• Leadership Development
    聚合AI时代的华人HR力量 ——2025 NACSHR北美华人人力资源年度论坛在硅谷圆满落幕 Redefining HR in the Age of AI: NACSHR 2025 Annual Conference Concludes Successfully in Silicon Valley 2025年10月4日至5日，NACSHR 2025 北美华人人力资源年度论坛在硅谷成功举办。这场由北美华人人力资源协会（NACSHR）主办的行业盛会，以“AI时代的人力资源变革与未来领导力”为主题，汇聚了来自旧金山湾区、洛杉矶、休斯顿、纽约、西雅图、温哥华及墨西哥等地的六十多位华人HR嘉宾与行业领袖，共同探讨AI技术、人本文化与组织创新的未来方向。在这场为期两天的深度交流中，参会者既是学习者，也是分享者；既是倾听者，更是共创者。正如NACSHR 发起人 Gawain在开幕致辞中所言： “NACSHR不仅仅是华人HR的在北美的互动交流平台，更是一种连接的力量。我们在这里相互启发、相互成就，在AI的时代共同成长。” 本次论坛延续了NACSHR一贯的宗旨——以专业连接华人HR的全球力量，在AI与全球化浪潮下，汇聚思想、凝聚行动，为北美华人职场社群注入了新的信任与信心。 第一日 · 从AI到组织——重塑战略与协作的力量 10月4日的主题围绕“组织、AI与领导力”展开。多位嘉宾以不同视角深入剖析了AI如何重塑组织设计、决策逻辑与人才价值。 How to Design Your Organization to Support Global Business — Bijun Zhang 大会首日由本次论坛的主席 Bijun Zhang 开场。她以《How to Design Your Organization to Support Global Business》为主题，从组织设计与全球战略协同的角度，分享了跨地域团队在AI时代的成长之道。 她指出，组织设计的核心，不仅是结构，更是信任机制的建立。 “在跨时区、跨文化的团队中，真正的竞争力来自于‘清晰的边界’与‘有效的连接’。” Bijun结合多地实践案例，提出通过“授权矩阵 + 沟通链路 + 文化共识”三要素，让全球团队在敏捷环境中高效协作。她总结道：“组织的韧性，不在规模，而在结构设计的智慧。” The Art of Business Partnering in the Age of AI — Angela Rui 来自Canadian Solar 的 Global HR Director  Angela Rui 带来了关于“AI时代的业务伙伴艺术”的分享。她认为，AI已成为HRBP最具影响力的“共驾工具”，帮助HR从事务性支持者成长为决策共创者。 Angela以实战案例讲述，如何通过AI工具洞察员工行为模式、优化绩效反馈、支持战略决策。 “AI让数据更透明，但真正的价值在于HR如何提出更好的问题。” 她强调，在AI与业务共驾的过程中，人性洞察将是HR无法被取代的核心竞争力。 川普2.0签证移民新政解读与HR应对之道 — Jiaqi (Jacky) Ji 律师 来自 Reid & Wise律所 的律师 Jiaqi (Jacky) Ji 带来了一场兼具专业性与现实指导意义的主题演讲。他从“政策误读”切入，详细剖析了近期引发热议的“10万美元入境费”事件，指出在社交媒体与碎片化信息环境下，HR应如何保持政策判断力与合规决策力。 “这是一场现实版的‘烽火戏诸侯’——政策还未实施，恐慌已先传播。” Jacky系统解析了薪酬加权抽签机制、LCA提前布局策略及应对H-1B改革的关键要点。他提醒企业HR： “在全球化与政治风险并存的时代，合规不仅是防御，更是战略能力。” Panel：Organization Efficiency & AI Implementation 由 硅谷人才专家Tom Zhang 博士 主持的圆桌论坛聚焦“组织效率与AI实施”。与会嘉宾包括 Linda Lee（AI Fund Talent Partner）、Linsha Yao 与 Yalan Tan 等来自科技与生物医药行业的HR专家。 嘉宾们围绕“AI工具落地的关键障碍”展开深入探讨。讨论达成共识： “AI能带来工具效率，但真正决定成败的，是文化的开放度与管理层的信任度。” 论坛现场氛围热烈，案例交流兼具前瞻性与实操性。 会议间隙，不分嘉宾还参与了会议合影的拍摄。 Thought Leadership Session：AI & HR Leadership — Tina Weinberger 来自 Cisco/Splunk 的高级HR业务伙伴 Tina Weinberger 以《Beyond the Hype: AI + HR Leadership》为题，带来极具洞察力的分享。她指出，AI对HR最大的改变，并非工作流程，而是“对工作的感受”。 “AI not only changes how we work — it changes how we feel about work.” Tina提出“AI Confidence Framework”，包括四个核心要素：透明沟通、持续赋能、伦理治理、人机闭环。她强调，AI领导力的真正挑战不是工具选择，而是信任的建立。 “作为HR领袖，我们的使命不是管理变革，而是引导人走过变革。” HR’s Next Evolution: How to Co-Pilot with AI Agents — Dr. Tom Q. Zhang 硅谷人才专家 Tom 博士在演讲中提出“共驾思维（Co-pilot Mindset）”，他指出： “AI不会取代HR，但懂AI的HR，会取代不懂AI的HR。” 他展示了AI在招聘筛选、绩效预测、员工发展分析中的创新应用，并通过案例说明HR如何以AI为“副驾驶”，实现数据决策与人文洞察的融合。并强调未来的HR必须是会使用AI工具的人，同时在现场他还发布了一个正在招聘的HR主管岗位，其中之一的要求就是必须熟悉AI工具使用！这一要求引发全场同仁的思考和共鸣，也象征AI时代HR的新技能门槛 Solving HR Compliance and Payroll Challenges in North America with PEO — Joeyee Choon (ADP) 作为NACSHR战略合作伙伴代表，来自 ADP 的 Joeyee Choon 分享了PEO模式在北美合规与薪资管理中的创新实践。她指出：“在美国这样一个多州、多税制的环境中，共雇（Co-employment） 已成为企业提高合规与效率的关键机制。” 她以真实客户案例展示，企业通过PEO可平均节约20%的成本，并将HR从事务性流程解放出来。 “合规不是负担，而是组织持续成长的护栏。” Redefining HR: Finding Your Unique Advantage in the Age of AI — Sandy Qian 来自 TransGlobal Insurance Agency 的 Sandy Qian 带来题为《Redefining HR: Finding Your Unique Advantage in the Age of AI》的主题演讲。她以IKIGAI模型为框架，引导HR思考个人使命与组织目标的契合点。 “AI可以自动化你的任务，但IKIGAI定义了你无法被取代的价值。” Sandy提出，未来的HR应成为“技术的拥抱者、人性的守护者、组织文化的建设者”。 Panel：Building Leaders and Organizations in a Global Context 当天最后一个论坛由 Joki Jin 主持，嘉宾包括 Jane Xu、Carrie Peng、Cindy Fan、Grace Zhao等来自跨国科技与咨询领域的HR领导者。大家共同探讨了“全球背景下的组织领导力与人才流动趋势”，分享了多元文化团队中的实践心得。 “领导力的未来，不在权力，而在连接。” 她们从华人HR的视角出发，讨论如何在跨文化语境中平衡本地合规与全球战略，实现组织一致性与文化多样性共存。 Special Guest & VIP Dinner 夜幕降临，NACSHR特设的VIP Dinner 成为大会的温情收尾。在轻松的氛围中，嘉宾们围绕“AI与组织共生”“职业成长的长期主义”展开自由交流。这一环节不仅是社交聚会，更是一次深度链接与合作关系的延伸。许多嘉宾在会后已开启跨城市项目合作，成为未来持续共创的开端。 第二日 · 从组织到人本——在AI时代重新发现热爱与使命 10月5日的议程从技术与组织的视角，逐步走向“人性与热爱”的话题。AI不再是冷冰冰的系统，而成为激发创造力的伙伴。 From Business Leader to HR Head — Annie Jie Xu 开场分享嘉宾 Annie Jie Xu 分享了自己从20多年的商业领导者到HR负责人的转型之路。她以阿里巴巴二十年的成长经历为例，讲述如何从商业运营思维过渡到以人为本的组织建设！她谈到：最差的领导是很忙，最好的领导是会往后退。别人不帮你，是正常的，但是把事情做到极致，影响力就够了，别人也会来帮你。同时谈到阿里CPO童文红的职业经历启发了在场的每一位HR同仁。 “HR是企业灵魂的建构者。” Annie以她的经历呼应了AI时代的人本管理主题——技术永远重要，但理解“人”的能力更不可或缺。 AI驱动的组织文化变革：如何让人机协作成为竞争优势 — Austin (Bo) Sun Clausey AI 创始人 Austin Sun 带来对AI文化转型的系统思考。他以WM（Waste Management）的实践为例，指出： “AI项目失败的90%原因不是技术，而是文化。” Austin分享了如何通过内部AI培训、开放讨论与文化引导，让员工从焦虑到信任，最终实现AI共创。 “Don’t sell AI tools — build cultural momentum.”他的分享让“AI文化”从抽象概念变为可操作实践。 预见AI领导力进化 — Zhibin Liu 来自香港金融管理学院的 Zhibin Liu 客座教授，心理学家，以组织心理学视角探讨“高绩效与低焦虑的AI组织”。他通过实证研究与心理模型，说明AI领导力需要情绪智能（EQ）与适应智能（AQ）的双轮驱动。 “未来的领导者，既懂技术逻辑，也懂人心温度。” Performance and Rewards Redesign in a Changing Workforce 由 Gabby Zhao 主持的圆桌论坛邀请 Cathy Wu、Freya Wang、Eva Meng 等HR专家，从多行业角度探讨绩效与激励机制的再设计。在AI与远程工作并行的环境下，如何用数据衡量绩效、用文化驱动动力，成为共识焦点。 如何找到自己的热爱，并把它创造到工作中 — 张岩 国际认证教练、团队领导力导师 张岩 带来最具情感共鸣的演讲。 “热爱，不是找到的，而是被创造的。” 她提出“四步法”：探索纯愿、广而告之、聆听回响、循响而行。 “幸福不是找到理想的工作，而是让当下的工作变得理想。”她的演讲以温暖和力量为论坛注入人文收尾，成为两天会议的情感高点。 HR in Startups: Building HR Functions from Zero to One 由 Libby Sun 主持，嘉宾包括 Lisa Qi、Yuqing Zhang、Ethan Zheng。他们从初创企业的角度探讨HR体系建设与快速成长的平衡。 “在初创企业，HR不是后台，而是生存引擎。”几位嘉宾以实战案例分享如何在资源有限的环境中搭建HR制度与文化支撑。 Thriving as Chinese HR Professionals in the North American Workplace 由 Mindy Gao、Jane Liang、William Chin参与的最后一场论坛，以“华人HR的职业成长与文化认同”为核心。他们探讨了如何在北美职场中建立影响力、获得认可，并以社群的方式彼此赋能。 “我们不仅在职场中工作，更在用行动定义‘华人HR’的力量。” 论坛在热烈掌声中落幕。两天16个环节的思想碰撞，带来了丰富的启发与情感共鸣。NACSHR以实际行动践行着“连接、学习与成长”的理念，为北美华人HR群体构建了一个持续交流、相互成就的专业共同体。 “当技术重塑世界，我们用热爱与连接重塑HR的未来。” Stay Together, Stay Powerful.
