发展的人力资源技术领域，Paradox.ai 已成为领跑者，其先进的对话式人工智能平台彻底改变了招聘流程。通过利用自然语言处理和人工智能，Paradox.ai 提供了一个全面的解决方案，涵盖了从最初的职位申请到入职的整个招聘过程。该平台不仅简化了筛选和面试安排等繁琐流程，还提升了应聘者的整体体验，显著改善了招聘时间和招聘质量指标。 Paradox.ai 由亚伦-马托斯（Aaron Matos）于 2016 年创立，目前为联合利华、CVS Health 和通用汽车等大客户提供服务，实现了 90% 以上的招聘流程自动化。 Paradox.ai 凭借其强大的集成能力和大幅缩短招聘时间、降低招聘成本的能力，在人力资源技术领域充分体现了对话式人工智能的变革力量。 Chatbots used to be tinker-toys. You type, try to get help, but usually result in “please call support.” Well all this has changed. Thanks to advanced NLP (natural language processing) and AI (retrieval-augmented generation) chatbots are entire applications. They can answer complex questions, search databases, and invoke transactions on your behalf. Pretty soon we’ll be able to ask our phones “please find me a flight to Los Angeles next Tuesday morning” and the system will check your location and calendar, look at flights, and book you a seat. Where is this going in HR? Well the leader in this space is Paradox.ai, a company that pioneered the application of conversational AI in recruiting. And their system “defines the category.” Let me explain. Recruiting Is The Perfect Market For Conversational AI Recruiting is a goldmine for automation. When you post a job, applicants want to ask many predictable things: “How much does it pay?” “What are the hours?” or “What uniform do I need” or “What are the benefits?” The recruiter, a person devoted to filling positions, has to answer all these questions and more. They have to screen candidates, schedule interviews, check for qualifications, and look at credentials, experience, and more. It’s time-consuming, error-prone, and filled with wasted time. (That’s why talent acquisition teams have many “scheduler” and admins.) The average “time to hire” is over 45 days and often the process goes on for months. And throughout the experience the job seeker is left wondering “when will they call back” or “what else do I need to know?” (CEOs cite hiring as the third most time-wasting process in companies, following emails and meetings, estimated at “40% wasted time.”) Paradox uses Conversational AI to solve this problem. And because this is a “narrow but deep” space, the system does many things we can learn from in all our AI efforts. Paradox was founded by Aaron Matos in 2016. Aaron’s vision was to transform the candidate experience, revolutionizing the way candidates apply to jobs. Today Paradox has become a complete Conversational AI Recruitment Platform (chat to apply, scheduling, candidate support, ATS, assessments, onboarding, career site, and more), serving clients like Unilever, CVS Health, Pfizer, L’Oreal, Nestle, McDonald’s FedEx, Compass Group, Disney, and General Motors. The platform automates tasks such as screening for requirements, interview scheduling, reminders, offers, and new hire onboarding. And because it’s so easy to use, it helps companies radically improves time-to-hire and quality of hire. Based on my conversations with clients, Paradox can automate more than 90% of the end-to-end hiring process, saving hiring managers hours every week and increasing candidate conversion by more than 10 times. But this innovation did not happen overnight. As you know, going to a candidate website and looking for a job is a frustrating process. There are often hundreds of jobs listed, a complex scrolling website and very hard to even determine what job to apply for. You might argue that the website paradigm for job applications was never really a good idea in the first place. People don’t want to browse for jobs: they want to apply for a job that’s best for them. So the first thing Paradox did was create an easy to use assistant (Olivia) so candidates could ask questions and schedule interviews. And this meant that Paradox had to build integrations with every ATS and personal email and calendar tools out there. Then, as companies started to use Paradox for scheduling, the company added more. Today Olivia, the chatbot, can integrate with background check vendors, schedule interviews, deliver assessments (Paradox acquired a conversational assessment Traitify designed for this), and function as an ATS … all from a mobile phone. In many ways Paradox can be “the integration platform” for candidates and recruiters, stitching together the messy systems behind the scenes. This turned into a massive opportunity. Just as the Google Assistant or Siri hopes to be our single contact with the internet, Paradox partners with systems of record like Workday, SAP, and Oracle to bring conversational AI to any company. The company’s revenues have grown 11 times in the last four years, and are now nearly doubling each year. For customers Paradox has been amazing. As the candidate pipeline speeds up (by an order of magnitude), clients get higher quality candidates with dramatically reduced staff. (Staffing administrators can almost go away.) Consider high-volume hiring companies. These businesses (McDonald’s, Compass Group, Neighborly, FedEx, Disney) hire service-related workers on a regular basis. Their revenue is dependent on having enough people. With Paradox they can set up a “continuous recruitment process,” one that even hires people the same day they apply. Paradox has become essential to these companies growth, often paying for itself in less than a year (through reduced hiring staff, reduced spend on job ads, and reduced turnover.) Today, as