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    CHRO 的新战略机遇：生成式 AI 如何重塑组织的未来 概要：74% 的 CEO 认为团队已准备好迎接 AI，但只有 29% 的 C-suite 同意。这一巨大认知差距既是风险，也是 CHRO 最关键的机会窗口。预计到 2025 年，77% 的初级岗位与超过 25% 的高管岗位都将因 AI 发生改变。未来三年，CHRO 必须从支持角色转变为组织未来的设计者，围绕三项任务展开：构建 AI 人才战略、重塑组织运营模式、建立 AI 治理框架。AI 时代的核心竞争力不再是技术本身，而是 CHRO 如何重塑组织能力与文化。抓住这个窗口期，组织才能真正迈向未来。 引言：迎接组织变革的“AI 时刻” 生成式 AI 与以往任何技术都截然不同，它正以前所未有的速度颠覆商业与社会，迫使领导者实时反思并重塑其核心战略。这场变革的核心并非技术本身，而是它对“人”与“工作方式”的根本性重塑。正如深度研究所指出的，“生成式 AI 的一切都与人有关——关乎工作如何完成”。 懂得如何用生成式 AI 赋能人才的领导者，将对业务产生“倍增效应”。在未来三年，首席人力资源官（CHRO）将迎来一个决定性的转折点，从传统的支持角色转变为驱动这一倍增效应的核心战略制定者。然而，当前仍有高达 60% 的高管将人力资源视为纯粹的行政职能，这一认知错位不仅是巨大的风险，更预示着一个前所未有的战略机遇。CHRO 必须抓住此刻，引领组织迎接未来。 -------------------------------------------------------------------------------- 一、趋势洞察：生成式 AI 正在重塑工作的本质 1. AI 放大人类能力，而非取代人类 生成式 AI 的核心价值在于放大人类的专业能力。它通过自动化市场研究、内容创建、数据分析和代码开发等重复性任务，让员工得以专注于更高价值的创造性工作。例如，客服人员可以将常规问答交给 AI，从而专注于销售赋能；程序员可以摆脱繁琐的编程，聚焦于提升代码质量与安全性；HR 专家则能从日常流程中解放出来，全力投入于真正重要的人才发展。 企业的竞争优势不再仅仅来源于技术本身，而是来源于规模化员工的专业知识和扩展组织的能力。这催生了“AI 增强型劳动力”的概念。一个清晰的现实是：生成式 AI 不会取代人类，但使用生成式 AI 的人将会取代不使用它的人。 2. CEO 与组织间存在显著的“AI 准备度差距” 高管层对组织 AI 准备度的认知存在显著脱节，这种乐观情绪背后潜藏着巨大风险。数据显示： 74% 的 CEO 认为他们的团队已经为生成式 AI做好了技能准备。 然而，仅有 29% 的 C-suite 高管 同意这一观点。 这一巨大的认知鸿沟，代表了 CHRO 最为紧迫的行动指令。更值得警惕的是，AI 的影响是普遍的：到 2025 年，77% 的初级员工的岗位将发生转变，同时超过四分之一的高管也无法幸免。这使得 CEO 的盲目乐观尤为危险。CHRO 的核心机会在于，识别并弥合组织内部的人才与能力错配，确保组织具备驾驭变革的真实能力。 3. 未来关键能力：创造力与协作力超越技术力 在一个看似由技术驱动的变革时代，一个反直觉的真相浮出水面：人类独有的软性能力正变得空前重要。一项核心洞察指出： 高管们认为，到 2025 年，对组织最有价值的技能将是创造力。 当技术性工作可以被 AI 高效辅助时，企业的核心竞争力将从技术熟练度转向那些机器无法复制的能力。高管们认为，团队建设和协作能力与软件开发和编码同等重要，甚至领先于分析和数据科学。创造力，将成为引领未来的关键。 -------------------------------------------------------------------------------- 二、CHRO 的三大新使命：未来 36 个月的行动框架 为应对挑战，CHRO 需要一个清晰、可执行的战略框架，围绕以下三大新使命展开行动。 1. AI 人才战略 (Talent Strategy for AI) 目标：重新设计人才的“选、育、用、留”体系，构建一支 AI 增强型团队。 行动建议： 重塑岗位与技能图谱：推动对现有岗位职责的重新定义，将工作重心从执行重复性任务，转向利用 AI 进行分析、创造和战略决策。 推动全员技能再培训：将 AI 技能提升视为员工重大的职业发展机遇。尤其要重点投资于高绩效员工，因为 AI 无法放大平庸的绩效，它带来的是一场革命而非演进，其真正价值在于将优秀人才的能力提升到全新高度。 将人力资源部作为战略试点：要让全员拥抱 AI，首先要从人力资源部开始。CHRO 应将 HR 部门打造为组织内 AI 转型的战略试点项目，率先对 HR 专业人员进行再培训，使其成为组织内 AI 应用的实践者、引领者和赋能者。 2. 组织运营模式重构 (Operating Model Redesign) 目标：打造更敏捷、更智能、更具创造力的组织模式，以释放 AI 的全部潜力。 行动建议： 聚焦高价值应用场景：避免被海量的可能性分散精力。集中资源投资于三到五个最具商业影响力的 AI 应用场景（“Focus on the top five. Or three.”），以点带面，实现价值最大化。 建立快速迭代与试错文化：鼓励团队以“快速失败”（fail fast）的方式进行小范围实验。建立跨部门的反馈循环机制，系统性地分享成功案例、失败教训和实践经验。 利用 AI 优化工作流程：应用 AI 增强的流程挖掘技术，深入分析现有工作流程，精准识别瓶颈与低效环节，并通过智能化改造加速决策效率。 3. AI 治理与伦理 (AI Governance) 目标：建立负责任的 AI 使用框架，确保技术向善，规避潜在风险。 行动建议： 建立明确的道德准则：制定并推行一套清晰的 AI 道德使用框架，其中包含明确的标准、指南和行为期望。 保障数据安全与隐私：在鼓励全员实验的同时，必须围绕数据保护和道德规范设立明确的护栏，确保创新在安全可控的范围内进行。 确保透明与公平：在招聘、绩效评估等关键人力资源环节应用 AI 时，必须建立有效的机制来管理算法偏见，确保决策过程的透明度与公平性。 -------------------------------------------------------------------------------- 三、从战略伙伴到未来设计师：CHRO 的新定位 生成式 AI 正在推动 CHRO 的角色发生根本性演进。CHRO 必须从被 60% 高管视为被动的行政支持者，进化为主动的战略引擎，成为组织未来工作模式的总设计师和 AI 时代人力资本的管理者。CHRO 的新角色是通过前瞻性地引导 AI 在人才与组织层面的落地，主动重塑组织文化、决策模式和业务节奏。 在最高管理层中，CHRO 的新定位是连接技术、人才与业务战略的关键枢纽。AI 的成功绝非单一部门的责任，而需要建立一个由业务、IT 和人力资源负责人共同负责的问责模式。在这个领导力“三驾马车”中，CHRO 作为平等的战略伙伴，确保技术投资能够真正转化为组织能力和商业价值。 -------------------------------------------------------------------------------- 决胜未来，重在组织能力的设计 生成式 AI 时代已经到来，领先的企业正在迅速采取行动。最终的成功者，将是那些能够围绕人才与技能建立灵活、深思熟虑的战略，并积极克服组织焦虑、奖励热情、拥抱包容与乐观的组织。 在生成式 AI 时代，决定企业未来竞争力的不是技术本身，而是 CHRO 对组织与人才能力的重新设计能力。
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    2025年11月24日
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    The best HR & People Analytics articles of December 2024 The December edition of the Data Driven HR Monthly is an opportunity to reflect on the year that is about to pass into history and look forward to what lies ahead. 2024 has proved to be another tumultuous year of geopolitical tension, economic uncertainty, and upheaval in the world of work. Perhaps for HR and people analytics it is a case of “in chaos, there is opportunity,” as we move into 2025. Enjoy this month’s collection of resources, and to all readers who are taking a break over the festive season, I wish you Happy Holidays, and a prosperous and healthy 2025. Thank you to everyone who has supported Insight222, the Digital HR Leaders Podcast, and the Data Driven HR Monthly in 2024. It means a lot and is much appreciated. This edition of the Data Driven HR Monthly is sponsored by our friends at TechWolf Task Intelligence: rethink work, redefine skills Work happens at the task level, where skills meet action. But are your skills aligned with the work that drives impact? TechWolf has proven that bridging the gap between tasks and skills is the key to workforce transformation. By applying Task Intelligence within our own teams, we’ve unlocked measurable results: $76,000 saved in productivity gains by automating repetitive tasks. Freed up time for strategic, high-value work. Reshaped hiring strategies by focusing on the skills that truly matter. At TechWolf, we believe that getting close enough to the work being done is the key to doing skills right. As our own 'customer zero'; we’ve put our AI to the test, integrating it with JIRA to analyze and optimize our work processes. The results speak for themselves in our first Task Intelligence Impact Case: $76,000 saved in productivity gains by automating repetitive tasks. Freed up time for strategic, high-value work. Reshaped hiring strategies to focus on the skills that truly matter. What is Task Intelligence? It’s a new way to connect real-time task data with workforce skills to: Identify tasks that drive the most value. Adapt skills as work evolves. Streamline processes and unlock productivity. As Jeroen Van Hautte ?, TechWolf CTO, says: Skills tell us what people can do. Tasks show us why it matters. Task Intelligence brings it all together. ? Discover Task Intelligence ? Insights from the Experts: Explore how Gina Jeneroux, MBA FLPI, Chief Skills & Innovation Officer at Executive Networks, is helping organizations move beyond learning to embed skills strategies into their business. ? Read Gina’s interview The future of work demands more than adapting—it demands leading. Task Intelligence is how you get there. To sponsor an edition of the Data Driven HR Monthly, and share your brand with more than 140,000 Data Driven HR Monthly subscribers, send an email to dgreen@zandel.org. What are the biggest opportunities for HR in 2025? HR’s role in creating a thriving workforce and organisation is the underlying theme of my recently published 12 Opportunities for HR in 2025 article (see FIG 1). I’m crowdsourcing the final two opportunities, so if you’d like to contribute suggestions for opportunities 11 and 12, please click here and add your suggestion in the comments. FIG 1: 12 Opportunities for HR in 2025 (Source: David Green) December Road Report The main event for December was the publication of the fifth annual Insight222 People Analytics Trends study, which was our biggest yet with 348 participating organisations. A summary of the key findings follows in the ‘People Analytics’ section below, but one is that 62% of companies told us that they were in the first year of their AI journey in HR. Click here to download the report, and see how the people analytics function in your company compares to ‘A Teams’ by taking the Leading Companies Diagnostic. I had the privilege of taking the findings from the study out on the road to two events in December. First, I delivered the opening keynote at Visier Inc. Outsmart Local in London, which also featured the likes of Nick Hudgell, Rosemary Byde, Kevin Metherell, and Neera Ridler-Mayor, AIA (see more here). The following week I was in Amsterdam for Workday Rising EMEA, where I was interviewed on stage by Phil Willburn, as well as delivering a keynote on the characteristics of People Analytics ‘A Teams’ (see more on Workday Rising here). 2024 seemed like the year when the 'in-person' event fully returned - and as such it proved to be a busy year on stage. I emceed Unleash World in Paris, People Analytics World events in Zurich, London, and New York, and the Insight222 Global Executive Retreat in Amsterdam. I keynoted at the three People Analytics World events, Workday Rising in Las Vegas and Amsterdam, Gloat Live in New York, the Deloitte Workforce Innovation Forum in Dallas, a Mercer/Corporate Research Forum event on Productivity, Purpose and Profit in London, and Visier Outsmart Local in London. I moderated panels at a number of these events as well as at Strategic HR Analytics MeetUp in New York. Share the love! Enjoy reading the collection of resources for December and, if you do, please share some data driven HR love with your colleagues and networks. Thanks to the many of you who liked, shared and/or commented on November’s compendium. If you enjoy a weekly dose of curated learning (and the Digital HR Leaders podcast), the Insight222 newsletter: Digital HR Leaders newsletter is published on Tuesday: subscribe here. 2024 REFLECTIONS HUNG LEE -  What Happened in Recruiting in 2024 - Part 1 | Part 2 | Part 3 | Part 4 | Don't be fooled by the title, Hung Lee's 2024 reflections covers topics much broader than recruiting, and contains a plethora of data, analysis and visualisations that should act as a guide for the year ahead too. Taking one highlight from each of the four-part series (and 20 reflections in total), I'd go with AI and Automation (Part 1), the re-emergence of Talent Density (Part 2), Atlantic Divergence on DEI - see FIG 2 (Part 3), and War on Middle Managers (Part 4). If you don't already follow Hung's twin newsletters, Recruiting Brainfood, and This Week in Recruiting, I highly recommend you do. FIG 2: Is DEI a 'good thing'? (Source: Pew Research Center) 2025 HR PREDICTIONS, TRENDS AND PRIORITIES STEVE HUNT - A guide to HR predictions, trends, and forecasts | ANDREW SPENCE - 5 Big Questions for Work in 2025 | DANIEL ZHAO - Glassdoor Worklife Trends 2025 | VISIER – Embracing the AI Driven Workforce: 5 Workforce Trends for 2025 | i4CP – 2025 Priorities and Predictions | LARS SCHMIDT - 7 ways HR will look different in 2025 | JOSH BERSIN - A Tumultuous Year Behind: A Challenging, Important 2025 A people analytics team cannot sit on the sidelines while AI is poised to transform the world of HR. If you don't embrace AI to surface insights and support data-driven decisions, you may miss out on the ability to scale decision intelligence Putting my own 12 Opportunities for HR in 2025 to one side, there are a plethora of other HR trends, predictions, and priorities being published. Here are seven resources that I recommend digging deeper into. (1) Firstly, Steve Hunt provides a helpful ‘buyer beware’ guide on eight lessons to consuming HR predictions, trends and forecasts, including a warning that most HR forecasts are designed to influence buying behaviour. (2) Despite being a Man United fan, Andrew Spence’s Workforce Futurist newsletter is one of the best around. In a recent edition, Andrew ponders five big questions for work in 2025 including: Is the office dead or just evolving (see FIG 3)? (3) Daniel Zhao presents five trends based on Glassdoor data including: Employers are investing in holistic wellbeing. (4) Visier Inc.’s five workforce trends for 2025 includes the need for organisations to build the backbone of data infrastructure to fully realise the promise of AI in HR and workforce topics, and features contributions from the likes of Dawn Klinghoffer, Eric Bokelberg (see quote above), Angela LE MATHON, Ryan Wong and Adam McKinnon, PhD. (5) As Kevin Oakes writes in his Foreword to The Institute for Corporate Productivity (i4cp)’s thoughtful annual look at the year ahead: “perhaps the safest prediction we can make is those who embrace agility will have much more success than those who resist change.” (6) Lars Schmidt takes his annual look at how HR is likely to evolve as a function in the year ahead, with my favourite of his seven being that "Learning and development will take center stage." (7) Josh Bersin looks back at a tumultuous 2024 to highlight the priorities for the year ahead in his big idea of 'Citizenship': "Our job in HR is to help our leaders and organizations practice this kind of citizenship. In a year of tumultuous change, Citizenship will serve us well." FIG 2: Office utilisation 2020-now (Sources: Andrew Spence, Nicolas BEHBAHANI) HYBRID, GENERATIVE AI AND THE FUTURE OF WORK BRIAN ELLIOTT - Five Hybrid Work Trends to Watch in 2025 | JOSE MARIA BARRERO, NICK BLOOM, SHELBY BUCKMAN, AND STEVEN J. DAVIS - SWAA December 2024 Updates | LYNDA GRATTON - Seven Truths About Hybrid Work and Productivity | BETH SCHINOFF, ASHLEY E. HARDIN, KRIS BYRON, AND RACHEL BALVEN - Research: How WFH Can Actually Strengthen Bonds Between Coworkers Forward-looking organizations will shift toward measuring performance based on results, not attendance As I wrote in 12 Opportunities for HR in 2025, HR has the opportunity to help their organisations elevate the conversation on hybrid working from where to how. With outliers like Amazon getting a lot of column inches about their decision to bring employees back to the office five days a week (although this move may not be working out well), HR leaders in other firms may come under pressure from their CEOs to follow suit. Five articles that can help resist this move are included here. (1) First, Brian Elliott outlines five hybrid work trends to look out for in 2025 including: “Organizations that embrace flexible work will steal talent from organizations that impose harsh return-to-office mandates.” (2) The latest data from Nick Bloom and his WFH Research team finds that only 44% of employees would comply if their company imposed a five-day return to office (compared to 53% in 2022), which suggests Elliott’s prediction is likely to be prescient. (3) Lynda Gratton unveils seven key findings from what she is seeing from experiments in hybrid working including: (i) Hybrid work is a continuum. (ii) Productivity is usually challenging — and measurement is always complex. (iii) It’s useful to view hybrid work as fundamentally a job design option. (4) Beth Schinoff, Ashley Hardin, Kris Byron, and Rachel McCullagh Balven present research that finds (contrary to beliefs that employees are able to form richer relationships in person than they can working remotely), remote work can actually make coworkers feel closer by giving them authentic glimpses into each others non-work lives through video calls. FIG 4: Compared to Fall 2022, Persons Who WFH 1+ Days/Week Are Less Willing to Comply With RTO Mandates (Source: WFH Research, December 2024) RASMUS HOUGAARD AND JACQUELINE CARTER - How AI Can Make Us Better Leaders In their article for Harvard Business Review, Rasmus Hougaard and Jacqueline Carter outline their research, which finds that AI can enhance and empower leaders, and actually help them to be more human. They explain why leaders need to focus on the core leadership qualities of awareness, wisdom, and compassion, as well as take on a both/and mindset. In this way, the “AI-augmented leader” can leverage both the power of AI and develop their most human qualities, bringing the best of both human and machine to their leadership practice. FIG 5: The AI Augmented leader (Source: Potential Project) PEOPLE ANALYTICS JONATHAN FERRAR, NAOMI VERGHESE, AND MADHURA CHAKRABARTI - Harnessing Data for Growth: The Impact of People Analytics Article | Full Report The fifth annual People Analytics Trends study was our biggest yet at Insight222, with 348 participating organisations. The four key findings were: (1) Growth: people analytics continues to expand in scope and investment. (2) Intelligent automation: the advent of GenAI has catalysed HR’s use of AI with people analytics at the core and central to AI strategy in HR. (3) Adoption crisis: the adoption of people analytics remains a challenge with a significant gap between the democratisation of people insights and data (71% of organisations) and a high-level of adoption within HR (47%) and outside HR (28%) – see FIG 6. (4) Value: measuring and demonstrating value is now essential for people analytics teams to increase their impact and drive greater ROI. Kudos to the authors: Jonathan Ferrar, Naomi Verghese, and Madhura Chakrabarti, PhD. Thanks too to the practitioners featured in the study: Adam Tombor (Wojciechowski), Peter Ryan, and Phil Willburn. FIG 6: Trends in the democratisation and adoption of analytics (Source: Insight222) RICHARD ROSENOW – People Analytics is Growing | People Analytics Roles Review Richard Rosenow devotes part of his monthly People Analytics Roles Update newsletter to data highlighting the growth of people analytics. He cites three sources: (1) The 30% increase in people analytics roles that Richard and the One Model team have tracked between 2023 and 2024. (2) The aforementioned Insight222 study, which found that the ratio of people analytics professionals to total employee headcount has improved from 1:4000 in 2020 to 1:2500 in 2024. (3) Data by Jason Saltzman at Live Data Technologies, which finds that both core and specialist people analytics roles are on the rise (see FIG 7). FIG 7: The growth of people analytics jobs (Source: Live Data Technologies) BENJAMIN ROGOJAN – Data Science v Data Engineering | PATRICK COOLEN – What Is Not People Analytics | PIETRO MAZZOLENI - The Power of Integration: Why People Data Thrives Within Enterprise Frameworks | JACKSON ROATCH - From Correlation to Causation: Levelling Up People Analytics with Econometrics | SCOTT REIDA - Transform Performance Evaluations with GenAI: Smarter Grading, Visual Insights, and Next Steps | CHRISTOPHER ROSETT – Storytelling: The Story Arc and The Journalist’s Pyramid In each edition of the Data Driven HR Monthly, I feature a collection of articles by current and recent people analytics leaders. These are intended to act as a spur and inspiration to the field. Six are highlighted in this month’s edition. (1) Thanks to Richard Rosenow for highlighting Benjamin Rogojan’s post, which may be the best explanation (and visualisation – see FIG 8) yet on why you need data scientists and data engineers in an effective analytics team. (2) Patrick Coolen provides a powerful list of what is not people analytics – my favourite is: “People Analytics is ??? about HR (only). It should be strongly focused on high impact business threats and opportunities.” (3) In a recent edition of his (excellent) People Data Platform newsletter, Pietro Mazzoleni explains how HR and people analytics leaders can increase their impact by integrating people data with broader organisational impacts. (4) Jackson Roatch outlines how people analytics teams can create more impact by adding econometric methods to its tools and capabilities. (5) Scott Reida explains how to use GenAI to transform employee performance evaluations from vague feedback into actionable insights. (6) Christopher Rosett breaks down two models – The Story Arc and The Journalist’s Pyramid (see FIG 9) – that can be used to underpin storytelling with data in different contexts. FIG 8: How data engineers and data scientists deliver value (Source: Benjamin Rogojan) FIG 9: The Story Arc and The Journalist’s Pyramid (Source: Christopher Rosett) THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE DAVE ULRICH - The Next Agenda for Human Resources: What’s So? So What? Now What? Evidence shows that organizational capability has 4x more impact on results than individual talent efforts alone - yet most of the HR field remains heavily focused on talent. Dave Ulrich provides some astute observations on the current state of the HR field, and concludes that most of the focus is on the talent domain of his human capability model (see FIG 10) and so on individuals rather than organisational capability. He then provides four ‘next agenda’ recommendations to shift the profession to creating stakeholder value through human capability: (1) Advance that HR is less about HR and more on creating stakeholder value. (2) Offer a complete human capability agenda and assessment. (3) Prioritise using analytics and AI. (4) Upgrading HR professionals. FIG 10: Human Capability Taxonomy (Source: Dave Ulrich) KENNETH KUK, DONALD DELVES, AND JOHN BREMEN - A Board Outlook on Effective Human Capital Governance Human capital governance can be an overwhelming subject for the board. They do not want to get stuck with minute detail about HR policies or programs. Best practice is for the board to focus their oversight on human capital areas most material to the business, either because they pose a significant risk or are a differentiator for competitive advantage. Kenneth Kuk, Don Delves, and John Bremen present the findings of WTW research into board prioritisation of human capital governance. Findings include: (1) Boards do not spend enough time on long-term strategic workforce planning. (2) Leadership succession and development, talent attraction and retention, and workforce planning and skills for the future were identified as the top three priority human capital topics. (3) Only one-third of board members agree that human capital governance is effective on their boards. (4) Boards do not spend enough time, nor do they receive the right level of information, to engage in meaningful and strategic discussions about human capital governance (see FIG 11). FIG 11: Boards do not spend enough time or receive enough information on human capital governance topics (Source: WTW, Directors & Boards) WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS WORLD ECONOMIC FORUM AND PwC - Leveraging Generative AI for Job Augmentation and Workforce Productivity: Scenarios, Case Studies and a Framework for Action The organizations quickest to adopt GenAI in their workforce are those that could be described as “data-driven” In their new report, the World Economic Forum and PwC present the findings of their