    Leadership Development
    2025年10月06日
  • Leadership Development
    The best HR & People Analytics articles of March 2025 2025年3月的《Data Driven HR Monthly》由人力分析专家David Green主编，汇集了全球最新的HR与人力分析领域的重要洞察。文章聚焦于“技能驱动型组织”、“CHRO领导力崛起”与“生成式AI在HR中的落地应用”等核心主题。Insight222最新研究指出，若CHRO和高管团队以身作则地使用数据，HR人员在日常工作中应用人力分析的可能性将提高三倍。Mercer报告显示，高技能效能企业中有73%建立了系统的技能目录。此外，Deloitte《2025全球人力资本趋势》强调，应在“组织文化”“员工个人成长”“企业社会价值”三者之间平衡张力。McKinsey指出，25%的企业通过应用生成式AI，HR成本下降超过10%。Josh Bersin研究则揭示，13%的CHRO已跻身企业前五高薪高管，展现出其日益增强的战略地位。本期还涵盖了关于员工体验设计、DEI策略调整、混合办公模式下的设计思维、HR技术成熟度评估、员工聆听模型等多项实务建议，是HR从业者和决策者必读的专业内容合集。 I was reflecting this weekend that I have now been in the people analytics field for over a decade. Much has changed during that time, but three constants have been the Wharton People Analytics Conference, People Analytics World and UNLEASH. All have acted as a source of inspiration to me and an unmissable opportunity to connect with others in our field. As such, I am looking forward to attending and speaking at all three events in the coming weeks. First, I’m excited to be speaking for the first time at the Wharton People Analytics Conference in Philadelphia on April 10 and 11 on Unlocking the Power of Data: The Case for Analytics Democratization. Other speakers include: Amy Edmondson, Ravin Jesuthasan, Ben Waber, Jennifer Kurkoski, Guru Sethupathy, Siri Chilazi, and Michael Fraccaro. Next up, I’ll be co-chair and opening keynote speaker at People Analytics World in London on April 29 and 30, where I’ll be sharing some of the research and work we do at Insight222. Other speakers include: Dawn Klinghoffer, Alexis Saussinan, and Cole Nussbaumer. The week after, I’ll be heading back to the US for Unleash America, which takes place in Las Vegas, and where I’ll be moderating the Unleash Talent Summit on May 6, and the AI Track on May 7 and 8. Other speakers include; Adam Holton, Anshul Sheopuri, Sue Lam, Avani Prabhakar, Christy Pambianchi, and Amy Coleman. I hope to see some of you in Philadelphia, London and/or Las Vegas. This edition of the Data Driven HR Monthly is sponsored by our friends at Mercer Putting skills to work: Benchmarking skills-powered success The scale of skills gaps poses an existential threat to businesses’ ability to get work done. The velocity and volatility of change associated with these gaps stems from compounding trends across geopolitics, climate, demographics and the AI revolution. How can organizations keep pace when supply fails to meet shifting demand? Accelerating agility is one answer. By connecting the dots between skills and the specific tasks that are changing, employers can unlock new ways to connect people to work (beyond moving them from one job to another). A skills taxonomy lays the groundwork: Mercer’s 2024-2025 Skills Snapshot Survey Report shows that 73% of companies with high skills effectiveness have a skills catalog. While technology makes skills mapping easier, the overall journey can feel overwhelming. HR capacity concerns often stop teams from taking the first step to becoming skills-powered. To put skills to work in a manageable way, think big but start small with a pilot program. This may be for a specific talent process like internal mobility or talent acquisition in the context of a fast-changing business area. Find more strategic skills insights in Mercer’s 2024-2025 Skills Snapshot Survey report, including: Building the path to a skills-powered organization Mapping skills to employees Linking skills with rewards Overcoming obstacles Get the Snapshot Enterprises who realize the full potential of Skills-Powered Organization practices use skills to revolutionize how they work, modernize talent deployment, and rethink development and rewards. Their journeys are underpinned by a shared vision and a strong data foundation. 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. MARCH ROAD REPORT March turned into a month of highs and lows. Focusing on the former, the first week of March witnessed the most successful and well-attended Peer Meeting yet for member companies of the Insight222 People Analytics Program®, hosted by NBC Universal at their iconic global headquarters at the Rockefeller Center in New York. A huge thank you to Jamie Nevshehir and Jennifer Mandelson for hosting as well as our speakers at the event: Dawn Klinghoffer, Lynette Carlson, Olga Dobromyrova, Geetanjali Gamel, Anshul Sheopuri and Jeremy Shapiro. March also saw me deliver two conference keynotes in my home city of London. First up, I had the privilege of delivering the closing keynote at HiBob’s Heartcore HR event in London (see here) – thanks to Emily Hanssen Arent for inviting me and Toby Hough for hosting. The following week, I had the pleasure of delivering another closing keynote – this time at the Workhuman Forum Live – on how data-driven storytelling can elevate HR’s impact and role in shaping the future (see here) – thanks to Maya Lane and Kathryn Santora for inviting me. Join me for an Insight222 webinar on April 2 on building data literacy in HR at scale. In our research at Insight222, we have found that when both the CHRO and the HR leadership team role-model the use of people data and analytics, HR practitioners are three times more likely to use those insights in their day-to-day work. That’s the kind of cultural shift that unlocks business impact, strategic alignment, and organisational capability. If you’re interested in learning more about why data literacy is central to the success of both the HR function and the wider business—please join Naomi Verghese along with Shannon Rutledge, Director of People Analytics & Data Solutions at T. Rowe Price, and me on 2 April 2025 at 4:00 PM BST for our upcoming webinar, “Upskilling the HR Profession – Building Data Literacy at Scale”. Share the love! Enjoy reading the collection of resources for March 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 February’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 HELEN POITEVIN - AI in HR: Hits, Misses and Growing Pains Skills-based talent management cannot scale or be sustainable long-term without AI-enabled skills management. Writing for Gartner, Helen Poitevin presents a AI use-case prism for human capital management (see FIG 1) before providing detailed insights on AI in HR across three key areas: recruiting, virtual assistants and skills in terms of what’s working and what isn’t as well as areas requiring more focus (growing pains) and what to expect next. For example, with AI-enabled skills management, AI is helping organisations to scale and personalise but is still struggling to incorporate unstructured skills data. Helen recommends starting with the teams that are most ready for using skills data alongside creating a long-term skills vision and ambition. She also highlights that growth in the use of AI based skills management tools is set to rise: “Gartner predicts that by 2028, 40% of large organizations will have invested in two or more AI-enabled skills management solutions with the aim of delivering business agility.” Thanks to Brian Heger for highlighting in his excellent Talent Edge Weekly newsletter. FIG 1: AI use-case prism for human capital management (Source: Gartner) McKINSEY - The state of AI: How organizations are rewiring to capture value The latest McKinsey Global Survey on AI finds that the use of AI (both generative and analytical) is increasing with three-quarters of organisations using AI in at least one business function. From a people and HR perspective there are a number of takeaways from the report including these five: (1) Just over 20% of companies have created a comprehensive approach to foster trust among employees in the use of GenAI. (2) 31% of large and 17% of small organisations have established capability-based training courses designed to help employees use GenAI appropriately. (3) AI is shifting the skills organisations need with roles on risk and ethics on the rise and those in data-visualisation reducing. (4) There is an increased focus on reskilling with companies expecting this to further increase in the next three years (see FIG 2). (5) Across industries 13% of companies report they are using GenAI regularly in HR with the media and telecom sector highest at 22%. (6) 25% of companies report cost reductions in HR of more than 10% in the second half of 2025. Kudos to the authors: Alex Singla, Alexander Sukharevsky, Lareina Yee, and Michael Chui, with Bryce Hall. FIG 2: Employee reskilling due to AI use (Source: McKinsey) DELOITTE - 2025 Global Human Capital Trends: Navigating complex tensions and choices in the worker-organization relationship Organizations that successfully increase the capacity of workers to grow personally, use their imagination, and think deeply are: 1.8 times more likely to report better financial results, 1.4 times more likely to say they are creating broad value for customers, community, and society, and 1.6 times more likely to say they provide workers with meaningful work. Deloitte’s annual Global Human Capital Trends report is always insightful, thought-provoking and forward-looking, and the 2025 edition does not disappoint. The introduction sets the scene and highlights the need for organisations and leaders to find a balance between competing tensions (see FIG 3). The report has eight chapters organised around three themes of work, workforce, and organisation and culture, and what it means to navigate the tensions in them. As ever, the report is packed full of insights, visualisations and data – I particularly found the analysis on AI’s potential silent impacts interesting (see FIG 4). Kudos to the authors who include: Susan Cantrell, David Mallon, Kevin Moss, Nicole Scoble-Williams GAICD, and Yves Van Durme. FIG 3: Navigating the tensions (Source: Deloitte) FIG 4: AI’s potential silent impacts (Source: Deloitte) PEOPLE ANALYTICS NAOMI VERGHESE - The Importance of Data Literacy Skills for HR Professionals By embracing people data and analytics, HR can move beyond traditional administrative functions and become a key driver of business success. Insight222’s most recent People Analytics Trends survey confirms that scaling data literacy is a strategic priority for CHROs, with 85% of companies confirming that the CHRO has emphasised people data and analytics as an essential component of the HR strategy. However, only 58% of companies report that they have a data-driven culture for people data and analytics today, and only 51% of companies report that HR Practitioners are actively developing their data literacy skills to become more data driven. In her article, Naomi Verghese provides examples of data literacy in practice (see FIG 5), and highlights five skills for HR professionals to develop data literacy (including being able to tell stories with data) FIG 5: Examples of data literacy in HR in practice (Source: Naomi Verghese, Insight222) MARTHA CURIONI - Analytical AI vs Gen AI – What’s the Difference? | PRABHAKAR PANDEY - Understanding the European Union's Pay Transparency Directive | ALEXIS FINK - The Power of Responding instead of Reacting | RICHARD ROSENOW - An (updated) interview with an unusual People Analytics Expert - ChatGPT 4.5 | SCOTT REIDA - Evaluating Talent Hubs: A Data-Driven Approach using GenAI w/Tableau 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. Five are highlighted in this month’s edition. (1) Martha Curioni provides a helpful primer on the differences between analytical AI and generative AI in a HR setting (see FIG 6).  (2) Prabhakar Pandey provides a detailed examination on the background, objectives, key provisions, and potential impacts of the EU’s Pay Transparency Directive on employers, employees, and the broader European economy. (3) Alexis Fink provides a timely guide on the power of responding instead of reacting. (4) Richard Rosenow fires a series of questions related to people analytics at ChatGPT 4.5, and gets a pretty good set of answers. (5) Scott Reida walks through a structured, GenAI-powered methodology for evaluating talent hubs using ChatGPT, which explains how to define clear objectives, select job families and locations, weight decision factors, and visualise results for smarter, faster insights. Thanks to Hung Lee and Toby Culshaw for highlighting Scott’s article. FIG 6: The differences between analytical and generative AI (Source: Martha Curioni) THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE DAVE ULRICH - Six Actions for HR to Create More Stakeholder Value How can HR create more value for all stakeholders? That’s the question posed by Dave Ulrich at the start of his article. As he explains, answering this pivotal question enables HR leaders to make informed choices about where to prioritise their work and then intentionally share what they are doing and its business impact. In the article, Dave outlines HR’s key stakeholders and the outcomes they require, a human capability framework that integrates 38 initiatives into four pathways, how to focus on outcomes as opposed to activities, and how we can get more precise when it comes to prioritising our work. FIG 7: Six actions, questions, next steps to create stakeholder value from human capability KATE BRAVERY, JOANA SILVA, AND JENS PETERSON | MERCER - Workforce 2.0: Unlocking human potential in a machine-augmented world - Global Talent Trends 2024-25 The world of work is in full metamorphosis, forever changed by the seismic shifts of recent years and accelerated by the imminent human-machine teaming revolution. The rise of generative AI has been met with equal measures of unease and excitement, changing not only how people work but the work experience itself…Unlocking the potential of this new world of work means keeping people at the heart of the transformation agenda. These are an abridged version of the opening words from the Mercer Global Talent Trends report for 2024-25, which has recently been published. As ever, the study, which is based on a survey of 14,400 executives, HR leaders, employees, and investors, and is authored by Kate Bravery Joana Silva and Jens Peterson – with contributions from the likes of Jason Averbook, Ilya Bonic, Lewis Garrad, Ravin Jesuthasan, CFA, FRSA, Jean Martin and JESS VON BANK is an absolute must-read. As in previous years, the study highlights a disconnect between what HR is prioritising for the 2025 people agenda and the initiatives that executives believe will have the most impact on business growth (see FIG 8). The analysis also highlights that improving people managers’ skills (up from 9th in 2024 to 1st in 2025) and designing talent processes around skills (up from 8th to 3rd) are high on HR’s agenda. The study identifies and breaks down four priorities that firms that outpace their competitors are focusing on: (1) Driving human-centric productivity. (2) Anchoring to trust and equity. (3) Boosting the corporate immune system (including highlighting the importance of insights and analytics – see FIG 9). (4) Cultivating a digital-first culture. My tip to enjoy the study: find a couple of hours, make yourself a cup of tea and have a pen and paper to hand. FIG 8: HR priorities for the 2025 people agenda (Source: Mercer Global Talent Trends 2024-25) FIG 9: What gets measured gets managed (Source: Mercer Global Talent Trends 2024-25) JOSH BERSIN AND KATHI ENDERES - Secrets Of The High Performing CHRO The CHRO role is critical for business success, with CHROs serving as C-suite leaders first, and HR function leaders second. In his article previewing his new paper with Kathi Enderes, Understanding the Path to CHRO, Josh Bersin cites a recent study by Nick Bloom and Mert Akan (see here), which finds that 13% of CHROs are among the top five highest-paid executives in their organisations, a sharp rise from just 0.5% thirty years ago. The paper outlines the role of the CHRO, career trajectories, education, experiences, and high-level success drivers, along with the implications for leaders. Findings include: (1) More than 75% of CHRO appointments come from the outside, indicating a lack of CEO confidence in HR and/or a lack of succession planning for this job. (2) There are four major archetypes of CHRO (see FIG 10): Career CHRO (who change companies regularly), Company CHRO (who grow up inside the company), Business CHRO (who are rotated into the job from non-HR roles), and Operations CHRO (who come from legal, finance, or operations background). (3) Business CHROs drive the greatest change and impact. FIG 10: Four paths to the CHRO (Source: The Josh Bersin Company) WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS MCKINSEY - The critical role of strategic workforce planning in the age of AI S&P 500 companies that excel at maximizing their return on talent generate an astonishing 300 percent more revenue per employee compared with the median firm In many cases, these top performing firms are using strategic workforce planning to stay ahead of their competitors in the talent race, treating talent with the same rigour as managing their financial capital. In their article, Neel Gandhi, Sandra Durth, Vincent Bérubé, Charlotte Seiler, Kritvi Kedia and Randy Lim, highlight how the emergence of generative AI is making strategic workforce planning even more important (see FIG 11), and discuss five best practices for building a holistic talent plan through SWP: (1) Prioritise talent investments as much as financial investments. (2) Consider both capacity and capabilities. (3) Plan for multiple business scenarios. (4) Take an innovative approach to filling talent gaps – by refocusing from hiring to reskilling and upskilling. (5) Embed SWP into business as usual: Strategic workforce planning should become a business-as-usual process, not just a one-off exercise in the face of a single threat to an organization’s talent pipeline or business goals. FIG 11: The impact of GenAI on tasks that previously had low potential for automation  (Source: McKinsey) JOSH TARR - Key Skills-Based Strategies for Building a More Agile and Resilient Workforce | WORKDAY – The Global State of Skills Skills-based strategies are transforming the workplace into a more dynamic, adaptable, and equitable environment. Josh Tarr shares key findings from Workday’s recently published The Global State of Skills report, which finds that 51% of business leaders are concerned about a looming talent shortage, with only 32% in agreement that their organisation possesses the skills needed for future success. The article examines three key skills-based strategies: (1) Skill Identification: Building an Accurate Picture of Workforce Capabilities. (2) Skills-Based Hiring: Focusing on What People Can Do, not Their Credentials. (3) Upskilling and Reskilling: Elevating the Workforce. Thanks to Sophie Barnes for highlighting. FIG 12: Top drivers and anticipated outcomes for becoming a skills-based organisation (Source: Workday) EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING PATRICK COOLEN AND SANDER DE BRUIJN - 7 Golden Rules For Improving Employee Experience Effective EX solutions are built on an iterative and evidence-based approach while co-creating with employees. In their article, Patrick Coolen and Sander de Bruijn of KennedyFitch share their experience and insights on how to do continuous employee listening and improve employee experience. They share seven ‘Golden Rules’ for improving employee experience including: (1) Applying the ‘Triple Diamond Model’ (see FIG 13) in order to capture, understand and act on your employees' needs and ambitions. (2) Ensuring strategic positioning (“EX is a strategic capability, so the responsible team should be positioned in HR accordingly”). (3) Aiming for hyper-personalisation (“By understanding employee differences, organisations can tailor experiences to be more personalised and meaningful”). Read the article to learn about the other golden rules as well as letting Patrick and Sander know what rules eight, nine and ten should be. FIG 13: The ‘Triple Diamond Model’ to drive employee experience (Source: Patrick Coolen and Sander De Brujin) DANIEL WENTZEL, ALICE MINET, STEFAN RAFF-HEINEN, AND JANINA GARBAS - How Remote Work Changes Design Thinking A key advantage of the design-thinking process over other innovation methods is its emphasis on the user experience. Design thinking and user centred design are critical tools in building an exceptional employee experience – and HR practitioners can learn much from how these tools are applied to customer experience. In their article for MIT Sloan Management Review, Daniel Wentzel, Alice Minet, Dr. Stefan Raff-Heinen, and Dr. Janina Garbas share advice for leaders on structuring the design-thinking process to exploit the best features of both physical and virtual environments for more effective ideation, customer experience research, and other design-thinking steps. As outlined in FIG 14, effectively combining physical and virtual formats throughout the design-thinking process allows innovation leaders to harness the distinct advantages of each setting. FIG 14: How to set up hybrid design thinking processes (Source: Wentzel et al) LEADERSHIP, CULTURE, AND LEARNING STUART L. HART - How to Embed Purpose at Every Level In his article, drawn from his book, Beyond Shareholder Primacy: Remaking Capitalism for a Sustainable Future, Stuart L. Hart presents a practical framework and approach for truly embedding societal purpose, drawing upon the experience of several innovative companies. This framework imagines the company as a house of transformational sustainability – see FIG 15 – where the shared values are the foundation, the roof is the company purpose, the middle floor is the core elements of strategy. The article examines of the elements of the corporate architecture in more depth, along with examples from the 15 companies Hart and his team studied as part of their work: (1) What We Believe: Values (“The transformational companies we examined established a strong foundation built on their organizations’ values”). (2) Why We Exist: Purpose. (3) What We Solve: Aspirations and Quests: (“Together, aspirations and quests serve as the fulcrum for change in leading-edge companies, translating purpose and intention into strategy and operating reality”). (4) How We Win: Strategies and Initiatives. (5) What We Track and How We Accelerate: Goals and Metrics, Rewards and Incentives. FIG 15: The House of Transformational Sustainability (Source: Stuart L. Hart) DIVERSITY, EQUITY, INCLUSION AND BELONGING DANIEL ZHAO – DEI Data Points on Glassdoor | JOELLE EMERSON – Analysis on EEOC Assessment of Unlawful DEI Initiatives | MEG A. WARREN – Amid DEI Rollbacks, Champion Allyship | JEREMIE BRECHEISEN, TERESA ALMEIDA AND NIKITA - When Does a Regional Approach to DEI Make Sense for Multinational Companies? | BRANDON DENON - In the US, DEI is under attack. But under a different name, it might live on With the continuing uncertainty around Diversity, Equity and Inclusion, as with the February edition of Data Driven HR Monthly, I wanted to share some of the resources I’ve consumed on this topic with readers: (1) Daniel Zhao shares a number of DEI related data points from Glassdoor, which perhaps not surprisingly has seen that conservations on DEI have surged on Glassdoor’s community platform (see FIG 16). (2) DEI expert Joelle Emerson provides an initial assessment of the EEOC’s recent guidance on unlawful DEI initiatives. (3) Meg Warren, Ph.D. presents research that finds that abandoning DEI initiatives can harm both performance and workplace culture – with inclusive workplaces being better for workers and our businesses. (4) Jeremie K Brecheisen, Teresa Almeida, and Nikita present findings from a study by Gallup and the London School of Economics that found that 77% of companies had centralised DEI operations, but that the companies with decentralised regional operations reported greater business impact. (5) Finally, in a BBC InDepth article, Brandon Drenon writes on how companies in the US are adopting different stances to Trump’s Executive Orders. FIG 16: The rise of DEI conversations on Glassdoor (Source: Glassdoor) 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 March that I recommend readers delve into: EMILY KILLHAM | PERCEPTYX - The State of Employee Listening 2025 – Perceptyx's annual analysis of employee listening, authored by Emily Killham, is always a compulsory read. The 2025 edition continues the high standard with highlights including (1) How the top barriers to listening and action have changed in the last 12 months. (2) The critical risks associated with increasing burnout of HR leaders. (3) An update to Perceptyx’s 4-stage maturity model that describes the progression of an employee listening and action program from its most fundamental to its most robust. FIG 17: Employee listening maturity model (Source: Perceptyx) PHILIP ARKCOLL - The AI Maturity Curve: Measuring AI Adoption in your Organization – Philip Arkcoll, CEO at Worklytics , sets out a compelling framework for measuring the impact of AI on your organisation – the AI Maturity Curve (see FIG 18), which is comprised of three stages: Adoption (focused on uptake), Proficiency (focused on impact), and Leverage (focused on productivity gains). FIG 18: Measuring the impact of AI on your organisation (Source: Worklytics) DIRK JONKER AND RALF BOVERS - How common are people analytics teams? – In a recent edition of Crunchr’s newsletter, The HR Crunch, Dirk Jonker and Ralf Bovers provide some illuminating insights into the size and location of companies that have people analytics teams (see FIG 19) with the US and larger companies leading the way. FIG 19: Companies with people analytics teams (Source: Crunchr) ERNEST NG - AI Holds the Potential to Lead Organizations Into an Era of Abundance – Workday’s Ernest Ng, PhD discusses how AI agents will impact how we think about the organisation and challenge common HR orthodoxies. His article outlines how we can reimagine the organisation with a ‘beginners mind’ if we were not bound by the limitations of time and human attention, why AI is potentially