Paradox built out its ATS, customers can rely on the platform to integrate front end tool (job portals and candidate support) to back end tools scheduling, ATS, onboarding) most of which are legacy. One of our clients has 27 recruiting tools and they anticipate replacing more than half of them with a platform like Paradox. What about higher level white collar roles? Paradox works here too. General Motors uses Paradox along with Workday (ATS), (branded Evie) to redesign the process. Interview Scheduling: Evie automates scheduling of phone screens and interviews between recruiters, candidates, and internal teams. This has reduced the time taken for interview scheduling from an average of five days to 29 minutes. Candidate Experience: Evie interacts with candidates from the moment they land on GM’s career site until the completion of their interview. Candidates appreciate the immediate communication from Evie after they apply or complete an interview, and enjoy the autonomy to select and change interview times. Efficiency and Cost Savings: The automation of interview scheduling has led to a major reduction in the cost of external contractors for coordination. Career Site Interaction: Evie sits on GM’s career site, answering questions from potential candidates about jobs, benefits, and company culture. This interaction enhances the candidate’s experience and provides them with immediate responses to their queries. Where Is Paradox Going The company is perfectly positioned to continue its growth as companies look for AI solutions to improve the productivity and effectiveness of recruiting. And demand is high: the 2024 PwC CEO survey found that recruiting was considered the #3 “most bureaucratic process” by CEOs (following email and meetings). The impact on recruiters? All positive. Clients tell us they can redeploy hiring staff to help recruiters focus on the most important part of their job: talking with candidates. But there’s a much bigger story. When a job candidate is handled efficiently and effectively the process becomes a brand-builder for the candidate, improving quality of hire. Ambitious job seekers will not put up with (or wait for) a messy, confusing hiring process. So not only is the process faster and more efficient, the quality of hire goes up. Companies are desperately looking for AI solutions that work. As Paradox has proven, when you focus deeply on the problem, conversational AI can be transformational. Listen to my conversation with Adam Godson (CEO) and you’ll hear the details. This is where the HR Tech market is going.
    Workday
    2024年04月04日
  • Workday
    Workday收购HiredScore的意义，这可能颠覆人力资源科技领域 Workday计划收购HiredScore，这是人力资源技术领域的一次重大变革。HiredScore是一家领先的基于AI的招聘匹配工具提供商，此举将大大增强Workday在人才智能和招聘方面的能力。这次收购预计将整合HiredScore的专长到Workday的系统中，显著改善其应聘者追踪系统（ATS）、技能云和整体人才智能产品。此战略性收购可能会重塑人力资源软件市场，迫使其他供应商加速他们的AI计划，可能激发一轮新的收购热潮。 以下是原文： This week Workday announced intent to acquire HiredScore, a leading provider of AI-based matching tools for recruiting (called “talent orchestration”). While it wasn’t discussed much in the earnings call, this deal is a big positive for Workday and could have many implications for the HR Tech market. Let me explain. (I have not been briefed by Workday yet, so more information will come as I learn more.) Right now there is a massive marketplace war for high-powered AI-based recruiting tools (estimated at $30.1 billion). Historically dominated by applicant tracking systems (ATS), this market provides essential technology to help every company grow. The ATS market, which is more than 25 years old, has been rapidly transformed with high-powered AI tools that help with candidate matching, search, skills inference, and sourcing. And now that AI tools are readily available, these systems are becoming big data platforms loaded with billions of employee profiles, running complex AI models to help match people to jobs, projects, and gigs. Most ATS vendors (including Workday) have slowly extended into this space through matching. The original idea of a resume parser (software that reads a resume and scores it against a job description) has evolved into complex text analysis and AI-powered inference technology, forcing ATS vendors to invest. As the ATS vendors enhance their AI capabilities, a parallel universe of AI-first Talent Intelligence vendors emerged. These vendors, like Eightfold, Gloat, Beamery, Phenom, Seekout, Skyhive, Retrain, and Techwolf are building skills-centric big data platforms to match people to jobs, gigs, and mentors. These systems do much more than rate matches: they identify skills, find adjacent skills, match people to careers, find mentors, and more. They are essentially open big-data AI platforms built on vector databases that can be used for many enterprise apps (job architecture design, skills planning, internal mobility, pay equity analysis, etc.). In many ways they represent the future of HR Tech. (Read our Talent Intelligence Primer for more.) As the Talent Intelligence vendors grow, they start to deliver “HCM-threatening” platforms that impinge on the HCM “System of Record” idea. If you have all your employees, candidates, alumni, and prospects in Eightfold, Phenom, Seekout, or Gloat, for example, Workday or SAP look like a tactical payroll and workflow management system. (ServiceNow also understands this, and is