• HR leadership
    2025 年美国 HR 高管薪酬报告：中位数从230万美元上涨 18%到280万美元，绩效激励成主导力量 刚刚Equilar 发布的 2025 年 HR 高管薪酬趋势报告显示，Equilar 500（即按营收规模排名的 500 家美国上市公司） 中的 HR 高管中位总薪酬从 230 万美元大幅上涨 18% 至 280 万美元！大公司（年收入 ≥ 250 亿美元）甚至达到 360 万美元水平，通信、科技、医疗行业薪酬居前。绩效奖励占比最大，期权部分普遍较小（不足 10%）。 在人工智能与组织变革深度交织的当下，美国大型企业的 HR 领导者正迎来薪酬结构的重新定价。刚刚 Equilar 发布的《2025 HR Executive Pay Trends Report》，美国营收规模前 500 家上市公司（Equilar 500）中，HR 高管的中位总薪酬在 2025 年显著上升 18%，从 230 万美元提升至 280 万美元。这份报告以 SEC 披露文件和企业薪酬调查为基础，揭示了 HR 高管薪酬的最新格局、行业分布、性别差距及未来趋势。 薪酬水平全面提升，企业规模与行业差异明显报告显示，营收超过 250 亿美元的公司为 HR 高管支付的中位薪酬高达 360 万美元，而营收 100–150 亿美元区间的企业薪酬最低，仅约 200 万美元。从行业维度来看，通信服务行业以 550 万美元 的中位薪酬居首，其次为科技行业（330 万美元）与医疗行业（320 万美元）。在所有行业中，能源行业的薪酬涨幅最高，达 59.6%，而公用事业行业的中位薪酬最低，仅 180 万美元。 绩效奖励占薪酬结构的三分之一，期权持续萎缩绩效型奖励（Performance Awards）已成为 HR 高管薪酬的核心组成部分，平均占比约 33%。在营收 250 亿美元以上的企业中，绩效股权的中位值超过 100 万美元，较次一级收入区间高出 42%。股票奖励（Stock Awards）普遍为第二大组成部分，占 26%–30%；基本工资与奖金保持稳定，占比 17%–21%。相比之下，期权（Options）在所有规模企业中均处于低位，占比不足 10%。这表明，美国企业正将更多薪酬与绩效结果直接挂钩。 性别结构调整与薪酬差距扩大报告揭示，性别差异依然显著。自 2021 年以来，男性担任顶级 HR 高管的人数从 13 人增加至 26 人，翻了一倍；女性从 41 人上升至 49 人。虽然女性仍占多数（65.3%），但比例已较 2021 年的 75.9% 明显下降。薪酬方面，男性 HR 高管的中位薪酬为 380 万美元，女性为 290 万美元，差距约 31%。更令人关注的是，过去四年男性薪酬累计增长 148.6%，而女性同期反而下降 6.5%。在薪酬结构中，男性在绩效奖励部分的中位值为 96.7 万美元，高于女性的 87.4 万美元；唯一女性略高的项目是奖金，女性中位数为 59.5 万美元，男性为 57 万美元。 AI 时代的 CHRO：从职能执行者到战略设计者HR Policy Association 总裁兼执行薪酬中心负责人 Ani Huang 在报告访谈中指出，AI 与技术变革已成为企业管理的核心挑战，而 CHRO 正处于这一变革的中心位置。她表示：“从评估 AI 如何重塑岗位，到重新设计组织文化与能力体系，HR 高管需要具备跨维度的战略思维。”在她看来，成功的 CHRO 必须在三方面展现领导力：一是具备战略远见与商业洞察，能将人力资本决策与企业战略紧密衔接；二是具备数字与 AI 流畅度，理解技术对组织结构和技能架构的影响；三是展现组织级领导力，能够与 CEO 和董事会协作，推动文化、绩效和继任体系的融合。 长期激励机制的再思考在长期激励结构方面，报告提到市场正在讨论是否应简化当前复杂的绩效股票单元（PSU）体系。部分投资者和董事会更倾向于采用基于时间的股权激励（time-based equity），以减少考核重叠、提高透明度。Huang 认为，如果高管薪酬模式发生变化，将更多反映在 C-suite 层级整体的长期激励策略中，而不仅限于 HR 职能本身。 HR 薪酬上涨的深层逻辑 Equilar 的数据揭示了一个清晰的信号：HR 高管的价值正在被重新定义。绩效挂钩的薪酬结构意味着 HR 角色不再是行政支撑，而是企业战略与文化重塑的关键驱动力。在 AI 重构组织与人才体系的时代，具备战略远见、数字思维与组织领导力的 HR 高管，正在成为企业未来竞争力的核心资源。 作为北美华人 HR 的专业平台，NACSHR（北美华人人力资源协会） 一直致力于帮助华人 HR 了解全球职场趋势、连接行业资源、提升专业影响力。我们不仅提供资讯、学习与社群交流服务，也为企业与个人提供 HR 高端猎头服务，重点覆盖年薪 20万美元以上的高级职位，包括 CHRO、HRBP、Talent Acquisition、Compensation & Benefits、以及 AI Transformation 等战略岗位。 欢迎关注 #NACSHR，与我们共同探索全球 HR 的新价值，助力更多华人 HR 在北美职场迈向更高舞台。
    HR leadership
    2025年10月17日
  • HR leadership
    前谷歌HR副总裁谈：AI不是“理解”人类，而是“预测人类”，Laszlo Bock谈职场的下一个十年挑战 在2025年5月的一场广受关注的主题演讲中，前Google人力资源主管、Humu创始人Laszlo Bock分享了他对“AI如何重塑未来工作形态”的深度洞察。这不仅是一场关于技术的讲座，更是一份面向HR群体的战略警告和实践指南。 他的核心论点可以归结为三点：AI并不真正“理解”语言，它只是预测下一句话最可能出现什么词；AI将迅速改变职场结构，尤其是初级岗位和事务性工作的消失；HR若不掌握数据能力和实验逻辑，将失去为员工发声和引导组织转型的机会。 人类直觉无法判断AI边界：它看世界是“token”，不是意义 Laszlo用一个看似简单但极具颠覆性的观点开场：AI不是在“思考”，而是在“预测”。 他指出，大型语言模型（LLMs）是通过将语言拆解成“token”（语言单位）进行训练的。这些模型并不具备语义理解能力，而是基于庞大的语料库，预测下一个最有可能的token。比如，当你问AI“生成一个1到100之间的随机数”，你可能经常得到“42”这个答案。这并不是因为42有任何数学意义，而是因为它在互联网上出现频率高——尤其是在大量关于《银河系漫游指南》的内容中。 这种基于“频率预测”而非“逻辑理解”的模式导致AI具备一种“锯齿状的能力边界”——即它在某些任务上表现卓越，但在看似相似的任务上却经常出错。例如，它可以写出流畅的商业邮件，但无法准确区分事实与虚构；它可以写诗，但很难遵守准确的格式要求；它可以下棋，却经常做出输局的决策。 正因为如此，我们人类在评估AI能否胜任某项任务时，往往会被自己的“直觉”误导。 AI提升了工作绩效平均值，但并不意味着每个人都会受益 Laszlo引用了BCG与哈佛商学院的联合研究，展示AI对员工绩效的实质影响。在这项研究中，团队设计了18种与真实工作情境接近的任务，从数据分析到创意思维，从说服性表达到战略建议。结果发现，当员工使用AI工具协助完成任务时，整体绩效水平显著提升，原本员工间28%的能力差距被缩小至5%。 这意味着，未来的职场中，“差距”会被压缩，“平均”成为常态。听起来似乎是件好事，但Laszlo却抛出一个值得HR深思的问题：如果每个人都变得“高效”，组织会如何反应？是减少工时？提高薪酬？还是干脆将“平均线”当作新标准，进一步压缩人力成本？ 这并非杞人忧天。历史经验告诉我们，技术进步往往首先带来“效率红利”，但最终这些红利会在某些层级被资本所吸收，而不是自动回流到员工手中。 职场结构正在重构：五类岗位首当其冲 在对未来工作的预判中，Laszlo明确指出了五类岗位或将迅速减少，甚至消失。 首先是离岸外包型工作。随着AI在数据处理、文档生成等任务中的普及，企业将更倾向于直接部署AI模型，而非将工作转包给人力成本较低的国家。 其次是初级岗位，尤其是在咨询、银行、律师事务所等以“精英路径”著称的行业。大量初级岗位的主要任务是处理数据、制作PPT、整理分析报告，这些恰恰是AI擅长的内容。 第三类是事务性小时工，例如快餐店点单员、呼叫中心客服等。这些岗位过去被认为是“不可被机器取代”的人机交互工作，如今正被AI语音助手、聊天机器人、自动点餐系统等迅速替代。 第四，组织将逐渐发现一个更棘手的问题：中层管理人才短缺。Laszlo预测，未来4至7年内，具备协调能力、能带团队、能处理人际复杂问题的管理者将变得极为稀缺，因为AI可以替代事务执行，但无法承担信任建立、冲突调和、判断取舍等高度人性化的职责。 最后，是那些“以为安全”的专业性岗位，例如金融分析师、法律助理、初级产品经理等。如果其主要职责是信息归纳与逻辑输出，同样处于AI威胁之下。 HR需重新定位：别再做“感觉派”，而要成为“实验派” Laszlo在演讲中特别点名了HR行业的一个致命短板：很多政策和项目的设计并没有建立在实证基础之上，而是靠“经验”与“感觉”。 他列举了一些广泛存在的误区，例如： 提高员工内推奖金，并没有显著提升推荐量； 健康激励项目（如健身补贴）往往吸引的本来就是健康人； 看重名校背景的招聘标准，与员工实际绩效无关，甚至有时是负相关； 培训项目6个月后的绩效反而下降； 要求员工返岗的政策，降低了满意度，但并未提升生产力。 这些都说明，缺乏实验和数据支持的HR决策，可能带来反效果。 因此，他呼吁HR团队要向科学靠拢，掌握A/B测试、因果验证、数据解读等基本实验方法。特别是在部署AI相关工具和流程时，必须通过“高质量实验”来判断其真正影响，否则就只是被技术牵着走。 企业该如何准备？Laszlo提出六条实践路径 为了帮助企业和HR真正应对AI带来的变革，Laszlo提出了六条务实的建议。这些建议并不需要企业“砸钱买AI”，而是聚焦于“组织能力”的构建。 第一，清洗和集中数据。数据质量是AI成功的前提，脏乱差的数据只会导致错误的预测和决策。 第二，建立统计和实验能力。无论是HR项目还是AI工具的效果评估，都必须靠科学实验说话。 第三，设立“AI专责角色”。组织中应有一位专门负责AI探索的人，持续关注行业动态，并定期向管理层报告AI试点进展。 第四，选择业务最痛的地方，或个人最热情的领域作为AI试点起点。这样更容易获得支持与反馈。 第五，培养员工的学习能力，并将其作为招聘标准。因为我们无法预测未来五年最需要的技能，但可以培养出善于学习的员工。 第六，保持耐心。AI转型不是一蹴而就的。强生公司就用了三年时间，通过系统实验才明确AI的价值落点。 HR的第二次“高光时刻”已到来 Laszlo的结尾令人动容。他说，疫情期间，HR成为企业最重要的部门之一——引导组织远程办公、调整政策、守护员工心理健康。今天，随着AI浪潮席卷而来，HR再次站在战略变革的第一线。 而这一次，HR面临的不是临时危机，而是长期结构性重塑。一个真正成熟的HR团队，必须不仅能理解人，也要能理解技术；不仅能提出人本关怀，也能设计科学流程；不仅能代表员工发声，也能为组织盈利模式注入长期主义。 这既是一份挑战，更是一份召唤。 AI时代来临，每一个组织都必须重新思考“人”的价值。而HR，正是那个最应该引领答案的人。 Laszlo Bock的这场演讲，值得每一位HR反复阅读、深入讨论，并在组织内部真正落地。 如果你还没有准备好，不如从这六件事做起。 如果你已经在路上，欢迎把这篇文章分享给更多同行，一起构建一个更智慧也更有人性的未来职场。 备注： Laszlo Bock背景介绍： 前 Google 全球人力资源高级副总裁（SVP of People Operations），Humu 联合创始人，已退出管理岗位，AI 与组织变革思想领袖。 畅销书：《Work Rules!》（2015）
    HR leadership
    2025年07月13日
  • HR leadership
    Biden tells HR professionals that real leadership is all about getting personal 在2025年SHRM大会现场，美国总统拜登向全球人力资源专业人士发出温暖呼吁：“真正的领导力，是走心的。”他强调，好的HR和管理者，应该关心员工的家庭和人生，而不仅仅是绩效和产出。拜登以自身经历为例，曾为女儿生日搭乘火车返家，仅为陪她吹灭蜡烛，再连夜赶回国会。他还曾明确告诉副总统团队：“如果因为我错过了重要的家庭时刻，那将令我深感失望。”在AI和效率至上的今天，拜登提醒HR，“记得员工的生日”或许比一个季度报告更重要。他用亲情与共情定义了新时代的人力资源领导力。 By Ginger Christ — Published July 2, 2025 SAN DIEGO — Remember their birthdays. President Joe Biden told a packed room of human resources professionals on the final day of SHRM 2025 that being a great leader means getting to know workers and colleagues. “You know better than anyone, the strength of a team comes down to the individual people on that team, whether they feel valued, whether they feel supported,” said Biden, who quipped that being the country’s chief executive is essentially being the ultimate chief people officer. He urged the HR leaders in attendance to make time for human connections and to lead by example. “Too often we try to separate people into categories: They’re work, or they’re family. We say it's business; it's not personal,” Biden said. “Real leadership is all about getting personal… It's about connecting. It means having empathy.” It means remembering their birthdays, he said. An unwritten rule during his time in office was that any member of his family would be put through immediately when they called — unless they specified that it wasn’t important. On the day of an important vote in Congress that he couldn’t miss, Biden took the train back home to Delaware, watched his daughter blow out candles on the platform for her eighth birthday and jumped back on a train southbound to the nation’s capitol. “We tell ourselves, ‘I have to be at that meeting, have to get that report done. I have to take that trip.’ Then, we tell ourselves, ‘My wife will understand, my kids will understand. We can make it up later,’” Biden said. “But deep down, we know we're killing ourselves. It does matter for moments you'll never get back. You might never know how much it mattered to your loved one.” Efforts like that, or commuting two hours home every day showed his staff that he wanted them to put their life, their family first, he said. After becoming vice president, Biden sent a memo to his team that said: “I do not want you to miss important family obligations for work. These include, but are not limited to birthdays, anniversaries, weddings, religious ceremonies, graduations, times of need, such as illness and loss. This is very important to me. In fact, I'll go so far as I say, ‘If I find out you are working with me while missing an important family responsibility, it will disappoint me greatly.’” Workers will give their all, he said, when they know you care not just about them but about their families, too.