transformational, and where to go from here. FRANCISCO MARIN - Measuring the Impact of Organizational Network Analysis (ONA): From Insights to Tangible ROI - Francisco Marin and the Cognitive Talent Solutions team share a helpful primer on how to measure the ROI of organisational network analysis (ONA), which includes a table (see FIG 20) with example use cases and ROI estimates. FIG 20: ONA Use Cases & Hard Savings Estimations (Source: Cognitive Talent Solutions) PODCASTS OF THE MONTH In another month of high-quality podcasts, I’ve selected five gems for your aural pleasure: (you can also check out the latest episodes of the Digital HR Leaders Podcast – see ‘From My Desk’ below): DR. HOLLY LAM - Bridging the Chasm Between People Analytics & the Business – Holly Lam, PhD joins hosts Cole Napper and Scott Hines, PhD on the Directionally Correct podcast to discuss what it’s like to be decision maker in the business and move back to people analytics. BRENDA KOWSKE - Strategic Workforce Planning in the Age of AI – In an episode of Workplace Stories, hosts Stacia Sherman Garr and Dani Johnson speak with Brenda Kowske about how her people analytics and workforce planning team is breaking down traditional HR silos, integrating workforce planning into business decisions, and staying ahead of the curve with AI and skills-based planning at Boston Scientific. ARNE-CHRISTIAN VAN DER TANG – CHRO Insights – Arne-Christian Van Der Tang, CHRO at TomTom, joins Kathi Enderes on the What Works podcast to explain why the CHRO is no longer an HR leader, but now a business transformation executive. IAN WILSON - How Amazon Builds High-Performing Teams – Ian Wilson, VP HR at Amazon, speaks to Christopher Rainey on the HR Leaders podcast about how Amazon builds high-performing teams, the role of psychological safety, and HR’s role in driving business impact. BRYAN HANCOCK AND BROOKE WEDDLE - How to get return to office right - In this episode of McKinsey Talks Talent, Bryan Hancock and Brooke Weddle speak with host Lucia Rahilly about their recent research on the opportunities and challenges of RTO—and how leaders can drive productivity, collaboration, and innovation successfully. VIDEO OF THE MONTH AMIT MOHINDRA AND HEATHER WHITEMAN – People Analytics Career Skills Live! Two giants of people analytics – Amit Mohindra and Heather Whiteman, Ph.D., who both featured on the recent list of Top 20 People Analytics Influencers join forces as Amit shares his career journey, the key skills for success in people analytics, and a wealth of invaluable advice. The webinar includes a demonstration of how to leverage basic descriptive analytics to perform predictive analytics. BOOK OF THE MONTH KWEILIN ELLINGRUD, LAREINA YEE, AND MARÍA DEL MAR MARTÍNEZ – The Broken Rung: When the Career Ladder Breaks for Women and How They Can Succeed in Spite of It For every 100 men who are promoted to manager, only 81 women get promoted. This causes women to fall behind men early on – far below the ‘glass ceiling’. This is what Kweilin Ellingrud, Lareina Yee, and Maria del Mar Martinez have coined “the broken rung”. Their book is based on a decade of research, their own experiences as the first three chief diversity and inclusion officers for McKinsey, interviews with 50 leaders, and is a guide to help women accelerate their career growth. For a preview of the book, I recommend reading a recent article by the authors: How Women Can Win in the Workplace. RESEARCH REPORT OF THE MONTH FABRIZIO DELL’ACQUA ET AL - The Cybernetic Teammate: A Field Experiment on Generative AI Reshaping Teamwork and Expertise Our results suggest that AI adoption at scale in knowledge work reshapes not only performance but also how expertise and social connectivity manifest within teams, compelling organizations to rethink the very structure of collaborative work. This new paper summarises the findings from a study of how AI transforms the core pillars of collaboration – namely performance, expertise sharing, and social engagement – through a field experiment with 776 workers at Procter & Gamble. The findings include: (1) AI significantly enhances performance, (2) AL breaks down functional silos. (3) AI’s language-based interface prompted more positive self-reported emotional responses among participants (see FIG 21). The paper is a collaboration between Fabrizio Dell'Acqua, Charles Ayoubi and Karim Lakhani from the Digital Data Design Institute at Harvard along with Hila Lifshitz, Raffaella Sadun, Ethan Mollick, and Lilach M., and Yi Han, Jeff Goldman, Hari Nair, and Stewart Taub from Procter & Gamble. You can also read Ethan Mollick’s article on the research: The Cybernetic Teammate. FIG 21: Working with AI leads to better emotional experiences (Source: Ethan Mollick) BONUS RESOURCES Some bonus resources to consume this month feature articles from five of my favourite newsletters: Lars Schmidt ’s personal and compelling Confessions of a Reluctant Thought Leader explains why he has shifted back from being an influencer to an operator. Much of this really resonates. In AI’s battle of the skills: upskilling vs deskilling, Laetitia Vitaud asks and then answers the question: “Does generative AI mostly amplify the skills of experienced workers, or does it level the playing field by enabling less experienced, less qualified workers to perform at higher levels?” Andrew Spence’s Workforce Futurist is consistently one of the most insightful newsletters out there – his latest: Seven Ways Technology is Making Us More Human, Not Less is a must-read. Serena H. Huang, Ph.D.’s From Data to Action has close to 10,000 subscribers, and it’s easy to see why as the latest edition: The Future of Work is Wellbeing—And It’s Broken Without Inclusion, tackles an important and timely topic in her typically insightful and personal style. Not many understand the world of HR Tech better than Thomas Otter as his excellent Work in Progress substack consistently testifies. In Explaining M&A through the lens of Income Statement v Balance Sheet analyses two very different recent acquisitions: ServiceNow and Moveworks. and Deel and the global payroll business of Safeguard. As an additional bonus, I also want to highlight the inaugural edition of Phil Kirschner’s The Workline, which features an exclusive interview with Annie Dean of Atlassian on their “Cost Per Visit” metric. See: Exclusive Case Study: Atlassian Humanized the Office with One New Metric. FROM MY DESK March saw the final four episodes of series 45 the Digital HR Leaders podcast, sponsored by our friends at Amazing Workplace, Inc. KATHERINE MACNAUGHTON - How Manulife Improved Employee Experience Through Transforming Its Organisational Culture - In this episode I talk to Katherine Macnaughton, CHRL, Vice President of Global Talent Management and Development at Manulife, about how Manulife is embedding purpose into every stage of the employee journey. SHON HOLYFIELD - Why Measuring Happiness Matters Just as Much as Engagement - Shon Holyfield, Founder and CEO of Amazing Workplace, Inc., joins me to explore how focusing on employee happiness can transform business outcomes. LUCY ADAMS - How HR Can Lead Successful Digital Transformation Initiatives – Lucy Adams, CEO of Disruptive HR and former CHRO at the BBC and Eversheds, joins me to discuss how HR can lead digital transformation and enable business leaders to be change champions. ANNA TAVIS - How to Drive Workforce Experience and Learning with Digital Coaching - Anna A. Tavis, PhD, Chair of the Human Capital Management Department at New York University and co-author (with Dr. Woody Woodward, PhD, PCC) of The Digital Coaching Revolution, joins me to explore how organisations can move from traditional coaching methods to scalable AI-powered solutions. LOOKING FOR A NEW ROLE IN PEOPLE ANALYTICS OR HR TECH? I’d like to highlight once again the wonderful resource created by Richard Rosenow and the One Model team of open roles in people analytics and HR technology, which – as Richard’s latest newsletter reveals - now numbers over 525 roles. Look out too for Richard's latest newsletter analysing the current job market. THANK YOU The Economic Times for including Excellence in People Analytics in their Top 20 books HR professionals should consider reading in 2025 Joachim Rotzinger for featuring me in the inaugural issue of his #OrgPeople series, which highlights individuals who are shaping the way we think about organisations and analytics: you can read Joachim’s post here. Chrishtica Sivakumar for including me in her list of 11 HR Professionals to follow and learn from. Similarly, K Nair for including me in his 25 Must-Follow LinkedIn Accounts for HR in 2025. Congratulations to Sukumaran Mariappan on 25 years of growth and gratitude – and thanks for including me as one of 20 people you highlight for having helped you on your journey. Marc Voi Chiuli. (MSc. HRM. Assoc CIPD. MIHRM.) for referencing Excellence in People Analytics in his recent article: HR Analytics Is Here! Are HR Practitioners Ready to Adopt this New Trend and Take Their Businesses to the Next Level? I always enjoy reading posts from listeners of the Digital HR Leaders podcast summarising their key takeaways and learnings from individual episodes. Two great examples (the first from the recent episode with Lucy Adams on HR’s role in transformation and the second with Anna Tavis on digital coaching come from Shrez Ghelani (here) and Olimpiusz Papiez (here). Finally, a huge thank you to the following people who either shared the February edition of Data Driven HR Monthly and/or posted about the Digital HR Leaders podcast, conferences or other content. It's much appreciated: Sam Streak, Anja Leschly, Thomas Kohler, Raja Sengupta, Brandon Merritt Johnson, Galo Lopez Noriega, Mike Madelin FCIPD, Megan Reif, Johann Cheminelle, Gerard Kiely, Charlotte Copeman, Clodagh Scannell, Matthew Phelan, Catriona Lindsay, Aurélie Crégut, Keji Fakeye, MS, CSM, Jose Luis Chavez Vasquez, Kouros Behzad, Jarret O., Callum MacRae, Dan George, Francesca Gabetti, Susana Pires, Felipe Jara, Laurent Reich, Bob Pulver, Megan Sherman, Ph.D., Diego Miranda ??, Amardeep Singh, MBA, Viktoriia Kriukova (Вікторія Крюкова), Krista V., David Simmonds FCIPD, Danielle Farrell, MA, CSM, Ian OKeefe, Sanja Licina, Ph.D., Deborah M. Weiss, Dean Carter, Dan Riley, Sibusiso Mkhize, Nitish Kumar, Aravind Warrier, Sarajit Poddar, Preetha Ghatak Mukharjee, Lewis Garrad, Greg Pryor , Kris Saling, Nick Lynn, Shirley Mariole, MPNGHRI, Richard Bretzger, Till Alexander Leopold, Kyle Forrest, Erik Samdahl, Ralf Buechsenschuss, David Boyle, Ben Berry, Amanda Nolen, Andrew Pitts, Swechha Mohapatra (IHRP-SP, SHRM-SCP, CIPD), Linpei Zhang, Moïra Taillefer, Sonia Mooney, Kathleen Kruse, Timo Tischer, Volodymyr Shevchenko Rebecca Ray, Anyuta Dhir, Tobias W. Goers ツ, John Guy, Kristin Saboe, Ph.D., Caitie Jacobson Mikulis, Hesham Ahmed, Daisy Grewal, Ph.D., Brian Elliott, Paola Alfaro Alpízar, Mila Pascual-Nodusso, John Golden, Ph.D., Heather Muir, Dan Lapporte, Tina Peeters, PhD, Frankie Close, Tonille Miller, Narelle Burke, Ying Li, Raquel Mitie Harano, Saumya Singh, Joseph Frank, PhD CCP GWCCM, John Perrian, Jill Larsen, Kelly Cartwright, Paul Boyle, Paulo Henrique Bolgar, Federico Bechini, Phil Inskip, Tammy Arnaud, Anushree Kabra Tatu Westling, Brad Hubbard, Marie-Hélène Gélinas, MBA (Cand.), Aimee Shirreffs, Delia Majarín, Jo Thackray FCIPD, Gishan Nissanka, Ali Nawab, Pedro Pereira, Natasha Ouslis, PhD, David Balls (FCIPD), Nikita D'Souza, Tanya Jain, Angela LE MATHON, Graham Tollit, Mino Thomas, Dave Millner, Ingi Finnsson ?, Maria Ursu, Craig Starbuck, PhD, Stela Lupushor, Dave Fineman, Monika Manova, Hanne Hoberg, Jacob Nielsen, James McKay, Morgan Baldwin, Mattijs Mol, Sebastian Knepper, Maria Alice Jovinski, Mariami Lolashvili, Shuang Yueh Pui, PhD, Ken Clar, Andrés García Ayala, Dr Philip Gibbs, Elizabeth Esarove, Higor Gomes, Olivier Bougarel, Ron Ben Oz, Louis Gordon, Jeff Wellstead, Agnes Garaba, Erik Otteson, Stephen Hickey 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 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 early 2025: April 10-11 - Wharton People Analytics Conference, Philadelphia April 16 - Delegation Rewired: What HR Can Stop Doing, Thanks To Agentic AI, Webinar organised by People Matters April 29-30 - People Analytics World, London May 6-8 - UNLEASH America, Las Vegas June 4-6 - TALREOS (Talent Analytics Leadership Roundtable Economic Mobility Summit), Chicago June 10-11 - Insight222 Q2 North American Peer Meeting, Toronto, (hosted by Royal Bank of Canada, and exclusive to the people analytics leader in member companies of the Insight222 People Analytics Program®) June 25-26 - Insight222 Q2 European Peer Meeting, London, (hosted by BT, and exclusive to the people analytics leader in member companies of the Insight222 People Analytics Program®) July 31 - August 1 - People Matters TechHR India 2025, Delhi 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 More events will be added as they are confirmed.