building talent intelligence into its workflow platform.) Up until now the big HCM vendors like Workday, Oracle, and SAP have struggled to build these new systems, largely because their original architectures were not AI-based. So they’ve attracted customers with offerings like the Workday Skills Cloud or SAP Opportunity Marketplace that aren’t fully completed yet. We have talked with dozens of Workday Skills Cloud customers, for example, and they see it as an important “skills system of record,” but its real AI matching and inference capabilities have been limited. Along comes HiredScore, a well respected AI-based matching system with 150 employees and 40+ seasoned AI engineers in Israel. These folks are experts at candidate matching (quite a complex problem), and they’ve built a very innovative “orchestration” system to help line managers coordinate activities with HR business partners and recruiters (more on this later). While I’m sure they’ll continue to build out HiredScore, they can also contribute to Workday’s overall talent intelligence offering, improving the entire system – including the Skills Cloud, Workday Learning, Workday’s Talent Marketplace. As large as the recruiting software market is, the market for internal career tools, talent mobility, skills inference, and corporate learning is five times bigger. This acquisition gives Workday a shot in the arm to accelerate its entire AI platform strategy. (As the Identified acquisition did back in 2014.  Identified was the roots of the Workday Skills Cloud.) Market Implications Of This Move This move could change the market for HR software in a few significant ways. First, Workday Recruiting customers will be thrilled. Workday’s ATS now benefits from a first class matching and candidate scoring solution. This helps Workday compete with the bigger ATS players and gives Workday a new revenue source as they sell HiredScore to the existing 4,000+ Workday ATS customers. (Similar to the Peakon acquisition in Employee Experience.) And the talent orchestration features (kind of like a “staffing copilot”) gives Workday a very unique feature set. Second, this forces Workday’s talent intelligence partners to step up their game. Remember when Apple acquired Dark Sky, the most compelling micro-weather app on the market? Once they integrated it into Apple’s other apps, the market for third party weather apps went away. Workday could limit its partner network to avoid letting HiredScore competitors into the ecosystem. Third, this forces HCM vendors to accelerate their AI. Since HiredScore is such a well-respected product (every client we talk with adores it), it will become part of Workday demos and sales proposals quickly. Workday’s HCM competitors will start scratching around to find a similarly mature AI vendor to acquire. And that could kick off another round of acquisitions, similar to the frenzy that took place in the mid 2010s. Finally, there’s one more scenario, and I give this good odds. Not to be outdone by Workday, the Talent Intelligence vendors may just expand their ATS capability and decide to go “full stack.” I wouldn’t be surprised to see this happen. Why Is AI-Based Candidate Matching So Important Why is this technology so important? Well if you’ve ever tried to recruit on Indeed or LinkedIn, you know why. The quality and reliability of “candidate matching technology” is a lynchpin of a talent platform. Just as Google Search crushed Yahoo, Excite, and Inktomi, a powerful next-gen matching tool adds an enormous amount of value. Not only does it speed talent acquisition, it fuels all the internal mobility, career portals, skills, and eventually learning and pay systems. Why do I say this?  A “match” is a sophisticated problem. Unlike a Google search which looks at text and traffic, when you search for a person to fill a role you have to think about dozens of complex relationships. What are this person’s skills and capabilities? What are their credentials or certifications? Who else are they connected with? How likely will they fit into the job, role, and company? What is the impact of their industry experience? What tools and technologies do they understand? And it gets much more complex. The Heidrick Navigator platform (built on Eightfold), uses AI to assess functional skills for management and leadership, identifies a person’s “ability to drive results,” and more. This important application of AI powers many of the most important decisions we make in business. That’s why the Talent Intelligence space is growing so fast. As of this week there are more than 1,800 Director or VPs of “Talent Intelligence” in LinkedIn, and that number is up almost six-fold from one year ago. Can Workday take the lead in this emerging space?  It’s impossible to tell at this point, but the horses have left the gate and the race is on. This deal sets the players in the right lanes and feels like the earthquake to shake things up.  
    Workday
    2024年03月01日
    • 12
订阅NACSHR周报
HR Jobs
推荐机构
最近文章
热门文章
扫一扫 添加客服
关于我们  | 投融资  | 回顾  | 发布招聘信息  | 资料下载  | 联系我们  | 订阅NACSHR月报  | NACSHR2024年度活动计划  | NACSHR6月夏季论坛启动  | Become a Speaker  | 北美HR需求指南-征集中  | 2024年度大奖评选  | 2024北美华人人力资源年度峰会  | 设计思维少儿体验课程  | 北美HR招聘平台-企业直招，内推  | 我有需求，想咨询  | 北美华人人力资源服务图谱  | 北美人力资源服务图谱  | NACSHR在北美HR图谱  | 洛杉矶·NACSHR论坛
Email:hi@nacshr.org
Copyright © 2024 NACSHR.org All Rights Reserved.