    HR leadership
    2025年07月02日
  • HR leadership
    David Green: The best HR & People Analytics articles of June 2025 AI is reshaping industries, companies, workforces and the way we work. As with previous industrial revolutions, this will mean that companies will need fewer people to perform some tasks, and more people to undertake other (including many new) tasks. Amazon CEO, Andy Jassy, addressed this very topic in a recent message to Amazon’s employees while recent remarks by Dario Amodei, CEO of Anthropic, that AI could wipe out half of all entry-level white-collar jobs — and spike unemployment by 10-20% in the next one to five years have been widely reported. The truth is that it is probably too early to judge how this will play out over time, and whether this industrial revolution will differ from all others in history by being a net destroyer rather than a net creator of jobs. Whatever direction we go in, it’s clearly going to be a disruptive few years ahead. HR needs to play an active role in terms of leading organisational transformation, redesigning work, upskilling the workforce, building a culture of continuous agility, and transforming the HR function itself. HR can be the crucial link ensuring employees can thrive alongside technology. This month’s collection of resources addresses many of these topics, and if I could highlight one in particular, it would be a new Stanford paper on the Future of Work with AI Agents, which amongst other findings lays out a framework for human-agent collaboration. Enjoy! This edition of the Data Driven HR Monthly is sponsored by our friends at Draup Prepare your workforce for the AI Era Prepare your workforce for the AI era | Strategic HR Insights | Etter Etter is Draup’s flagship AI transformation engine designed to help enterprises systematically reimagine job roles, skills, and workforce structures in the AI era. Built as an adaptive, modular solution, Etter integrates proprietary labor intelligence, enterprise data, and market signals to provide hyper-contextual, execution-ready recommendations for HR and business leaders. Etter’s methodology is anchored on three foundational pillars: Draup Models: This includes the Role Disruption Index, Workload Disaggregation, Skills Evolution, and Talent Density Models to identify which roles are most susceptible to AI disruption, what tasks can be automated or augmented, and how skills are shifting across industries. It generates AI-ready job descriptions and quantifies AI’s productivity and time-saving impacts at a task level. Agentic Workflows: These simulate real-time strategic decisions—like reskilling paths, CoE creation, and role redesign—tailored to the organization’s structure, metrics, and technology ecosystem. They dynamically adapt to changes in business strategy or external environments such as regulatory shifts. Sustainability Engine: Ensures responsible transformation by embedding fairness, inclusion, and long-term workforce resilience into every recommendation. Real-time dashboards track transformation maturity and enable scenario planning to balance automation with talent retention. The document details advanced models like Tech Stack Mapping, Similar Role Identification, and Location Optimization to help organizations design AI-augmented ecosystems. It also outlines the data needed—from job descriptions to transformation signals—and a 4–6 week pilot approach to assess 10–12 roles for quick wins. Etter moves beyond theoretical AI strategy to deliver measurable, role-level change—empowering CHROs, CTOs, and transformation teams to redesign workforces that are future-proof, agile, and ethically AI-enabled. Learn more about Etter here. 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. Invitation: If you are a people analytics leader, participate in the 6th annual Insight222 People Analytics Trends survey... The Insight222 People Analytics Trends study is now in its sixth year, and has grown to be the biggest and most important annual study in the field of people analytics. The survey for 2025 is open, and is intended to gain insights into: (1) HR's role in shaping your AI strategy. (2)AI usage & adoption (3) Upskilling and enabling factors, and AI outcomes If you are the people analytics leader at your company and would like to participate in the People Analytics Trends study for 2025, click this link and please join over 400 companies and complete the survey by the new closing date of July 6. JUNE ROAD REPORT A trio of highlights from June: I finally got to attend TALREOS, which is curated and organised annually by Deborah M. Weiss and Derek Gundersen at Northwestern in Chicago. It proved to a memorable three days, with 200 participants and plenty of learning, collaboration and networking. I had the privilege of speaking on two panels. The first, hosted by the inimitable Ian OKeefe, and also featuring Dan Trares, Nicholas Garbis and Cole Napper, discussed how to build a successful people analytics function. The second, which I moderated, and featured Dean Carter, Courtney McMahon and Ryan Colthorp, discussed the critical topic of how to create and measure the value of people analytics. Participants at TALREOS 2025 From Chicago, it was a short hop to Toronto for the first ever Canadian Peer Meeting for 40 members of the Insight222 People Analytics Program, which was hosted by Don Dela Paz and the team at RBC. Speakers over the two days included Don as well as Ujjwal Sehgal, Maria Grazia (Grace) Guma, Rachel Beaulieu-Salamido, Kunal Thakkar, MS, PMP, Rob Dees, Travis Windling, Patrick Joseph Tuason, David Holmes, Foteini Agrafioti and Arjun Asokakumar, MMA, CHRL. Participants at the Insight222 Peer Meeting at RBC in Toronto, June 2025 Finally, last week saw David Duewel and his team at BT Group host a Peer Meeting for more than 60 European members of the Insight222 People Analytics Program in London. Speakers over the two days included: Elaine Bergin, Julie-Anne Sivajoti, Fiona Vines, Stefaan De Keyser, Julien Legret, Stefanos Adamantiadis, Nick Hudgell, Mariana Allain Carrasqueira, Olly Britnell and Ashar Khan. Across all three events I left with a number of reflections including: (1) When people analytics is closely with business strategy it delivers exponential value. (2) AI is elevating and disrupting people analytics in equal measure. (3) Employee listening is the 'human' face of people analytics. Just to highlight to my Indian network and readers that I'm speaking at TechHR India 2025 in Delhi, which is organised by People Matters, at the end of July. I'll be delivering a keynote on July 31 after a pre-conference workshop on July 30 on The Science of Better Decisions - I hope to see some of you there. Share the love! Enjoy reading the collection of resources for June and, if you do, please share some data driven HR love with your colleagues and networks. Thanks to the many of you who liked, shared and/or commented on May’s compendium. If you enjoy a weekly dose of curated learning (and the Digital HR Leaders podcast), the Insight222 newsletter: Digital HR Leaders newsletter is usually published every other Tuesday – subscribe here – and read the latest edition. HYBRID, GENERATIVE AI AND THE FUTURE OF WORK IBM - 5 Mindshifts to Supercharge Business Growth It’s no longer a question of whether to use AI—but where AI will give you the greatest lift and how you should redeploy your people to accelerate growth. IBM’s recently published 2025 CEO Outlook is required reading for all chief people officers and heads of people analytics. The study highlights that talent recruiting and retention is ranked #2 in the top challenges of CEOs (see FIG 1). The report highlights five mindshifts to supercharge growth in the age of AI – all of these apply for HR too: (1) Make courage your core (“The power and potential of AI is pushing organizations to transform faster, even if they’re not sure what exactly what that entails.”) (2) Embrace AI-fuelled creative destruction (“Establish metrics and monitoring systems to assess AI effectiveness and create a culture of accountability.”) (3) Cultivate a vibrant data environment (“Start with data. If CEOs get their data environment right, they can accelerate change, impact, and stakeholder value.”) (4) Ignore FOMO, lean into ROI (“Only 25% of AI initiatives have delivered expected ROI—and only 16% have scaled enterprise-wide. Fail fast and move on.”) (5) Borrow the talent you can’t buy: CEOs are looking to reskill the talent they already have (build), hire the talent they need (buy), add AI assistants and agents to workflows wherever they can (bot), and rely on partners to borrow what they can’t find another way (borrow). FIG 1: Top CEO Challenges 2025 (Source: IBM Institute for Business Value) MCKINSEY - Seizing the agentic AI advantage To realize the potential of agents, companies must reinvent the way work gets done—changing task flows, redefining human roles, and building agent-centric processes from the ground up. According to McKinsey, there is a ‘GenAI paradox’ with nearly eight in ten companies reporting they are using Gen AI—yet just as many reporting no significant bottom-line impact. To break out of this morass, the authors argue that Agentic AI—autonomous, goal-oriented systems—is the true game-changer, poised to automate complex processes and fundamentally transform workflows. For HR leaders guiding workforce transformation, the core insight of the study is profound: successful integration means redesigning work around AI agents, not merely layering AI onto old processes. This strategic pivot promises enhanced operational agility, accelerated execution, and newfound organisational resilience. However, realising this potential hinges on critical human factors. Driving adoption and earning trust are paramount, alongside robust governance for agent autonomy. This necessitates a shift from fragmented AI initiatives to strategic, cross-functional programs, coupled with significant upskilling across the workforce. While the article doesn't explicitly detail the Chief People Officer's role, the implications are clear: HR must champion the human-AI partnership, ensuring ethical deployment and preparing talent for this profound evolution of work. Kudos to the authors: Alexander Sukharevsky, Dave Kerr, Klemens Hjartar, Lari Hamalainen, Stéphane Bout, and Vito Di Leo, with Guillaume Dagorret. HR must champion the human-AI partnership, ensuring ethical deployment and preparing talent for this profound evolution of work. FIG 2: Maximising value from AI agents requires process reinvention (Source: McKinsey) STANFORD - Future of Work with AI Agents: Auditing Automation and Augmentation Potential across the U.S. Workforce Project | Paper | COBUS GREYLING - The Future of Work with AI Agents — Insights from a Stanford Study | SERENA HUANG - AI Agents Are Ready to Work With Us, but Are We Ready to Work with Them? [As] AI agents start to enter the workforce, key human competencies may be shifting from information-processing skills to interpersonal and organizational skills. For anyone looking to understand how the AI agents might shape the future of work, I recommend diving into a new study from Stanford University – warning, you may get lost as the paper is absorbing! The paper presents a framework, the Human Agency Scale (HAS – see FIG 3), which has a five-level scale from H1 (no human involvement) to H5 (human involvement essential) and is designed to help quantify the desired level of human involvement across various tasks. Other findings from the study include: (1) Lack of trust (45%) is the most common fear workers have about AI automation in their work. (2) Workers want automation for low-level and repetitive tasks with 46.1% expressing positive attitudes towards AI automation. (3) Workers generally prefer higher levels of human agency, potentially foreshadowing frictions as AI capabilities advance. Kudos to the authors of the Stanford Study: Yijia Shao, Humishka Zope, Yucheng Jiang, Jiaxin Pei, David Nguyen, Erik Brynjolfsson, Yang Diyi. I also recommend the shorter and more accessible summaries of the key findings from the paper and their potential implications by Cobus Greyling and Serena H. Huang, Ph.D. (see links above) as well as Ross Dawson (see here). FIG 3: Levels of Human-Agency scale (Source: Stanford University, Shao et al) PETER CAPPELLI AND RANYA NEHMEH – Hybrid Still Isn’t Working | BRIAN ELLIOTT - When Academics Ignore Research (and Reality) The contentious debate about the merits – or otherwise – of hybrid work continues as these two articles demonstrate. Firstly, in their article for Harvard Business Review, Peter Cappelli and Ranya Nehmeh present the case that hybrid is harming collaboration, deepening social isolation, weakening culture, and is leading to lower performance. They argue that this is primarily because of the way that many companies manage hybrid and remote workers: “You can’t effectively manage remote and hybrid workers using the same methods you did when employees were still all together in the office.” They then suggest eight strategies including: creating and enforcing rules, revamping performance appraisals, and establishing in-office anchor days. Brian Elliott, who along with the likes of Nick Bloom (see latest WFH Research here) and Annie Dean (listen to my podcast discussion with Annie on using behavioural science for distributed working) is one of my go-to experts on hybrid and distributed work, provides a 'teardown' (his words!) of Hybrid Still Isn’t Working. He examines some of the research cited in the HBR article and compares this to the available data e.g. contrary to everyone going back to five days in the office, Brian highlights Flex Index data (see FIG 4) showing that hybrid dominates at 43% of firms. Brain also highlights that the article ignores research on return to office mandates such as: “no financial benefit, no stock market boost, but declining engagement and retention issues among experienced talent and women at 3X the rate of men.” I’ll let readers make their own minds up but recommend that any companies considering a change in their approach analyse their own data and make considered decisions. As Brian concludes in his article: Instead of debating days per week, focus on what drives results: clear team goals, intentional collaboration rhythms, and management practices that work anywhere. The magic isn't in the location—it's in how well you lead distributed teams doing complex work. FIG 4: Structured Hybrid continues to dominate as the preferred work model for US companies (Source: Flex Index) PEOPLE ANALYTICS MICHAEL ARENA AND AARON CHASAN - The social signals behind employee retention Research has long shown that employees at the center of an organizational network—those with many active connections—are 24 