    Leadership Development
    2025年04月14日
  • Leadership Development
    SHRM发布2025年HR新趋势：招聘降温，人才培养成关键 SHRM最新报告显示，2025年HR工作重点已从“招聘”转向“培养现有人才”。领导力发展、职业成长和员工体验成为核心关注点，招聘甚至未进入前三。 HR’s 2025 Focus: Retention and Career Growth Overtake Recruiting HR优先级转变：从招聘到人才培养 根据2025年SHRM《职场状态报告》，HR的工作重点发生了重大变化。去年，招聘仍然是最优先的任务，而今年，领导力和管理发展已取代招聘，成为HR最关注的领域。令人意外的是，招聘甚至未能跻身2025年的前三大优先事项。这一变化表明，企业越来越关注内部人才的培养，而不是单纯依赖外部招聘来填补职位空缺。 这一趋势的背后，是劳动力市场的降温。Indeed的数据显示，截至2024年11月，美国的职位发布指数同比下降10%。相比2022年的招聘难题，如今的企业已经从“疯狂抢人”转向了“如何更好地利用现有人才”的新命题。 员工流失与倦怠问题仍是挑战 虽然招聘需求下降，但员工流失和倦怠问题仍然困扰着HR管理者。SHRM的调查显示，2024年，56%的HR专业人士认为企业的招聘工作是有效的，而仅有41%的员工同意这一观点。由于职位长期空缺，超过三分之一的员工不得不承担更重的工作量，导致职业倦怠加剧，进一步加剧了人才流失问题。 如果企业无法有效遏制员工流失，培训计划将难以发挥作用。美国人才发展协会（ATD）的一项研究发现，80%的人才发展专家认为，即使员工离职率较高，他们依然能够实施培训计划，但其中近一半的人表示，不清楚具体如何实现这一目标。这说明，在员工流动性较大的情况下，企业的人才培养计划可能面临实际落地的困难。 人才培养和员工体验成为HR新焦点 为了提升企业的竞争力，HR正将目光转向职业发展和员工体验。SHRM的报告强调，认可和团队协作是提高员工体验和留任率的关键要素。通过建立更有吸引力的培训体系，尤其是针对一线员工和小时工的职业发展路径，企业可以在竞争激烈的市场环境中保留核心人才。 在当前的HR趋势下，招聘不再是企业最优先的目标，取而代之的是如何最大化现有人才的价值。企业应积极调整HR策略，优化员工体验，提高职业成长机会，才能在未来的劳动力市场中保持竞争力。 关键点： 招聘需求下降：2025年HR优先事项转向领导力发展和人才培养，招聘不再是首要任务。 员工流失仍是挑战：职位空缺导致工作负担加重，员工倦怠加剧，HR需关注人才保留。 培养人才成新趋势：通过提升职业发展机会和优化员工体验，提高企业竞争力。  
    Leadership Development
    2025年03月21日
  • Leadership Development
    Josh Bersin谈首席人力资源官 (CHRO) 职责的扩展 推荐介绍：这是Josh Bersin最新的一篇文章，谈到了CHRO角色的问题，这确实是一个好问题！在当今快速变化的商业环境中，首席人力资源官（CHRO）的角色变得尤为重要。随着人工智能变革、全球劳工实践和组织重组等挑战，CHRO的职责显著扩大。企业面临广泛的人事问题，包括混合工作带来的压力、劳动力短缺以及需要提高生产力和内部流动性。CHRO在重新设计传统人力资源实践和整合全球及技术进步方面至关重要。 在劳动力短缺的背景下，CHRO需要将旧的“雇用以增长”模式转变为“提高生产力和内部流动性”的模式，这比看起来更难。全球化也是一个挑战，CHRO必须引领公司进行全球化领导力和薪酬实践的调整。此外，行业整合使得大多数CHRO都在处理收购或被收购的前景，带来裁员和组织整合等问题。 领导力的发展同样是CHRO的重要职责。随着组织趋向扁平化，公司需要在各个层面培养领导技能，这是所有人力资源投资中最重要的。 技术也是一个复杂的问题，CHRO必须整理遗留的人力资源系统，并应对技术带来的挑战。 优秀的CHRO不仅是聪明、有创造力的变革领导者，还是精明的商业人士。他们展示了在我们的领域内进行业务转型的能力。我们的CHRO研究计划将为CHRO的专业发展提供支持。   我们一起来看正文： 随着时代变迁，曾被认为是C级高管中地位较低的职位，如今CHRO可能是最重要的职位之一。随着AI不断改变我们的业务，CHRO的职责每天都在增加。（Jack Welch经常说 CHRO是公司中第二重要的职位，甚至比CFO更重要。） 公司面临着各处的人力挑战 首先显而易见的是：公司在各个方面都面临人力问题。大多数公司仍在努力适应混合办公模式，经理和员工压力巨大，员工幸福感处于历史最低点。疫情的创伤切断了公司与员工之间的联系，使各类员工能够自主做出许多决定。 应对劳动力短缺 在这种背景下，我们还面临着持续的劳动力短缺。低生育率和退休的婴儿潮一代将失业率推至50年来的最低点，这个问题在几十年内都不会消失。旧的“雇佣增长”模式正在失效，我们在快速增长的科技公司中看到了“雇佣，然后裁员”的循环。 CHRO们必须将这种模式转变为“提高生产力和内部流动性”，这个转变比看起来要困难得多。 重新设计组织 此外，在过去几年里，公司终于决定废除职能层级结构。我们交谈的大多数公司都在扁平化，取消中层管理人员，并以更跨职能的方式运营。前瞻性组织（如Bayer、ING Bank、Telstra、Mastercard、Netflix）正在采用我们称之为“动态组织 (Dynamic Organization)”的运营模式，创造新的敏捷性和市场响应时间。CHRO必须领导这一努力，并找出如何重新设计工作设计、薪酬、绩效管理和职业发展的传统实践。 每家公司现在都是全球性的 随着远程工作的普及，每家公司现在都具有全球性。这意味着我们必须了解全球劳工实践、不同的人才市场以及如何领导远程团队。CHRO必须领导决策，例如在哪里雇佣、在哪里设立设施，以及如何全球化领导力、薪酬实践、雇佣政策和劳资关系。 并购 我们也处于一个整合的周期。媒体、零售、医疗和科技等行业正在整合。这意味着大多数CHRO都在处理并购或被收购的前景。这些交易带来了裁员、组织整合和高级领导团队对齐的问题。许多人将波音的问题归咎于1997年收购McDonnell Douglas，这次收购创造了一种新的文化。我觉得我们都在成为收购新公司的专家，这迫使CHRO领导不断的整合和变革。 改变领导力培养路径 CHRO还有另一个棘手的角色：领导力模型已经发生了变化。我们不仅需要培养总经理，领导者现在无处不在。扁平化的组织迫使公司在各个层面建立领导技能。当做得好时（如我在下面讨论的Marriott和Delta），领导力发展是至关重要的。在我们所有的HR投资中，领导力发展带来的价值最大。这也落在了CHRO的肩上。 更新传统HR技术 HR技术有些混乱。公司拥有几十甚至上百个传统的HR系统，这些系统充斥着招聘、培训、排班、入职、调查和合规的工具。AI有望提供帮助，但即使是Workday的客户也对他们的系统感到厌倦，（阅读“为什么每个人都讨厌Workday”）。CHRO不能再忽视技术：他们必须解决这些问题。 重新设计HR职能 最后是运行HR这一极其复杂的工作。CHRO领导着公司中最复杂的职能之一，通常被认为是成本中心。CHRO必须改造自己的团队，建立一个敏捷、智能和咨询型的组织。这意味着创建一个系统性HR运营模型 (Systemic HR operating model)，简化员工体验，并培养能够与高级运营领导者咨询和建议的HR领导者。 高绩效的CHRO是什么样的？ 我们每年与数百位CHRO交谈，有许多衡量成功的方法。优秀的CHRO不仅是聪明、有创意的变革领导者，他们也是精明的商业人士。 这些个人帮助领导他们的消费导向公司渡过了疫情，达到了有史以来最大的增长。Delta现在是美国排名第一的航空公司，Marriott现在是世界上排名第一的酒店公司。在这两种情况下，正如我们的HR Hero奖所指出的，这些人展示了创意、商业头脑和我们领域的广泛技能。 介绍我们的CHRO研究计划：CHRO Insights™ 我们正在启动一个以CHRO为导向的大型研究计划，研究CHRO的角色。该计划包括研究、教育、工具和信息。我们已经发现了一些重要的事情（我们查看了47000名全球CHRO的数据，并将他们的职业与许多业务结果进行了比较）。 首先，我们看到CHRO角色在C级高管中的重要性大幅增加。 CHRO的薪酬迅速增加，越来越多的公司告诉我们，HR正在领导公司的AI计划、生产力计划和文化变革。 其次，CHRO的工作比看起来要难。 大多数公司没有为CHRO提供良好的继任计划（84%的高影响力CHRO职位是外部填补的），这告诉我们需要关注这个角色。这激励我们在这里集中精力，您将在接下来的几个月中看到我们关于CHRO职业发展的更多内容。 第三，CHRO角色必须融合对业务、技术、文化和多种HR领域的深刻理解。 我们的全球HR能力模型涵盖了94个不同的领域，超过11000名HR专业人士的平均信心水平约为3分（满分5分）。想象一下CHRO必须面对的各种问题：从AI战略到全球文化、员工体验、薪酬、多样性等等。 第四，CHRO角色正在扩展。 我交谈的许多CHRO现在负责设施战略（因为设施影响混合工作、福利和工作体验）、整体员工体验战略（包括健康和福祉）、员工沟通战略，以及公司中的所有合规、培训、招聘、薪酬和绩效计划。 最后，强大的CHRO正在改造他们的HR职能。 公司正在使用我们的系统性HR模型来整合HR中的职能孤岛，创建新的产品和解决方案团队，并对HR团队进行交叉培训，以应对AI和这些新问题。优秀的CHRO不仅是出色的领导者和高级HR从业者，他们还是商业变革专家。 今年夏天晚些时候，我们将发布我们的第一份CHRO角色研究，并详细描述我们的CHRO Insights计划。 与此同时，我想庆祝那些承担这些角色或渴望承担这些角色的人，并告诉你们我们正在准备一些令人兴奋的事情。
    Leadership Development
    2024年06月22日
  • Leadership Development
    Happy Easter!祝大家复活节快乐！ Happy Easter to all our dear friends at NACSHR! As we step into this beautiful season of renewal and hope, accompanied by the delightful presence of chocolate bunnies and colorful eggs, we're sending a heartfelt bouquet of wishes your way. May this Easter not only fill your homes with laughter and warmth but also ignite your professional spaces with innovative ideas and vibrant growth. Let's allow the rejuvenating spirit of Easter to inspire us to hatch groundbreaking strategies and nurture our aspirations. This Easter, let's cherish the incredible power of connection and the beauty of our community. It's the perfect occasion to strengthen our bonds and celebrate the diverse tapestry of talents and perspectives that each of us contributes. To all our HR friends, let's take this moment to deepen our dedication to creating workplaces where every individual feels valued, supported, and empowered to flourish. Wishing you an Easter that overflows with joy and presents new opportunities to make meaningful impacts. As we indulge in Easter treats and gather with our loved ones, let us also gaze ahead with hope and anticipation for what the future unfolds. May the essence of Easter inspire us to approach challenges with bravery and embrace opportunities with open arms. Here's to a magnificent Easter, abundant in peace, prosperity, and progress for everyone. May it rejuvenate our spirits and rekindle our enthusiasm for making every workplace a beacon of positivity and growth. Happy Easter, dear friends at NACSHR! May this season bring everlasting happiness and success to you and your families. 亲爱的NACSHR的朋友们，祝大家复活节快乐！当我们迈入这个充满更新与希望的美好季节，同时享受着巧克力兔和彩蛋带来的乐趣，我们向你们发送最真挚的祝福。愿这个复活节不仅让你们的家充满笑声和温暖，也在你们的职场中点燃创新的思维和活力的增长。让复活节的复兴精神激励我们孵化出创新的策略，培养我们的志向。 在这个复活节，让我们珍视连接的力量和我们社群的美好。这是完美的时刻来加强我们的联系，庆祝我们每个人贡献的多样化才能和视角。对于我们所有HR的朋友们，让这成为一个深化我们致力于创造每个人都感到被重视、支持和有力量成长的工作环境的时刻。祝愿你们的复活节充满欢乐，开启新的机会，让我们做出有意义的影响。 当我们享受复活节的美食并与我们所爱的人聚集时，让我们也满怀希望和期待地看向未来。愿复活节的精神鼓励我们勇敢面对挑战，开放心扉迎接机会。祝大家有一个辉煌的复活节，充满和平、繁荣和进步。愿它重新点燃我们的精神，重新激发我们为让每一个工作场所成为积极成长的灯塔的热情。 亲爱的NACSHR的朋友们，复活节快乐！愿这个季节为你们及你们的家人带来永恒的幸福和成功。
    Leadership Development
    2024年03月31日
  • Leadership Development
    推荐：The best HR & People Analytics articles of March 2024 024年3月，David Green带领我们深入了解了人力资源和人力分析的最新趋势。在欧洲和美国的几场关键活动中，他强调了人力分析在提升员工体验、AI在工作场所的角色、以及四天工作周趋势的增长中的转型作用。此外，Culture Amp对Orgnostic的收购和在Culture First Leaders Forum上的见解，突出了培养适宜的组织文化对于未来工作的战略重要性。Green的观点强调了HR需要采用数据驱动策略，以实现有效的劳动力规划、技能发展和组织增长。 2024 HR TRENDS AND PREDICTIONS KATE BRAVERY, JOANA SILVA, AND JENS PETERSON - Workforce 2.0: Unlocking human potential in a machine-augmented world – Mercer Global Talent Trends 2024 The world of work is in full metamorphosis, forever changed by the seismic shifts of the past few years and accelerated by the imminent human-machine teaming revolution. Just as organizations were settling into a new normal — with a focus on hybrid working, comprehensive health and well-being, digitalization, and upskilling — Generative AI (Gen AI) burst onto the scene. Those are the opening words from the Mercer Global Talent Trends 2024 report, which has recently been published. As ever, the study, which is based on a survey of more than 12,000 executives, HR leaders, employees, and investors, and is authored by Kate Bravery Joana Silva and Jens Peterson is an absolute must-read. The study highlights a disconnect between what HR is prioritising for the 2024 people agenda and the initiatives that executives believe will have the most impact on business growth (see FIG 1).  The study highlights four priorities that firms that outpace their competitors are focusing on: (1) Driving human-centric productivity. (2) Anchoring to trust and equity. (3) Boosting the corporate immune system. (4) Cultivating a digital-first culture. My tip to enjoy the study: find a couple of hours, make yourself a cup of tea and have a pen and paper to hand. FIG 1: HR priorities for the 2024 people agenda (Source: Mercer Global Talent Trends 2024) FIG 2: Drivers and drainers of employee productivity(Source: Mercer Global Talent Trends 2024) HYBRID, GENERATIVE AI AND THE FUTURE OF WORK BRIAN ELLIOTT - Return-to-Office Mandates: How to Lose Your Best Performers There is mounting evidence that mandates don’t improve financial performance. Instead, they damage employee engagement and increase attrition, especially among high-performing employees and particularly those with caregiving responsibilities. That’s according to Brian Elliott in his latest column in MIT Sloan Management Review, which highlights that the workers most likely to be turned off by return-to-office mandates are the company’s highest performers. Elliott highlights the link between factors such as pressure from investors and the CEO echo chamber with RTO pronouncements, as well as how only one in three executives believe that RTO has had even a slight impact on productivity. He recommends instead focusing on productivity rather than physical presence (see FIG 3) and how this can inspire a boom loop in engagement as opposed to a doom loop in trust. Finally, Elliott presents findings from the Future Forum and i4CP, highlighting the negative impact of RTO mandates, before offering guidance on how to build