study into how early adopters are leveraging GenAI across the workplace, the impact it is having, and the lessons they have learned along the way. The big takeaway is that they found that success depends as much on people as it does technology. Workers need to understand, trust and adopt GenAI. The report also presents four different scenarios for how the deployment of GenAI in organisations could play out (see FIG 12). With the recent Insight222 People Analytics Trends study finding that 62% of companies are in the first year of their journey with AI in HR, this report will be required reading. Credit to the authors: Adèle Jacquard, Isabelle Leliaert, Till Alexander Leopold, Shuvasish Sharma, Peter Brown MBE, Marlene De Koning, Kiera Thomas, and Astrid van der Werf. FIG 12: Four scenarios for the near future of GenAI (Source: PwC and World Economic Forum) THE BUSINESS ROUNDTABLE - Measuring the Impact of Skills-Based Talent Initiatives A helpful and practical guide from The Business Roundtable group of companies to help other organisations effectively implement skills-based hiring and talent management strategies. The report provides a blueprint for how to measure the success of skills-based talent strategies, which is comprised of four components: (1) Aligning on goals and selecting the right metrics to achieve them. (2) Enhancing internal data reporting (see sample balance scorecard in FIG 13). (3) Leveraging data for strategic change management. (4) Collaborating to report success at scale. Thanks to Brian Heger for highlighting in his Talent Edge newsletter. FIG 13: Measuring the impact of skills-based talent initiatives – sample balance scorecard (Source: The Business Roundtable) EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING SHARON K. PARKER AND CAROLINE KNIGHT - Design Work to Prevent Burnout Small, locally led work design changes can have a powerful effect on work quality. Employee burnout and disengagement is bad for business and bad for workers. A much better approach is to create healthier and more sustainable jobs through good work design. In their article, Sharon Parker and Caroline Knight, outline their SMART Work Design model (see FIG 14), which is designed to improve worker wellbeing and performance. The authors describe each of the five characteristics in the model, before emphasising that the first step in improving work design is to start with data: “The first step in improving work design is to assess its current state, using employee surveys, interviews, and observations. The most comprehensive assessment would incorporate all three.” They then provide guidance on five ways to use the model to drive positive collaboration between managers and their teams to: (1) Redesign teams' work, (2) Align people management systems, (3) Build leader capability for SMART work design, (4) Guide and evaluate operational change, and (5) Encourage and support employee job crafting. FIG 14: A model for making work smarter (Source: Sharon K. Parker and Caroline Knight) JACQUELINE BRASSEY, AARON DE SMET, AND DANA MAOR WITH SHEIDA RABIPOUR - Developing a resilient, adaptable workforce for an uncertain future To successfully move their business strategies forward, 21st-century leaders need an engaged and innovative workforce that can change course quickly, effectively, and fluidly. A recent study by the McKinsey Health Institute finds that when employees experience strong levels of organisational support, psychological safety, resiliency and adaptability, these are associated with high levels of engagement and innovation (see FIG 15). In their article, Jacqui Brassey, PhD, MA, MAfN ?️ (née Schouten), Aaron De Smet, Dana Maor, and Sheida Rabipour, PhD present a blueprint composed of four actions for leaders to develop their own capacity for change while in parallel fostering resilience and adaptability in the workforce: (1) Setting a North Star for the organisation. (2) Building a psychologically safe community, not just a workforce. (3) Ensuring that leaders themselves are resilient, adaptable, and can serve as role models. (4) Encouraging teams to build resilience and adaptability skills in groups. FIG 15: The relationship between organisational support, psychological safety, resilience and adaptability with engagement and innovation (Source: McKinsey) LEADERSHIP, CULTURE, AND LEARNING STEVEN LEVY - Relevance! Relevance! Relevance! Microsoft at 50 Is an AI Giant—and Still Hellbent on Domination | KATHLEEN HOGAN AND DAWN KAWAMOTO - How Microsoft’s chief people officer built a dynamic company culture In 2015, Nadella called for a major transformation of Microsoft’s culture: from a ‘know-it-all,’ fixed mindset culture to a ‘learn-it-all’ growth culture When Satya Nadella took over as CEO in 2014, Microsoft was seen as lumbering and uncool. Together, with Kathleen Hogan, who he appointed as Chief People Office, Nadella cleaned up a toxic culture, crafted the deal of the decade, and put Microsoft back on top. These two resources provide the context from a business perspective and a people one, on who this was achieved. The first article, in Wired, tells the business story: including the acquisitions of LinkedIn and GitHub, the partnership with OpenAI, and how Microsoft closed the AI gap with its competitors. The second article and video, sees Kathleen Hogan sharing how the company changed its company culture and how that evolution continues: “We always joke, the minute you think you’ve arrived and have a growth mindset is the minute you have a fixed mindset.” MICHAEL ARENA AND PHILIP ARKCOLL - When flatter isn’t better: The hidden cost of collaborative demand In an effort to create flatter organizational structures, indiscriminately cutting managers without first assessing collaborative demand can have detrimental consequences. In order to speed up decision making, companies like Meta and Amazon have cut managers as part of a ‘flatter is faster’ approach. The theory is that fewer managers means more speed, more agility, and more innovation. In their article, Michael Arena and Philip Arkcoll provide a counterpoint through Worklytics data showing that when managers are stretched thin—leading teams of seven or more— they encounter overwhelming workloads, rising burnout, and reduced ability to effectively support their teams (see FIG 16). To strike the right balance, Arena and Arkcoll advocate the use of data to assess collaborative demand and drive targeted actions. They provide guidance on (1) Optimising span of control , (2) Focusing on managerial overload, (3) Providing delegation strategies, and (4) Monitoring workloads. FIG 16: Manager hours worked compared to team size (Source: Worklytics) ARNE GAST, ERIK MANDERSLOOT, KAI GRUNEWALD, AND NEIL PEARSE WITH CARMEN JAMES AND NATACHA CATALINO - All about teams: A new approach to organizational transformation Team-focused transformations can lead to 30 percent efficiency gains in organizations that implement these strategies effectively. According to McKinsey, when it comes to organisational transformations there is a third way beyond the top-down or bottom-up approaches that are typically employed. That is a team-centric approach. Indeed, in their article, Arne Gast, Erik Mandersloot, Kai Grünewald, Neil Pearse, Carmen James, and Natacha (Simon) Catalino reveal that a team-centric approach can lead to 30 percent efficiency gains in organisations that implement these strategies effectively. The article provides guidance on four practical steps to empowering teams and unleashing their potential: (1) Identifying the highest-value teams, (2) Activating the value-creating teams (see FIG 17), (3) Lifting the leaders to support their teams, and; (4) Scaling this approach to more and more teams. FIG 17: Transformation requires collaboration within and across teams throughout the organisation (Source: McKinsey) HR TECH VOICES Much of the innovation in the field continues to be driven by the vendor community, and I’ve picked out a few resources from December that I recommend readers delve into: FRANCISCO MARIN - Unlocking HR Potential with Organizational Network Analysis: Insights from Gartner’s 2025 HR Priorities – Francisco Marin of Cognitive Talent Solutions takes inspiration from Gartner’s Top 5 Priorities for HR Leaders in 2025 report to highlight the role ONA can play in areas such as change management and leadership development – highlighting a case study by Allstate that is contained in the Gartner report (see FIG 18). FIG 18: Network model for change planning and execution (Source: Gartner) LISA K. SIMON - AI Isn’t Coming for Your Job—Unless You Ignore It – Lisa K. Simon reveals insightful data from Revelio Labs, on the exposure and adoption of different roles to AI. Findings include: (1) High AI exposure is positively correlated with higher salaries: A ten percentage point increase in AI exposure is associated with 25% higher salaries. (2) The higher the AI exposure, the higher the adoption of AI tools (see FIG 19). FIG 19: Data scientists lead the way in AI adoption (Source: Revelio Labs) BEN WIGERT AND COREY TATEL - The Great Detachment: Why Employees Feel Stuck – Ben Wigert, Ph.D, MBA and Corey Tatel, Ph.D. present data from Gallup that finds that employees across the US are increasingly detached from their jobs – hence The Great Detachment – with satisfaction at record lows, employees seeking new opportunities at the highest rate since 2015, but with a cooling job market organisations face risks with regards to productivity and  future talent loss (see FIG 20). FIG 20: Overall satisfaction and intent to leave, among US employees (Source: Gallup) PODCASTS OF THE MONTH In another month of high-quality podcasts, I’ve selected five gems for your aural pleasure: (you can also check out the latest episodes of the Digital HR Leaders Podcast – see ‘From My Desk’ below): NICK HUDGELL - AI And Data Governance – Nick Hudgell, Global Head of People Insights at Sanofi, joins hosts Stacia Sherman Garr and Dani Johnson on Workplace Stories, to discuss how his team has built an infrastructure that connects disparate systems, improves data quality, and uses machine learning to unlock insights that genuinely improve employee experiences. LASZLO BOCK - Becoming a Courageous, Data-Driven HR Leader - Laszlo Bock, co-founder of the Berkeley Transformative CHRO Academy joins Lars Schmidt on what looks like the last episode of Redefining Work (for now at least – see here) to share his journey from shaping Google’s data-driven HR practices to mentoring the next generation of CHROs. If it does prove to be the final episode, Lars you certainly went out on top. MARK MA - RTOs: Research-backed Realities and Recommendations - Mark Ma, a research professor at the University of Pittsburgh, joins host Sophie Wade on the Transforming Work podcast to shares his discoveries that stock market declines generated RTO mandates but not improved corporate results. In the episode, he advocates for workplace flexibility – giving choices to employees and teams. ERIN SPENCER AND MACKENZIE WILSON - AI and innovations in HR technology – In this episode of the Capital H podcast, hosts David Mallon and Franz Gilbert sit down with Human Capital analysts Erin Spencer and Mackenzie Wilson to discuss innovative AI solutions emerging in the market from established vendors and agile startups. BRYAN HANCOCK AND BROOKE WEDDLE - What works—and doesn’t—in performance management – In this episode of McKinsey Talks Talent, Bryan Hancock and Brooke Weddle join host Lucia Rahilly to share their research on what drives performance: what motivates employees most, what matters less than you think, and the changes organisations need to make to ensure their feedback, ratings, and review processes are on track. VIDEO OF THE MONTH BRIAN ELLIOTT, LAURIANNE MCLAUGHLIN, AND M. SHAWN READ - RTO Mandates: Hard Truths for Leaders In this video, Brian Elliott, who we featured earlier in the special on hybrid working, discusses the impact of RTO mandates with Laurianne McLaughlin and M. Shawn Read. Brian highlights data and examples that shines a light on return-to-office directives, offers predictions for those companies who have implemented these mandates. He also provides alternative, evidence-based strategies that forward-thinking leaders can use to boost productivity without hurting employee trust, engagement, or talent retention. RESEARCH REPORT OF THE MONTH SHONNA WATERS, ERIN EATOUGH, SHEHZAD BASHIR - People Analytics Across Company Growth Stages: Evolving Your Approach as You Scale In an era where people are at the heart of organizational success, making data-driven talent decisions is no longer optional - it's a strategic imperative. In their white paper, four esteemed experts in people analytics - Shonna Waters, PhD, Erin Eatough, PhD, Shehzad Bashir, and Ian OKeefe, break down how to build and refine people analytics capabilities that grow with your organisation. The authors introduce a practical framework for people analytics based on four pillars - each with its own set of capabilities: Governance (with seven capabilities including strategy, ethics and compliance), Infrastructure (also with seven capabilities such as storage, performance and security), Methods (with eight capabilities including primary research, statistical models and machine learning), and Products (with nine capabilities including metrics, dashboards, and nudges), which they state form the basis for organisations to build and subsequently scale their people analytics function. This is a well-researched, practical and helpful paper. HR Analytics adoption is associated with higher return on investment by an average of 6.2% for return on capital employed BOOK OF THE MONTH KATARINA BERG – Bold: A New Era of Strategic HR Behind every innovative company there should be an innovative HR function. That certainly applies to Spotify and Katarina Berg, the company’s Chief People Officer where being bold is etched into the DNA of the HR function she leads. This is evident in the Spotify HR Blog, and now in Bold, which is finally available in English. As I describe in my endorsement of the book: The pandemic has thrust HR into the spotlight and given the function the opportunity to lead in shaping the new model of work. To do this, HR has to embrace data and digital. It must deliver for leaders and employees alike. Above all, HR must be bold. Spotify’s HR function, under the leadership of Katarina Berg, is setting the template for other to follow. With ‘Bold’, Katarina and her team build on the visionary Spotify HR Blog, providing a rich vein of insights on the practice of a leading-edge HR function and how it delivers value for employees and the business. BONUS RESOURCES Some bonus resources to also consume this month: Andrew Kilshaw provides data, insights and guidance to companies looking to streamline their organisations in Middle Management Is Tough Enough As It Is.... If You're Going to Streamline Your Organization, Do It Right And Give Them "Space to Lead". The latest edition of Gareth Flynn’s consistently excellent newsletter summarises the findings of his research into skills-based approaches to talent management: 2024 Skills Research - You Don't Need to Become a SBO or SPO to Drive Value From Skills. Tejas Kumar provides some helpful guidance on how to grow professional relationships (see FIG 21). Madeline Laurano and Kyle Lagunas provide some helpful guidance on how HR Tech vendors can build better partnerships in 2025. Donald Sull highlights here the excellent series of 'Culture Champions' based on a webinar series and research by Donald and the CultureX team, which features interviews with leaders including Sharon MacBeath, Manny Maceda, Jim Whitehurst, Marvin Boakye, and Katie Burke. Rob Briner provides a cautionary tale about telling stories with data. FIG 21: The Journey to Synergy (Source: Tejas Kumar) FROM MY DESK December saw the final three episodes of Series 43 of the Digital HR Leaders podcast, sponsored by TechWolf (thanks Maaike Standaert, Andreas De Neve ?). MIKAËL WORNOO - How to Use Skills Data to Solve Business Challenges – Mikaël Wornoo? joins me to explore how organisations can move beyond surface-level discussions centred on build a skills-based organisation to drive real business impact. MELISSA DAIMLER - Drive Success Through Intentional and Adaptive Company Cultures – Melissa Daimler, Chief Learning Officer at Udemy and author of ReCulturing: Design Your Company Culture to Connect with Strategy and Purpose for Lasting Success, joins me to share how HR leaders can design company cultures that are intentional, adaptive, and aligned with business goals. CHRISTOPHE CABRERA - How to Navigate Challenges in Skills-Based Transformation Journeys - Christophe Cabrera, Director and Head of IT Talent and Company Reputation at UCB, joins me to share how UCB kicked off its skills transformation with an initial proof-of-concept for 500 employees, how it used AI, and its rollout across additional parts of the company. LOOKING FOR A NEW ROLE IN PEOPLE ANALYTICS OR HR TECH? I’d like to highlight once again the wonderful resource created by Richard Rosenow and the One Model team of open roles in people analytics and HR technology, which now numbers over 550 roles. THANK YOU Oli Meager for including me in his list of HR Tech Analysts you can Trust along with a number of people I really respects such as Stacia Sherman Garr, David Perring, FLPI, Kyle Lagunas, and Dani Johnson Gareth Flynn for posting about the Digital HR Leaders podcast episodes with Sandra Loughlin, PhD and Mikaël Wornoo? as part of sharing his insightful learnings on skills Josh Tarr for also posting about the Digital HR Leaders podcast episodes with Sandra and Mikael here Serena H. Huang, Ph.D. for including Excellence in People Analytics as one of ten books that inspired her to write her first book, The Inclusion Equation, which is published in January 2025 Laureano Pérez Caballero for including Excellence in People Analytics in his selection of five books to give as gifts Thomas Kohler for including the November edition of Data Driven HR Monthly in his list of HR resources Thinkers360 for including me in their list of Top Voices EMEA 2024 Teamflect for including me on their list of leaders redefining HR Paul's Job for including me in their list of Experts Shaping the Future of HR Voxeon Communicationsfor including me in their list of Visionaries redefining the Future of Work Finally, a huge thank you to the following people who either shared the November edition of Data Driven HR Monthly and/or posted about the Digital HR Leaders podcast, conferences or other content. It's much appreciated: Tanguy Dulac Joseph Nabarro Sven Hultin Alan Susi Sibusiso Mkhize Sebastian Knepper Samir Murgude , SPHR®, SHRM-SCP, IHRP-SP Catriona Lindsay Amardeep Singh, MBA Kouros Behzad Matthew Hamilton Ian Grant FCIPD Dave Millner Vijay Patnaik, MBA Kathleen Kruse Danielle Farrell, MA Aravind Warrier Alexis Fink Errol Kruger Jose Luis Chavez Vasquez Marijana Brasiello, MHRM Andrew Pitts Joachim Decock David Simmonds FCIPD Dr. Jeeta Sarkar Maximilian Lankheit Chris Long Maria Alice Jovinski Felipe Jara David McLean Danielle Bushen Swechha Mohapatra (IHRP-SP, SHRM-SCP, CIPD) Lukasz Sowinski Geetanjali Gamel Timo Tischer Henrik Håkansson Serena H. Huang, Ph.D. Sander de Bruijn, Kristin Saboe, Ph.D. Giovanna Constant Ravin Jesuthasan, CFA, FRSA Russ Fatum BS, BS, MSA, MBB, PMP Ekta Lall Mittal Luis Maria Cravino Sameer Raut Chandresh Natu Praful Tickoo Ron Ben Oz Emanuele Magrone Laurent Reich Scott Nemeth Chris Lovato Philippa Penfold FCIPD Gal Mozes, PhD Christina Bui Matt Burns Bhawna Bist Melissa Hopper Fritz Rex Blodgett Delia Majarín Asaf Jackoby Joonghak Lee Jaejin Lee Mark Lawrence Kimberly Rose Mariami Lolashvili Malgorzata Langlois Irene Wong Kelly Monahan, Ph.D. Doug Chartier Sophia Huang, Ed.D. Caitie Jacobson Roxanne Bisby Davis Hanna Salo Toon van der Veer David Littlechild Jeff Wellstead Pedro Pereira Dr. Sebastian Projahn Melissa Arronte Linda Jonas John Healy Greg Pryor Kristina Kersiene, PhD Kris Saling Dr Philip Gibbs John Golden, Ph.D. Irada Sadykhova Dolapo (Dolly) Oyenuga, Phil Inskip Joseph Frank, PhD CCP GWCCM Lina Makneviciute Alexandra Nawrat John Brazier Marcela Mury Jacob Nielsen Søren Kold Lucie Vottova Stephanie Murphy, Ph.D. John Gunawan Gawain Wang Dave Fineman Craig Starbuck, PhD Ralf Buechsenschuss Bob Pulver Daniel Ivezaj Nico Orie Greg Newman Brandon Mistry Elizabeth Esarove Julia Brandon, PhD Evan Franz, MBA Erik Otteson Higor Gomes Ken Clar Ruben Santos Dr. Peter Schulz-Rittich Mattijs Mol Tina Peeters, PhD Tim Peffers Ludek Stehlik, Ph.D. Abhilash Bodanapu Mukesh Jain Ohad Geron Jonathon Frampton ABOUT THE AUTHOR David Green ?? is a globally respected author, speaker, conference chair, and executive consultant on people analytics, data-driven HR and the future of work. As Managing Partner and Executive Director at Insight222, he has overall responsibility for the delivery of the Insight222 People Analytics Program, which supports the advancement of people analytics in over 100 global organisations. Prior to co-founding Insight222, David accumulated over 20 years experience in the human resources and people analytics fields, including as Global Director of People Analytics Solutions at IBM. As such, David has extensive experience in helping organisations increase value, impact and focus from the wise and ethical use of people analytics. David also hosts the Digital HR Leaders Podcast and is an instructor for Insight222's myHRfuture Academy. His book, co-authored with Jonathan Ferrar, Excellence in People Analytics: How to use Workforce Data to Create Business Value was published in the summer of 2021.