percent less likely to leave. In their article, Michael Arena and Aaron Chasan highlight an important insight: employee connection, not just engagement, is the true bedrock of retention: “In today’s networked workplace, social withdrawal is often the first—and most reliable—indicator that someone’s already halfway out the door.” For HR to genuinely impact business performance and employee experience, we must leverage social signals to build robust internal networks. The authors outline four high-impact ways HR can proactively employee connection and significantly reduce attrition: (1) Utilise network analysis: Identify early flight risks by spotting employees with few or declining connections. (2) Facilitate connection moments: Deliberately create opportunities for interaction, especially in hybrid settings, using tools like interest-based matching. (3) Support relationship-rich teams: Encourage cross-functional initiatives and invest in psychologically safe team cultures. (4) Routinely pulse central employees: Their engagement profoundly influences the entire network. In today’s networked workplace, social withdrawal is often the first—and most reliable—indicator that someone’s already halfway out the door. PIETRO MAZZOLENI AND ERIC BOKELBERG - The right owner, the right impact: mastering people analytics accountability Clear ownership ensures that sensitive data is handled responsibly, analytics initiatives are aligned with business priorities, and AI solutions deliver trustworthy, actionable insights. Pietro Mazzoleni and Eric Bokelberg provide guidance on mastering people analytics by defining clear ownership – a cornerstone for unlocking business value from people data. Many organisations falter due to unclear accountability, risking inefficiencies and mistrust. Pietro and Eric outline four essential domains for assigning ownership: (1) Data Governance. (2) Stakeholder Management. (3) Data & AI Platforms. (4) Functional AI. They then recommend ownership across five key functional roles: the People Analytics Team, CHRO and HR Leadership Team, Business Function Leaders, Chief Data Office, and IT/AI Technology Team. By aligning accountability with expertise, HR leaders can ensure data is handled responsibly, initiatives drive strategic priorities, and AI delivers trustworthy, actionable insights, ultimately generating real business impact. LUDEK STEHLIK AND COLE NAPPER - Beyond Prediction: Exploiting Organizational Events for Causal Inference in People Analytics | KEITH MCNULTY – R for People Analytics | MARIA NOLAZCO MASSON - The People Analytics Staircase | PATRICK COOLEN – People Analytics Spotlight: Oliver Kasper, Giovanna Constant, and Marcela Mury In each edition of the Data Driven HR Monthly, I feature a collection of articles by current and recent people analytics leaders. These are intended to act as a spur and inspiration to the field. Four are highlighted in this month’s edition: (1) Ludek Stehlik, Ph.D. and Cole Napper examine one of the Holy Grails of people analytics – understanding causality, including exploring why randomised experiments (see FIG 5) are the ‘gold standard’ (but rarely feasible), and how real-world organisational events can be used as natural experiments. (2) Keith McNulty offers a set of open source materials for a 2-day course on explanatory technical methods in People Analytics using R. (3) For anyone early in their people analytics career and looking to accelerate their development, I recommend diving into Maria Nolazco Masson’s excellent series: The People Analytics Staircase, which provides a practical framework to advance in People Analytics, from foundational concepts to deep strategic dives. (4) Finally, in this section, I recommend checking out Patrick Coolen’s excellent People Analytics Spotlight Series, which to date has insights from Oliver Kasper, Giovanna Constant and Marcela Mury. FIG 5: Randomised controlled trial (Source: Simply Psychology) THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE MICHELLE CHAN CROUSE, TED MOORE, ANNA PENFOLD, BRAD PUGH, AND ALISON HUNTINGTON - The CHRO of the future: How CHROs and organizations can prepare for what’s next The CHRO role is no longer just about managing human capital—it's about unleashing the potential of your workforce, whether they’re a human or a bot. This report by Russell Reynolds Associates dissects the evolving role of the Chief Human Resources Officer (CHRO) and provides a helpful guide on how the CHRO can lead workforce transformation. It is structured into three chapters: (1) How the CHRO role has changed: highlighting the CHRO's transition from operational support to a strategic leader, now deeply embedded in C-suite succession, transformation, and even technology, crucial for organisational stability. (2) Who will be the CHROs of the future? capturing the need for a new CHRO profile, demanding broader strategic, technological, and operational experience beyond traditional HR, coupled with acute emotional intelligence to navigate complex stakeholder landscapes. This chapter also highlights new roles and responsibilities that may emerge in the HR function including a ‘Chief HR Bot’ reporting to the CHRO and responsible for data-driven decision making. (see FIG 6). (3) How CHROs and organisations can prepare for the future: with actionable guidance, emphasising the responsible integration of AI, significant investment in HR data and analytics, and clear communication around workforce transformation, ultimately elevating HR's strategic influence. This analysis by Michelle Chan Crouse, Ted Moore, Anna Penfold, Brad Pugh and Alison Huntington reinforces that the future CHRO is a critical architect of business success, leveraging data and strategic acumen to shape adaptive, resilient organisations. FIG 6: Potential roles in the HR team of the future (Source: Russell Reynolds) DAVE ULRICH, DICK BEATTY, AND PATRICK WRIGHT - What Competencies Define an Effective HR Professional? Past, Present, and Future In their article, Dave Ulrich, Dick Beatty, and Patrick Wright analyse a number of different HR competency models including their own, which has been developed through eight studies since 1987 across 120,000 participants. Their analysis leads them to recommend expected and emerging competencies across six HR skills domains (see FIG 7): (1) Accelerate business, (2) Advance human capability, (3) Make change happen, (4) Use GenAI and analytics for information, (5) Create organisation culture, and (6) Demonstrate personal proficiency. For HR leaders and professionals looking to learn more, I recommend learning about the Global HR Learning Experience programthat Dave, Dick and Patrick have developed. FIG 7: Expected and emerging competencies for HR professionals (Source: Dave Ulrich et al) WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS JEN STAVE, RYAN KURT AND JOHN WINSOR – Agentic AI is Already Changing the Workforce AI agents are fast becoming much more than just sidekicks for human workers. They’re becoming digital teammates—an emerging category of talent. The advent of Agentic AI is no longer a distant future; it's here, fundamentally reshaping our workforce. In their article, Jen Stave, PhD, Ryan Kurt and John Winsor explain that these autonomous, goal-oriented AI systems aren't just tools; they're becoming digital colleagues, capable of complex tasks and decision-making. For HR and business leaders, this demands a seismic shift in how we approach talent, roles, and organisational design. The article outlines seven critical actions to help your organisation thrive: (1) Map work tasks and outcomes (“Deconstruct each role or project into its component tasks and outcomes.”) (2) Assess AI capability. (3) Integrate your hybrid team (“Develop a hybrid-workforce strategy to define which tasks AI will own, which tasks people will own, and how the escalation of problems should happen.”) (4) Redesign your business and workforce model (“Envisioning new ways to procure and deploy talent, including full-time employees, temporary hires, freelancers and AI.”) (5) Set legal and ethical ground rules. (6) Capture value continuously as it evolves. (7) Remain human-centric (“AI reduces the need for people to conduct mundane tasks and elevates the importance of high-value, human-led tasks.”). For more from John Winsor, I recommend listening to his conversation with me on the Digital HR Leaders podcast: Addressing the Global Skills Shortage with Open Talent Strategies. EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING MICROSOFT WORK TRENDS INDEX - Breaking down the infinite workday The future of work won’t be defined by how much drudgery we automate, but by what we choose to fundamentally reimagine. In this follow-up to their recently published 2025 Work Trend Index Annual Report, this article from Microsoft exposes the modern "infinite workday" – a relentless cycle starting pre-dawn, peppered with incessant emails and messages, hijacked by meetings, and relentlessly spilling into evenings and weekends (see FIG 8). It's a chaotic, fragmented existence that HR leaders, focused on productivity and wellbeing, must address. The critical insight is that AI demands rethinking how work is structured and experienced. This isn't about simple automation; it's about fundamentally redesigning the rhythm of work. The article proposes a clear "path forward" with three vital starting points: (1) Follow the 80/20 rule: Leverage AI to streamline low-value tasks, allowing focus on the 20% that drives 80% of outcomes. (2) Redesign for the Work Chart: Shift from static teams to agile, outcome-driven units, using AI to bridge skill gaps. (3) Become an agent boss: Empower employees to utilize AI agents to supercharge their work and focus on high-quality insights. While the article itself doesn't explicitly detail the opportunity for HR and People Analytics to lean in and shape this future, the implications are clear: these functions are pivotal in orchestrating this transformation, ensuring a focused, productive, and ultimately more human-centric work environment. FIG 8: The infinite workday bleeds into evenings and weekends (Source: Microsoft Work Trends Index) LEADERSHIP, CULTURE, AND LEARNING MEGAN REITZ AND JOHN HIGGINS - Create Mental Space to Be a Wiser Leader We live in complex times that demand complex thoughts and conversations — and those, in turn, demand the very time and space that is nowhere to be found. In their article for MIT Sloan Management Review, Megan Reitz and John Higgins explain the need for leaders and workers to balance ‘doing’ and ‘spacious’ modes (see FIG 9) and present their research that finds in our rush to do more we’re losing the critical space to think deeply. This has a detrimental effect on leadership and organisation effectiveness. In order to help leaders develop the capacity for the spacious mode, the authors present their SPACE Framework (Safety, People, Attention, Conflict, Environment). By consciously creating environments that foster reflection and broader thinking, HR can empower leaders to transcend short-term noise, perceive critical interdependencies, and ultimately drive superior business outcomes and a more human-centric employee experience. FIG 9: The Attentional Mode Framework (Source: Reitz and Higgins) ROB CROSS AND MOLLIE LOMBARDI - Leading from Anywhere: Driving Results in the Age of Distributed Work Improving the performance of bottom-quartile leaders yields a 32% productivity impact. In their recently released study for The Institute for Corporate Productivity (i4cp), authors Rob Cross and Mollie Lombardi highlight that leading distributed work is a greater challenge than is commonly acknowledged. While 86% of organisations say work has become more distributed, 58% of leaders admit they are only "somewhat" effective in this new environment, which increases burnout and limits productivity. The paper identifies six capabilities of leadership effectiveness of top-performing leaders that help employees thrive in a distributed work environment (see FIG 10). Three other key insights from the report are: (1) Fix the bottom, not just the top: Elevating poor managers to just average can result in a 32% productivity gain—and a 33% boost in engagement. (2) Culture is the new productivity engine: Leaders who curate healthy team cultures see a 34% overall market performance lift. (3) Distribute leadership, not just work: Empowering teams with ownership and shared leadership responsibilities is key to sustainability and innovation. Thanks to Heather Muir and Kevin Oakes for highlighting the study. FIG 10: Capabilities that most distinguish high-performing leaders (Source: i4CP) KATHI ENDERES AND STELLA IOANNIDOU - Pacesetters in the Superworker Era: The Six Secrets of High-Performing Organizations Pacesetters are reimagining HR through systemic approaches that integrate talent management, workforce planning, and organizational development to drive AI-powered transformation Kathi Enderes and Stella Ioannidou present the findings from a four-year collaborative study between The Josh Bersin Company and Eightfold, which analyses the leadership and HR strategies of ‘Pacesetter’ companies - the top 5% performers in every industry – with regards to AI transformation. The article – and paper – identifies six secrets as being key to AI transformation, which these companies approach as a people – rather than technology – transformation: (1) AI Transformation for Growth, Not Cost Control (“[Pacesetters] use AI to improve forecasting, personalize the employee experience, and significantly boost productivity across the enterprise”). (2) Continuous Innovation at the Core (“Pacesetters embed innovation skills, experimentation platforms, and design thinking capabilities across the entire organization”). (3) Productivity-Based Work Redesign (“Instead of layering new tools on top of old workflows, they strip out bureaucracy, clarify accountability, and focus on high-value, meaningful work”). (4) Talent Density: Skills Quality over Quantity (“[Pacesetters] continuously redesign work: removing friction, unlocking capability, and structuring around value rather than legacy” – see FIG 11). (5) From Change Management to Change Agility (“Pacesetters excel at identifying and nurturing the skills needed to navigate change, ensuring their workforces are equipped to adapt to new technologies and processes”). (6) Systemic HR®, Powered by AI (“Pacesetters are reimagining HR through systemic approaches that integrate talent management, workforce planning, and organizational development to drive AI-powered transformation”). FIG 11: The Four Stages of Work Redesign (Source: The Josh Bersin Company) DIVERSITY, EQUITY, INCLUSION AND BELONGING CURTIS L. ODOM, CHARN P. MCALLISTER, AND RYAN SOFFER - Why Belonging Matters More