an outcomes-driven organisation: “The bottom line is that when trust is balanced with accountability, people and organizations will thrive.” FIG 3: Focus on Productivity, Not Physical Presence (Sources: Future Forum, Centre for Transformative Work Design, and Slack) AARON DE SMET, SANDRA DURTH, BRYAN HANCOCK, MARINO MUGAYAR-BALDOCCHI, AND ANGELIKA REICH - The human side of generative AI: Creating a path to productivity As teams start using gen AI to help free up their capacity, the middle manager’s job will evolve to managing both people and the use of this technology to enhance their output. A fascinating new study from McKinsey, which provides analysis on workers who are at the forefront of gen AI usage (which as FIG 4 shows is dominated by those in non-technical roles) and dives into the job factors and skills these workers say they need. The authors emphasise how firms can enhance productivity by crafting jobs that put people before tech – rather than the other way around. They conclude that companies that set a people-centric talent strategy will give themselves a competitive edge as more workers and jobs are affected by the changes gen AI brings. The article is rich with data and powerful visualisations – kudos to the authors: Aaron De Smet Sandra Durth Bryan Hancock Marino Mugayar-Baldocchi and Angelika Reich ). FIG 4: Workers who use generative AI as part of their jobs comprise a much larger group than those who hold traditionally technical roles (Source: McKinsey) PETER CAPPELLI, PRASANNA (SONNY) TAMBE, AND VALERY YAKUBOVICH - Will Large Language Models Really Change How Work Is Done? LLMs are much more complicated to use effectively in an organizational context than is typically acknowledged, and they have yet to demonstrate that they can satisfactorily perform all of the tasks that knowledge workers execute in any given job. In their article, Peter Cappelli Prasanna Tambe and Valery Yakubovich look at the use and challenges of integrating Large Language Models (LLMs) in organisations, and present practical recommendations on how to work with LLMs successfully. The five challenges outlined in the article are: (1) The Knowledge Capture Problem. (2) The Output Verification Problem. (3) The Output Adjudication Problem. (4) The Cost-Benefit Problem. (5) The Job Transformation Problem – How will LLMs work with workers? Guidance includes developing and circulating standards for the use of LLMs in organisations, establishing a central office to produce important LLM output, and providing training to users. NICK BLOOM – Why WFH is a win-win-win | WFH research update (March 2024) Nick Bloom’s recent post on LinkedIn highlighting his research on why remote working is a win for firms (due to increased productivity of $20,000 a year for each remote day a week), employees, and society is extremely compelling. I also recommend reading Nick’s latest monthly data for March, which includes numerous insights such as that workers in their 50s and 60s are fully onsite more often than younger workers. For more from Nick, please tune in to his discussion with me on the Digital HR Leaders podcast: Unmasking Common Myths Around Remote Work. FIG 5: Workers in their 50s and 60s are fully onsite more often than younger workers (Source: WFH Research) PEOPLE ANALYTICS PIETRO MAZZOLENI - Transforming HR: How IBM measures the success of its people data platform investments For those of you who haven’t already subscribed to Pietro Mazzoleni’s People Data Platform newsletter, where he unpacks insights from transforming IBM's internal data platform for people analytics, I highly recommend you do. In this edition, Pietro walks through the three tiers of Key Performance Indicators (KPIs) IBM uses to evaluate investments in Workforce 360, its people data platform (see FIG 6). Watch out for an upcoming episode of the Digital HR Leaders podcast, where I discuss with CHRO Nickle LaMoreaux how IBM is augmenting HR programs with AI. The episode will air from April 9. FIG 6: Three tiers of KPIs to evaluate investments in a people data platform (Source: Pietro Mazzoleni) NAOMI VERGHESE - Influencing C-Suite and Board Decisions with People Analytics Insights Naomi Verghese shares key learnings from the recent Peer Meeting for member companies of the Insight222 People Analytics Program, hosted by HSBC in their global headquarters in London. The Peer Meeting, which was attended by over 60 people analytics leaders and practitioners from more than 40 companies focused on two of the key findings from the Insight222 People Analytics Trends study for 2023: influencing senior stakeholders and measuring value. In her article, Naomi covers four topics: (1) how to implement a people analytics operating model that drives business outcomes (based on insights shared at the Peer Meeting by Rob Etheridge and Bec Aoude). (2) how to use AI to democratise insights from people data, using an example of work Andrew Elston has led at HSBC. (3) how Microsoft’s employee listening ecosystem (see FIG 7) helped the firm identify the moments that matter for in-person collaboration (insights from a session led by Dawn Klinghoffer), and (4) how to influence the board of directors, with insights from Justine Thompson. If you would like to learn more about our People Analytics Program, contact us today. FIG 7: Microsoft’s employee listening ecosystem (Source: Dawn Klinghoffer, Microsoft) BRENT DYKES - The Future Of Data Storytelling Is Augmented, Not Automated Brent Dykes continues his rich vein of writing with an article exploring whether AI tools should be used to automate data storytelling. He provides reasons why data storytelling can’t or shouldn’t be automated including for reasons of oversimplification, transparency and trust, and the fact that storytelling is essentially a human skill. Instead, Brent advocates that the path forward should be augmented data storytelling, and lays out a powerful illustration of how this would work (see FIG 8) The most powerful person in the world is the storyteller. The storyteller sets the vision, values, and agenda of an entire generation that is to come. FIG 8: Data storytelling comparisons: Humans vs. AI (Source: Brent Dykes) HALLIE BREGMAN – Where should People Analytics sit in an Organisation? Part 1 & Part 2 | WILLIS JENSEN – Can Data Cleaning be Automated? | COLE NAPPER - Universal Models & People Analytics | ALEXANDER LOCHER - How to harness the value of people data and operational HR insights | ANGELA LE MATHON, STACIA GARR, AND DANI JOHNSON - Generating Value from People Data In recent editions of the Data Driven HR Monthly, I’ve been featuring a collection of articles by current and recent people analytics leaders. These act as a spur and inspiration to the field. Five are highlighted here. (1) If you don’t already follow Hallie Bregman, PhD on LinkedIn, you really should. Hallie regularly publishes thoughtful and insightful posts on topics important to the field. The two I’ve included here look at the pros and cons of situating people analytics in or outside HR. (2) Willis Jensen analyses whether AI will reduce the amount of data cleaning undertaken by people analysts given that much of this work involves judgement without hard, fast or consistent rules. (3) Cole Napper, who I’m looking forward to co-chairing People Analytics World with in London in April – also with Michael M. Moon, PhD – explains how many of the models we use in people analytics are borrowed from other disciplines. (4) Alexander S. Locher highlights some of the current trends in people analytics (see FIG 9) and offers guidance on how to harness value from your people data. (5) Angela LE MATHON, VP People Data and Analytics, shares how GSK generates value with their people data, how they’re using AI to gather information, and how skills verification ties in with Stacia Sherman Garr and Dani Johnson of RedThread Research. FIG 9: Current trends in people analytics (Source: Alexander Locher, EY) THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE JO IWASAKI, KAREN EDELMAN, AND YASMINE CHAHED - Time to rethink talent in the boardroom Just over a third of board and c-level executives believe their workforce related discussions are adequate to meet their organisation’s needs. That’s the standout finding from a new global survey by Jo Iwasaki Karen Edelman and Dr Yasmine Chahed for Deloitte of 500 board members and C-suite executives in more than 50 countries on corporate governance and talent. The three top insights from the study were: (1) Many boards could be focusing more on talent-related issues. (2) Most organisations are just starting to think about their AI strategies. (3) Amplifying the talent experience will require boards to adopt a broader perspective. FIG 10: Workplace related topics that are top board priorities (Source: Deloitte) DAVE ULRICH - Pre-flections on GenAI and HR: Where to Go and How to Get There GenAI will help shape HR’s future by offering both information symmetry to synthesize and optimize the past and present and information asymmetry to create and guide the future. Dave Ulrich offers some initial reflections on what the journey could look like for applying GenAI to HR work, as well as some possible actions to drive progress (see example in FIG 11 for ‘Talent’). Dave also highlights four important considerations to manage the risk and realise the opportunity of GenAI in HR. (1) Who should champion, sponsor, participate in, and be accountable for this journey? (2) What individual skills