    collaboration
    2024年12月29日
  • collaboration
    The best HR & People Analytics articles of October 2024 Never forget what the ‘H’ in HR stands for... This was the unanimous advice of the CEO panel, skilfully moderated by Charles-Henri Besseyre des Horts, at the recent Unleash World show in Paris, where I had the privilege of being emcee of the Main Stage. One of the main themes that emerged from the show (see my key learnings from Unleash) is that HR continues to make significant progress in its journey from support function to strategic partner. To complete this transition, HR must embrace data (as opening keynote Peter Hinssen put it: “You can’t connect the dots, if you don’t collect the dots”). Moreover, as I said in my opening words: HR can’t lead the charge on AI, skills and new ways of working, if it doesn’t upskill itself. This edition of the Data Driven HR Monthly is sponsored by our friends at Visier Pay Equity: A Critical Workforce Challenge You Can No Longer Ignore. According to a recent study by The Josh Bersin Company on pay equity, as it stands today, the gender pay gap won't close until 2048. Even worse: progress in some areas is slowing with less than 5% of companies excelling in pay equity despite it having 13 times the impact on employee experience compared to pay levels. Read the report. The report, “The Surprising Truth about Gender Pay Equity”., examines: The current state of gender pay equity Barriers companies face in addressing pay The projected timeline for closing the gender pay gap Examples of companies implementing strategies to achieve pay equity It’s time to face the challenge head-on, embed pay equity into everyday practices, and have informed conversations about compensation. Get the report. Visier gives you a Workforce AI Edge: the set of AI-powered capabilities every leader needs to confidently navigate an exponentially more challenging business environment. October road report October was a busy month. It started in New York, where I moderated a panel on Workestration at the NY Strategic HR Analytics Meetup Group before co-chairing the first People Analytics World to take place in the US. The next stop was Paris, for the aforementioned UNLEASH World, which had over 7,000 attendees. Finally, it was back to the US for a Peer Meeting for North American members of the Insight222 People Analytics Program®, which was hosted by Phil Wilburn and his team at Workday. For more on People Analytics World, I recommend reading takeaways from Craig Starbuck, PhD (here), Al Adamsen (here), Christopher Cerasoli (here), Lore Muraina, PMP, PMI-ACP, CPP (here), Lydia Wu (here), and Melissa Arronte (here). Thanks to Barry Swales for entrusting me to co-chair with Michael M. Moon, PhD. For more on Unleash, read my key learnings, as well as checking out the Unleash site for articles by Alexandra Nawrat, John Brazier and Lucy Buchholz. A huge thank you to Marc Coleman, Paige Richmond, Zoltán Kőváry and the whole Unleash team – it was a joy to work with you all again. A huge thank you too to Phil Willburn and the Workday team for hosting the Insight222 Peer Meeting at Pleasanton, as well as the speakers at the Peer Meeting: Shannon Vallina, Kanwal Safdar, Dr. Sebastian Projahn, Ashley Goldsmith, Rex Blodgett, Kun Gu, Victoria Holland, Greta Stahl, Kinnari Desai, Sven Linsmaier Finally, thanks as well to Stela Lupushor for inviting me to chair the panel on Workestration, Anna A. Tavis, PhD for hosting us at NYU, and Annie Dean, Brydie Lear and Chris Butler for making it such a rich conversation. Attendees at the Insight222 Peer Meeting for members of the Insight222 People Analytics Program, hosted by Workday, October 22-23, 2024 Sign-up to receive the 5th annual Insight222 People Analytics Trends research report The 5th Annual Insight222 People Analytics Trends study will be released on December 2. The report, which is informed by a survey of 340 participating organisations, will uncover how AI, data democratisation, and impactful people analytics strategies drive business value and elevate workforce decision-making. You can pre-register to receive the report on the day of release here or by clicking on the image below. Share the love! Enjoy reading the collection of resources for October and, if you do, please share some data driven HR love with your colleagues and networks. Thanks to the many of you who liked, shared and/or commented on September’s compendium. If you enjoy a weekly dose of curated learning (and the Digital HR Leaders podcast), the Insight222 newsletter: Digital HR Leaders newsletter is published every Tuesday – subscribe here. HYBRID, GENERATIVE AI AND THE FUTURE OF WORK ERIC ANICICH AND DART LINDSLEY - Reimagining Work as a Product If companies listen to employees the way they do customers, they can increase retention and engagement. In their Harvard Business Review article, Eric Anicich and Dart Lindsley challenge the traditional approaches to employee experience by painting a vision where work is viewed as a product employers offer to employees. Drawing on Clayton Christensen’s the jobs to be done theory, they suggest that employees ‘hire’ their jobs to fulfil specific needs, much as customers choose products. This perspective shifts the focus from maximising productivity to something akin to customer satisfaction. The authors share examples from a myriad of companies including Asana, Eli Lilly, Shopify and Dropbox, explain how companies can better balance company needs with employee satisfaction (see FIG 1), and discuss the merits of splitting the manager role in two (see also ‘Managers Can’t Do It All’ by Lynda Gratton and Diane Gherson). Finally, the article examines four challenges of implementing the model: (1) Changing HR (“Work-as-a-product requires a new HR mindset”). (2) Balancing employee preferences and organisational needs. (3) Maintaining flexibility and fairness. (4) Aligning incentives. FIG 1: Balancing company needs with employee satisfaction (Source: Anicich and Lindsley) NICHOLAS BLOOM, JAMES LIANG, AND RUOBING HAN - One Company A/B Tested Hybrid Work. Here’s What They Found With Amazon CEO Andy Jassy recently announcing that Amazon is going back to five days in the office: “to further strengthen our culture and teams”, this article by Nick Bloom, James Liang, and Ruobing Han based on A/B testing at Trip.com into different work modes makes for very interesting reading. The experiment involved 1600 employees being split into two groups. The first group worked five days a week in the office, with the second working three days in the office and two days a week at home. Over a two-year period, the experiment found no differences between the two groups in productivity, performance, promotion, learning or innovation. However, the study found that the hybrid group experienced higher satisfaction and lower attrition rates compared with their colleagues who worked exclusively from the office (see FIG 2). This reduction in turnover saved millions of dollars in recruiting and training costs, thereby increasing profits for the company. As the article explains, organisations can learn several valuable lessons from this study to implement a successful hybrid work model: (1) Establishing rigorous performance management systems, (2) Coordinating team or company-level hybrid schedules, (3) Securing support from firm leadership, and (4) A/B test their own management practices to find what works best for them. Our results showed that under a hybrid-work policy, Trip.com was able to generate millions of dollars of profits by reducing expensive attrition without any impact on performance, innovation, or productivity. FIG 2: Source: Hybrid working from home improves retention without damaging performance MICHAEL ARENA AND PHILIP ARKCOLL - The collaboration mandate: Does returning to the office improve innovation? What we need isn’t an office mandate—it’s a “collaboration mandate.” Shifting our focus from where we work to how we work could unlock the innovation we’re seeking. In all the hullabaloo of return to office mandates, there’s still too much focus on where employees work rather than how they collaborate. As Michael Arena and Philip Arkcoll write in their excellent article, dragging employees back into the office won’t magically spark innovation. Instead of an office mandate, they advocate for a “collaboration mandate”. The article explains how innovation is generated through three critical phases of collaboration: (1) Discovery (“the generation of new ideas and insights, often benefiting from the intentional bridging of connections and in-person interactions”), (2) Development (“transforming those ideas into viable solutions, where the focused team interactions of experimentation and rapid iteration are essential. It also requires an environment with minimal distraction for focused concentration.” – see FIG 3) and (3) Scaling (“the process of implementing solutions across the organization, which requires more deliberate interactions with key influencers to ensure widespread adoption and buy-in.”). The article examines the impact of remote and in-person on each stage, and provides guidance on practices to improve collaboration in each. For more, I recommend listening to Michael on a recent episode of the Digital HR Leaders podcast with me: What the Impact of Distributed Work on Organisational Networks Tells Us About the Future of Talent Management. FIG 3: High levels of focus, such as 4.4 hours daily versus a low focus level of 2.7 hours, significantly drive productivity in development (Source: Worklytics) https://youtu.be/-giwBOuYwio BCG - Five Must-Haves for Effective AI Upskilling Embedding AI in daily tasks at all levels creates a network effect: the more people use and understand it, the more the entire organization gains in knowledge, innovation, and efficiency. Upskilling its workforce on AI helps a company maximise its investments in the technology and equips it with a competitive edge. In a new study by BCG, Hean-Ho Loh, Vinciane Beauchene, Vladimir Lukic, and Rajiv Shenoy provide guidance on five actions to help achieve this: (1) Assess needs and measure outcomes (the article recommends using the Kirkpatrick method). (2) Prepare workers for change - individually, at the team level, and organisation-wide. (3) Introduce appropriate incentives to unlock employees’ willingness to learn (e.g. nudges). (4) Position the C-suite at the forefront of adoption and training initiatives. (5) Use AI tools and the network effect to upskill people on AI (see FIG 4). FIG 4: AI learning and support tools fall into four categories (Source: BCG) KAI HAHN | INTELLIGENT ENTERPRISE LEADERS ALLIANCE - AI & The Future of Work Within People Analytics’ transformation into a strategic business partner the advance of AI is shaping up as an accelerator if used to drive business outcomes Kai Hahn presents the results of a comprehensive study by the Intelligent Enterprise Leaders Alliance on the state of AI adoption in HR and people analytics. The report features a stellar list of contributors including: Arianna Huffington, Dave Ulrich, Dr Tomas Chamorro-Premuzic, Amit Mohindra, Nicole Lettich, Kalifa Oliver, Ph.D. and Alim A. Dhanji. Key findings include: (1) Talent Acquisition is at the forefront of embracing AI tools with 70% currently piloting/leveraging AI, followed by People Analytics and L&D with 65%. (2) Priorities for People Analytics in the next 6-12 months with AI are first and foremost automating HR operations. (3) The biggest barrier to adoption is resistance to change, ahead of skills gaps, challenges with data quality and security, privacy and trust, and ethical concerns and bias. FIG 5: Where organisations are leveraging AI in HR (Source: IELA) PEOPLE ANALYTICS JAAP VELDKAMP - Positioning People Analytics into the HR Service Model: A Path to Sustainable Impact Embedding People Analytics within the HR Service Model is essential for creating a lasting and meaningful impact. In his thoughtful article, Jaap Veldkamp, Global Head of People Analytics and Organisational Effectiveness at ABN AMRO, provides guidance on how people analytics should be positioned within the broader HR service model. Jaap provides a simplified view of the HR operating model (see FIG 6), which has three components: (1) Identifying needs. (2) Prioritising needs. (3) Executing and evaluating strategies. He then describes how the key capabilities of ABN AMRO’s people analytics function (Dashboarding and reporting, Employee listening, Data science and research, Organisational effectiveness, and Consulting) flow through the HR service model. As Jaap highlights: “the overall aim is to ensure that the capabilities of the People Analytics team are part of every step in the HR Service Model.” FIG 6: Simplified HR Service Model (Source: Jaap Veldkamp) RICHARD ROSENOW - From Data to Strategy: The New Role of Workforce Systems Leaders in Transforming HR Without a Workforce Systems Leader, these decisions fall to the CHRO, pulling them into day-to-day inter-functional debates when they should focus on the strategic vision In Insight222’s recent study, Building the People Analytics Ecosystem, we identified three types of people analytics leader that are emerging as the people analytics operating model continues to evolve. One of these – the Portfolio Analytics leader – has similarities to a trend identified by Richard Rosenow in his new white paper for One Model. The findings are based on more than 40 HR teams hiring a Workforce Systems Leader combining people strategy, operations, technology, data and analytics (see FIG 7). In the paper, Richard covers: (1) Key challenges in people analytics – how the role of people analytics often extends far beyond their original role description. (2) Mastering the People Data Supply Chain – highlighting the essential steps to building a robust people analytics function. (3) The emergence of Workforce Systems Leaders. Read a preview in Richard’s LinkedIn post and download the full paper here. FIG 7: The role of a Workforce Systems Leader (Source: One Model) SCOTT ROGERS - People Analytics & HRBPs - Navigating the art of imperfect collaboration | ALDAR NIKOLAEV - People Analytics Recipes: Advancing Employee Turnover Story P.1 | RALF BUECHSENSCHUSS - Becoming a data-driven (HR) organization - Leveraging generative AI to democratize data and insights | PETER MEYLER – How much time do People Analytics teams spend on reporting vs. analytics? | PATRICK COOLEN – The Four Faces of People Analytics | YUYAN SUN - 5 Ways to Use AI in People Analytics Everyday In each edition of the Data Driven HR Monthly, I feature a collection of articles by current and recent people analytics leaders. These are intended to act as a spur and inspiration to the field. Six are highlighted in this month’s edition. (1) Having worked in both domains, Scott Rogers is well-qualified to explore the dynamics of the HRBP-People Analytics relationship. He presents a framework identifying the key focus areas for people analytics leaders (e.g. championing HR operational excellence) and HRBPs (e.g. engaging with and advocating for people analytics). (2) Aldar Nikolaev provides a practical guide on how to analyse and visualise employee turnover and conduct scenario planning (see FIG 8). (3) Ralf Buechsenschuss offers a practical guide – including videos – to showcase what is already possible when embedding generative AI into the flow of work in the context of people analytics. (4) Peter Meyler presents the findings of his survey, which finds that 48% of people analytics teams spend at least 75% of their time on data and reporting. (5) Patrick Coolen documents the four faces of people analytics practices: the strategist (see FIG 9), the gatekeeper, the specialist, and the designer. (6) Yuyan Sun breaks down five ways to use AI everyday in people analytics: Don't just use AI as a tool. Use it as a thought partner. FIG 8: Measuring employee turnover (Source: Aldar Nikolaev) FIG 9: The Four Faces of People Analytics: The Strategist (Source: Patrick Coolen) THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE MARC EFFRON - It’s (Still) the Mortar not the Bricks Some CHROs are not willing to drive significant change in reducing headcount, upgrading the capabilities of their team or holding their HRLT accountable to “wire” the business properly. Marc Effron and his team at The Talent Strategy Group cut through the hyperbole to analyse the state of the HR operating model, critique what the consulting firms (EY, Deloitte, Gartner, Mercer and McKinsey) propose and where they fit with the Ulrich Model, and offer guidance on how to structure, upskill and wire your HR operating mode for success. Highlights include Effron’s views that: (1) Dave Ulrich’s model is the reference standard for good HR operating models. (2) That despite statements to the contrary by the consulting firms advocating why the HR operations model needs to change, the world of work remains largely the same. (3) HRBP’s should be fewer in number, stronger in capabilities and deployed against major business units and/or geographies. (4) The future HR service centre will perform a far larger percentage of overall HR work and do at least 80% of this through technology. (5) Companies should create an ‘HR Wiring Team’ to assess where the HR wiring is either not fully developed or isn’t being followed. Effron defines wiring as “Wiring means the agreement among HR team members about how vital processes will flow – the steps, the accountabilities, the technology, etc.” A compulsory read for any chief people officer considering whether to revamp their HR operating model. FIG 10: People Value Chain (Source: EY) SHARI CHERNACK AND JONATHAN GORDIN | MERCER - 2024 Voice of the CHRO: Maximizing HR effectiveness in a changing landscape Article | Full Report While much of the focus and headlines of Mercer’s 2024 Voice of the CHRO report, authored by Shari Chernack and Jonathan Gordin, is understandably on the challenges and opportunities associated with AI (see FIG 11), what really stands out for me is the section on maximising HR’s influence with the C-suite and board. The results demonstrate that HR is