Than Just Diversity When leaders commit to fostering a culture of belonging, the connection between management practices and diversity-related outcomes becomes clearer In their article for MIT Sloan Management Review, Curtis Odom, Ed.D., Charn McAllister and Ryan Soffer argue that belonging and psychological safety are the true strategic goals of DEI. For HR leaders focused on impact, this is key. The authors critique the common misstep of viewing diversity as an end in itself, stressing that its value only materialises when people feel genuinely included and safe. Crucially, it outlines three targets for effective DEI. First, establishing belonging and psychological safety as the ultimate aim. Second, urging organisations to move beyond single-approach diversity practices, advocating for a multifaceted, integrated strategy. And third, emphasising the need for persistence to sustain diversity efforts through consistent, long-term action. This isn't just about ticking boxes; it's a strategic imperative for HR to unlock human potential, drive innovation, and deliver tangible business outcomes through a truly inclusive culture. HR TECH VOICES Much of the innovation in the field continues to be driven by the vendor and analyst community, and I’ve picked out a few resources from June that I recommend readers delve into: GABE HORWITZ – The Evolution of the People Analytics Leader - In a great post, Gabe Horwitz of Paradox, breaks down the evolution of the people analytics leader from ‘The Data Analyst’ of 2020 to ‘The Decision Architect’ of today (see FIG 12). FIG 12: The evolution of the people analytics leaders (Source: Gabe Horwitz) RICHARD ROSENOW - The Uncharted Path of a People Analytics Career - Richard Rosenow examines what a career in people analytics looks like (see FIG 13), why the path to leadership is still mostly undefined, why it's hard to grow and provides some tips on how to overcome these challenges. FIG 13: The People Analytics Leader's Journey (Source: One Model) ZANELE MUNYIKWA - White-Collar Workers Are Getting the Blues – Zanele Munyikwa shares more insightful research from Revelio Labs highlighting a slowing of demand and stagnating wages for white collar jobs with the latter being more pronounced for early career roles (see FIG 14). FIG 14: Wage stagnation is most pronounced in early-career roles (Source: Revelio Labs) DEGREED – How the Workforce Learns GenAI in 2025 – According to this new report by Degreed, while 48% of surveyed professionals expect their responsibilities to shift due to GenAI, 78% lack the confidence and skills to use Gen AI tools. The report urges collaboration between CHROs, CLOs and CIOs, and highlights that: “When CHROs and CIOs align on AI upskilling, cross-functional collaboration, and ethical governance, companies are three times more likely to develop a Gen AI-ready workforce.” Thanks to Todd Tauber for sharing. FIG 15: How to build GenAI confidence (Source: Degreed) LACE PARTNERS - What are sunrise and sunset skills and how do you use them? – A helpful primer from LACE Partners on ‘sunrise’, ‘evergreen’, and ‘sunset’ skills (see FIG 16) and when to use them. Thanks to Aaron Alburey for highlighting. FIG 16: Skills mapping horizon (Source: LACE Partners) PODCASTS OF THE MONTH In another month of high-quality podcasts, I’ve selected four gems for your aural pleasure: (you can also check out the latest episodes of the Digital HR Leaders Podcast – see ‘From My Desk’ below): JORGE AMAR, BROOKE WEDDLE AND BRYAN HANCOCK - The future of work is agentic – In a fascinating episode of McKinsey Talks Talent, Jorge Amar, Brooke Weddle, and Bryan Hancock join host Lucia Rahilly to discuss AI agents, how they’re being used, and how leaders can prepare now for the workforce of the not-too-distant future. KRIS SALING - The US Army & Data Driven Talent Management – Kris Saling, Director of Talent Innovation at the U.S. Army, joins host Cole Napper on the Directionally Correct podcast to discuss her book, Data Driven Talent Management, implementing people analytics in the US Army, and integrating data and analytics into talent management programs. ALEXIS FINK, SEUNG WON YOON, AND BRAD SHUCK – How to Implement People Analytics – In this masterclass masquerading as a podcast, Alexis Fink, Seung Won Yoon, and Brad Shuck discuss how to implement people analytics. BAS DEBBINK - Stop Guessing: How J&J Gets Precise About Skills – Bas Debbink, learning strategist at J&J, joins Stacia Sherman Garr and Dani Johnson on Workplace Stories to discuss how J&J utilises both talent leader insight and AI-driven inference to build a skills-based ecosystem that actually works, without overwhelming employees or managers. VIDEO OF THE MONTH NICKLE LAMOREAUX AND TEUILA HANSON: How IBM built a skills-based organisation LinkedIn has recently released an excellent report, CHRO Case Studies: Leading from the Front, which features case studies from five top-notch CHROs, which examine how BCG (Amber Grewal) has fully embraced AI; how IBM (Nickle LaMoreaux) has rethought performance management; how leaders at Allianz (Bettina Dietsche) are modelling the change they want to see; how Wood ( Marla Storm ) is addressing burnout and well-being; and how LinkedIn ( Teuila Hanson ) has introduced Coaching for All. The video featuring Nickle speaking to Teuila, provides a snapshot of the content in the report, and focuses on how IBM has built a skills-based organisation by starting with the data and tracking how skills are changing for each and every job role. BOOK OF THE MONTH ROSS SPARKMAN - Strategic Workforce Planning: Developing Optimized Talent Strategies for Future Growth Ross Sparkman is widely recognised as one of the most accomplished expert practitioners in workforce planning, and the first version of Strategic Workforce Planning was an excellent guide to the fundamentals of this critically important business practice. The second edition provides a deep dive into what it takes to embed SWP and provides new guidance on areas such as: SWP in the age of GenAI, skills-based SWP, leading the SWP function and the future of SWP. RESEARCH REPORT OF THE MONTH FRACTIONAL INSIGHTS – The Adaptive Organization: Building and Evolving Culture Across Growth Stages The latest white paper from the Fractional Insights team of Shonna Waters, PhD, Laura Lomelí Russert, Ph.D. and Erin Eatough, PhD, provides an immensely helpful, research-backed framework for building and evolving culture intentionally, as your business scales. The paper details a stage-based model to guide culture through four stages of growth: early, growth, mid-size and enterprise as well as tools to align systems, behaviours, and values, practical insights from organisational psychology and systems thinking, and pitfalls to avoid as complexity increases. FROM MY DESK June saw four new episodes of the Digital HR Leaders podcast – three sponsored by HiBob (thanks Louis Gordon ), and a special bonus episode sponsored by Gloat (thanks Ruslan Tovbulatov ), as well as a round-up of series 47, and a role-reversal as I guested on the HR Leaders podcast. JANINE VOS – The CHRO’s Playbook: How to Build an Agile and Data-Driven HR Function – Janine Vos, Chief Human Resources Officer and Managing Board Member at Rabobank, joins me to discuss how she has built an HR function that's not only agile and data led but also grounded in trust and strong relationships across the business. MATTHEW BROWN - From Deployment to Impact: Maximizing Business Value with HR Tech - Matthew Brown, Director of Research, HCM at ISG (Information Services Group) joins me to discuss why the disconnect between HR and tech adoption persists, and how to bridge it. RAMI TZAFRIR – Why HR must confront 'Covering' to build inclusion and psychological safety - Rami Tzafrir, Senior Director of Talent, Organisation and Learning at HiBob, to unpack powerful new research on covering in the workplace. Together, we explore why this behaviour is not just a personal issue but a signal of deeper organisational challenges - and what HR can do about it. PATRICIA FROST AND RUSLAN TOVBULATOV - The AI Pivot: Seagate’s Workforce Transformation in the Age of AI - Patricia Frost, Chief People and Places Officer at Seagate Technology, and Ruslan Tovbulatov, Chief Marketing Officer at Gloat, the platform partner behind Seagate’s internal talent marketplace, TalentLink, join me to share insights from Seagate’s workforce transformation journey. DAVID GREEN - How can HR use AI to improve Employee Experience and Wellbeing? – Highlights from series 47 of the podcast featuring episodes with Dave Ulrich, Volker Jacobs, Janine Vos, Matthew Brown, and Rami Tzafrir. DAVID GREEN - How people analytics is driving organizational excellence – At the recent UNLEASH America show in Las Vegas, I had the pleasure of speaking to Christopher Rainey as part of a marathon series of interviews he conducted at the event for HR Leaders and Achievers. Chris and I discussed the past, present and future of people analytics and evidence-based decision making in HR. BONUS RESOURCES There continues to be so much interesting content around on AI and its impact on business, leadership and HR that this month’s bonus resources are all focused on aspects of this topic: ANNA OTT - How AI is Rewriting the Playbook for Talent in European Tech Startups - Anna Ott analyses a dataset of 1,800+ job postings across nearly 100 European startups in HV Capital's portfolio to answer the question: How should founders and HR leaders adjust their workforce planning to this new landscape? ETHAN MOLLICK - Using AI Right Now: A Quick Guide - Wharton professor Ethan Mollick's One Useful Thing is the go-to blog for all things AI. In a recent post, Ethan examines what AI tool you should use for specific tasks (see FIG 17) with Claude, Gemini and Chat GPT being the three systems he recommends. FIG 17: Source - Ethan Mollick LASZLO BOCK - The Impact of AI on the Future of Work - Laszlo Bockshares the deck he is using to speak about AI and the future of work. As Laszlo astutely observes: HR is uniquely positioned to make sure the future of work is both productive and humane. TOMAS CHAMORRO-PREMUZIC - Want to Use AI as a Career Coach? Use These Prompts - As ever, Dr Tomas Chamorro-Premuzic provides an insightful guide on how you can use Gen AI tools for career coaching, with practical prompts and strategies to maximise your experience, learnings, and success. STEVEN KIRZ - Why CHROs are critical to unleashing the transformational productivity of AI - Writing for UNLEASH, Steven Kirz explains why when CHROs treat AI as another tech tool, they are missing out on opportunities. Instead, he urges, they need to see AI as a form of talent, not a technology, particularly in this new era of AI agents. LOOKING FOR A NEW ROLE IN PEOPLE ANALYTICS OR HR TECH? I’d like to highlight once again the wonderful resource created by Richard Rosenow and the One Model team of open roles in people analytics and HR technology, which now numbers over 500 roles with 60% these being new. THANK YOU Million Podcasts for including the Digital HR Leaders podcast at number 6 in their list of the Top 100 Future of Work Podcasts of 2025 Max Blumberg for conducting and publishing an experiment: ?????? ????? ????? ??????? ??'? ????: ??? ????? ????????? ?????? ??????????? Alexandra Nawrat for including my contribution in her article summarising some of the key takeaways from the recent UNLEASH America: Analyst takeaways: UNLEASH America 2025 raised ‘the bar for what a HR technology conference should be’ Finally, a huge thank you to the following people who either shared the June edition of Data Driven HR Monthly and/or posted about the Digital HR Leaders podcast, conferences or other content. It's much appreciated: Charlotte Copeman Gareth Flynn Gulce Guleli Scott Rogers Piyush Mathur AJ Herrmann James Griffin Hernan Chiosso, CSPO, SPHR ? Rochelle Carland Jesse Clark, MBA Miralem Masic Helder Figueiredo Kevin Le Vaillant Emily Killham Marina Pearce, PhD Lida Chahipeyma Dr. Christoph Spöck Dr. Tobias Bartholomé Sergio Garcia Mora Shujaat Ahmad Ali Nawab Lindsey McDevitt Cristian Gabriel Alvarez Nirit Peled-Muntz William Werhane Amardeep Singh, MBA Tsevelmaa Khorloo Debbie Harrison Aravind Warrier Scott Reida Joy Kolb Emily Klein Graham Tollit Dan George Sai Bon Timmy Cheung 張世邦 Margad B Catriona Lindsay Erin Fleming Fiona Jamison, Ph.D. Lewis Garrad Francesca Caroleo (SHRM-SCP, ICF-ACC) Judi Casey Kouros Behzad Rupert Bader Rosemary Byde Preetha Ghatak Mukharjee Amy Huber-Smith Danielle Farrell, MA, CSM Aline Costa Timo Tischer Meghan R. Lowery, Ph.D., M.S. David Simmonds FCIPD Prabhakar Pandey Adam McKinnon, PhD. Greg Newman Kyle Forrest John Barrand Elson P. Kuriakose Jeffrey Pole David van Lochem Hanadi El Sayyed Matt Elk Al Adamsen Kyle Winterbottom Luka Babic Eric Guidice Monika Manova Ankit Saxena, MBA Kirsty Coral Baynton ??? Irada Sadykhova Dawn Klinghoffer Dr. Denise Turley AI.Impact.Equity Evan Franz, MBA Philip Arkcoll Toby Culshaw Dan Riley Sanja Licina, Ph.D. Daniyal Wali Azima Mavlonazarova Julius Schelstraete ? Angela LE MATHON Joonghak Lee, Serap Zel, PhD, Milou Wesdijk, Ingi Finnsson ?, Joanna Thompson (Kempiak), Heather Muir, Summer Pan, Anna Kuzmenko, Olivier Bougarel, Marino Mugayar-Baldocchi, Tobias W. Goers ツ, Bence Gősi, Roxanne Laczo, PhD, Michelle Deneau, Don Gray, Marc Caslani, Claire Masson, Fabian Stokes, MBA, SWP, Delia Majarín, Barry Swales, Narelle Burke, Stela Lupushor, Anna A. Tavis, PhD, Jeremy Shapiro, Kanwal Rai, Patrick Davis, Placid Jover, Francisco Marin, Matthew Shannon, Rashmita Lenka, Henrik Håkansson, Alexandre Monin, Dale Clareburt, Dana Shoff, Warren Howlett, Agnes Garaba, Greg Pryor, Phil Inskip, Stephanie Murphy, Ph.D., Gaëtan Bonny, Nicola Forbes-Taylor FCIPD, Ian Grant FCIPD, Neil Vyner, Joseph Frank, PhD CCP GWCCM, Mila Pascual-Nodusso, Adam Treitler, Fábio Priori, Johann Cheminelle, Alex Browne, Dolapo (Dolly) Oyenuga, Megan Kraus Langdon, Bill Banham, Tom Reid David Balls (FCIPD) Juan Antonio Vega Frankie Close Asaf Jackoby, John Gunawan, Daisy Grewal, Ph.D. Amit Mohindra Sonia Mooney Oliver Auty Caitie Jacobson Mikulis Pedro Pereira Ben Berry Natasha Fearon Andrew Spence Ravin Jesuthasan, CFA, FRSA 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 2025: July 31 - August 1 - People Matters TechHR India 2025, Delhi August 13-16 - GCHRA Africa, Accra, Ghana (I will join virtually) September 25 - Visier Outsmart Local London, London October 7-9 - Insight222 Global Executive Retreat, Atlanta (exclusive to the people analytics leader in member companies of the Insight222 People Analytics Program®) October 15-16 - People Analytics World, New York October 21-22 - UNLEASH World, Paris November 12-13 - HR Forum 2025, Oslo More events will be added as they are confirmed.