and organisation capabilities will be required to make GenAI in HR happen? (3) What will be the regulatory and legal policies and risks associated with the effort? (4) What metrics of value-added GenAI for HR will be most useful and tracked? FIG 11: Examples of GenAI/HR initiatives in the Talent domain (Source: Dave Ulrich) HEIN KNAPPEN - How HR Adds to Enterprise Value Hein J.M. Knaapen, a former chief people officer himself, shares his perspectives on the crucial role HR plays in driving business value, and offers practical advice to CHROs on how to make this a reality. Hein highlights the four people priorities that connect to value: (1) Performance management, (2) Succession management, (3) Leadership development, and (4) Capability building, providing guidance on each. Value creation should be the focus. Nothing else. And only four people priorities connect to value: performance management, succession management, leadership development and capability building. WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS STEFAN HIERL - Identifying the AI Potential in Your Organization: A Strategic Approach Leveraging Generative AI to assess the AI Potential in a workforce helps businesses go beyond just talking about how AI might change jobs. As Stefan Hierl astutely observes in his excellent article, in the rush to jump on the AI bandwagon, many companies fall into the trap of overlooking a critical preliminary step: conducting a systematic evaluation of where AI can deliver transformative value. In his article, Stefan outlines a five-step approach to quantify the potential of AI to support organisations identify opportunities for automating and augmenting work activities. The five steps (see FIG 12), which Stefan outlines in detail are: (1) Decomposing roles by breaking down each role into its main activities and respective time shares. (2) AI potential assessment – estimating the potential of AI at the activity level. (3) Expert validation – cross-verifying the generative AI findings with domain experts. (4) Identify high-value areas – creating an overview where AI can significantly enhance workforce productivity (see example in FIG 13). (5) Use case development – exploring specific AI applications to capitalise on identified potential. FIG 12: Five steps to perform an activity based AI potential assessment (Source: Stefan Hierl) FIG 13: AI potential by role – example (Source: Stefan Hierl) MATT SIGELMAN, JOSEPH FULLER, AND ALEX MARTIN - Skills-Based Hiring: The Long Road from Pronouncements to Practice For all its fanfare, the increased opportunity promised by Skills- Based Hiring was borne out in not even 1 in 700 hires last year (2023). This is one of the standout findings from a new study by Matt Sigelman and Alex Martin of The Burning Glass Institute and Joseph Fuller from Harvard Business School. Their analysis reveals three categories of firms, who have publicly stated they have removed degree requirements in hiring, based on their actual hiring outcomes: (1) Skills-based hiring leaders (e.g. Cigna) – who have increased their share of non-degree hires in the roles analysed by nearly 20%. (2) In name only (e.g. Bank of America) – 45% of firms studied have made the shift in name only with no meaningful difference in actual skills-based hiring. (3) Backsliders e.g. Uber) – 20% of the firms analysed had made short-term gains by dropping degree requirements, but the change doesn’t stick. The report also highlights the roles best positioned for skills-based hiring (see FIG 14). FIG 14: The roles best positioned for skills-based hiring (Source: Sigelman et al) JORDAN PETTMAN - How to Accelerate the Impact of Strategic Workforce Planning (SWP) through the Organisation Strategy Ecosystem Jordan Pettman, one of my colleagues at Insight222, knows a thing or two about workforce planning. In his recent article for myHRfuture, Jordan explores how strategic design can be brought to life through an integrated ecosystem (see FIG 15) encompassing four components: (1) Organisation strategy, (2) Operating model, (3) Organisation design and strategic workforce planning, and (4) Organisation effectiveness. FIG 15: The Organisation Strategy Ecosystem (Source: Jordan Pettman, Insight222) EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING JACQUELINE BRASSEY, LARS HARTENSTEIN, BARBARA JEFFERY, AND PATRICK SIMON – Working nine to thrive One of the few positives to emerge through and since the pandemic has been a stronger focus on employee health and wellbeing. According to new research by Jacqui Brassey, PhD, MA, MAfN (née Schouten) Lars Hartenstein Barbara Jeffery and Dr. Patrick Simon, on behalf of the McKinsey Health Institute, improving employee health and wellbeing doesn’t just benefit workers and organisations, it could generate between $3.7 to $11.7 trillion in global economic value (see FIG 16). Their article focuses on six drivers of health that employers can influence - social interaction, mindsets and beliefs, productive activity, stress, economic security, and sleep – and provides guidance on how organisations can move the dial on each. FIG 16: Improving global employee health and wellbeing could create up to $11.7 trillion in economic value (Source: McKinsey Health Institute) LEADERSHIP, CULTURE AND LEARNING LINKEDIN LEARNING – Workplace Learning Report 2024: L&D powers the AI future As AI reshapes how people learn, work, and chart their careers, L&D sits at the center of organizational agility, delivering business innovation and critical skills. Aligning learning programs to business goals emerges as the top L&D focus area for 2024 in LinkedIn Learning’s annual report on the L&D field, which is based on analysis of LinkedIn behavioural data and focus interviews with L&D professionals around the globe. The report is structured into three chapters: (1) The State of L&D (the study finds that a strong learning culture derives retention, mobility, and promotion. – see FIG 17), (2) Skills agility (the study finds that only 33% of organisations have internal mobility programs), and (3) How L&D succeeds) with priorities #1 and #2 being to lean into analytics and build the right metrics – see FIG 18). The report features contributions from the likes of: Amanda Nolen (who asks: “What if Chief Learning Officers become Chief Skills Officers”), Chris Louie Geraldine Murphy Terri Horton, EdD, MBA, MA, SHRM-CP, PHR Alexandra Halem Ekpedeme "Pamay" M. Bassey Shruti Bharadwaj and Dani Johnson. FIG 17: Business outcomes and learning culture (Source: LinkedIn Learning) FIG 18: How L&D tracks business impact (Source: LinkedIn Learning) AYSE KARAEVLI AND SERDEN ÖZCAN - Make Better Allies of Your Workforce When the board takes the recommendations of employee advisory groups seriously and incorporates them into decisions, employees become more empowered, and their perspectives become embedded into their company’s long-term objectives. In their article for MIT Sloan Management Review, Ayse Karaevli and Serden Ozcan present findings from their interviews with board directors, CEOs, CFOs, and employee representatives to understand how to manage conflict and engage workers. From their analysis, Ayse and Serden identified three strategies effective leaders use to include employees (see FIG 19): (1) Identify mutual goals and interests, (2) Foster inclusive decision processes, and (3) Give employees strategic responsibilities. The article then describes each of these in detail with examples from the likes of ThyssenKrupp, Allianz, Siemens, and Bayer before highlighting the importance of employee advisory groups, engagement with board members and the role of committees and task forces to imbue governance and participation. FIG 19: Three Strategies to Avert Workforce Controversies (Source: Ayse Karaevli and Serden Özcan) DIVERSITY, EQUITY, INCLUSION, AND BELONGING SUNDIATU DIXON-FYLE, MASSIMO GIORDANO, TANIA HOLT, TUNDE OLANREWAJU, DARA OLUFON, AND SANDRA SANCIER-SULTAN - Ethnocultural minorities in Europe: A potential triple win Greater inclusion of ethnocultural minorities could fill talent gaps and spur company growth, increase economic empowerment of these groups, and generate benefits for the economy and broader society. Despite the anti-immigration policies of many current European governments (that includes you, Rishi Sunak), stagnant economies, tight labour markets, and shrinking working populations mean that immigration is key to unlocking economic growth. In their superb analysis for McKinsey, Sundiatu Dixon-Fyle Massimo Giordano Tania Zulu Holt Tunde Olanrewaju Dara Olufon and Sandra Sancier-Sultan provide data insights on what they classify as ethnocultural minorities in Europe, and their (mostly challenging) experiences. The authors also provide guidance for companies on ethnocultural minority employee inclusion across five dimensions (see FIG 20). FIG 20: Companies can consider ethnocultural minority employee inclusion across five dimensions (Source: McKinsey) HR TECH VOICES Much of the innovation in the field continues to be driven by the vendor community, and I’ve picked out a few resources from March that I recommend readers delve into: ANDREA DERLER, PETER BAMBERGER, MANDA WINLAW, AND CUTHBERT CHOW - When New Hires Get Paid More, Top Performers Resign First - To attract talent to the organisation, employers often pay new hires more than they pay equivalent workers in the same role. Analysis by the Visier Inc. team of Andrea Derler, Ph.D. Peter Bamberger Manda Winlaw and Cuthbert