increasingly a strategic partner: 56% of CHROs meet with the board every week, 51% report higher levels of C-suite engagement than previous years, and 71% report high alignment on HR and people priorities. Data is increasingly key, with 76% of CHROs believing that using data to showcase HR’s impact on business performance will help drive further engagement with the C-suite and board. The report highlights six key actions for CHROs: (1) Accelerate AI for HR readiness. (2) Drive AI adoption across the enterprise. (3) Strengthen C-suite relationships and alignment. (4) Understand and plan to bolster key skills. (5) Don’t sleep on employee experience. (6) Build your HR team for the future. Build your HR team for the future. Reshape and develop your team to reflect the cross pressures of increasingly complex demands on HR, including an anticipated need for greater technology and analytical expertise on the team, and the lean HR team size in most organizations. FIG 11: AI’s anticipated impact (Source: Mercer) MARK WHITTLE, LIANA PASSANTINO AND MAGGIE SCHROEDER-O’NEAL | GARTNER - Top 5 Priorities for HR Leaders in 2025 Leader and manager development remains the No. 1 priority in 2025 for HR leaders for the third consecutive year, according to Gartner, with organisational culture, strategic workforce planning, change management and HR technology rounding off the top five (see FIG 12). The report (authors: Mark Whittle, Liana Passantino, PhD, and Maggie Schroeder-O’Neal) provides detailed analysis on each of the top five priorities, defining the problem statement and imperative for each along with a case study. My eyes were drawn to the section on Strategic Workforce Planning (SWP) and the rather stark finding that only 15% of organisations currently practice SWP. Guidance is provided on expanding the scope and complexity of SWP through small phases and a powerful case study is provided on Merck (kudos Ruben Groen Alexis Saussinan) (see FIG 13): Instead of striving for perfection and getting stuck gathering every piece of information available, Merck’s SWP team reduces the complexity of SWP by narrowing their team’s focus to solving a problem, enabling them to take action and drive impact. FIG 12: Top 5 Priorities for HR Leaders in 2025 (Source: Gartner) FIG 13: How Merck prioritizes SWP needs by relevance and actionability (Source: Gartner) ROB BRINER | CORPORATE RESEARCH FORUM - Driving Organisational Performance: HR’s Critical Role HR functions can and should do more to contribute to organisational performance. But, in order to do this, they need to be able to identify for themselves and in their context what specifically they need to do to help the business meet its strategic objectives. The purpose of this excellent new report, authored by Rob Briner for the Corporate Research Forum (CRF), is to provide a framework for HR functions to more effectively drive performance – within their own organisational context. There’s lots to unpack in the report, but highlights include: (1) The evaluation of six ways of thinking about how HR impacts organisational performance (see FIG 14). (2) Key questions HR should be able to answer about the business, its strategic objectives, and how HR can help achieve these objectives. (3) Guidance on joining the causal dots between HR practices and strategic objectives. (4) A self-assessment for HR leaders to assess how well their own function contributes to organisational performance. (5) An eight-step process model of how HR can drive organisational performance. For more from Rob Briner, I recommend listening to his conversation with me on the Digital HR Leaders podcast: What is Evidence Based HR and Why is it Important? FIG 14: Perspectives of how HR contributes to organisational performance and likely value (Source: CRF, Rob Briner) PwC - Saratoga Annual Benchmarking Report 2024 As the introduction to this report highlights, PwC Saratoga has over 30,000 benchmarks for 1000+ metrics covering a wide variety of HR and workforce topics. This annual report includes benchmarks for 400 organisations across 20 industries including those related to employee attrition, talent attraction, and diversity, equity and inclusion, as well as benchmarks relating to HR and people analytics FTE ratios (see FIG 15 for FTE ratios for business partners and people analytics). Similar to the annual People Analytics Trends study we publish at Insight222, Saratoga finds that people analytics is showing rapid growth in many industries including technology, financial services and manufacturing/engineering. There is an increasing focus on people analytics as organizations invest deeper into digital capabilities and as the importance of data is elevated across industries. FIG 15: HR Business Partners and People Analytics FTE ratios 2022 and 2023 (Source: PwC Saratoga) WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS JAEJIN LEE - Skill-based Transformation: “Don't Start with Skills, Start with Work!” Jaejin Lee takes an incredibly thoughtful deep-dive on the shift towards a skills-based organisation. He analyses a number of factors driving this shift including why the consensus is shifting towards skills, the technology changes driving the movement, and the need to start with the work while viewing the transformation through an employee-centric lens. Jaejin also shares two examples from his consulting work of skills-based network analysis (see FIG 16 for example that clusters the company’s employees' skills based on their similar attributes). Finally, Jaejin shares resources from experts including John Boudreau, Ravin Jesuthasan, CFA, FRSA, and Tanuj Kapilashrami, and rounds proceedings off by providing a checklist for companies to conduct a self-diagnosis with regards to skills (see FIG 17). A tour de force. FIG 16: Using network analysis to group skills with similar attributes into categories (Source: Jaejin Lee. FIG 17: Skills-based organisational diagnostic self-checklist (Source; Jaejin Lee) EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING ETHAN BURRIS, BENJAMIN THOMAS, KETAKI SODHI, AND DAWN KLINGHOFFER - Turn Employee Feedback into Action Ultimately, success (in employee listening) lies in empowering leaders to translate insights into concrete actions, effectively communicating progress, and fostering a continual feedback loop that values and respects the diverse voices within the organization. "To manage the employee experience, leaders must deeply understand employees’ perceptions, feelings, and desires and respond thoughtfully. This is particularly crucial when immense resources are invested in gathering employee feedback through pulse surveys, town halls, and data scraping from internal communications. But leaders are often overwhelmed by the data and struggle to translate it into actionable insights." In their Harvard Business Review article, Ethan Burris, Benjamin Thomas, Ph. D, SHRM-CP, Ketaki Sodhi, PhD, and Dawn Klinghoffer, share insights from interviews with more than two dozen companies to outline seven challenges and demonstrate how leading places to work have built an integrated process for assembling and understanding employee input and translating it into action. The seven challenges are: (1) Making sense of all that data. (2) Making sure employees feel heard. (3) Identifying the actual underlying problems. (4) Protecting employee privacy. (5) Navigating conflicting views. (6) Not burying bad news. (7) Providing meaningful follow-up. STEPHANIE DENINO - Moving Beyond Work as a Black Box: Uncovering & Addressing the Hidden Friction Work is more than just a black box of outputs—it’s a complex system with hidden friction that we often overlook. In her thoughtful article, Stephanie Denino, Managing Director at TI PEOPLE, examines the consequences of treating work like a black box. She breaks down the core components that make up work: “(1) a worker that is (2) trying to do something (key activities or moments of their work experience), in which (3) they interact with things like technology, people, and processes” (see FIG 18). Stephanie identifies that by capturing data on how work unfolds from the worker’s perspective, leaders can better identify and reduce work friction, ensuring productivity gains and enhancing employee satisfaction. The article presents strategies to move beyond surface-level metrics and focus on the intricate moments of work that truly drive business outcomes. FIG 18: Work can be broken down into three components (Source: Stephanie Denino) LEADERSHIP, CULTURE, AND LEARNING MCKINSEY - Going all in: Why employee ‘will’ can make or break transformations For a company undergoing transformation, cultivating employee “will” to change the way it operates is critical for success. Writing for McKinsey, Dominic Skerritt, John Parsons, Mary Lass Stewart, Matthew Schrimper, and Nicolette Rainone, Ph.D. highlight the people element of successful transformations. They set out a three step-process (see FIG 19): Elevate, empower, energize to cultivate employees’ will to drive transformation. (1) Elevate a strong core of employees across all levels to lead the transformation. (2) Empower a broad coalition of change leaders to embody new ways of thinking and working. (3) Energize all employees to transform. FIG 19: Organisations can galvanise a workforce’s will to transform with three actions (Source: McKinsey) CONSTANCE NOONAN HADLEY AND SARAH L. WRIGHT – We’re Still Lonely at Work In recent years, the huge impact that work loneliness is having on healthcare costs, absenteeism, and turnover has received widespread attention. Despite growing awareness, the problem remains, with one in five employees worldwide feeling lonely at work. In their article for Harvard Business Review, Connie Noonan Hadley and Sarah Wright debunk myths about work loneliness, such as the belief that in-person work or team assignments can solve the issue. They provide guidance on seven actions companies can take to put loneliness on the agenda: (1) Measure loneliness (see FIG 20); (2) Design slack into the workflow; (3) Create a culture of connections; (4) Build socialising into the rhythm of work; (5) Keep social activities simple; (6) Maximise each work mode for connection; (7) Actively recruit participants. FIG 20: A tool for measuring work loneliness (Source: Constance Noonan Hadley and Sarah L. Wright) DIVERSITY, EQUITY, INCLUSION, AND BELONGING McKINSEY AND LEANIN.ORG – Women in the Workplace: The 10th Anniversary Report Organizational change is a marathon, not a sprint, and making meaningful strides for women requires both hope and resilience. When leaders create a compelling vision of what’s possible, workplaces are better equipped to drive and sustain progress. Despite progress over the past decade, parity for all women in the workspace is almost 50 years away according to the 10th Women in the Workplace report by McKinsey and Leanin.Org. At the current trajectory, it will take 22 years for white women to achieve leadership parity—and more than twice as long for women of colour (see FIG 21). As ever, the report is an absorbing read with part 4, A Data-Driven Approach to Solutions, being required reading for people analytics professionals. In terms of implementing consistent processes, the report recommends four key building blocks: (1) making sure employees understand why a new practice is important; (2) teaching employees the skills they need to do their part; (3) putting mechanisms in place to support the practice; and (4) ensuring leaders role model the right behaviours. Finally, the report also provides guidance on tackling three areas that are especially important for advancing women and fostering inclusion: (1) De-biasing hiring and promotion (see FIG 22); (2) Inspiring and equipping employees to curb bias and practice allyship; and (3) Unlocking the power of managers to influence careers and team culture. Kudos to the authors: Alexis Krivkovich, Emily Field, Lareina Yee, and Megan McConnell, with Hannah Smith. FIG 21: It will take nearly 50 years to achieve gender parity for all women (Source: McKinsey) FIG 22: Research based tips for making hiring and performance reviews fairer (Source: McKinsey) HR TECH VOICES Much of the innovation in the field continues to be driven by the vendor community, and I’ve picked out a few resources from October that I recommend readers delve into: LOUJAINA ABDELWAHED, LISA K. SIMON, TOBY CULSHAW, AND REMY GLAISNER - Stuck in Neutral: Why Employees are Staying Put – Loujaina Abdelwahed, PhD, Lisa K. Simon, Toby Culshaw, and Remy Glaisner highlight Revelio Labs data finding that employee attrition rates are at their lowest in a decade. They explore the reasons for this and outline the conditions that would return attrition rates to their long-term average e.g. an increase in demand (15% increase in job postings), combined with 10% higher salaries and a tighter labour market (job postings taking 10% longer to fill). FIG 23: The decline in attrition in 2024 is unexplained by common factors (Source: Revelio Labs) DIDIER ELZINGA AND AMY LAVOIE - Research: The Long-Term Costs of Layoffs – Didier Elzinga and Amy Lavoie share the findings of a study by Culture Amp to understand the impact of company layoffs on employee engagement. These include: (1) After layoffs, companies see a significant drop in employee experience in many key areas. (2) High employee engagement prior to layoffs won’t protect you from the negative impact of doing layoffs. (3) Recovery takes time (see FIG 24). FIG 24: Change in favourability from pre-layoff (Source: Culture Amp) FRANCISCO MARIN - The Power of Collaborative Freedom: Aligning Interests, Collaborators, and Schedules – Francisco Marin of Cognitive Talent Solutions explains how collaborative freedom, which he sees as the underlying principle of a network-first future of work, discusses how the key facets of collaborative freedom – from increased autonomy and cross-functional cooperation to enhanced transparency - contribute to creating a more effective, agile, and rewarding work environment, “where employees are motivated not just by individual success but by the shared goals and achievements of the organization.” VISIER - Visier's Top 50 HR Leaders To Watch in 2025 – It’s a nice move (and a clever marketing one!) by Visier Inc. to highlight a group of their data-driven innovator clients. It’s certainly good to see the likes of Adam McKinnon, PhD., Angela LE MATHON, Jeremy Shapiro, Katherine Ward, Doug Shagam, Poonam Sirigidi, Julien Legret, Annalyn Jacob, Ph.D., Erik Otteson, Shannon Rutledge, Kai Wehmeyer, Jill Larsen, Ian Bailie, Alan Susi, and Scott Judd get some well-deserved recognition. PODCASTS OF THE MONTH In another month of high-quality podcasts, I’ve selected six gems for your aural pleasure: (you can also check out the latest episodes of the Digital HR Leaders Podcast – see ‘From My Desk’ below): MARK PRICE AND BRUCE DAISLEY - Can happy workers improve your company results? – Mark Price, former CEO at Waitrose, joins Bruce Daisley on the consistently excellent Eat Sleep Work Repeat to discuss the business benefits of investing in happy employees. The episode features a powerful example of how after acquiring Somerfield, and focusing on motivating the inherited workforce, Mark was able to reduce employee turnover from 75% to 17% within months. ETHAN BERNSTEIN AND MICHAEL HORN - The Real Reasons Employees Quit — and How to Retain Them – Ethan Bernstein and Michael Horn join Alison Beard on HBR IdeaCast to share their research on employee turnover, which points to a host of push and pull forces that cause workers to jump ship, and also outlines better retention strategies. NICK LYNN - “Small Changes Can Add Up To Something Big” – Culture, Change Management and the Employee Experience – Nick Lynn joins Mike Petrusky on the Workplace Innovator podcast to discuss the current world of the workplace and how leaders can build a culture of trust and higher engagement BRYAN HANCOCK AND EMILY FIELD - Will generative AI hurt middle managers—or help them? – In an episode of The McKinsey Podcast, together with host Lucia Rahilly, Emily Field and Bryan Hancock revisit their book, Power to the Middle: Why Managers Hold the Keys to the Future of Work, one year on to share how middle managers can use gen AI to support their teams more effectively—and update their image while they’re at it. KELLY MONAHAN - What trends will have the most impact on the future of work? – Kelly Monahan, Ph.D. joins host JP Elliott, PhD on The Future of Work Podcast to discuss the key trends that are impacting the future of work including why she believes that the skills-based organisation movement is stuck in the theory phase and the challenges it faces in implementation. GREG PRYOR - Why Social Network Perspective Matters – Greg Pryor joins Stacia Sherman Garr and Dani Johnson on Workplace Stories to share how social capital—our connections and relationships—drives business outcomes, sparks innovation, and boosts career growth. Listen to Greg, and then tune in to his sparring partner, Michael Arena, on the Digital HR Leaders podcast: What the Impact of Distributed Work on Organisational Networks Tells Us About the Future of Talent Management. VIDEO OF THE MONTH NICKLE LAMOREAUX - How IBM Uses AI to Transform HR In celebration of IBM's CHRO Nickle LaMoreaux recently being recognised as HR Executive of the Year, this month's Video of the Month features Nickle in discussion with me earlier this year on the Digital HR Leaders podcast where she shares how IBM is pioneering the use of AI in HR, and how this is revolutionising its approach to talent management, employee engagement, and predictive analytics. BOOK OF THE MONTH YUVAL NOAH HARARI - Nexus While I was on my travels at People Analytics World in New York and then Unleash World in Paris, at least ten people I respect told me that I simply had to read Nexus, the new book by Sapiens author Yuval Noah Harari. So, I ordered it in time to take with me to the US the week after Unleash – and they were right. It’s brilliant. It’s basically the story of how information networks have made, and unmade, our world. With the opportunity – and threat of AI – this