    HR leadership
    2025年07月01日
  • HR leadership
    Yes, HR Organizations Will (Partially) Be Replaced by AI, And That’s Good I adore the human resources profession. These folks are responsible for hiring, development, leadership development, and some of the most important issues in business. And despite the history of HR being considered a compliance function, the role is more important than ever. CHRO salaries, for example, have increased at 5-times the rate of CEO pay over the last twenty years, demonstrating how essential HR has become. That said, we have to be honest that AI is going to disrupt our role. This week IBM formally announced that 94% of typical HR questions are now answered by its AI agent, and the role of HR Business Partner is all but eliminated except for very senior leaders. As a result the CEO plans to reduce HR headcount and shift that budget towards sales and engineering. Let’s accept the fact that we are in a time of increasing acceleration. In other words, the capabilities of AI are growing much faster than our organizations” ability to adapt, so we have to lean forward and start redesigning our companies. In the case of HR, our Systemic HR model (which we launched two years ago) is now being fully automated by AI. I know IBM’s story well, and I think it explains where all HR teams are going. Many years ago Diane Gherson (prior CHRO) started AI projects to automate recruitment, pay analysis, and performance management. She spoke at our conference eight years ago and shared how IBM’s pay tool (CogniPay was launched in 2018) uses AI to make pay recommendations based on skill. This type of tool, which was years ahead of the “skills-based” strategies we see today, essentially automated many of the performance and pay decisions left to managers.   Since then IBM has gone much further, and in my last conversation with Nickle Lamoureux (current CHRO) she told me the AI agent helps write performance reviews, creates development plans, and coaches managers and senior leaders on a myriad of performance based decisions. I totally believe this because I see Galileo doing these kinds of things for companies every day. (Check out the Mercury release.) How does this impact the roles and jobs in HR? Well it definitely eliminates many. In the case of L&D or HR business partners, I believe we could see a 20-30% or more reduction in HR headcount per employee. And that means these individuals may wind up managing the AI platforms, moving into roles as change consultants (which AI still can’t do), or move into areas like org design, learning architect, and data management. I think this is all a good thing. While we all worry about AI taking our jobs, we have to remember that our real job is not to “do things” but to “add value” and bring complex problem solving skills to our companies. And in this journey to “crawl up the value curve,” we all have to learn to use AI, develop AI solutions, and think more systemically about how our companies go to market. I recently interviewed a brilliant HR leader (podcast coming) at WPP who explained how he and his team rationalized their job architecture from 65,000 job titles to only 600 by using new AI tools from OpenAI and Reejig (a work intelligence vendor). As you’ll hear in his story, this effort was a combination of data management, business analysis, change management, and leadership. The results of this work, which are still ongoing, is the opportunity for WPP to dramatically change its go to market strategy, innovation, and growth. That’s the kind of thing we want our HR teams to do. And as these various agents hit the market (see my latest view of the market below), HR professionals are going to have to train them, implement them, and “manage them” for long term success. This means analyzing the cross-functional data they produce, extend them into better decision-making, and move our thinking from dated concepts like “time to hire” and “course completion rates” to meaningful measures like “time to revenue” or “time to productivity” or “time to customer service excellence.” See where I’m going? In a time of increasing technology acceleration we have to “lean in” as hard as we can. Stop thinking about how much money we save on headcount (which is a fleeting benefit, by the way) and focus on value creation. That’s the big benefit of AI: customer service quality, time to market, and innovation. In many ways these “HR downsizing” stories are really stores of “HR crawling up the value curve,” which is really a good thing. And for HR professionals, it’s a time for personal reinvention.
    HR leadership
    2025年05月16日
  • HR leadership
    Josh Bersin: Understanding the Path to CHRO Josh Bersin 最新研究揭示 CHRO 成长轨迹与未来挑战!近年来，首席人力资源官（CHRO） 这一角色正在经历前所未有的变革。最新发布的 《Understanding the Path to CHRO》 报告(点击可以下载报告，同时附录在文章后)，基于对 20,000 多名 CHRO 的数据分析，深入研究了 CHRO 的成长路径、核心能力及全球 HR 领导者如何适应企业需求的变化。 该研究揭示了HR 从传统行政职能向战略核心的转型趋势，同时发现： 75% 的 CHRO 来自外部招聘，内部继任计划严重不足。 CHRO 逐步迈入 C-suite，13% 进入企业最高薪酬前五名，相比 30 年前增长 26 倍。 四类 CHRO 发展路径浮出水面：职业型 CHRO（Career CHRO）、企业型 CHRO（Company CHRO）、业务型 CHRO（Business CHRO）、运营型 CHRO（Operations CHRO）。 具备国际化经验的 CHRO 绩效更高，75% 的高绩效 CHRO 曾在海外工作。 政治学、经济学背景的 CHRO 更具影响力，而 HR 专业背景反而在高绩效公司中占比最低。 从这些数据来看，CHRO 角色不再是简单的人才管理者，而是企业变革的推动者、业务战略的支持者、AI 与科技革新的领导者。那么，中国的 HR 领导者如何才能成长为具备全球视野的 CHRO？本文将从CHRO 角色的转型趋势、职业路径、核心能力模型及中国 HR 的成长路径四个方面展开分析。 报告下载地址：https://www.hrtechchina.com/Resources/59250FA4-A800-58D9-5CE6-76E4DBC4F82A.html ? CHRO 的转型趋势：从 HR 负责人到企业变革领导者 传统 HR 主要聚焦于招聘、薪酬管理、劳动合规等事务性工作，过去常被视为“后勤支持”部门。然而，随着 全球劳动力市场变化、AI 赋能 HR、企业运营模式调整，CHRO 的角色发生了深刻变化： 1️⃣ CHRO 从 HR 服务交付者转变为业务战略伙伴过去 HR 被认为是支持职能，而今天，CHRO 需要直接参与企业战略决策，关注人才如何驱动业务增长。例如，疫情后全球远程办公兴起，CHRO 需要设计全新的组织架构、推动员工体验升级、调整绩效激励模式，以适应新的工作模式。 2️⃣ AI 与数字化重塑 HR 角色AI 和 HR Tech（人力资源科技）正在改变 HR 的运作方式。CHRO 不仅需要理解 AI 招聘、数据驱动绩效管理、智能学习平台，还要在组织中推动这些技术的应用。例如，采用 AI 进行人才画像分析、通过自动化面试减少招聘成本、利用数据分析优化员工保留率。 3️⃣ 全球化人才流动与多元化管理企业越来越依赖国际市场，CHRO 需要具备 跨文化管理、远程团队领导、国际雇佣合规 的能力。报告发现，在高绩效公司中，75% 的 CHRO 具备国际工作经验，这说明全球视野已成为 HR 领导者不可或缺的竞争力。 ? 四类 CHRO 发展路径：你属于哪一类？ 研究报告将 CHRO 的职业路径划分为 四种主要类型，每种路径各有优势和挑战： 1️⃣ 职业型 CHRO（Career CHRO）——最常见的路径 通过在不同公司担任 HR 领导职务不断晋升，占比 73%。 优势：具备跨行业 HR 经验，能从外部引入最佳实践，拥有更广阔的专业网络。 挑战：对新公司的文化和业务理解较浅，缺乏长期稳定的 C-suite 关系。 2️⃣ 企业型 CHRO（Company CHRO）——公司内部晋升 在同一公司内部从 HR 经理逐步晋升为 CHRO，占比 17%。 优势：深谙企业文化和业务流程，与内部管理层关系紧密。 挑战：缺乏外部视角，可能难以推动 HR 变革和创新。 3️⃣ 业务型 CHRO（Business CHRO）——来自业务部门 从 销售、运营、市场等业务部门 转型进入 HR，占比 8%。 优势：更能理解业务需求，与 C-suite 关系更紧密，推动 HR 战略落地能力强。 挑战：缺乏 HR 专业知识，需要依赖强大的 HR 团队支持。 4️⃣ 运营型 CHRO（Operations CHRO）——来自行政管理 从 财务、法务、风控、合规等行政职能 转型进入 HR，占比 2%。 优势：擅长数据分析、预算管理、企业治理。 挑战：缺乏人才管理经验，对 HR 战略落地理解较弱。 ? 在北美工作的华人 HR 领导者如何突破瓶颈？ 在北美职场，华人 HR 面临 文化适应、晋升壁垒、C-suite 话语权较弱 等挑战。如何突破天花板，成长为 CHRO？ ? 1. 强化本土商业思维，提升 C-suite 话语权 深入了解北美商业环境、企业运营模式、行业趋势。 参与跨部门会议，与 CEO、CFO 直接对话，培养以业务为核心的人才战略思维。 ? 2. 培养影响力，突破“华人 HR 只擅长执行”的刻板印象 多发声，多展示成果：在公司内外分享 HR 变革案例，塑造领导者形象。 主导 HR 变革项目，例如推动 AI 赋能招聘、优化薪酬激励机制，提升 HR 价值感。 ? 3. 争取国际轮岗机会，提升全球 HR 领导力 申请企业的跨国 HR 轮岗项目，拓展跨文化管理经验。 参与 国际 HR 论坛、北美 HR 高管社群，建立全球视野和人脉资源。 ? 4. 选择适合的 CHRO 职业路径 喜欢跨行业挑战？选择 职业型 CHRO 路线。 想深耕企业文化？适合 企业型 CHRO 发展路径。 具备销售、运营经验？向 业务型 CHRO 方向发展。 ? 5. 强化数据与 AI 能力，掌握 HR 科技趋势 学习 数据分析、AI 招聘、人才预测建模，让 HR 决策更具数据支撑。 掌握 HR Tech 生态系统，推动数字化 HR 变革，提高 HR 部门的战略价值。 ? 结论：北美华人 HR 需要突破自我，成为“全球 CHRO” 要成为北美企业的 CHRO，仅靠 HR 知识远远不够，商业思维、数据能力、影响力、全球化经验都是必备技能。北美华人 HR 需要打破行业天花板，成为推动企业变革、掌控未来人才战略的全球化 CHRO 领导者！
    HR leadership
    2025年02月17日
  • HR leadership
    David Green:The best HR & People Analytics articles of November 2024 The centrepiece of this month’s edition of the Data Driven HR Monthly is focused around two topics – Agentic AI and Diversity, Equity and Inclusion. One with a technology focus, the other very much a human topic. With Gartner predicting that that by 2028, at least 15% of day-to-day work decisions will be made autonomously through agentic AI (up from 0% in 2024), the word on everyone’s lips at UNLEASH World in Paris recently was Agentic AI. But what actually is Agentic AI, and what does it mean for HR technology and HR professionals? Some of the content this month explores these topics. It was also good to hear at Unleash, L’Oreal’s CHRO, Jean Claude Le Grand on the main stage saying in very clear terms that “DEI is not a trend. DEI is part of our DNA”. DEI shouldn’t be used as a political football. But with questions being asked about what Trump’s Second Term Could Mean for DEI, it is important to highlight that DEI is also about business performance. I’ve included two articles this month from Quinetta Roberson (on how to link DEI to business outcomes) and Brian Elliott (on why capitulating to DEI sceptics is counterproductive). When it comes to DEI, now is the time to stand up. This edition of the Data Driven HR Monthly is sponsored by our friends at TechWolf Transforming talent strategies with skills-based insights Skills are the currency of the modern workforce. For Workday, unlocking the power of skills was key to transforming their talent strategy—and the results speak for themselves. Workday faced common challenges: fragmented job architecture, costly manual processes, and a need for greater agility to adapt to shifting business needs. By partnering with TechWolf, they implemented a skills-based approach that delivered measurable impact: 32% faster hiring: AI-driven skills matching reduced time-to-hire by more than a third. 85% of the workforce had critical skills aligned to their jobs. Saved 12-18 months of manual effort, creating a standardized framework for decision-making. This partnership didn’t just solve today’s challenges—it prepared Workday for the future. TechWolf’s AI continuously updates skills data, ensuring their workforce strategy remains adaptable in a rapidly changing landscape. Want to know more about Workday’s journey? ? Watch the on-demand webinar: How Workday Leads the Skills Revolution with AI and Data? Explore how a skills-first approach can make a measurable impact on your workforce strategy. To learn more about how TechWolf can help your organization, reach out to us at hello@techwolf.ai or visit the contact page. To sponsor an edition of the Data Driven HR Monthly, and share your brand with more than 135,000 Data Driven HR Monthly subscribers, send an email to dgreen@zandel.org. November road report After a heavy travel schedule in September and October, November was a quieter month with my sole trip being to Germany for the final European Peer Meeting of 2024 for member companies of the Insight222 People Analytics Program®, which was hosted by Alexis Saussinan and Ruben Groen at Merck Group’s HQ in Darmstadt. During the two days, we learned about how Alexis and Khadija Ben Hammada, the CHRO, partner to deliver business value at Merck. We also learned from Ruben and Mariana Hebborn PhD on how Merck has established its enterprise data foundations, from Dawn Klinghoffer on how Microsoft has reconfigured its people analytics function in the age of intelligent automation, and Adam Tombor (Wojciechowski) on how Julius Bär democratised data across the company. If you are a people analytics leader interested in joining the People Analytics Program, and attending our 2025 Peer Meetings – including in Paris on January 28 and 29, and New York on March 4 and 5, please get in touch. Attendees at the Insight222 Peer Meeting for members of the Insight222 People Analytics Program, hosted by Merck, November 19-20, 2024 Sign-up to receive the 5th annual Insight222 People Analytics Trends research report The 2024 Insight222 People Analytics Trends study will be released publicly on December 9. The report, which is informed by a survey of 340 participating organisations, will uncover how AI, data democratisation, and impactful people analytics strategies drive business value and elevate workforce decision-making. You can pre-register to receive the report one week earlier on December 2 by signing up here or by clicking on the image below. Share the love! Enjoy reading the collection of resources for November and, if you do, please share some data driven HR love with your colleagues and networks. Thanks to the many of you who liked, shared and/or commented on October’s compendium. If you enjoy a weekly dose of curated learning (and the Digital HR Leaders podcast), the Insight222 newsletter: Digital HR Leaders newsletter is published every Tuesday – subscribe here. AGENTIC AI AND THE FUTURE OF WORK JOANNE CHEN AND JAYA GUPTA - A System of Agents brings Service-as-Software to life | McKINSEY - Why agents are the next frontier of generative AI With Gartner predicting that by 2028, at least 15% of day-to-day work decisions will be made autonomously through agentic AI, up from 0% in 2024, this is a topic we all need to learn about. Here are two resources that provide some helpful context. (1) A VC view from Joanne Chen and Jaya Gupta, writing for Foundation Capital, which they present as a “$4.6 trillion opportunity as AI transforms software from tool to worker”, with all the inherent implications that has for the workforce (see FIG 1). Thanks to Paul Daley, Gareth Flynn, Nico Orie, and Hung Lee (I recommend following all of these four people) for all highlighting this excellent article. (2) Writing for McKinsey, Lareina Yee, Michael Chui, Roger Roberts, and Stephen Xu, explore the opportunities