is a book everyone in our field should read. Rory Stewart describes Nexus as: “Bold, original, erudite, provocative and entrancing,” and I couldn’t agree more. RESEARCH REPORT OF THE MONTH ALEXIS FINK AND COLE NAPPER - The World of HR Is Changing Rapidly: I-O Psychology Can Help – In their new paper for Society for Industrial and Organizational Psychology (SIOP), Alexis Fink and Cole Napper, people analytics leaders at Meta and FedEx respectively, break down the role of the industrial-organisational (IO) psychologist, and how they are helping organisations to manage the transformation being driven by advancements in artificial intelligence, emerging technologies, and evolving cultural landscapes. Insight222 ’s research on Leading Companies in People Analytics, identified I/O psychology as one of three key skills these companies are focused on hiring, developing and retaining to drive success (along with data scientists, and consultants), so this paper is an important read for chief people officers looking to advance their people analytics function. FROM MY DESK October saw the final episode of Series 41 of the Digital HR Leaders podcast, sponsored by Visier Inc. (thanks Adedamola Adeleke), and the first three episodes of Series 42, sponsored by Workday (thanks Sophie Barnes and Jennifer Neumann) as well as a number of articles penned by yours truly. Key Learnings from Unleash World 2024 – My key learnings from the main stage at the recent Unleash World show in Paris - together with the slides I used to kick off the event. Key Learnings from Insight222 Global Executive Retreat 2024 Insights: Shaping the Future of People Analytics – My key learnings from the recent 7th Annual Insight222 Global Executive Retreat, which features learnings from speakers including: Janine Vos , Prasad Setty, and Erin Meyer. How can workforce analytics enhance HR decision-making and drive business success? – A round-up of Series 41 of the Digital HR Leaders podcast, with insights from episodes featuring: Diane Gherson, Lynda Gratton, Angela LE MATHON, Keith Bigelow, Tanuj Kapilashrami and Ravin Jesuthasan, CFA, FRSA. Three ways to Upskill HR in Data Literacy – The team at Workday shared a summary of insights from my recent speech at Rising on how to improve the data literacy of HR professionals. SHARON TAYLOR AND JACO VAN VUUREN - Digitising HR for 55,000 Employees: Lessons from Standard Bank – Sharon Taylor, Chief People and Culture Officer, and Jaco Van Vuuren, Chief Operating Officer for Human Capital, join me to share the HR transformation journey at Standard Bank. MICHAEL FRACCARO - How Mastercard is Using AI to Drive Employee Success and Leadership Growth – Michael Fraccaro , Chief People Officer at Mastercard, shares how the company is using AI across HR, building a skills-based organisation, and how their Culture Health Index helps shape discussion and decisions with the Board. MICHAEL ARENA - What the Impact of Distributed Work on Organisational Networks Tells Us About the Future of Talent Management – Michael Arena joins me to discuss what the latest research on network analysis teaches us about hybrid working, team sizes, and the importance of social capital. JASON SCHECKNER - How Talent Orchestration Connects AI Investments to Real Business Results – Jason Scheckner of HiredScore by Workday joins me to discuss how talent orchestration is the key to unlocking AI’s full potential and transforming HR operations into a strategic powerhouse. LOOKING FOR A NEW ROLE IN PEOPLE ANALYTICS OR HR TECH? I’d like to highlight once again the wonderful resource created by Richard Rosenow and the One Model team of open roles in people analytics and HR technology, which now numbers close to 500 roles – and has now been developed into a LinkedIn newsletter too. THANK YOU Nick Broughton for including me in his list of remote work leaders to follow. Thomas Kohler for including the Digital HR Leaders podcast episode with Michael Fraccaro in his HR Resources of the Week. Thinkers360 for including me in their Top Voices EMEA 2024. Elaine Parr for sharing the Digital HR Leaders podcast episode with Nickle LaMoreaux on how IBM is pioneering the use of AI in HR. Olimpiusz Papiez for his thoughtful learnings about the Digital HR Leaders podcast episode with Jason Scheckner. Sven Hultin for publishing his analysis of Insight222's recent research on the People Analytics Operating Model: Democratizing workforce insight in a relevant context fuels adaption towards future relevance. Stela Lupushor for inviting me to moderate a panel at the recent New York Strategic HR Analytics MeetUp on Workestration and Neeru Monga (here), Tony Ashton (here), Ekta Lall Mittal (here), Anna A. Tavis, PhD (here) and Olivia Li (here) for their LinkedIn posts sharing some of the key learnings and pictures from the event. Finally, a huge thank you to the following people who either shared the September edition of Data Driven HR Monthly and/or posted about my sessions at Unleash, People Analytics World, and Workday Rising. It's much appreciated: Craig Forman, Zornitza Iankova, SPHR, Brandon Merritt Johnson, Hrvoje Bulat, Rebecca Hone, Emma Mercer (Assoc CIPD, MLPI), Dr. Max Muge Bakkaloglu, Kerron Ramganesh, Kristina Schoemmel, Perri Ma, Justin Shemeley, Kelly Satterfield, Luis Maria Cravino, Zina Al Taie, MBA, Joachim Rotzinger, Tobias W. Goers ツ, Anna Gullstrand, Ian Bailie, John Guy, Ouarda Guergour, Markus Graf, Sydney Dolanch, Noam Mordechay, Dorothy Dalton, Victoria Holdsworth, Nima Sherpa Green, ✅ Sarah E. Danzl Nirit Cohen ?, Andrew Pitts, Pierre Dejonghe, Jane Bech, MA-OP, CODP, Shannon Peterson, Nicole Davis, Davina Erasmus, Blaine Ames, David Balls (FCIPD), Dan George, Amardeep Singh, MBA, Yotam Ainom, Roshaunda Green, MBA, CDSP, Phenom Certified Recruiter, Henrik Håkansson, Kouros Behzad, Marijana Brasiello, MHRM, Catriona Lindsay, Adam Tombor (Wojciechowski), María Esther Sánchez, Silvia Schleiffer-Gouveia, Rajarshee Mukherjee, Volker Jacobs, Laszlo Bock, Daniel Farrell, Kevin Legel, Aravind Warrier, Lewis Garrad, Francisca Solano Beneitez, Jose Luis Chavez Vasquez, Dr. Jeeta Sarkar, Jorge Arevalo, Andreea Lungulescu, Maria Alice Jovinski, Philip Arkcoll, Corine Boon, Pietro Mazzoleni, Dave Millner, Bob Pulver, Wayne Tarken, David McLean, Swechha Mohapatra (IHRP-SP, SHRM-SCP, CIPD), Aurélie Crégut, David van Lochem, Vivek Ojha, Hanadi El Sayyed, Phil Kirschner, David Hodges, Jean-Francois Riand, Malgorzata Langlois, Shujaat Ahmad, Graham Tollit, Sebastian Kolberg, Phil Inskip, Sebastian Knepper, Caitie Jacobson, Asaf Jackoby, Melissa Hopper Fritz, Stephanie Murphy, Ph.D. Paul Daley, Stephen Hickey, Sarajit Poddar, Søren Kold, Jacob Nielsen, Dolapo (Dolly) Oyenuga, Manisha Singh, Monalisa Routray, Courtney McMahon, Irada Sadykhova, Geetanjali Gamel, Dave Fineman, Megan Buttita, MLIS, Mariana Hebborn PhD, Rob Kok, Keran Dhillon, Alex Browne, Chris Long, Pedro Pereira, Gal Mozes, PhD, Aritra Majumdar, Mia Norgren, Matthew Fleisher, PhD, Matt Elk, Christina Bui, Agnes Garaba, Laurent Reich, Jeff Wellstead, Danielle Bushen, Nick Hudgell, Jordan Hartley, John Gunawan, Casey G. Brower, PMP, Serena H. Huang, Ph.D., Bo Vialle-Derksen, Trish Uhl, PMP ??, Ken Clar, Isabel Naidoo, Mariami Lolashvili, Sophia Huang, Ed.D., Philippa Penfold, Sonia Mooney, Ian Grant FCIPD, Dr. Peter Schulz-Rittich, Irene Wong, Tim Peffers, Marcela Mury, Andrés García Ayala, Giovanna Constant, John Golden, Ph.D. Tanguy Dulac ABOUT THE AUTHOR David Green ?? is a globally respected author, speaker, conference chair, and executive consultant on people analytics, data-driven HR and the future of work. As Managing Partner and Executive Director at Insight222, he has overall responsibility for the delivery of the Insight222 People Analytics Program, which supports the advancement of people analytics in over 100 global organisations. Prior to co-founding Insight222, David accumulated over 20 years experience in the human resources and people analytics fields, including as Global Director of People Analytics Solutions at IBM. As such, David has extensive experience in helping organisations increase value, impact and focus from the wise and ethical use of people analytics. David also hosts the Digital HR Leaders Podcast and is an instructor for Insight222's myHRfuture Academy. His book, co-authored with Jonathan Ferrar, Excellence in People Analytics: How to use Workforce Data to Create Business Value was published in the summer of 2021. MEET ME AT THESE EVENTS I'll be speaking about people analytics, the future of work, and data driven HR at a number of upcoming events in 2024 and early 2025: November 19-20 - Insight222 European Peer Meeting (hosted by Merck in Darmstadt, Germany) - exclusively for member organisations of the Insight222 People Analytics Program December 5 - Visier Outsmart Local - Building Your People Data Strategy, London December 10-12 - Workday Rising EMEA, Amsterdam February 26-27 - People Analytics World, Zürich April 29-30 - People Analytics World, London More events will be added as they are confirmed.   主要作者和贡献者： David Green - Insight222的管理合伙人，专注于HR数据分析和未来工作趋势。 Eric Anicich 和 Dart Lindsley - 探讨“将工作视为产品”的方法。 Nicholas Bloom, James Liang, Ruobing Han - 基于Trip.com的混合办公A/B测试研究。 Michael Arena 和 Philip Arkcoll - 关于协作的重要性，倡导“协作要求”而非“办公要求”。 Hean-Ho Loh, Vinciane Beauchene, Vladimir Lukic, Rajiv Shenoy - 来自波士顿咨询公司（BCG），探讨AI技能提升的关键因素。 Kai Hahn - 智能企业领袖联盟的报告撰写者，探讨AI在HR中的应用。 Jaap Veldkamp - ABN AMRO的全球HR数据分析负责人。 Richard Rosenow - Insight222的一份研究报告撰写者，讨论HR系统的演变。 Scott Rogers, Aldar Nikolaev, Ralf Buechsenschuss, Peter Meyler, Patrick Coolen, Yuyan Sun - 各自讨论了HR数据分析在不同领域的应用。 Marc Effron - The Talent Strategy Group创始人，专注于HR运营模式。 Shari Chernack 和 Jonathan Gordin - Mercer的CHRO报告作者，探讨HR的战略角色。 Mark Whittle, Liana Passantino, Maggie Schroeder-O’Neal - 来自Gartner，讨论2025年HR的五大优先事项。 Rob Briner - Corporate Research Forum的作者，提供了HR推动组织绩效的框架。 Jaejin Lee - 探讨技能导向的组织转型。 Ethan Burris, Benjamin Thomas, Ketaki Sodhi, Dawn Klinghoffer - 在Harvard Business Review中讨论如何将员工反馈转化为行动。 Stephanie Denino - TI People的总监，讨论工作中隐藏摩擦的影响。 Dominic Skerritt, John Parsons, Mary Lass Stewart, Matthew Schrimper, Nicolette Rainone - McKinsey作者，探讨组织变革中的员工意愿。 Constance Noonan Hadley 和 Sarah L. Wright - 研究工作中的孤独感。 Alexis Krivkovich, Emily Field, Lareina Yee, Megan McConnell, Hannah Smith - 来自McKinsey和LeanIn.Org的性别平等报告的作者。 Loujaina Abdelwahed, Lisa K. Simon, Toby Culshaw, Remy Glaisner - Revelio Labs的数据分析师，研究员工流动率。 Didier Elzinga 和 Amy Lavoie - Culture Amp的研究人员，探讨裁员的长期影响。 Francisco Marin - Cognitive Talent Solutions的代表，关于协作自由的重要性。 Adam McKinnon, Angela LE MATHON, Jeremy Shapiro, Katherine Ward, Doug Shagam, Poonam Sirigidi, Julien Legret, Annalyn Jacob, Erik Otteson, Shannon Rutledge, Kai Wehmeyer, Jill Larsen, Ian Bailie, Alan Susi, Scott Judd - Visier公司列出的2025年HR领导者。 Mark Price 和 Bruce Daisley - 在Eat Sleep Work Repeat上探讨员工幸福感的影响。 Ethan Bernstein 和 Michael Horn - HBR IdeaCast上的嘉宾，讨论员工流失的原因。 Nick Lynn - Workplace Innovator的嘉宾，讨论文化和员工体验。 Bryan Hancock 和 Emily Field - 在McKinsey Podcast上讨论生成式AI对中层管理的影响。 Kelly Monahan - The Future of Work Podcast的嘉宾，讨论未来工作的关键趋势。 Greg Pryor - Workplace Stories的嘉宾，讨论社交资本的影响。 Nickle LaMoreaux - IBM的CHRO，讨论AI在HR中的应用（视频）。 Yuval Noah Harari - 其新书《Nexus》被推荐阅读，探讨信息网络对世界的影响。 Alexis Fink 和 Cole Napper - I-O心理学家，探讨心理学在HR转型中的作用。
    collaboration
    2024年11月03日
  • collaboration
    Josh Bersin: With Thoughtful Design And Culture, Dropbox Proves Remote Work Is A Winner Dropbox, a company with a $7 billion market cap and over $2.5 billion in revenue, has adopted a "Virtual First" strategy in response to the pandemic, transforming its work model from lavish San Francisco offices to a remote-first approach. This shift was led by CEO Drew Houston and Chief People Officer Melanie Rosenwasser, moving away from an office-centric culture to enhance productivity and teamwork through remote work. The strategy includes home office stipends, Dropbox Studios for face-to-face interactions, and innovative meeting management services. Despite initial challenges, this approach has led to high employee satisfaction and a strong talent strategy, allowing Dropbox to thrive in a competitive tech landscape. One of the most interesting tech companies we’ve studied is Dropbox, a $7 billion market cap rocket ship generating more than $2.5 billion in revenue. This kind of company, which sells a platform that competes with Microsoft, Google, and other major players, lives in a world of brutal competition: competition for product leadership, sales deals, and talent. And today, as AI engineers are in short supply, Dropbox has to attract the best and brightest to continue its growth. In its early days, Dropbox was a typical San Francisco-based tech company with gourmet food, gorgeous offices, and a culture of lavish benefits. In the pre-pandemic 2010s this was the rage, and Dropbox became a hot place to work. The pandemic upset that applecart. Not only did “work at home” obsolete the company’s real estate and gourmet investments, it forced the company to rethink its culture. The Chief People Officer, Melanie Rosenwasser, told me that the first few months of the pandemic were traumatic. Employees were upset by working at home and weren’t sure what the company stood for. She and Drew Houston, the CEO, had to rethink the whole operating model. As Melanie described it to me, they took a risky, irreversible move. They decided to totally shift their operating model from that of “San Francisco gourmet offices” to “energized, empowered, team-based, remote work.” Not an easy decision. Note that just this week Eric Schmidt, the ex-CEO and board member at Google, blamed Sundar Pichai for “remote work laziness” as cause for Google’s “falling behind in AI.” So the debate about remote work continues, and some of the most successful leaders still haven’t figured it out. Well Drew, Melanie, and the Dropbox team placed a bet. Knowing that the pandemic had interrupted their campus investments, they dramatically shifted to a “Virtual First” strategy. And they told the company “we are moving away from an office-centric culture” and going to a model of remote-first work. And this included converting offices to Dropbox Studios as well as a carefully architected approach to teamwork, collaboration, and periodic face-to-face activity. Rather than ask people to “come in 3 days a week” (this kind of policy bugs people because they drag themselves into the office just to zoom with others at home), they designed one of the most sophisticated approaches I’ve seen. Employees receive a generous stipend for home office improvements and the company now offers a series of programs, services, and tools to make team and personal productivity thrive. While it seemed risky it worked exceedingly well. By holistically thinking about culture, management, teamwork, and productivity, the company developed a set of innovations that empower people to work at their best, meet with their teams at least one week per quarter, and come together when and where it makes sense. And this model, which looks like an HR innovation, became a business innovation that helps the company thrive. While Dropbox lost a significant number of employees at first, now the company has one of the highest Glassdoor ratings in its industry (4.3, 85% recommend CEO, higher than Google). Dropbox wins awards for employment brand. And not only does Virtual First create productive operations, it helps the company build “tools for the new world of work,” which is where every company is going. Work at home is complicated. In between dogs, kids, gardeners and delivery people we’re futzing with MS Teams, Zoom, Webex, Google Docs, and dozens of other tools. Most of them work well but they’re each different and inconsistent. Dropbox, as a “system designed for remote work” simplifies this enormously. Virtual First helps Dropbox test its products on itself. Why has Virtual First succeeded? As Melanie and the team explains, the shift turbo-charged its talent strategy. Now Dropbox can hire people from any geography in the world (reducing labor cost) and they look for high-energy, passionate, high-performers (not employees who like the offices). Teamwork is stronger than ever. I know, from our company, that this works well. We have 40+ people in our organization and we rely on frequent face-to-face meetings, an open culture, and tremendous amounts of training and communication to grow. Back when I ran our company in an office we hardly talked with each other unless we had a meeting. Things are much more collaborative and productive now. Dropbox has proven this at scale. You can read about Virtual First on the Dropbox website, but one of the innovations I want to point out is the company’s “concierge service” for meetings. (The Offsite Planning Team.) When you as a leader want to have a meeting, this team helps you decide your objectives, reviews the outcomes you want to achieve, and then puts together a detailed plan (location, logistics, agenda, tools) to help you make it work. This removes enormous amounts of wasted time from managers and helps the company operate productively. I cannot tell you how much time I’ve wasted “managing offsite meetings.” To have a seasoned, professional group that helps with this entire strategy in process is a godsend. For Dropbox, this team now knows precisely how the teams work and can continuously improve its consulting services to make sure face-to-face meetings are impactful. A “new manager introduction” meeting, for example, is different from a “get product ready for launch meeting” as you can imagine. How does this apply to your company? Regardless of industry, I guarantee you have remote work teams. Many companies have front line workers (healthcare, retail, manufacturing, transportation) who have to locate with customers. But think about finance teams, IT teams, scientific teams, and HR. We all need productive remote work practices, and Dropbox has proven that a strategic focus on this area will pay off. Melanie and I will be doing a webcast in the near future and she is joining us at our Irresistible 2025 Conference as well. Dropbox has taken the lead in this new world, and they want to share their learnings with all of us.