that the use of gen AI agents presents including how they could work with potential use cases, the value they can bring, and how business leaders should prepare. FIG 1: A System of Agents (Source: Foundation Capital) JASON AVERBOOK - How AI Agents are Revolutionizing HR—and How to Get Ready | LARS SCHMIDT - Agents of (Massive) Change: How AI Agents Are Poised to Alter Work | JOSH BERSIN - AI Agents, The New Workforce We’re Not Quite Ready For (Agentic AI) | FELIPE JARA - HR - Let's Prepare for a Big Wave of Multi-Agents AI Systems For HR, Agentic AI means shifting away from repetitive administrative tasks to focusing on what truly matters: people. So, what does Agentic AI mean for HR in terms of the HR technology stack, how we deliver services to employees, and HR professionals themselves? Not surprisingly, with all the hype, there is a growing body of resources on these topics. Here are four I recommend to* Data Driven HR Monthly readers: (1) Definitely subscribe to Jason Averbook’s Now of Work Substack. In this blog, he provides five tips for HR to get ready for AI agents including: (i) Upskilling HR teams, (ii) Assessing current processes to identify and prioritise use cases, and (iii) Working on improving data quality. (2) Lars Schmidt’s primer is also highly recommended. It includes a guide to three categories of AI and how they are impacting work: bots, AI agents, and digital workers: “As we weave agentic AI capabilities into our businesses, we will likely deconstruct jobs into individual tasks and then identify the tasks that can be fully automated by these new AI technologies and agents.” (3) Josh Bersin has been all over agentic AI, and has recorded several podcasts on the topic as well as this article, which explains how the “’Large Language Models’ we’ve been learning about for the last two years are now turning into ‘Large Action Models’”, as well as outlining two potential uses cases in L&D and recruiting. As Josh mused in his keynote at Unleash World in Paris, AI is set to dominate the HR Tech stack (see FIG 2). (4) Last but not least, Felipe Jara provides a helpful synopsis of the emerging macro trends in enterprise AI for HR including a summary of the tools that major players like Workday, SAP, ServiceNow and One Model (see FIG 3) are introducing. He also lays out four focus areas of opportunity for HR including guidance on how to prepare your data foundation. FIG 2: AI dominates the HR Tech stack (Source: Josh Bersin at Unleash World, Paris, October 2024) FIG 3: The Evolution of Agents and Enterprise AI (Source: One Model – see here) ANDY SPENCE - The Next Wave of AI: Building Your Own Digital Workforce This is going to be fundamental change in how we interact with AI. It's moving us from being passive consumers of AI tools to active creators of personalized AI assistants. The great thing is we won’t need to be a machine learning expert or a seasoned programmer to get started. Finally on the Agentic AI theme this month, a twist as in an edition of his brilliant Workforce Futurist, Andy Spence writes about Agent Engineering, and how individuals (not just companies): “can create and deploy their own army of AI agents for a wide array of personal and professional tasks.” In his article, Andy breaks down what agent engineering is, the rise of personal AI agents, how to get started with agent engineering (including tools and platforms), and how it might reshape work, learning and our daily lives. FIG 4: Agent engineering framework process (Source: Andy Spence) MIT AND BCG - Learning to Manage Uncertainty, With AI Companies that boost their learning capabilities with AI are significantly better equipped to handle uncertainty from technological, regulatory, and talent-related disruptions compared with companies that have limited learning capabilities. A new study by Sam Ransbotham, David Kiron, Shervin Khodabandeh, Michael Chu, and Leonid Zhukov, Ph.D for MIT Sloan Management Review and BCG finds that companies that combine organisational learning with AI-specific learning, which they define as Augmented Learners, outperform those that apply either approach in isolation or neither (see FIG 5). For example, these Augmented Learner companies are twice as likely to weather talent-related disruptions, demonstrating that they are more resilient to workforce volatility. Thanks to Allison Ryder for highlighting the study. FIG 5: Learning Capabilities Vary (Source: MIT Sloan Management Review and BCG) DIVERSITY, EQUITY, INCLUSION, AND BELONGING QUINETTA ROBERSON - How Integrating DEI Into Strategy Lifts Performance By explicitly linking DEI goals to business outcomes, companies create a clear vision of how diversity adds value. In her timely article Quinetta Roberson presents the findings of a study on diversity, equity and inclusion and company financial performance, and highlights the practices for achieving competitive advantage through DEI. These findings include that a bundled practice approach to DEI amplifies the performance effects of individual practices – see example in FIG 6. Quinetta also presents a three-point blueprint for meaningful action to DEI: (1) Strategically align DEI with business goals. (2) Systemically integrate DEI practices. (3) Make evidence-based improvements. FIG 6: DEI practice bundles (Source: Quinetta Roberson) BRIAN ELLIOTT - How to Stand Up When It Comes to Diversity, Equity, and Inclusion The backlash against DEI is out of sync with the opinions held by the most important set of stakeholders: your employees. In this powerful column for MIT Sloan Management Review, Brian Elliott tackles the growing backlash by some companies in the US on diversity, equity and inclusion. He highlights two dangers of backing away. First, the fact that DEI programs are actually getting more popular with employees, not less, and increasingly view it as a business topic rather than a political one. Second, capitulating on DEI commitments doesn’t settle the issue with employees or customers especially as research by Edelman finds that 76% of employees want companies to recommit not retreat. Elliott also provides guidance on three approaches to having real conversations on this topic, highlighting examples from his experience in leading teams at Google and Slack: (1) Let people voice their concerns about DEI programs. Don’t stifle the conversation or run away. (2) Use the words diversity, equity, and inclusion — not DEI. Explain what the words mean, correct misinformation, and tie them back to business results. (3) Keep in mind that memos don’t create trust; employee engagement does. PEOPLE ANALYTICS PHIL WILLBURN - People Analytics Demystified: A Practitioner’s Handbook Highly effective HR organizations know that every area of the business makes people decisions. The best people analytics teams excel by scaling people insights to all business leaders, ensuring these insights reach those making critical people decisions Phil Willburn, the Head of People Analytics, and his team recently hosted a Peer Meeting for member companies of the Insight222 People Analytics Program® at Workday’s global headquarters in California. During the two days, Phil and his team presented some of the amazing work they are doing with people analytics in areas such as workforce planning, employee experience and hybrid work. Some of the content they presented is in this insightful e-book, which shines a light on how Workday has scaled people analytics in its own company (see FIG 7), their product-oriented and persona-based approach, and provides details on three case studies including how the team provides insights on flexible work and collaboration. FIG 7: People analytics and insights at Workday (Source: Phil Willburn, Workday) COLE NAPPER, JIN YAN, AND BEN ZWEIG - What is happening to people analytics? A 15 Year Trend Part Two | Part Three Following on from Part One of their study on employment trends in the people analytics field over the last 15 years, which I featured in the September edition of Data Driven HR Monthly, Cole Napper, Jin Yan and Ben Zweig return for a second helping – and a third helping with Kristin Saboe, Ph.D. In Part Two, Cole, Jin and Ben turn their attentions to an analysis of the skills of people analytics professionals and the impact of the field during the last 15 years. The insights they uncover include: (1) While people analytics specialists are more likely to hold a doctoral degree (8.2%) than other HR specialists (1.4%), advanced skills (e.g. SQL, GenAI, Python) haven’t been adopted in the numbers expected. (2) There is a correlation between companies with ‘prestigious’ people analytics teams and companies being rated more highly for employee sentiment (see FIG 8). They also provide three recommendations for the field moving forward: (1) Add real value and break the cycle. (2) Mature the people analytics function. (3) Let’s get back to growth. In Part Three, Kristin takes the lead to shine the lens on how the composition of government people analytics jobs have changed over the last 15 years. FIG 8: Companies with a prestigious people analytics team are rated higher by employees (Source: Revelio Labs) ERIC LESSER, ERIC BOKELBERG, AND DEVON JOHNSON - Powering people analytics through HR data: How to strategically integrate data as a product Data products help analysts better grasp what data is available, where it comes from, how it can be used and how to put it together to gain insights effectively. When a new business question arises, the needed data is often already available in a data product, making it easy to gather the correct information. Eric Lesser, Eric Bokelberg, and Devon Johnson from Deloitte provide a helpful breakdown on how to implement data products through applying key principles of product management across the data lifecycle, namely: ownership, reuse, quality, cataloguing and security. They outline three steps to get started with data products: (1) Educate HR and IT teams about data products; (2) Focus on impactful use cases (“Instead of creating numerous data products, concentrate on those that effectively address pressing business needs”); (3) Establish a strong governance model. CHRISTOPHER ROSETT – Reporting, Analytics, Research, Statistics (RARS) | SERENA HUANG - The Future of Work: Human Skills in the Age of AI | GIOVANNA CONSTANT – The 10 Commandments for every People Analytics professional | MITCH MIHANOVIC – People Analytics Lessons | WILLIS JENSEN - An Unusual Application Using Organizational Network Data | A.J. TUFTE – Making Workforce Planning Strategic: Three Vs | BEN TEUSCH – A reflection on six years at Facebook The true value of people analytics lies in translating insights into actionable strategies and programs that enhance employee engagement and drive business performance. In each edition of the Data Driven HR Monthly, I feature a collection of articles by current and recent people analytics leaders. These are intended to act as a spur and inspiration to the field. Seven are highlighted in this month’s edition. (1) Christopher Rosett outlines the RARS (Reporting, Analytics, Research, Statistics) model he uses with his analytics teams and customers at Amazon (see FIG 9). (2) Serena H. Huang, Ph.D. presents seven human skills required in the age of AI (see FIG 10). (3) Giovanna Constant presents her ten commandments for people analytics professionals including i) You shall worship data quality, ii) You shall train HR teams in data literacy, iii) You shall not create confusing dashboards. (4) Mitch Mihanovic shares three things he has learned from working in the people analytics field, including: “The true value of people analytics lies in translating insights into actionable strategies and programs that enhance employee engagement and drive business performance.” (5) Willis Jensen walks through a case study of using ONA to support compensation decisions for employees. (6) A.J. Tufte breaks down his Three Vs of Strategic Workforce Planning: i) Value (“what value does the work provide”) ii) eVolution (“how does the work need to change”), and iii) Volume (“how much of the work is needed”). (7) Finally, Meta has made a number of layoffs including from its people analytics team in the last few weeks. One of those impacted is Ben Teusch, who penned a reflection on his six years with the company. Wherever Ben decides to go next will be very fortunate to land such a talented practitioner. FIG 9: The RARS model (Source: Christopher Rosett) FIG 10: Seven human skills required in the age of AI (Source: Serena Huang) THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE RAVIN JESUTHASAN, MIRIAM DAUCHER, AND ALEX ZEA - The future of human resources: Who will care for the human at work? As the trusted link between organizations and their employees, HR can lead the charge in creating fulfilling workplaces and helping people thrive in an era of transformative technological change, ensuring that AI serves humanity, not the other way around. Ravin Jesuthasan, CFA, FRSA, Miriam Daucher, and Alexandra Zea present a new paper from Mercer on the future of human resources in the fifth industrial revolution. They paint a compelling evolution for the function to move beyond being stewards of employment to being stewards of work, and ultimate being stewards of humanity through (1) Ethical use of AI. (2) Safeguarding ESG. (3) Preserving human well-being. FIG 11: HR’s changing role through the history of industrial revolutions (Source: Mercer) ASAF JACKOBY - Work, Workforce, and Workplace: The Role of CHROs in Leading Change As Asaf Jackoby, VP HR for Amdocs, writes, chief human resources officers have a pivotal role to play in transforming the landscape of work, workforce and workplace. His article presents a framework (see FIG 12), and provides detail about each of the three categories and the individual components within it: (1) The Work – AI will transform the way we define work, (2) The Workplace – Creating an inclusive and adaptable environment, and (3) The Workforce – who does the work. FIG 12: Source – Asaf Jackoby WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS BRIAN FISHER, KATE BRAVERY, KATIE JENKINS, AND LAUREN ROBERTSON - Measuring skills in the age of agile work A helpful primer from the Mercer team of Brian Fisher, Kate Bravery, Katie Jenkins, and Lauren Robertson on three ways to ascertain employee skills (see FIG 13): (1) Inferred skills (“The starting point for skills measurement”), (2) Rated skills (“The employee and manager view of skills proficiency”), and (3) Validated skills (“Approaches for validating behavioural and technical skills”). As the authors highlight: Although each method of collecting skills data has its respective merits, methods can also be combined to paint a more complete skills picture that strengthens talent decision-making and can better inform business strategy. FIG 13: Three components of a skills measurement strategy (Source: Mercer) EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING MICHAEL ARENA AND AARON CHASAN - Fostering Friendships: The Game Changer in Employee Retention One study found that an employee’s position in the network can predict turnover with 85% accuracy. This is especially true for friendship networks. Research consistently finds that those with friends at work are far more likely to stay. Indeed, in their article for HR Exchange Network, Michael Arena and Aaron Chasan share the results of a study with a technology company, which found that there was a 44% drop in turnover rate for those who went from 0 friends to just 1. They also provide guidance on how organisations can create a climate for friendships to blossom: (1) Create opportunities for employees to connect; (2) Actively encourage friendships among colleagues; (3) Evaluate the level of connections in the workplace; (4) Create an environment of belonging. KENNEDYFITCH – Employee Experience Report 2024: Humanized Growth In A Digital Era You need data to prove your cause, prove your arguments and prove your impact. This is a highly impressive report on the current state and long-term vision for employee experience by the team at KennedyFitch including Joan Beets, Frank van den Brink, Sander de Bruijn and Patrick Coolen. Highlights include: (1) Analysis on the current state of EX as it relates to maturity (see FIG 14), tools, skills, team responsibilities, leadership buy-in and main obstacles. (2) Insights into the goals, planned skills/tools development and anticipated challenges for the next 12 months. (3) Exploration of how AI and other factors will transform EX and HR. (4) Case studies from EX trailblazers including Sebastian Knepper (Deutsche Telekom), Vasuki Ranganath (Volvo), Lea Mikus (Celonis), Andreas Mayer (ING), Volker Schrank and Joachim Decock (Mondelez), and Ruth Bielderman (Royal BAM Group). An absolute must-read report for anyone working or interested in employee experience. FIG 14: EX Maturity Model (Source: KennedyFitch) DAVE ULRICH AND WENDY ULRICH - What Is the Next Step for Employee Experience? The Why, What, and How of Hope Hope is an emerging fifth wave of managing mental health challenges that shape employee experience which in turn impacts stakeholder value. The cost of mental illness and the related consequences is projected to be $6 trillion globally by 2030. As Dave Ulrich and Wendy Ulrich write, in the workplace, mental health often connects to the employee experience, which in turn impacts stakeholder and business outcomes (see FIG 15). The article then identifies hope as a new dimension of the employee experience (see FIG 16), and details six principles of what hope means in an organisational setting, so that organisations with hope: (1) Transform the future, (2) Are based in healthy relationships and conversation, (3) Ensure efficacy, (4) Rely on realistic optimism, (5) Empower people, and; (6) Address personal needs. Finally, Dave and Wendy offer seven skills for leaders to master to turn principles into actions that increase hope. An important and timely article. FIG 15: Logic of Mental Health, Employee Experience and Stakeholder Value (Source: Dave Ulrich and Wendy Ulrich) FIG 16: Evolution of Ideas Related to Employee Experience (Source: Dave and Wendy Ulrich) LEADERSHIP, CULTURE, AND LEARNING McKINSEY - Go, teams: When teams get healthier, the whole organization benefits Team effectiveness is less art, more science A new McKinsey study identifies the elements of team effectiveness that have the most significant impact on team performance: trust, communication, innovative thinking and decision-making. The authors debunk several other myths about how teams operate, and highlight the importance of context and how it determines the behaviours that matter most for a team to function effectively. A framework is presented that categorises teams into three archetypes: cycling, relay and rowing teams, which also highlights the top performance drivers for each (see FIG 17). Finally, the article details four actions for leaders to help their teams succeed: (1) Take a hard look in the mirror. (2) Make sure the changes stick. (3) If you are a team leader, don’t stand in the way of progress. (4) Embed team effectiveness in the organization’s DNA. (Authors: Aaron De Smet, Gemma D'Auria, Liesje Meijknecht, Maitham Albaharna, Anaïs Fifer, and Kimberly Rubenstein, PhD) FIG 17: Three archetypes of teams (Source: McKinsey) ALLAN H. CHURCH AND JANINE WACLAWSKI - Humpty Dumpty and the 9-Box: Five Steps to Putting it Back Together Again Using the Science of Leadership Potential (The 9-box) should be about understanding the consistency between what the organization thinks of its talent (designated potential) and what the data indicates against a validated predictive model (assessed potential). As Allan Church, Ph.D. and Janine Waclawski outline in their revealing article, while the 9-box model is commonly used talent management tools many companies struggle to use it effectively. Church and Waclawski believe this is because most organisations are doing it wrong, explaining the tendency to fall into “the performance-potential paradox”. They ten outline five steps towards having a best-in-class 9-box: (1) Throw Out Performance Ratings – They Should Be a Gatekeeper, not a Predictor. (2) Keep Your Current Talent Framework and Embrace it – But Re-label it as Designated Potential. (3) Introduce the Science of Leadership Potential – By Using Formal Assessments & Data (see the New 9-box in FIG 18). (4) Don’t Box Yourself In – Determine the Right Size Grid for Your Organization. (5) Use Data to Diagnose the Gaps – Between Designated Potential and Assessed Potential. FIG 18: Leadership potential for the new 9-box (Source: Allan H. Church and Janine Waclawski) HR TECH VOICES Much of the innovation in the field continues to be driven by the vendor community, and I’ve picked out a few resources from November that I recommend readers delve into. In a slight change-up this month, I’ll start with a couple of pieces that analyse the people analytics and wider HR technology market: DAVE ZIELINSKI - How GenAI is Transforming People Analytics Software – Analysis by David Zielinski for SHRM on how GenAI is democratising the use of people analytics and lowering the barrier to entry, which features insights from Stacia Sherman Garr, Jeremy Shapiro, Lydia Wu, and Sameer Raut. EKTA LALL MITTAL - The Realities of HR Tech Part 1 | Part 2 - In her column for Transform, Ekta Lall Mittal provides insights and guidance on the HR technology market. In Part 1, she looks at how to get started and ways to connect business and people strategy with technology. In Part 2, Ekta provides guidance on how to conduct a current state analysis of your tech stack. LISA SIMON - The Ripple Effect of Female Leadership in Data – Lisa K. Simon, Chief Economist at Revelio Labs, highlights some of the main findings from a report on the Career outlook for women in D&A and AI, she co-authored with Asha Saxena and Robert Parr. One of these was that companies with more women in senior executive data roles have higher female representation in data roles across the organisation. The difference is greatest for junior roles (see FIG 18). FIG 18: The more woman in leadership, the more women overall (Source: Revelio Labs) VISIER – Embracing the AI Driven Workforce: 5 Workforce Trends for 2025 – It’s that time of year when we start hearing the word ‘trends’ a lot, and Visier Inc. is one of the first out of the traps with their five workforce trends for 2025. It’s an insightful read featuring contributions from the likes of Angela LE MATHON, Jill Larsen, Keith Bigelow, and Dawn Klinghoffer. FIG 19: The ABCDs of Creating a Future-Proof Agile Workforce (Source: Visier) DIRK JONKER - Finance and Human Resources: A Strategic Partnership for Business Growth – Crunchr CEO Dirk Jonker explains why and how HR and Finance should work together, and paints a vision where: “Together, HR and finance can unlock a future where employees are seen for what they truly are: a company’s most significant (and measurable) asset.” FRANCISCO MARIN - The Shift from Authority to Influence: Power Distribution in a Network-First Future of Work – Francisco Marin of Cognitive Talent Solutions continues his excellent series of articles on moving to a network-first approach by analysing the shift of power from authority to influence. PODCASTS OF THE MONTH In another month of high-quality podcasts, I’ve selected six gems for your aural pleasure: (you can also check out the latest episodes of the Digital HR Leaders Podcast – see ‘From My Desk’ below): BROOKE WEDDLE, BRYAN HANCOCK, AND WENDY MILLER - Why being in HR is getting tougher—and how to break through – In a fascinating episode of McKinsey Talks Talent, Brooke Weddle, Bryan Hancock, and Wendy Stratman Miller join host Lucia Rahilly to discuss the dynamics that are making HR tougher than ever—as well as what leaders can do differently to begin turning morale around. CONNIE NOONAN HADLEY - Make it Safe for Employees to Speak Up – Connie Noonan Hadley guests on Steelcase’s Work Better podcast with host Chris Congdon to discuss why and how managers should encourage employees to speak up about mistakes, ideas, and questions – essentially by creating a psychologically safe work environment. DANIELLE BUSHEN – Navigating Pay Transparency with People Analytics - Danielle Bushen, Global Head of People Analytics Data Governance and Stewardship at Sanofi, joins David Turetsky on HR Data Labs to explore how people analytics intersects with compensation, how to modernise compensation through data-driven practices, and the importance of pay transparency. MATTHEW HAMILTON - How To Master People Analytics and Deliver Insights That Actually Work - Matthew Hamilton, VP of People Analytics & HRIS at Protective Life, joins host Christopher Rainey on HR Leaders to discuss the challenge of delivering actionable insights to leaders -  the last mile problem - and the importance of storytelling with data. PAUL RUBENSTEIN AND JOSH BERSIN - What’s Holding Back People Analytics? – Josh Bersin and Paul Rubenstein, Chief Customer Officer at Visier, discuss how the people analytics market has evolved, and why only around 10% of People Analytics teams deliver strategic business value. VIDEO OF THE MONTH LEENA NAIR – View From the Top Leena Nair is that rarity of a chief people officer that rises to the role of CEO having transitioned from CHRO at Unilever to CEO at Chanel in January 2022. In this interview with Ayesha Kamik as part of Stanford’s View From the Top series, Leena shares her inspiring journey with insights from her life and career, including her time in human resources, how to build company culture, her leadership principles, how to break barriers and her thoughts on AI and the future of work. BOOK OF THE MONTH RUSSELL KLOSK – Talent Prophecy: Creating Strategic Impact Through Workforce Planning and Talent Strategy In Talent Prophecy, Russell Klosk (智能虎) provides a comprehensive guide to workforce planning, which should have particular resonance for HR professionals involved in workforce planning activities. The book provides readers with practical and accessible tools to: (1) Analyse your current workforce capabilities. (2) Predict future talent needs across various business scenarios. (3) Create adaptive strategies for talent acquisition