    collaboration
    2024年08月30日
  • collaboration
    HR如何可以成为组织中的影响者 How HR Can Become an Organizational Influencer 文章《HR如何成为组织的影响者》强调了HR在推动组织变革中的关键作用，通过战略影响而非正式权力来驱动变革。HR专业人员可以通过利用他们对人力动态的深入理解、战略思维和沟通技巧，成为关键的影响者。文章列出了HR需要掌握的八项核心能力，包括战略影响力、讲故事的能力、公共演讲、协作影响力、外交、信息传递、冲突解决和执行力。 通过发展这些技能，HR可以有效地驾驭变革，激励行动，并将人员战略与业务目标对齐。 变革不仅是不可避免的，而且是推动个人和组织成长与创新的动力。在工作中，变革可以推动一个组织向前发展并提升其水平，也可以摧毁它（包括其中的员工）。组织如何应对变革？是通过纯粹的角色权威？还是通过高层领导的强制命令？亦或是通过那些没有“正式权威”的人以更微妙的方式来推动和引导变革的方向？ 在大多数组织中，人力资源（HR）没有像其他部门那样拥有正式的权力或影响力。通常，HR人员不足，资源匮乏。即使在过去几年中人力资源职能快速发展，HR在工作中仍在努力建立其战略价值。对于HR来说，推动或引导变革的力量不是正式的权力或“蛮力”，而是战略影响力（strategic influence）。 本质上，战略影响力不是关于权威，而是关于灵感、创新以及对工作中人类元素的深刻理解。讽刺的是，一些拥有强大职位的领导者除了他们头衔赋予的权力外，没有任何影响力。相反，一些在工作中没有头衔的普通人，却是通过利用他们的影响力来推动和引导变革的真正变革者。 有时HR确实有正式的权力，但更多时候没有。这就是为什么它必须更多地依赖影响力而不是正式的权威。 组织中的影响者 组织中的影响者是变革的催化剂，是能够理解业务战略与人类动态之间联系的愿景者。不同于源自层级权力的传统影响力，组织中的影响者的影响力来自于他们连接、理解和激励人的能力。 组织中的影响者具有一些基本特质，包括： 战略思考：看到更大的图景，并将努力与整体组织目标对齐。 以同理心领导：理解并重视他人的观点和需求。 有效沟通：通过清晰和信念表达想法并激励行动。 适应力强：拥抱变革并帮助他人应对变革。 用数据决策：利用数据洞察来决策和制定策略。 与他人合作并建立伙伴关系：建立伙伴关系并在组织各个层面促进团队合作。 创新：不断寻找和实施创造性的解决方案。 有韧性：在面对挫折时保持专注和积极。 伦理和诚信：坚持诚信并促进信任和尊重的文化。 让HR成为组织影响者的8种方式 以下是HR可以用来成为组织影响者的八种方法： 1 - 战略影响力 战略影响力是关于利用HR在人员领导和业务管理方面的独特见解来推动业务策略，确保人员与业务目标对齐并推动其前进。这个概念体现了HR领导者不仅是参与者，而且是董事会中的关键策略家，倡导促进组织成长和员工满意度的政策和实践。 这些是需要掌握的五项能力： 制定并执行与组织领导力对齐的有影响力的HR策略。 通过战略性HR举措影响高层管理和决策。 在整个组织中建立战略伙伴关系以增强HR的影响力。 使用HR洞察分析和解决复杂的组织挑战。 指导和发展HR团队以增强战略思维能力。 2 - 讲故事 讲故事是HR专业人士的一个强大工具，使他们能够将组织的价值观、文化和目标联系起来形成引人入胜的叙述。这种方法不仅增强了沟通，还建立了情感连接，使HR举措更易于理解和影响深远。通过讲故事，HR可以有效地倡导变革，庆祝成功，并阐明业务决策中的人性化一面，将抽象概念转化为在整个组织中产生共鸣的有意义的故事。 这些是需要掌握的五项能力： 创作引人入胜的叙述以传达HR的愿景和价值观。 使用有说服力的讲故事技巧吸引多样化的受众。 利用讲故事推动组织变革。 根据不同的沟通媒介调整讲故事的风格。 使用叙事智能增强HR的说服力。 3 - 出色的公众演讲 出色的公众演讲使HR领导者能够以权威和激情进行沟通，影响并激励他人。出色的公众演讲不仅仅是大声说话或喋喋不休，而是关于自信、同理心和理解。这项技能对于倡导HR举措、分享洞察和引导塑造组织未来的讨论至关重要。精通的公众演讲使HR领导者成为能够吸引听众的强大演说者，无论是在小型团队会议还是大型企业聚会上，都能有效传达HR的战略价值。 这些是需要掌握的五项能力： 掌握适用于HR背景的公众演讲技巧。 通过有效的演讲技巧吸引和激励受众。 利用公众演讲作为HR倡导和影响的工具。 根据不同类型的受众和组织层级调整演讲内容。 制作能够引起利益相关者共鸣的引人入胜的演讲内容。 4 - 协作影响力 协作影响力侧重于HR建立和维护推动组织成功的战略业务伙伴关系的能力。它突显了HR在弥合部门间差距、促进跨职能团队合作以及将HR策略与更广泛的业务目标对齐方面的作用。通过协作，HR可以打破孤岛，促进团结，并确保人员策略是实现公司目标的重要组成部分。 这些是需要掌握的五项能力： 建立和维持支持HR目标的有影响力的业务伙伴关系。 促进HR与其他业务单位之间的合作。 利用人际交往技能增强HR的协作影响力。 协商并对齐HR策略与更广泛的业务目标。 培养支持和倡导HR举措的盟友网络。 5 - 外交技巧 HR的外交技巧是关于以策略性智慧和策略性技巧驾驭复杂的组织政治网络。它涉及以尊重不同观点的方式倡导HR政策和举措，同时推动进步性变革。HR外交官善于建立共识、管理冲突，并将HR定位为组织决策中的中立但有影响力的参与者，确保在业务策略中始终考虑人员因素。 这些是需要掌握的五项能力： 利用外交技巧驾驭和影响组织政治。 使用策略性沟通技巧倡导HR驱动的变革。 通过外交解决复杂的组织问题。 在不同利益相关者群体中建立共识。 在所有HR举措中以诚信和伦理领导。 6 - 信息掌控 HR的信息掌控是关于编写和传达清晰表述HR策略价值和影响的信息。它是将沟通调整到不同受众的能力，确保清晰、参与和支持HR举措。通过有效的信息传达，HR专业人士可以解密HR政策，倡导组织变革，并巩固HR在组织内作为关键沟通者的角色。 这些是需要掌握的五项能力： 制定清晰有影响力的HR举措沟通策略。 调整HR信息以引起不同组织受众的共鸣。 以易于理解的方式传达复杂的HR概念。 有效利用各种沟通渠道传递HR信息。 测量和分析HR沟通策略的影响。 7 - 冲突解决和达成共识 冲突解决和达成共识在维护和谐和高效的工作环境中至关重要。这个概念围绕HR调解争议、促进谈判和培养合作与相互尊重环境的能力。通过为HR专业人士配备解决冲突的技能，组织可以确保更顺畅的运营、增强的团队合作以及一个重视建设性对话而非对抗的文化。 这些是需要掌握的五项能力： 有效调解和解决工作场所冲突。 促进合作和建设性的谈判过程。 在冲突各方之间建立共识以实现组织和谐。 实施预防和管理冲突的主动策略。 培训和指导团队冲突解决和达成共识的技能。 8 - 领导风范 HR影响者的领导风范和领导力是关于体现那些在组织各个层面上赢得尊重和激发信心的品质。这包括培养一种真实、权威和平易近人的领导风格，使HR领导者能够有效地倡导战略举措并以身作则。凭借强大的领导风范，HR专业人士可以更有效地影响结果、推动战略决策，并倡导以人为本的业务方法。 这些是需要掌握的五项能力： 培养权威且真实的领导风格。 提升高层沟通技巧。 建立战略关系。 以自信和愿景领导。 通过变革性领导实践激励团队和个人。 英文原来来自：https://www.linkedin.com/pulse/how-hr-can-become-organizational-influencer-hacking-hr-0xnlc/ 作者：Hacking HR Change is not just inevitable, but the driving force behind personal and organizational growth and innovation. At work, change can either propel an organization forward and lift it up, or break it (including its people). How can organizations navigate change? Is it through pure role-based authority? Is it through the brute force of senior leadership mandates? Or is there a more subtle way in which people, without “formal authority”, may drive and even steer the direction of change? In most organizations, Human Resources (HR) does not have the formal authority or power that some of its counterparts have. Generally, HR is understaffed and under-resourced. And, even with the rapid advancement of the people function in the past few years, HR is still on the road to building its strategic value at work. For HR, it is not formal authority or “brute force” that drives or steers change, it is the power of strategic influence. In essence, strategic influence is not about authority, but inspiration, innovation, and a deep understanding of the human element at work. Ironically, some leaders with a powerful position have no influence other than that given to them by their titles. In contrast, some ordinary people at work, without a title, are real change makers with potent network effects at work given how they leverage their influence to drive and steer change. Sometimes HR does have the formal authority, but often it does not. That’s why it has to rely more on the power of influence than on the power of formal authority. Organizational Influencers An organizational influencer is a catalyst for change, a visionary who understands the connection business strategy and human dynamics. Unlike traditional notions of influence that stem from hierarchical power, organizational influencers derive their impact from their ability to connect, understand, and inspire people. An organizational influencer has some foundational attributes, including: Thinking strategically: Sees the bigger picture and aligns efforts with overarching organizational goals. Leading with empathy: Understands and values the perspectives and needs of others. Communicating effectively: Articulates ideas and inspires action through clarity and conviction. Adapting: Embraces change and helps others navigate through it. Informing decisions with data: Leverages insights from data to inform decisions and strategies. Collaborating with others and building partnerships: Builds partnerships and fosters teamwork across all levels of the organization. Innovating: Constantly seeks and implements creative solutions to challenges. Being resilient: Maintains focus and positivity in the face of setbacks. Behaving ethically and with integrity: Upholds integrity and promotes a culture of trust and respect. 8 Ways for HR to Becomes an Organizational Influencer These are nine ways HR can use to become an organizational influencer. 1 - Strategic Influence Strategic influence is about leveraging HR's unique insights into people leadership and business management to drive business strategies, ensuring that people align with and propels business objectives forward. This concept embodies the idea that HR leaders are not just participants but key strategists in the boardroom, advocating for policies and practices that foster both organizational growth and employee satisfaction. These are five competencies to master: Develop and execute impactful HR strategies aligned with organizational leadership. Influence top-level management and decision-making through strategic HR initiatives. Foster strategic partnerships across the organization to enhance HR's influence. Analyze and address complex organizational challenges using HR insights. Mentor and develop HR teams to strengthen strategic thinking skills. 2 - Storytelling Storytelling is a powerful tool for HR professionals, enabling them to connect the dots between organization's values, culture, and goals into compelling narratives. This approach not only enhances communication but also builds emotional connections, making HR initiatives more relatable and impactful. Through storytelling, HR can effectively champion change, celebrate successes, and articulate the human side of business decisions, transforming abstract concepts into meaningful stories that resonate across the organization. These are five competencies to master: Craft compelling narratives to communicate HR vision and values. Engage diverse audiences with persuasive storytelling techniques. Leverage storytelling to drive organizational change. Adapt storytelling styles to fit various communication mediums. Use narrative intelligence to enhance HR's persuasive power. 3 - Public Speaking Excellence Public speaking excellence empowers HR leaders to communicate with authority and passion, influencing and inspiring others at work. People speaking excellence is not about being loud or never shutting up, but about confidence, empathy and understanding. This skill is crucial for advocating HR initiatives, sharing insights, and leading discussions that shape the organization's future. Masterful public speaking turns HR leaders into powerful orators who can captivate their listeners, whether in small team meetings or large corporate gatherings, effectively conveying the strategic value of HR. These are five competencies to master: Master public speaking skills tailored for HR contexts. Engage and motivate audiences through effective speech delivery techniques. Utilize public speaking as a tool for HR advocacy and influence. Adapt speeches to various audience types and organizational levels. Develop compelling presentation content that resonates with stakeholders. 4 - Collaborative Influence Collaborative influence focuses on HR’s capacity to forge and maintain strategic business partnerships that drive organizational success. It highlights HR’s role in bridging gaps between departments, facilitating cross-functional teams, and aligning HR strategies with broader business objectives. Through collaboration, HR can dismantle silos, encourage unity, and ensure that people strategies are integral to achieving corporate goals. These are five competencies to master: Build and sustain influential business partnerships that support HR goals. Facilitate collaboration between HR and other business units. Leverage interpersonal skills to enhance HR’s collaborative impact. Negotiate and align HR strategies with broader business objectives. Cultivate a network of allies to support and advocate for HR initiatives. 5 - Diplomacy HR diplomacy is about navigating the complex web of organizational politics with tact and strategic acumen. It involves advocating for HR policies and initiatives in a way that respects differing viewpoints while pushing for progressive change. HR diplomats are adept at building consensus, managing conflicts, and positioning HR as a neutral yet influential player in organizational decisions, ensuring that the people aspect is always considered in business strategies. These are five competencies to master: Utilize diplomacy to navigate and influence organizational politics. Advocate for HR-driven change using tactful and strategic communication. Resolve complex organizational issues with diplomatic problem-solving. Build consensus among diverse stakeholder groups. Lead with integrity and ethical considerations in all HR initiatives. 6 - Message Mastery Message mastery in HR is about crafting and delivering messages that clearly articulate the value and impact of HR strategies. It’s the ability to tailor communication to diverse audiences, ensuring clarity, engagement, and support for HR initiatives. Through effective messaging, HR professionals can demystify HR policies, champion organizational change, and solidify HR’s role as a key communicator within the organization. These are five competencies to master: Develop clear and impactful communication strategies for HR initiatives. Tailor HR messaging to resonate with different organizational audiences. Communicate complex HR concepts in an accessible manner. Utilize various communication channels effectively for HR messaging. Measure and analyze the impact of HR communication strategies. 7 - Conflict Resolution and Agreement Building Conflict resolution and agreement building are fundamental in maintaining a harmonious and productive workplace. This concept revolves around HR's ability to mediate disputes, facilitate negotiations, and foster an environment of cooperation and mutual respect. By equipping HR professionals with the skills to navigate and resolve conflicts, organizations can ensure smoother operations, enhanced teamwork, and a culture that values constructive dialogue over confrontation. These are five competencies to master: Mediate and resolve workplace conflicts effectively. Facilitate collaborative and constructive negotiation processes. Build consensus among conflicting parties to achieve organizational harmony. Implement proactive strategies to prevent and manage conflicts. Train and guide teams in conflict resolution and agreement-building skills. 8 - Executive Presence Executive presence and leadership for HR influencers are about embodying the qualities that command respect and inspire confidence at all levels of the organization. This includes cultivating a leadership style that is authentic, authoritative, and approachable, enabling HR leaders to effectively advocate for strategic initiatives and lead by example. With a strong executive presence, HR professionals can more effectively influence outcomes, drive strategic decisions, and champion a people-centric approach to business. These are five competencies to master: Cultivate an authoritative and authentic leadership style. Enhance executive communication skills. Build strategic relationships. Lead with confidence and vision. Inspire teams and individuals with transformative leadership practices.
    collaboration
    2024年06月20日
  • collaboration
    利用组织网络分析（ONA） - 衡量员工绩效并优化战略 作者: Maya Bodan, Don Miller, Sue Cantrell, Gary Parilis, 和 Carissa Kilgour 在快速变化的工作环境中，传统的办公室、工作时间和组织结构已逐渐失效，组织需要新的洞察力来理解、衡量和评估员工的绩效。特别是现在，了解人们如何互动、互动模式如何影响业务结果以及如何调整行为以改善这些结果变得更加重要。数据分析和人工智能 (AI) 的创新使这一切成为可能。 组织网络分析利用网络科学和特定指标来分析和可视化组织内部的沟通和信息流动。通过收集和分析调查和工作应用中的数据，组织可以利用数据、分析和 AI 的力量。组织网络分析揭示了传统组织结构图中没有的洞察力，例如人们如何协作、谁在决策中起到关键作用或者独立工作，以及关于信任和影响的情感。组织网络分析可以帮助领导者理解人际关系、可视化关系并找出成功的潜在障碍（图1）。 图1: 组织网络分析可以帮助发现组织内部的协作 衡量员工绩效 业务结果可以通过多种方式衡量。有时具体的定量指标是适用的；例如，一个专注于生产力的网络营销团队可能会强调点击次数、下载次数或发布的社交媒体帖子数量。改进指标，如“将网络流量增加X％”，使团队能够创新实现这一目标的方法。其他业务结果包括质量率和客户保留率的衡量。 然而，仅靠容易衡量的关键绩效指标并不能完整地呈现员工的生产力和业务影响。推动关系、发展和其他非量化人类结果的软性目标的结果对业务至关重要，尽管难以衡量。 雇主需要创造员工重视的工作场所。德勤研究显示，79%的领导者认识到他们有责任为员工创造价值，但只有27%的员工认为他们的雇主正在取得有意义的进展。在当前质疑面对面工作价值的环境中，量化人类结果带来了挑战。组织网络分析为领导者提供了分析洞察，优先考虑以人为本的指标，优化工作场所策略以提升整体员工体验。 理解个人员工绩效 组织网络分析 (ONA) 的洞察力在结合评估个人和团队绩效时尤其有用，这些绩效衡量会影响业务结果或生产力。 组织网络分析通过衡量与生产力相关的行为模式来评估生产力（需要对不同团队、职能和业务的生产力进行客观定义）。这些定义可以通过专家判断、焦点小组和访谈确定，或者通过数据分析进行量化。哪种模式是最优的取决于业务情况和需求。例如，有时，广泛的网络互动（与团队外部合作）是必要的，而在其他情况下，这可能会分散注意力——与直接同事合作是最好的（孤立的团队也可以是好的）。 非正式影响者通常不同于组织的正式领导者，他们可以提供关于如何独立于正式层级结构高效工作的宝贵视角。这些洞察力展示了员工人口在整个网络中的分布，以及职能、业务单元或地理位置等因素如何影响团队动态和生产力。在一个无边界的组织中，员工绩效超越了传统指标，突出了对非正式协作可见性的重要性。组织网络分析可以揭示隐藏的洞察力，展示信息在组织内部的真实流动方式，给领导者提供做出明智决策和优化员工绩效的洞察。 利用 ONA 优化工作场所策略 组织在平衡面对面和虚拟互动方面面临挑战。尽管许多组织鼓励员工返回办公室，期望面对面的互动能提升员工绩效和创新，但需要对人们如何实际工作的细致理解。高管希望办公室工作能激发创造力和联系，但往往面临昂贵的长期房地产承诺未得到充分利用的压力，这增加了定义办公室目的和价值的难度。通勤也会增加环境足迹，员工可能不愿失去灵活性。 通过组织网络分析，领导者可以回答一些关键问题： 有多少团队成员是共址的？ 在什么情况下以及为什么需要共址？ 什么工作可以或最好独立完成？ 哪些工具和应用程序最能支持不同地点的工作？ 一个重要因素是现场密度，它衡量一个人在办公室内近距离合作者网络的比例。更高的现场密度与更高的面对面工作的认可度相关。领导者可以利用组织网络分析的洞察来了解谁应该在一起工作以及何时在一起工作。理解这些非正式网络和影响范围可以为领导者解锁巨大的价值，以确定哪些团队应该共址以及共址时如何组织空间。通过虚拟方式沟通的独立工作者可能在办公室工作中看到的收益有限。有趣的是，新的数据显示“在松散联系网络中更可能产生创意”，这意味着与自己的直接网络外的合作可以促进创新。 结论 组织应负责任地使用数据、分析和 AI，以实时洞察员工在当今工作环境中的操作、协作和战略。这种改进的理解可以在多个组织层面支持价值创造和决策。组织网络分析提供了有关员工如何在混合工作模式和远程工作模式中跨职能和地理“边界”协作的绩效洞察，可以帮助领导层制定工作场所策略和政策。 作者 Maya Bodan Don Miller Sue Cantrell Gary Parilis Carissa Kilgour 贡献者 Yuki Iwase Shruti Kalaiselvan Ramyasri T M Brennan Conway Katherine Arriola 尾注 1 Deloitte, “Using network analysis to build an agile organization: Create organizational collaboration in a remote workplace,” 2020年10月27日。 2 Stephen Lancaster-Hall 等人, Humanizing productivity and performance: Productivity and performance in times of disruption, Deloitte, 2020; Deloitte, Beyond productivity: The journey to the quantified organization, 2023年5月。 3 Deloitte, Beyond Productivity: The journey to the quantified organization, 2023年5月。 4 Sue Cantrell 和 Corrie Commisso, “Outcomes over outputs: Why productivity is no longer the metric that matters most,” Deloitte Insights, 2023年7月19日。 5 Steve Hatfield, “Rethinking the ways we look at productivity in a Work from Anywhere world: How to evaluate remote worker productivity post-pandemic,” Deloitte’s Capital H blog, 2021年8月24日。 6 Worklytics, “12 metrics for more effective meetings,” 访问时间 2024年1月4日。 7 Deloitte Insights, New fundamentals for a boundaryless world: 2023 Global Human Capital Trends Report, 2023, 第80页。   来源：https://www2.deloitte.com/us/en/blog/human-capital-blog/2024/harnessing-organization-network-analysis.html
    collaboration
    2024年06月19日
  • collaboration
    美国领先企业联合成立了一个联盟，应对人工智能对技术岗位劳动力的影响 由思科（Cisco）牵头，埃森哲（Accenture）、谷歌（Google）、国际商业机器公司（IBM）和微软（Microsoft）等主要行业参与者参与的人工智能 ICT 劳动力联盟（AI-Enabled ICT Workforce Consortium）AI-Enabled Information and Communication Technology (ICT) Workforce Consortium 旨在评估和减轻人工智能对技术工作的影响。该联盟旨在确定受人工智能进步影响的岗位所需的关键技能，为再培训和提高技能提供途径。该倡议借鉴了私营部门、顾问和政府的合作见解，为人工智能环境下的劳动力做好准备，强调了全球合作促进包容性技术未来的必要性。 人工智能 ICT 劳动力联盟致力于提供实际可行的洞见，发掘重新培训和提升技能的新机遇 思科牵头成立的AI赋能信息通信技术（ICT）工作力联盟，包括埃森哲、Eightfold、谷歌、IBM、Indeed、英特尔、微软和SAP等行业领导者的加入。该联盟将评估人工智能对科技岗位的影响，并为最可能受到AI影响的职业确定技能发展途径。 联盟的成立得到了美国-欧盟贸易与技术委员会人才成长工作组的推动，思科主席兼CEO Chuck Robbins在该工作组的参与，以及美国商务部的建议，起到了催化剂的作用。 顾问团包括美国劳工联盟-产业组织联合会、CHAIN5、美国通信工人联合会、DIGITALEUROPE、欧洲职业培训协会、可汗学院和SMEUnited等。 比利时鲁汶，2024年4月4日-- 思科（纳斯达克代码：CSCO）和另外八家行业领先公司包括埃森哲、Eightfold、谷歌、IBM、Indeed、英特尔、微软和SAP，以及六位顾问今天宣布，成立了致力于提升和重新培训最可能受到AI影响岗位的AI赋能ICT工作力联盟。该联盟受到美国-欧盟贸易与技术委员会人才成长工作组的启发，旨在探究AI对ICT岗位的影响，帮助工作者发现并参与相关培训计划，同时连接企业和具备相应技能、准备就绪的工作者。 作为私营部门的合作平台，联盟正评估AI如何改变工作岗位及所需技能，让工作者取得成功。首阶段工作成果将总结为一份提供给企业领导者和工作者实际建议的报告。未来几个月将公布更多详情。研究结果旨在为那些寻求为员工重新培训和提升技能的雇主提供实用的洞见和建议。 联盟成员涵盖了在AI前沿创新的企业，他们深知AI对劳动力市场的当前和未来影响。各成员企业已分别记录了AI带来的机遇与挑战。通过合作，这些组织能够汇聚见解，推荐行动计划，并在其广泛的影响领域内实施这些发现。 “人工智能正加速全球劳动力市场的变革，为私营部门提供了一个强大机会，帮助工作者重新培训和提升技能，以迎接未来，”思科执行副总裁兼首席人事、政策与目标官Francine Katsoudas表示。“我们新成立的AI赋能工作力联盟的任务是向组织提供关于AI对劳动力影响的知识，并装备工作者以相关技能。我们期待吸引更多利益相关方——包括政府、非政府组织和学术界——一同迈出确保AI革命惠及每个人的重要一步。” 联盟的工作受到了美国-欧盟贸易与技术委员会人才成长工作组的启发，思科主席兼CEO Chuck Robbins领导其技能培训工作流程的指导，以及美国商务部的建议。美国总统拜登、欧盟委员会主席冯德莱恩和欧洲理事会主席米歇尔于2021年6月成立了TTC，目的是通过合作和民主方法在贸易、技术和安全领域推进美国和欧盟的竞争力和繁荣。 “在美国商务部，我们致力于推动先进技术的发展，并深化与全球伙伴和盟友之间的贸易与投资关系。这项工作正帮助我们建立一个强大且具竞争力的经济体，由能够获得高质量、高薪、可维持家庭生活的未来工作的才华横溢的劳动力所推动。我们明白，经济安全与国家安全紧密相连。这就是我为何感到自豪地看到人才成长工作组的努力以及AI赋能ICT工作力联盟的成立，”美国商务部长Gina Raimondo表示。“我感激联盟成员加入这一努力，共同面对AI快速发展所带来的新型劳动力需求。这项工作将为这些工作的具体技能需求提供前所未有的见解。我希望这个联盟仅是一个开始，并且私营部门将其视为一个行动呼吁，确保我们的劳动力能够享受到AI带来的好处。” AI赋能ICT工作力联盟的工作解决了对具备AI各方面技能训练的熟练劳动力的紧迫需求。联盟将利用其成员和顾问的力量，推荐和扩大包容性的重新培训和提升技能培训计划，以惠及多方利益相关者——学生、职业转换者、当前的IT工作者、雇主和教育者——大规模提升工作者以适应AI时代。 在其首阶段工作中，联盟将评估AI对56个ICT岗位角色的影响，并为受影响岗位提供培训建议。这些岗位角色根据Indeed Hiring Lab的数据，包括在2023年2月至2024年期间在美国和五个ICT劳动力最多的欧洲国家（法国、德国、意大利、西班牙和荷兰）获得最高岗位发布量的前45个ICT职位的80%。这些国家的ICT部门共计拥有1000万名ICT工作者，占据了行业的重要份额。 联盟成员普遍认识到，随着AI在商业的所有方面的加速融合，及时集结力量，建立一个包容性、能提供维持家庭生活机会的劳动力市场的重要性。联盟成员承诺，在将越来越多地整合人工智能技术的职业领域，开发工作者路径。为此，联盟成员设定了具有远见的目标，并通过技能发展和培训计划，在未来十年内对全球超过9500万人产生积极影响。联盟成员的目标包括： 思科承诺到2032年为2500万人提供网络安全和数字技能培训。 IBM将在2030年前为3000万人提供数字技能培训，包括200万人的AI技能。 英特尔计划到2030年为超过3000万人提供当前和未来工作的AI技能。 微软承诺到2025年为来自弱势社区的1000万人提供需求旺盛的数字技能培训和认证，为他们在数字经济中提供工作和生计机会。 SAP计划到2025年为全球200万人提供提升技能培训。 谷歌最近宣布投入2500万欧元，支持全欧洲人民的AI培训和技能提升。 埃森哲 “帮助组织识别技能差距并进行大规模快速培训是埃森哲的重点任务，这个联盟汇集了一系列致力于在我们社区中发展尖端技术、数据和AI技能的行业合作伙伴。在各个行业中，为与AI协同工作的人员进行重新培训至关重要。那些在技术投资中与学习投资同等重视的组织，不仅创造了职业发展路径，还能在市场中占据领先地位。” - 埃森哲首席领导力与人力资源官Ellyn Shook Eightfold “工作的动态和本质正在以前所未有的速度演变。Eightfold通过深入分析最受欢迎的职位，了解重新培训和提升技能的需求。通过其人才智能平台，我们为商业领袖提供了迅速适应不断变化的商业环境的能力。我们为能够为组织预备未来工作做出贡献而感到自豪。” - Eightfold AI首席执行官兼联合创始人Ashutosh Garg 谷歌 “谷歌坚信，技术创造的机遇应真正面向所有人。我们自豪地加入AI赋能工作力联盟，进一步推动我们使AI技能培训普及化的工作。我们致力于跨领域合作，确保不同背景的工作者都能有效利用AI，为面向未来的职位做好准备，获得新机会，在经济中茁壮成长。” - 谷歌成长计划创始人Lisa Gevelber IBM “IBM自豪地加入这个及时的企业主导倡议，通过汇集我们的共同专业知识和资源，为AI时代的劳动力做好准备。作为行业领袖，我们共同的责任是发展可信赖的技术，并为所有背景和经验水平的工作者提供学习新技能和提升现有技能的机会，以应对AI采纳改变工作方式并创造新职位的挑战。” - IBM欧洲中东非洲人力资源副总裁Gian Luigi Cattaneo Indeed “Indeed的使命是帮助人们找到工作。我们的研究表明，Indeed上今天发布的几乎每个职位，从卡车司机到医生到软件工程师，都将面临不同程度的受到基于GenAI的变革的影响。我们期待为工作力联盟的重要工作做出贡献。那些授权其员工学习新技能并获得与不断发展的AI工具的实践经验的公司，将加深他们的专业团队，提高员工留存率并扩大其合格候选人库。” - Indeed AI创新部门负责人Hannah Calhoon 英特尔 “作为全球AI创新的领导者，英特尔自豪地加入ICT工作力联盟，继续我们的努力，为所有人塑造一个包容和公平的技术未来。作为联盟的一员，我们将与行业领袖合作，分享最佳实践，创造可访问的学习机会，并与各方利益相关者协作，确保工作者掌握了迎接明天的技术技能。” - 微软人力资源法律副总裁兼副总法律顾问Amy Pannoni SAP “SAP自豪地加入这一努力，帮助为未来的工作准备我们的劳动力，并确保AI在企业和职位中的应用是相关的、可靠的、负责任的。面对我们不断变化的世界的复杂性，AI有潜力重塑行业、革新解决问题的方式，并释放前所未有的人类潜能，使我们能够构建一个更智能、更高效和更包容的劳动力。多年来，SAP支持了许多技能发展计划，我们期待作为联盟的一部分推动更多的学习机会、创新和积极变化。” - SAP副总裁兼全球开发学习负责人Nicole Helmer 关于思科 思科（纳斯达克代码：CSCO）是全球技术领袖，通过帮助我们的客户重新构想他们的应用、支持混合工作模式、保障企业安全、改造基础设施，并实现可持续发展目标，连接一切，让任何事情成为可能。在新闻室了解更多信息，并在X上关注我们@Cisco。 思科和思科标志是思科及/或其在美国和其他国家的关联公司的商标或注册商标。思科的商标列表可在www.cisco.com/go/trademarks查看。提到的第三方商标属于其各自所有者。使用“合作伙伴”一词并不意味着思科与任何其他公司之间存在合伙关系。 来源：思科公司   LEUVEN, Belgium, April 4, 2024 - Cisco (NASDAQ: CSCO) and a group of eight leading companies including Accenture, Eightfold, Google, IBM, Indeed, Intel, Microsoft and SAP as well as six advisors today announced the launch of the AI-Enabled Information and Communication Technology (ICT) Workforce Consortium focused on upskilling and reskilling roles most likely to be impacted by AI. The Consortium is catalyzed by the work of the U.S.-EU Trade and Technology Council's (TTC) Talent for Growth Task Force, with the goal of exploring AI's impact on ICT job roles, enabling workers to find and access relevant training programs, and connecting businesses to skilled and job-ready workers. Working as a private sector collaborative, the Consortium is evaluating how AI is changing the jobs and skills workers need to be successful. The first phase of work will culminate in a report with actionable insights for business leaders and workers. Further details will be shared in the coming months. Findings will be intended to offer practical insights and recommendations to employers that seek ways to reskill and upskill their workers in preparation for AI-enabled environments. Consortium members represent a cross section of companies innovating on the cutting edge of AI that also understand the current and impending impact of AI on the workforce. Individually, Consortium members have documented opportunities and challenges presented by AI. The collaborative effort enables their organizations to coalesce insights, recommend action plans, and activate findings within their respective broad spheres of influence. "AI is accelerating the pace of change for the global workforce, presenting a powerful opportunity for the private sector to help upskill and reskill workers for the future," said Francine Katsoudas, Executive Vice President and Chief People, Policy & Purpose Officer, Cisco. "The mission of our newly unveiled AI-Enabled Workforce Consortium is to provide organizations with knowledge about the impact of AI on the workforce and equip workers with relevant skills. We look forward to engaging other stakeholders—including governments, NGOs, and the academic community—as we take this important first step toward ensuring that the AI revolution leaves no one behind." The Consortium's work is inspired by the TTC's Talent for Growth Task Force and Cisco Chair and CEO Chuck Robbins' leadership of its skills training workstream, and input from the U.S. Department of Commerce. The TTC was established in June 2021 by U.S. President Biden, European Commission President von der Leyen, and European Council President Michel to promote U.S. and EU competitiveness and prosperity through cooperation and democratic approaches to trade, technology, and security. "At the U.S. Department of Commerce, we're focused on fueling advanced technology and deepening trade and investment relationships with partners and allies around the world. This work is helping us build a strong and competitive economy, propelled by a talented workforce that's enabling workers to get into the good quality, high-paying, family-sustaining jobs of the future. We recognize that economic security and national security are inextricably linked. That's why I'm proud to see the efforts of the Talent for Growth Task Force continue with the creation of the AI-Enabled ICT Workforce Consortium," said U.S. Secretary of Commerce Gina Raimondo. "I am grateful to the consortium members for joining in this effort to confront the new workforce needs that are arising in the wake of AI's rapid development. This work will help provide unprecedented insight on the specific skill needs for these jobs. I hope that this Consortium is just the beginning, and that the private sector sees this as a call to action to ensure our workforces can reap the benefits of AI." The AI-Enabled ICT Workforce Consortium's efforts address a business critical and growing need for a proficient workforce that is trained in various aspects of AI, including the skills to implement AI applications across business processes. The Consortium will leverage its members and advisors to recommend and amplify reskilling and upskilling training programs that are inclusive and can benefit multiple stakeholders – students, career changers, current IT workers, employers, and educators – in order to skill workers at scale to engage in the AI era. In its first phase of work, the Consortium will evaluate the impact of AI on 56 ICT job roles and provide training recommendations for impacted jobs. These job roles include 80% of the top 45 ICT job titles garnering the highest volume of job postings for the period February 2023-2024 in the United States and five of the largest European countries by ICT workforce numbers (France, Germany, Italy, Spain, and the Netherlands) according to Indeed Hiring Lab. Collectively, these countries account for a significant segment of the ICT sector, with a combined total of 10 million ICT workers. Consortium members universally recognize the urgency and importance of their combined efforts with the acceleration of AI in all facets of business and the need to build an inclusive workforce with family-sustaining opportunities. Consortium members commit to developing worker pathways particularly in job sectors that will increasingly integrate artificial intelligence technology. To that end, Consortium members have established forward thinking goals with skills development and training programs to positively impact over 95 million individuals around the world over the next 10 years. Consortium member goals include: Cisco to train 25 million people with cybersecurity and digital skills by 2032. IBM to skill 30 million individuals by 2030 in digital skills, including 2 million in AI. Intel to empower more than 30 million people with AI skills for current and future jobs by 2030. Microsoft to train and certify 10 million people from underserved communities with in-demand digital skills for jobs and livelihood opportunities in the digital economy by 2025. SAP to upskill two million people worldwide by 2025. Google has recently announced EUR 25 million in funding to support AI training and skills for people across Europe. Accenture "Helping organizations identify skills gaps and train people at speed and scale is a major priority for Accenture, and this consortium brings together an impressive ecosystem of industry partners committed to growing leading-edge technology, data and AI skills within our communities. Reskilling people to work with AI is paramount in every industry. Organizations that invest as much in learning as they do in the technology not only create career pathways, they are well positioned to lead in the market." - Ellyn Shook, chief leadership & human resources officer, Accenture Eightfold "The dynamics of work and the very essence of work are evolving at an unprecedented pace. Eightfold examines the most sought-after job roles, delving into the needs for reskilling and upskilling. Through its Talent Intelligence Platform, it empowers business leaders to adapt swiftly to the changing business environment. We take pride in contributing to the creation of a knowledgeable and responsible resource that assists organizations in preparing for the future of work." - Ashutosh Garg, CEO and Co-Founder, Eightfold AI Google "Google believes the opportunities created by technology should truly be available to everyone. We're proud to join the AI-Enabled Workforce Consortium, which will advance our work to make AI skills training universally accessible. We're committed to collaborating across sectors to ensure workers of all backgrounds can use AI effectively and develop the skills needed to prepare for future-focused jobs, qualify for new opportunities, and thrive in the economy." - Lisa Gevelber, Founder, Grow with Google IBM "IBM is proud to join this timely business-led initiative, which brings together our shared expertise and resources to prepare the workforce for the AI era. Our collective responsibility as industry leaders is to develop trustworthy technologies and help provide workers—from all backgrounds and experience levels—access to opportunities to reskill and upskill as AI adoption changes ways of working and creates new jobs." - Gian Luigi Cattaneo, Vice President, Human Resources, IBM EMEA Indeed "Indeed's mission is to help people get jobs. Our research shows that virtually every job posted on Indeed today, from truck driver to physician to software engineer, will face some level of exposure to GenAI-driven change. We look forward to contributing to the Workforce Consortium's important work. The companies who empower their employees to learn new skills and gain on-the-job experience with evolving AI tools will deepen their bench of experts, boost retention and expand their pool of qualified candidates." - Hannah Calhoon, Head of AI Innovation at Indeed Intel "At Intel, our purpose is to create world-changing technology that improves the lives of every person on the planet, and we believe bringing AI everywhere is key for businesses and society to flourish. To do so, we must provide access to AI skills for everyone. Intel is committed to expanding digital readiness by collaborating with 30 countries, empowering 30,000 institutions, and training 30 million people for current and future jobs by 2030. Working alongside industry leaders as part of this AI-enabled ICT workforce consortium will help upskill and reskill the workforce for the digital economy ahead." – Christy Pambianchi, Executive Vice President and Chief People Officer at Intel Corporation Microsoft "As a global leader in AI innovation, Microsoft is proud to join the ICT Workforce Consortium and continue our efforts to shape an inclusive and equitable technology future for all. As a member of the consortium, we will work with industry leaders to share best practices, create accessible learning opportunities, and collaborate with stakeholders to ensure that workers are equipped with the technology skills of tomorrow," - Amy Pannoni, Vice President and Deputy General Counsel, HR Legal at Microsoft SAP "SAP is proud to join this effort to help prepare our workforce for the jobs of the future and ensure AI is relevant, reliable, and responsible across businesses and roles. As we navigate the complexities of our ever-evolving world, AI has the potential to reshape industries, revolutionize problem-solving, and unlock unprecedented levels of human potential, enabling us to create a more intelligent, efficient, and inclusive workforce. Over the years, SAP has supported many skills building programs, and we look forward to driving additional learning opportunities, innovation, and positive change as part of the consortium." - Nicole Helmer, Vice President & Global Head of Development Learning at SAP About Cisco Cisco (NASDAQ: CSCO) is the worldwide technology leader that securely connects everything to make anything possible. Our purpose is to power an inclusive future for all by helping our customers reimagine their applications, power hybrid work, secure their enterprise, transform their infrastructure, and meet their sustainability goals. Discover more on The Newsroom and follow us on X at @Cisco. Cisco and the Cisco logo are trademarks or registered trademarks of Cisco and/or its affiliates in the U.S. and other countries. A listing of Cisco's trademarks can be found at www.cisco.com/go/trademarks. Third-party trademarks mentioned are the property of their respective owners. The use of the word partner does not imply a partnership relationship between Cisco and any other company. SOURCE Cisco Systems, Inc.