and development. (4) Leverage AI and emerging technologies. (5) Build stakeholder support for talent initiatives. RESEARCH REPORT OF THE MONTH ZHEYUAN (KEVIN) CUI, MERT DEMIRER, SONIA JAFFE, LEON MUSOLFF, SIDA PENG, AND TOBIAS SALZ - The Effects of Generative AI on High Skilled Work: Evidence from Three Field Experiments with Software Developers This paper explains the findings from a study to evaluate the impact of generative AI on software developer productivity through analysing data from three trials conducted at Microsoft, Accenture, and an anonymous Fortune 100 electronics manufacturing company. The researchers ( Kevin Zheyuan Cui, Mert Demirer, Sonia Jaffe, Leon Musolff, Sida Peng, and Tobias Salz) found that introducing a generative AI tool to software developers did increase productivity, with less-experienced developers showing higher adoption rates and greater productivity gains. You can also read this summary of the paper by Dylan Walsh: How generative AI affects highly skilled workers. FROM MY DESK November saw the final two episodes of Series 42 of the Digital HR Leaders podcast, sponsored by Workday (thanks to Sophie Barnes and Jennifer Neumann), an article rounding up the key learnings from series 42, and the first two episodes of Series 43, sponsored by TechWolf (thanks Maaike Standaert, Mikaël Wornoo?, Andreas De Neve ?). ANISH LALCHANDANI - The Four Reskilling Principles Every HR Leader Should Know - Anish Lalchandani, Global Head of Talent Management at Maersk, joins me to discuss insights from his book, The Skills Advantage, including why reskilling should be a key component of talent management strategy, the four cornerstones of reskilling, and key metrics to tie reskilling efforts to business value. LARA WAINWRIGHT AND DUNCAN REYNELL - How Digital Transformation Fuels Skills and EX at Lloyds Banking Group - Lara Wainwright, Product Owner and Lab Lead, and Duncan Reynell, Group Talent & Development Director, join me to share how digital transformation is driving Lloyds Banking Group’s shift to a skills-based organisation. SANDRA LOUGHLIN - Building a Skills-Based Organisation: Lessons from a 30-Year Journey – Sandra Loughlin, PhD, Chief Learning Scientist, discusses the lessons EPAM Systems has learned over its 30-year skills journey and how organisations can apply these insights to their own skills transformations. KEITH SONDERLING – Responsible AI in HR: The Ethical Roadmap for Success – For four years, Keith Sonderling was the Commissioner at the United States Equal Employment Opportunity Commission (EEOC). During this time, Keith openly engaged with the HR tech and people analytics community on AI in HR. In this episode, recorded just before Keith’s term ended, we reflect on what AI in HR means for organisations and technology firms, as well as have a broader discussion on discrimination in the workplace. DAVID GREEN - How can organisations use workforce data to drive culture, inclusion and engagement? - A round-up of the key discussions and learning from series 42 of the Digital HR Leaders podcast featuring: Michael Fraccaro, Michael Arena, Jason Scheckner, Anish Lalchandani, Lara Wainwright and Duncan Reynell. SIGN UP TO PARTICIPATE IN THE PEOPLE ANALYTICS NETWORK CENSUS This is a great initiative by Andrew Pitts, Richard Rosenow, Matthew Diabes, PhD, and Stephanie Murphy, Ph.D. Together they have launched the People Analytics Network Census (PANC), which aims to map and understand the global people analytics network, tracking connections across professionals in our field through a single active organisational network analysis. You can find out more about the initiative and sign up to PANC here. LOOKING FOR A NEW ROLE IN PEOPLE ANALYTICS OR HR TECH? I’d like to highlight once again the wonderful resource created by Richard Rosenow and the One Model team of open roles in people analytics and HR technology, which now numbers over 475 roles, and has now been developed into a LinkedIn newsletter too – you can read the latest edition here. THANK YOU Richard Rosenow for including the Digital HR Leaders podcast episodes with Craig Starbuck, PhD and Rob Briner on his Election Day Playlist Veronika Birkheim for including me on her list of experts on LinkedIn to read, listen and follow Thomas Kohler for including the Digital HR Leaders podcast episode with Anish Lalchandani in his excellent list of HR resources Nick Broughton for including me on his list of top 40 voices in the remote work industry. Wolfgang Brickwedde for including me in his article on the Recruiting Tech Highlights of Unleash 2024 OpenHR UK for including the Digital HR Leaders podcast as one of four must-listen to podcasts, along with podcasts by Matt Alder Ben Geoghegan and Lucinda Carney ? Finally, a huge thank you to the following people who either shared the October edition of Data Driven HR Monthly and/or posted about the Digital HR Leaders podcast, conferences or other content. It's much appreciated: Scott Rogers Tobias W. Goers ツ Jordan Hartley David McLean Jaqueline Oliveira-Cella Tim Sharp Delia Majarín Andreea Lungulescu Dart Lindsley Sharna Wiblen Amardeep Singh, MBA Selina Yankson Olivier Vidal Lukasz Sowinski Lenka Máchová Nick Lynn Russ Fatum BS, BS, MSA, MBB, PMP Tanguy Dulac Aurélie Crégut Roshaunda Green, MBA, CDSP, Phenom Certified Recruiter Stephanie Denino Ian Grant FCIPD Purvi Vasani Lewis Garrad Rafael Senise David Simmonds FCIPD William Thai, Ph.D. Olivia Li Md Shahid Ullah Bhuyan Facundo Tomás García Bob Pulver Corine Boon Alessandro Cosentino Jose Luis Chavez Vasquez Kalifa Oliver, Ph.D. Samir Murgude , SPHR®, SHRM-SCP, IHRP-SP Jayashree Shivkumar Dr. Jeeta Sarkar Abbie Gnewuch Zachary Schurmann ?️? Aurangzeb Soharwardi CDIS. CHRP. SAP HCM Aravind Warrier Catriona Lindsay Luis Maria Cravino Kerron Ramganesh Ralf Buechsenschuss David Hodges Ouarda Guergour Marijana Brasiello, MHRM Malgorzata Langlois Amit Mohindra Swechha Mohapatra (IHRP-SP, SHRM-SCP, CIPD) Lore Muraina, PMP, PMI-ACP, CPP Alan Susi Yuyan Sun Sven Hultin Greg Pryor Kathleen Kruse Jaap Veldkamp Aleksandra Borisova, RODP Hrvoje Bulat Jaejin Lee Wayne Tarken Caitie Jacobson Nathalie Kumbrink, PHR®, SAFe® APM Melissa Arronte Nicole Lettich Nils Bunde Mia Norgren Shane Walsh Irina Villacreces, M.S., SPHR, PMP Jaana Saramies ? Stacy Davies Ruben Santos Justin Shemeley Richie Citta Erin Gerbec, Ph.D. Mircea-Stefan Glavici Bri Klein Indre Radzeviciute Alex Paton Ramesh Karpagavinayagam Megan Cox (née Phelps) Natasha Ouslis, PhD Tina Peeters, PhD Joseph Frank, PhD CCP GWCCM Lucie Vottova John Fisher Whitney Giga, PHR, SWP Graham Tollit Dave Millner Nicole Davis Barry Swales Dr. Sebastian Projahn David Littlechild Tatu Westling Philipp Heller Blaine Ames Shujaat Ahmad Irene Wong Greg Newman Adam McKinnon, PhD. Kanwal Safdar Irada Sadykhova Hanadi El Sayyed Tanya Arrowsmith Nabil Dewsi Henrik Håkansson Lina Makneviciute Alejandro Giordanelli Andras Szabo Radka Krempova David van Lochem Andreas Maroulis Ohad Geron Placid Jover Sydney Dolanch Isabel Naidoo Rob Kok Kimberly Rose Nick Hayter Annia Balcazar Cabana Anna A. Tavis, PhD Claire Masson Agnes Garaba Sebastian Kolberg Sabine Bothe Sophia Huang, Ed.D. Mariami Lolashvili Philip Arkcoll Erik Otteson Alexandra Nawrat Kristina Schoemmel Craig Starbuck, PhD Maria Alice Jovinski Toon van der Veer Petra Noble Julia Brandon, PhD Aritra Majumdar Scott Nemeth Shannon Rutledge Gal Mozes, PhD Ken Clar Kelly Monahan, Ph.D. Jacob Nielsen Olimpiusz Papiez Nick Hudgell Sonia Mooney Marcela Mury Christopher Cerasoli Dr. Peter Schulz-Rittich Ludek Stehlik, Ph.D. Craig Forman Kelly Satterfield Perri Ma Anna Gullstrand Victoria Holdsworth Joanna Bloor Pietro Mazzoleni Andrés García Ayala Kristhy Bartels Tim Peffers John Golden, Ph.D. Nicole Hazard Søren Kold Kirsten Edwards Doug Shagam Geetanjali Gamel John Gunawan Jack Liu UNLOCK THE POTENTIAL OF YOUR PEOPLE ANALYTICS FUNCTION THROUGH THE INSIGHT222 PEOPLE ANALYTICS PROGRAM At Insight222, our mission is to make organisations better by putting people analytics at the centre of business and upskilling the HR profession The Insight222 People Analytics Program® is your gateway to a world of knowledge, networking, and growth. Developed exclusively for people analytics leaders and their teams, the program equips you with the frameworks, guidance, learnings, and connections you need to create greater impact. As the landscape of people analytics becomes increasingly complex, with data, technology, and ethical considerations at the forefront, our program brings together over one hundred organisations to collectively address these shared challenges. Insight222 Peer Meetings, like this event in London, are a core component of the Insight222 People Analytics Program®. They allow participants to learn, network and co-create solutions together with the purpose of ultimately growing the business value that people analytics can deliver to their organisations. If you would like to learn more, contact us today. ABOUT THE AUTHOR David Green ?? is a globally respected author, speaker, conference chair, and executive consultant on people analytics, data-driven HR and the future of work. As Managing Partner and Executive Director at Insight222, he has overall responsibility for the delivery of the Insight222 People Analytics Program, which supports the advancement of people analytics in over 100 global organisations. Prior to co-founding Insight222, David accumulated over 20 years experience in the human resources and people analytics fields, including as Global Director of People Analytics Solutions at IBM. As such, David has extensive experience in helping organisations increase value, impact and focus from the wise and ethical use of people analytics. David also hosts the Digital HR Leaders Podcast and is an instructor for Insight222's myHRfuture Academy. His book, co-authored with Jonathan Ferrar, Excellence in People Analytics: How to use Workforce Data to Create Business Value was published in the summer of 2021. MEET ME AT THESE EVENTS I'll be speaking about people analytics, the future of work, and data driven HR at a number of upcoming events in 2024 and early 2025: December 5 - Visier Outsmart Local - Building Your People Data Strategy, London December 10-12 - Workday Rising EMEA, Amsterdam January 23 - The Strategic Outlook for People Analytics in 2025 with Ian Cook and Dawn Klinghoffer (WEBINAR - Register here) February 26-27 - People Analytics World, Zürich April 29-30 - People Analytics World, London More events will be added as they are confirmed.   原文来自：https://www.linkedin.com/pulse/best-hr-people-analytics-articles-november-2024-david-green--aofje/
    HR leadership
    2024年12月01日
  • HR leadership
    HR领导者可以从泰勒·斯威夫特身上学到什么 人力资源领导层可以从音乐家泰勒·斯威夫特身上学到一两件事，特别是在了解她如何建立和发展自己的品牌、形象和声誉时。 “我/我们希望因什么而出名？” 渗透到 Swift 所做的每一项行动和企业决策中，这是每个企业领导者都应该考虑的事情。这种方法使她能够突破界限并探索新的音乐风格，同时从青少年乡村歌手无缝过渡到全球流行歌手和女商人，并在 2023 年收入近 20 亿美元。 人力资源领导层可以采取泰勒·斯威夫特方法的 3 种方式 1. 让关键利益相关者感受到自己的声音被倾听 通过精心设计，想想斯威夫特强有力的、相关的信息如何让她的年轻女孩目标受众感到更“被倾听”、更有希望、更强大和更自信。这些特质进一步强化了她的品牌——在当今负面头条新闻和坏演员不断出现的情况下，这些特质不容低估或掉以轻心。 斯威夫特表现出了高管风范，同时也被塑造成一个极其积极、表现出色的人，她总是在场并建立自己的人际网络。她似乎会仔细倾听别人的意见，周围都是与她合作的高素质顾问，然后执行她想做的事情，或者更准确地说，她需要做的事情。在你的角色中，你有可以依靠的盟友和顾问吗？ 作为人力资源领导者，你的“观众”并不完全是一个充满尖叫粉丝的体育场，也不是数百名参与流行歌星音乐和营销机器运作的人。但您的员工应该像 Swifties 一样感受到“被倾听”。 作为人力资源领导者，您希望您的团队和员工感到更有希望、更强大、更自信。从您的角度来看，您可以在公司中做些什么来做到这一点？   2.尝试新事物 斯威夫特是一位果断、打破常规的领导者，她能迅速尝试新模式或业务行动，使她的品牌和内容更容易获得，创造多样化的收入来源，并对其知识产权提供更大的控制权。每个人都在推销商品，但斯威夫特用她的粉丝认可的独特“商品”重塑了游戏，这推动了更多的品牌亲和力和社区——这个庞然大物每年的销售额超过 2 亿美元。 在人力资源方面，我们有很好的机会效仿 Swift 的做法，尝试新的模型和方法来支持团队。不要陷入“我们一直都是这样做的”的陷阱。与您的员工保持联系并倾听。失去员工并替换他们是一个非常昂贵的提议。倾听是为了理解，而不仅仅是回应。 斯威夫特又是一位开箱即用的领导天才，她重新录制自己的专辑，获得了对母带录音的控制权，同时巩固了未来的所有权，再次震撼了整个行业。在这里，斯威夫特巧妙地展示了她令人印象深刻的解决问题的方法，其完全原创，但与其他顶级艺术家（例如失去了对音乐的控制/权利的保罗·麦卡特尼）相比，更令人印象深刻。 人力资源领导者有很多机会以不同的方式思考来解决公司的问题：士气低落、人员流动、生产力、培训差距和招聘挑战。你可以在哪里拓展你的思维，接受新的想法和创造性的方法来解决熟悉的问题？ 事后看来，将“Swifties”商标注册是另一个明显的举动，但这只是强大而多样化的商标组合的一部分。还是无法参加演出？没问题：斯威夫特继续创作最好的音乐会电影：《泰勒·斯威夫特：时代巡回演唱会》，目前是音乐会和纪录片历史上票房最高的电影，全球票房超过 2.616 亿美元。和足球明星约会？利用社交媒体和高调的电视露面来扩展品牌并控制信息！ 从领导的角度来看，她做这样的事情看起来很不错，而且在做这件事的过程中，她总是表现出良好的关怀行为。作为人力资源领导者，我们可以开发不同的方式与员工沟通，并设计不同形式的活动以将人们聚集在一起。 3. 以同理心领导 除了为企业持续和多元化的发展制定路线之外，斯威夫特还以同理心领导。例如，当里约热内卢的一名球迷因高温死亡时，她推迟了音乐会，并立即在 Instagram 上发布了自己在体育场更衣室里“悲痛欲绝”的消息。 也许更令人印象深刻的是，巡演组织者——斯威夫特品牌的延伸——承担了责任并道歉，同时令人震惊地承认他们本可以采取更多措施来确保音乐会观众的安全。斯威夫特还与家人会面，并邀请他们作为她最后一场里约演出的嘉宾。 斯威夫特富有同理心的领导风格也体现在她关心和投资的事业上。她的慈善事业有一种方法：将金钱和时间投入到有意义的事业上，例如向家乡图书馆捐赠书籍、帮助粉丝偿还学生贷款、将歌曲收益捐赠给纽约市的一所学校，为性侵犯受害者而战，支持路易斯安那州洪水和纳什维尔龙卷风影响的人们，回馈食品银行和宠物救援组织等等。 斯威夫特还投资了 Toms Shoes 和 Bombay Socks 等无私的公司，这是她的粉丝所拥护的另一件事。Z世代特别喜欢与那些强烈表明他们愿意回馈共同利益的品牌建立联系。 人力资源部门可以在指导公司清楚地传达他们支持的事业和慈善活动方面发挥关键作用。Z 世代在加入组织时正在寻找这一点。 有人可能会说 Swift 建立的不仅仅是一家企业；更是一家企业。她在这个历来由男性主导的行业中发起了一场运动。人们购买这些品牌是因为他们想要积极的联想。斯威夫特反复证明，她拥有一种体现积极性并吸引各个年龄段人士的企业文化。她是一个如此积极的榜样，以至于父母可能愿意为孩子支付每张 1,000 美元的门票来见她。 杰出的人力资源领导者知道如何分享他们的愿景，并了解如何让人们参与他们正在迈向的任何新目标。斯威夫特如此提高了标准，以至于像其他标志性商业领袖一样，她面临着“我如何才能让人们保持兴奋？”的挑战。我很高兴看到她如何应对未来的挑战，因为我知道我们都可以从泰勒·斯威夫特的表演中学到一两点关于人力资源领导力的知识。 作者：温迪·汉森 Wendy Hanson 是 New Level Work 的联合创始人兼首席文化和社区官，负责监督所有项目，并负责招聘、管理和培养全球充满活力的高管教练和协调员社区。作为一名认证高管教练已有二十多年的经验，她曾与各种规模的公司合作，为各个行业的最高管理层领导者和业务团队提供培训
    HR leadership
    2024年02月06日
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