    collaboration
    2024年04月05日
  • collaboration
    首位人工智能软件工程师 Devin诞生，会改变职场？ Devin是由Cognition开发的第一个完全自主的人工智能软件工程师，标志着人工智能和软件开发行业的一个重大飞跃（点击这里访问视频）。 Devin通过独立解决GitHub问题和通过工程面试，证明了其执行专业工程任务的能力。这一革命性的AI正在改变技术与人类合作的动态，影响人力资源策略、人才获取以及自由职业和合同工作的未来。对于人力资源专业人士来说，像Devin这样的AI的崛起需要重新评估招聘实践并将AI整合到劳动力中，确保它补充而不是替代人类专业知识。 Devin的成功标志着劳动力动态的转变，强调人力资源在适应技术进步和AI开发的道德考虑方面的不断发展的角色。 在人工智能与软件开发的前沿领域，我们迎来了一个划时代的里程碑——全球首个完全自动化的AI软件工程师Devin的问世。由Cognition——一个专注于技术中的推理与规划的应用AI实验室所创造，Devin设定了全新的软件工程标准。 Devin之所以与众不同，在于它在软件开发过程中无需人工干预就能独立操作和解决问题的卓越能力。Devin不仅在SWE-Bench编码基准测试中独立解决了13.86%的GitHub开源项目问题，还成功通过了顶尖AI公司的实际工程面试，并在Upwork上完成了真实的工作任务，证明了其符合甚至超越专业工程标准的能力。 Devin的引入，不仅是技术实力的展现，更代表了技术与人类协作关系中的一次范式转变。Devin配备了完整的开发者工具集，并具有独特的学习适应能力，能够在软件开发生命周期内无缝工作，从修复bug到开发应用程序，再到微调机器学习模型，无所不能。 Devin的出现对人力资源专业人士和企业团队来说，意味着超出软件工程本身的深远影响。AI技术的融入劳动力市场，为HR部门带来新的机遇与挑战。AI能够自主完成面试并执行传统由人完成的工作，迫使人力资源部门需要重新评估招聘和管理的标准策略。 此外，Devin在Upwork等平台的成功案例，展示了自由职业和合约工作的新趋势，影响了公司对项目人员配置和远程工作政策的看法。对于人力资源部门来说，适应这一变化意味着将AI协作视为人才的补充，促进AI与人类共同创新的环境。 然而，引入AI工程师如Devin也带来了劳动力发展和AI伦理使用方面的重要讨论。人力资源专业人士在这些变革中将扮演关键角色，确保像Devin这样的AI进步加强而不是取代人类专长，并维持AI开发和部署的伦理标准。 随着Devin进入早期接入阶段，Cognition邀请工程师和企业团队体验与AI软件工程师合作的潜力。这不仅是科技行业的一大步，也是人力资源专业人士重新思考并塑造未来工作方式的号召。 总结而言，Devin的发布标志着软件工程和劳动力动态领域的重大转折点。随着AI技术的不断进步，人类与AI的协作提供了创新和效率的新途径。Devin从一个概念到一个运行中的AI工程师的发展，不仅展示了AI技术的快速发展，还突出了人力资源在技术驱动世界中日益变化的角色。
    collaboration
    2024年03月13日
  • collaboration
    SHRM:Most American Workers Experience Incivility in the Workplace; Divisive Dialogue Undermines Inclusion and Employee Wellbeing 2024年SHRM文明研究指出，工作场所不文明行为日益普遍，近三分之二的员工在过去一个月内经历或目睹了此类行为。研究强调维护文明的重要性，将不文明的工作环境与员工不满和更高的离职率联系起来。不文明行为阻碍了员工真实自我表达和福祉，导致员工过滤他们的话语并犹豫不决地分享诚实的想法。研究确定了工作场所观察到的五大不文明行为，并鼓励组织通过参与文明对话来促进文明。 SHRM Launches "1 Million Civil Conversations" Initiative to Propel Workplace Civility ALEXANDRIA, Va.SHRM, the trusted authority on all things work, today announced its "1 Million Civil Conversations" initiative, aimed at fostering inclusive and respectful workplace cultures that allow people and business to thrive. A reported two-thirds of U.S. workers experienced or witnessed incivility in their workplace over the past month, underscoring the critical need to foster spaces of respect and understanding. SHRM believes everyone can play a role in transforming workplaces to be more civil, one conversation at a time. With two major elections on the horizon in 2024 (United States and India), the world will likely see heightened tensions and polarizing viewpoints. In addition to challenging people worldwide to engage in 1 million civil conversations this year, SHRM is equipping employers with the necessary research, resources, and guidance to empower their workforce with the skills and tools to foster civil dialogue in their workplaces. SHRM 2024 research shows the disturbing trend of incivility in today's workplaces, ultimately impacting workplace wellbeing and employee retention: Two-thirds of U.S. workers (66%) experienced or witnessed incivility in the workplace over the past month. Workers who rate their workplace as uncivil are three times more likely to express job dissatisfaction (28%); and more than twice as likely to consider leaving their job in the next year (38%). Thirty three percent of U.S. workers expect workplace conflict to increase over the next 12 months. Johnny C. Taylor, Jr., SHRM-SCP, SHRM President and CEO, emphasizes the significance of individual contributions to building a truly inclusive workplace culture. "If we want to build a world of work that works for all, we need more than corporate objectives. Civility is inclusion in action and must be carried out by the people in their daily interactions," he affirms. “Looking forward, the future of work hinges on collaboration, ideation, and innovation, with civility serving as the indispensable catalyst for bridging discord and empowering workforce synergy. SHRM is encouraging organizations and individuals to be catalysts for civility by starting 1 million civil conversations.” Throughout 2024, SHRM will be engaging people across the country through experiential pop-up events and will be measuring civility by the upcoming Civility Index, a periodic pulse survey designed to gauge the prevailing levels of civility in the workplace and society. Learn more about how SHRM is creating more civil workplaces and how you can join the conversation at https://www.shrm.org/topics-tools/topics/civility SHRM is a member-driven catalyst for creating better workplaces where people and businesses thrive together. As the trusted authority on all things work, SHRM is the foremost expert, researcher, advocate, and thought leader on issues and innovations impacting today’s evolving workplaces. With nearly 340,000 members in 180 countries, SHRM touches the lives of more than 362 million workers and their families globally. Discover more at SHRM.org. [caption id="attachment_1678" align="alignnone" width="1056"] "1 Million Civil Conversations"[/caption]
    collaboration
    2024年03月08日
  • collaboration
    How Generative AI Adds Value to the Future of Work 这篇Upwork的文章深入探讨了生成式人工智能（AI）在重新塑造工作价值方面的变革力量，强调了自动化和创新不仅改变了工作岗位，还在各个行业提高了生产力和创造力。文章着重讨论了对劳动力市场的细微影响，强调了技能发展和道德考虑的重要性，并对人工智能与人类合作的未来提供了前瞻性的视角。 Authors:  Dr. Ted Liu, Carina Deng, Dr. Kelly Monahan Generative AI’s impact on work: lessons from previous technology advancements In this study, we provide a comprehensive analysis of the initial impact of generative AI (artificial intelligence) on the Upwork marketplace for independent talent. Evidence from previous technological innovations suggests that AI will have a dual impact: (1) the displacement effect, where job or task loss is initially more noticeable as technologies automate tasks, and (2) the reinstatement effect, where new jobs and tasks increase earnings over time as a result of the new technology. Take for example the entry of robotics within the manufacturing industry. When robotic arms were installed along assembly lines, they displaced some of the tasks that humans used to do. This was pronounced in tasks that were routine and easy to automate. However, new tasks were then needed with the introduction of robotics, such as programming the robots, analyzing data, building predictive models, and maintaining the physical robots. The effects of new technologies often counterbalance each other over time, giving way to many new jobs and tasks that weren’t possible or needed before. The manufacturing industry is now projected to have more jobs available as technologies continue to advance, including Internet of Things (IoT), augmented reality, and AI, which transform the way work is completed. The issue now at hand is ensuring enough skilled workers are able to work alongside these new technologies. While this dynamic of displacement and reinstatement generally takes years to materialize, as noted above in the manufacturing example, the effects of generative AI may be taking place already on Upwork. For the platform as a whole, we observe that generative AI has increased the total number of job posts and the average spend per new contract created. In terms of work categories, generative AI has reduced demand in writing and translation, particularly in low-value work, while enhancing earnings in high-value work across all groups. In particular, work that relies on this new technology like Data Science and Analytics are reaping the benefits. The report highlights the importance of task complexity and the skill-biased nature of AI's impact. Skills-biased technology change is to be expected as the introduction of new technologies generally favors highly skilled workers. We observe this on our platform as high-skill freelancers in high-value work are benefiting more, while those in low-value work face challenges, underscoring the need for skilling and educational programs to empower freelancers to adapt and transition in this evolving work landscape. Understanding the lifecycle of work on Upwork and the impact of gen AI Generative AI has a growing presence in how people do their work, especially since the public release of ChatGPT in 2022. While there’s been extensive discussion about the challenges and opportunities of generative AI, there is limited evidence of such impact based on transaction data in the broader labor market. In this study, we use Upwork’s platform data to estimate the short-term effects of generative AI on freelance outcomes specifically. The advantage of the Upwork platform is that it is in itself a complete marketplace for independent talent, as we observe the full life cycle of work: job posts, matching, work execution, performance reviews, and payment. Few other instances exist where a closed-system work market can be studied and observed. Thus, the results of this study offer insights into not only the online freelance market, but also the broader labor market. How technological progress disrupts the labor market is not a new topic. Acemoglu and Restrepo (2019) argue that earning gain arises from new tasks created by technological progress, which they term the “reinstatement effect,” even if the automation of certain tasks may have a displacement effect in the labor market initially. What this means is that there may be a dynamic effect going on: the displacement effect (e.g., work loss) may be more noticeable in the beginning of a new technology entry, but as new jobs and tasks are being created, the reinstatement effect (e.g., rates increase, new work) will begin to prevail. In the broader labor market, such dynamics will likely take years to materialize. But in a liquid and active independent work marketplace like Upwork, it’s possible that we’re already observing this transition happening. Existing studies such as this provides a useful conceptual framework to think about the potential impact of generative AI. It’s likely that in the short term, the replacement of generative AI will continue to be more visible, not just at Upwork, but also in the broader labor market. Over time and across work categories, however, generative AI will likely spur new tasks and jobs, leading to the reinstatement effect becoming stronger and increasing rates for those occupations with new tasks and a higher degree of task complexity. We’ve already seen evidence of new demand as a result of gen AI on our Upwork platform, with brand new skill categories like AI content creator and prompt engineer emerging in late 2022 and early 2023. We test this hypothesis of both work displacement and reinstatement, and provide insights into how generative AI affects work outcomes. Impact of generative AI on work To understand the short-term impact of generative AI on the Upwork freelance market, we capitalize on a natural experiment arising from the public release of ChatGPT in November 2022. Because this release was largely an unanticipated event to the general public, we’re able to estimate the causal impact of generative AI. The essential idea behind this natural experiment is that we want to compare the work groups affected by AI with the counterfactual in which they are not. To implement this, we use a statistical and machine-learning method called synthetic control. Synthetic control allows us to see the impact that an intervention, in this case, the introduction of gen AI, has on a group over time by comparing it to a group with similar characteristics not exposed to the intervention. The advantage of this approach is that it allows us to construct reasonably credible comparison groups and observe the effect over time. The units of analysis we use are work groups on the Upwork platform; we analyze variables such as contract number and freelancer earnings. Instead of narrowly focusing on a single category like writing, we extend the analysis to all the major work groups on Upwork. Moreover, we conduct additional analysis of the more granular clusters within each major group. The synthetic control method allows for flexibility in constructing counterfactuals at different levels of granularity. The advantage of our comprehensive approach is that we offer a balanced view of the impact of generative AI across the freelance market. Generative AI’s short-term impact on job posts and freelancer earnings Looking at the platform as a whole, we observe that generative AI has increased the total number of job posts by 2.4%, indicating the overall increased demand from clients. Moreover, as shown in Figure 1, for every new job contract, there is an increase of 1.3% in terms of freelancer earnings per contract, suggesting a higher value of contracts. Figure 1 Effect of Generative AI on Freelancer Earning per Contract The Upwork platform has three broad sectors: 1. Technological and digital solutions (tech solutions); 2. Creative & outreach; 3. Business operations and consulting. We have observed both positive and negative effects within each of the sectors, but two patterns are worth noting: The reinstatement effect of generative AI seems to be driving growth in freelance earnings in sectors related to tech solutions and business operations. In contrast, within the creative sector, while sales and marketing earnings have grown because of AI, categories such as writing and translation seem disproportionately affected more by the replacement effect. This is to be expected due to the nature of tasks within these categories of work, where large language models are now able to efficiently process and generate text at scale. Generative AI has propelled growth in high-value work across the sectors and may have depressed growth in low-value work. This supports a skills-biased technology change argument, which we’ve observed throughout modern work history. More specifically and within tech solutions, data science & analytics is a clear winner, with over 8% of growth in freelance earnings attributed to generative AI. This makes sense as the reinstatement effect is at work; new work and tasks such as prompt engineering have been created and popularized because of generative AI. Simultaneously, while tools such as ChatGPT automate certain scripting tasks (therefore leading to a replacement effect), it mainly results in productivity enhancements for freelancers and potentially leads to them charging higher rates and enjoying higher overall earnings per task. In terms of contracts related to business operations, we observe that accounting, administrative support, and legal services all experience gains in freelance earnings due to generative AI, ranging from 6% to 7%. In this sector, customer service is the only group that has experienced reduced earnings (-4%). The reduced earnings result for customer service contracts is an example of the aggregate earnings outcomes of AI, related to the study by Brynjolfsson et al (2023), who find that generative AI helps reduce case resolution time at service centers. A potential outcome of this cut in resolution time is that service centers will need fewer workers, as more tasks can be completed by a person working alongside AI. At the same time, the reinstatement effect has not materialized yet because there are no new tasks being demanded in such settings. This may be an instance where work transformation has not yet been fully realized, with AI enabling faster work rather than reinventing a way of working that leads to new types of tasks. A contrasting case is the transformation that happened with bank tellers when ATMs were introduced. While the introduction of these new technologies resulted in predictions of obsolete roles in banks, something different happened over time. Banks were able to increase efficiency as a result of ATMs and were able to scale and open more branches than before, thereby creating more jobs. In addition, the transactional role of a bank teller became focused on greater interpersonal skills and customer relationship tasks. When taken together, the overall gains in such business operations work on Upwork are an encouraging sign. These positions tend to require relatively intensive interpersonal communication, and it seems the short-term effects of generative AI have helped increase the value of these contracts, similar to what we saw in the banking industry when ATMs were introduced. As of now, the replacement effect of AI seems more noticeable in creative and outreach work. The exception is sales and marketing contracts, which have experienced a 6.5% increase in freelance earnings. There is no significant impact yet observed on design. For writing and translation, however, generative AI seems to have reduced earnings by 8% and 10% respectively. However, as we will discover, task complexity has a moderating effect on this. High-value work benefit from generative AI, upskilling needed for low-value work Having discussed the overall impact of generative AI across categories, we now decompose the impact by values. The reason we’re looking at the dimension of work value is that there may be a positive correlation between contract value and skill complexity. Moreover, skill complexity may also be positively correlated with skill levels. Essentially, by evaluating the impact of AI by different contract values, we can get at the question of AI's impact by skill levels. This objective is further underscored by a discrepancy that sometimes exists in the broader labor markets – a skills gap between demand and supply. It simply takes time for upskilling to take place, so it’s typical for demand to exceed supply until a more balanced skilled labor market takes place. It is worth noting, however, freelancers on the Upwork platform seem more likely than non-freelancers to acquire new skills such as generative AI. For simplicity, let’s assume that the value of contracts is a good proxy for the level of skill required to complete them. We’d then assume that high-skill freelancers typically do high-value work, and low-skill freelancers do low-value work. In other words, our goal is also to understand whether the impact of generative AI is skills-biased and follows a similar pattern from what we’ve seen in the past with new technology disruptions. Note that we’re focusing on the top and bottom tails of the distribution of contract values, because such groups (rather than median or mean) might be most susceptible to displacement and/or reinstatement effects, therefore of primary concern. We define high-value (HV) work as those with $1,000 or more earnings per contract. For the remaining contracts, we focus on a subset of work as low-value (LV) work ($251-500 earnings). Figure 2 shows the impact of AI by work value, across groups on Upwork. As we discussed before, writing and translation work has experienced some reduction in earnings overall. However, if we look further into the effect of contract value, we see that the reduction is largely coming from the reduced earnings from low-value work. At the same time, for these two types, generative AI has induced substantial growth in high-value earnings – the effect for translation is as high as 7%. We believe the positive effect on translation high-value earning is driven by more posts and contracts created. In the tech solutions sector, the growth in HV earnings in data science and web development is also particularly noticeable, ranging from 6% to 9%. Within the business solutions sector, administrative support is the clear winner. There are two takeaways from this analysis by work value. First, while we’re looking at a sample of all the contracts on the platform, it’s possible that the decline of LV work is more than made up for by the growth of HV work in the majority of the groups. In other words, except for select work groups, the equilibrium results for the Upwork freelance market overall seem to be net positive gains from generative AI. Second, if we assume that freelancers with high skills (or a high degree of skill complexity) tend to complete such HV work (and low-skill freelancers do LV work), we observe that the impact of generative AI may be biased against low-skill freelancers. This is an important result: In the current discussion of whether generative AI is skill-based, there exists limited evidence based on realized gains and actual work market transactions. We are one of the first to provide market-transaction-based evidence to illustrate this potentially skill-biased impact. Finally, additional internal Upwork analysis finds that independent talent engaged in AI-related work earn 40% more on the Upwork marketplace than their counterparts engaged in non-AI-related work. This suggests there may be additional overlap between high-skill work and AI-related work, which can further reinforce the earning potential of freelancers in this group. Figure 2 Case study: 3D content work To illustrate the impact of generative AI in more depth, we have conducted a case study of Engineering & Architecture work within the tech solutions sector. The reason is that we want to illustrate the potentially overlooked aspects of AI impact, compared with the examples of data science and writing contracts. This progress in generative AI has the potential to reshape work in traditional areas like design in manufacturing and architecture, which rely heavily on computer-aided design (CAD) objects, and newer sectors such as gaming and virtual reality, exemplified by NVIDIA's Omniverse. Based on activities on the Upwork platform, we see that there is consistent growth of job posts and client spending in this category, with up to 12% of gross service value growth year over year in 2023 Q3, and over 11% in job posts during the same period. Moreover, applying the synthetic control method, we show a causal relationship between gen AI advancements and the growth in job posts and earnings per contract. More specifically, there is a significant increase in overall earnings because of AI, an average 11.5% increase. Additionally, as shown by Figure 3, the positive effect also applies to earning per contract. This indicates a positive impact on freelancer productivity and quality of work, due to the fact that we’re measuring the income for every unit of work produced. This suggests that gen AI is not just a facilitator of efficiency but also enhances the quality of output. ‍Figure 3 Effect of Generative AI on Freelancer Earning per Contract in EngineeringIn a traditional workflow to create 3D objects without generative AI, freelancers would spend extensive time and effort to design the topology, geometry, and textures of the objects. But with generative AI, they can do so through text prompts to train models and generate 3D content. For example, this blog by NVIDIA’s Omniverse team showcases how ChatGPT can interface with traditional 3D creation tools. Thus, the positive trajectory of generative AI in 3D content generation we see is driven by several factors. AI significantly reduces job execution time, allowing for higher productivity. It facilitates the replication and scaling of 3D objects, leading to economies of scale. Moreover, freelancers can now concentrate more on the creative aspects of 3D content, as AI automates time-consuming and tedious tasks. This shift has not led to a decrease in rates due to the replacement effect. In fact, this shift of workflow may create new tasks and work. We will likely see a new type of occupation in which technology and humanities disciplines converge. For instance, a freelancer trained in art history now has the tools to recreate a 3D rendering of Japan in the Edo period, without the need to conduct heavy coding. In other words, the reinstatement effect of AI will elevate the overall quality and value proposition of the work, and ultimately enable higher earning gains. This paradigm shift underscores generative AI's role in not just transforming work processes but also in creating new economic dynamics within the 3D content market. Fortunately, it seems many freelancers on Upwork are ready to reap the benefits: 3D-related skills, such as 3D modeling, rendering, and design, are listed among the top five skills of freelancer profiles as well as in job posts. A dynamic interplay: task complexity, skills, and gen AI Focusing on the Upwork marketplace for independent talent, we study the impact of generative AI by using the public release of ChatGPT as a natural experiment. The results suggest a dynamic interplay of replacement and reinstatement effects; we argue that this dynamic is influenced by task complexity, suggesting a skill-biased impact of gen AI. Analysis across Upwork's work sectors shows varied effects: growth in freelance earnings in tech solutions and business operations, but a mixed impact in the creative sector. Specifically, high-value work in data science and business operations see significant earnings growth, while creative contracts like writing and translation experience a decrease in earnings, particularly in lower-value tasks. Using the case study of 3D content creation, we show that generative AI can significantly enhance productivity and quality of work, leading to economic gains and a shift toward higher-value tasks, despite initial concerns of displacement. Acemoglu and Restrepo (2019) argue that the slowdown of earning growth in the United States the past three decades can partly be explained by new technologies’ replacement effect overpowering the reinstatement effect. But with generative AI, we’re at a point of completely redefining what human tasks mean, and there may be ample opportunities to create new tasks and work. It's evident that while high-value types of work are being created, freelancers engaged in low-value tasks may face negative impact, possibly due to a lack of skills needed to capitalize on AI benefits. This situation underscores the necessity of supporting freelancers not only in elevating their marketability within their current domains but also in transitioning to other work categories. To ensure as many people as possible benefit, there’s an imperative need to provide educational resources for them to gain the technical skills, and more importantly skills of adaptability to reinvent their work. This helps minimize the chance of missed opportunities by limiting skills mismatch between talent and new demands created by new technologies. Upwork has played a significant role here by linking freelancers to resources such as Upwork Academy’s AI Education Library and Education Marketplace, thereby equipping them with the necessary tools and knowledge to adapt and thrive in an AI-present job market. This approach can help bridge the gap between low- and high-value work opportunities, ensuring a more equitable distribution of the advantages brought about by generative AI. Methodology To estimate the causal impact of generative AI, we take a synthetic control approach in the spirit of Abadie, Diamond, and Hainmueller (2010). The synthetic control method allows us to construct a weighted combination of comparison units from available data to create a counterfactual scenario, simulating what would have happened in the absence of the intervention. We use this quasi-experimental method due to the infeasibility of conducting a controlled large-scale experiment. Additionally, we use Lasso regularization to credibly construct the donor pool that serves the basis of the counterfactuals and minimize the chance of overfitting the data. Moreover, we supplement the analysis by scoring whether a sub-occupation is impacted or unaffected by generative AI. The scoring utilizes specific criteria: 1. Whether a certain share of job posts are tagged as AI contracts by the Upwork platform; 2. AI occupational exposure score, based on a study by Felten, Raj, and Seamans (2023), to tag these sub-occupations. We also use data smoothing techniques through three-month moving averages. We analyzed data collected on our platform from 2021 through Q3 2023. We specifically look at freelancer data across all 12 work categories on the platform for high-value contracts, defined as those with a contract of at least $1,000, and low-value contracts, consisting of those between $251 and under $500. The main advantage of our approach is that it is a robust yet flexible way to identify the causal effects on not only the Upwork freelance market but also specific work categories. Additionally, we control for macroeconomic or aggregate shocks such as U.S. monetary policy in the pre-treatment period. However, we acknowledge the potential biases in identifying which sub-occupations are influenced by generative AI and the effects of external factors in the post-treatment period. About the Upwork Research Institute The Upwork Research Institute is committed to studying the fundamental shifts in the workforce and providing business leaders with the tools and insights they need to navigate the here and now while preparing their organization for the future. Using our proprietary platform data, global survey research, partnerships, and academic collaborations, we produce evidence-based insights to create the blueprint for the new way of work. About Ted Liu Dr. Ted Liu is Research Manager at Upwork, where he focuses on how work and skills evolve in relation to technological progress such as artificial intelligence. He received his PhD in economics from the University of California, Santa Cruz. About Carina Deng Carian Deng is the Lead Analyst in Strategic Analytics at Upwork, where she specializes in uncovering data insights through advanced statistical methodologies. She holds a Master's degree in Data Science from George Washington University. About Kelly Monahan Dr. Kelly Monahan is Managing Director of the Upwork Research Institute, leading our future of work research program. Her research has been recognized and published in both applied and academic journals, including MIT Sloan Management Review and the Journal of Strategic Management.
    collaboration
    2024年02月23日
    • 12
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