Chow shows that in these times of increasing pay transparency, this strategy risks your high-performers resigning. ANDREW PITTS AND CHAD MITCHELL - Exploring a few largely untapped sources of data for passive Organizational Network Analysis – This article by Andrew Pitts and Chad Mitchell of Polinode looks at a number of data sources that are typically overlooked for ONA including: 360 reviews, peer to peer recognition tools, opportunity marketplaces, and talent intelligence data. FRANCISCO MARIN - Key Considerations for Defining the Scope of an ONA Pilot – Francisco Marin of Cognitive Talent Solutions provides a helpful guide to defining the scope of an ONA pilot including tips on clarifying the objective, data privacy and securing executive sponsorship. HAKKI OZDENOREN AND JOHN BOUDREAU – Is the Future of Work Lost in Translation – John Boudreau joins forces with Hakki Ozdenoren of Revelio Labs to conduct analysis on resumes and jobs mentioning the ‘future of work’, with HR featuring prominently (see FIG 21). FIG 21: A diverse set of roles contribute to the Future of Work (Source: Revelio Labs) PODCASTS OF THE MONTH In another month of high-quality podcasts, I’ve selected five gems for your aural pleasure: (you can also check out the latest episodes of the Digital HR Leaders Podcast – see ‘From My Desk’ below): JAMIL ZAKI, BRYAN HANCOCK, BROOKE WEDDLE, AND LUCIA RAHILLY  - It’s cool to be kind: The value of empathy at work – In this episode of McKinsey Talks Talent, Jamil Zaki (author of The War for Kindness) joins Bryan Hancock Brooke Weddle and Lucia Rahilly to make the case for investing in empathic behaviour—for reasons including higher productivity, a stronger workplace culture, and better organisational health—as well as to discuss how to go about cultivating kindness at work. CAL NEWPORT AND ADAM GRANT – How to be productive without burning out – Cal Newport discusses insights from his new book, Slow Productivity: The Lost Art of Accomplishment Without Burnout, with Adam Grant on WorkLife. They dig into the data on productivity, debate the benefits and drawbacks of doing fewer things (and spending less time on email and social media), and discuss individual habits and organisational practices for preventing burnout and promoting worthwhile work. JOSH BERSIN - Why “Talent Density” Is So Critical In Business Today – Fresh from discussing his Dynamic Organizations research at Gloat Live, Josh Bersin discusses why ‘Talent Density’ is becoming one of the key strategies for growth. DONNA MORRIS AND LARS SCHMIDT - Inside Walmart’s Bold Strategy to Transform Retail Work – Walmart’s chief people officer, Donna Morris, joins Lars Schmidt on his Redefining Work podcast to discuss how Walmart is not just navigating but leading the revolution in workplace technology—with people firmly at its core. This was an especially insightful listen as only two days before I had seen Marty Autrey speaking at the Wharton People Analytics conference on how Walmart provides data-based nudges to its store managers to help them drive business outcomes and enhance employee experience. RYAN HAMMOND, COLE NAPPER AND SCOTT HINES - Turnover Prediction, ML Ethics, & The HiQ Story – Ryan Hammond shares the epic story of HiQ Labs with Directionally Correct hosts Cole Napper and Scott Hines, PhD, as well as insights from his practitioner and academic backgrounds including how to ethically use internal and external data to do turnover prediction. VIDEO OF THE MONTH TANUJ KAPILASHRAMI, MICHAEL FRACCARO, TAMLA OATES-FARNEY, AND DAVID GREEN – CHRO Panel: Delivering against the transformation imperative March’s Video of the Month proved to be a highlight for me as it features me moderating the CHRO Panel at the recent Gloat Live event in New York. The panel was comprised of Tanuj Kapilashrami Michael Fraccaro and Tamla Oates-Forney, and featured discussion on the increasingly pivotal role of the CHRO in business transformation, lessons learnt and successes from transitioning to a skills-based organisation, and how technology can enable a culture of inclusivity and opportunity. BOOKS OF THE MONTH With a lot of travelling back and forth from the US in March, I found time to dig into two new books, which I recommend to readers of this newsletter: MARC SOKOL AND BEVERLY TARULLI – Strategic Workforce Planning: Best Practices and Emerging Directions Strategic workforce planning – the process of looking forward, assessing how to compete and win in your chosen market or business arena, and linking those insights to your existing and potential future workforce – is core to any institution that aspires to sustain itself over time. Those are the opening words of Marc Sokol and Beverly Tarulli, Ph.D., the editors of an indispensable new volume of SIOP’s Professional Practice Series. It provides an overview of SWP, covering best practices, methodologies and new directions in the field as well as featuring contributions and case studies from a stellar list of contributors. These include: Sheri Feinzig Alexis Fink Adam Gibson Brian Heger Adam McKinnon, PhD. Kanella Salapatas and Dave Ulrich. Grab yourself a copy! SALVATORE V. FALLETTA – Creepy Analytics: Avoid Crossing the Line and Establish Ethical HR Analytics for Smarter Workforce Decisions In Creepy Analytics, Dr. Salvatore Falletta provides a thoughtful approach to HR Analytics that is both evidence-based and ethical – ensuring that organisations get the insights they need while respecting employee privacy. The book is built around the author’s seven-step HR Analytics Cycle (see FIG 22) and is well-researched. Thanks to Salvatore too for referencing Excellence in People Analytics several times, particularly in relation to the guidance Jonathan Ferrar and I offer around governance and the development of an ethics charter. As Alec Levenson opines in his endorsement of the book: “Falletta has done a masterful job addressing some of the most important ethical issues for workforce analytics.” FIG 22: The HR Analytics Cycle (Salvatore V. Falletta) RESEARCH REPORT OF THE MONTH MAX BLUMBERG, ALEC LEVENSON, AND DAVE MILLNER - A Strategically Aligned HR Operating Model In their recently published paper, three eminent and progressive thinkers in our field – Max Blumberg (JA) ?? Alec Levenson and Dave Millner – set out a pivot in how HR is structured and works in order to more closely align the function to the capabilities required for successful strategy execution. They present a new HR structure (see FIG 23) designed around four key pillars, before describing each pillar in detail and providing some diagnostic steps to implement this new operating model. FIG 23: A new HR structure (Source: Blumberg, Levenson, and Millner) FROM MY DESK March saw four episodes from Series 37 of the Digital HR Leaders podcast, sponsored by our friends at Culture Amp - thank you to Ellisa Packer and Jodie Evans, a round-up of series 36 and a guest appearance by yours truly on the Future Work/Life podcast: DAVID GREEN AND OLLIE HENDERSON - Driving growth in people and businesses using data – In a role reversal, it was my turn in the hotseat as I joined Ollie Henderson on his Future Work/Life podcast to talk people analytics, talent marketplaces, AI, hybrid work models and the future skills required by HR professionals. DORIE CLARK - How to Embrace Long-Term Thinking in HR Leadership – Dorie Clark and I discuss how to pivot to long-term thinking, how to prioritise effectively, and why embracing failure can drive innovation and creativity. DIDIER ELZINGA - How to Prove the ROI of a Positive Company Culture – Didier Elzinga joins me to discuss ways of engaging the board on culture topics, the relationship between a healthy culture and business performance, and how to demonstrate the ROI of culture and engagement initiatives. ROB BRINER - What is Evidence Based HR and Why is it Important? – Rob Briner shares the principles of evidence-based HR, how it differs from people analytics, and offers recommendations to chief people officers on how they can incorporate EBHR into their work. LOUISE MILLAR AND OLIVIA EDWARDS - Actionable People Analytics Strategies to Influence Senior Leadership – In a powerful example of people analytics in practice at a SME, Louise Millar and Olivia Edwards share insights from the people analytics journey at Chetwood. DAVID GREEN – How will AI transform the role of HR? – A round-up of series 36 of the Digital HR Leaders podcast, with insights from episodes featuring Dawn Klinghoffer Jeremy Shapiro Thomas Hedegaard Rasmussen Serena H. Huang, Ph.D. Luke Farrugia Kaz Hassan Eric Siegel and Bernard Marr. THANK YOU Thomas Kohler for including the February edition of Data Driven HR in his round-up of HR resources. Reb Rebele for referencing me in his post about the Wharton People Analytics Conference – you were missed, Reb. Olimpiusz Papiez for providing a great set of takeaways on the Digital HR Leaders podcast episode with Dawn Klinghoffer, Jeremy Shapiro, and Thomas Rasmussen on People Analytics, AI and ML. Peter Johnson for including me in his list of HR thought leaders. Mokkup.ai for including my article on How Will AI Impact People Analytics in 2024 and Beyond? in their collection of Top 14 reads for Data Professionals. Thinkers360 for including me in their list of the Top 50 B2B Thought Leaders, Analysts & Influencers You Should Work With In 2024 (EMEA) Joveo for including me in their list of Top 9 Twitter Influencers Every Talent Acquisition Specialist Should Follow To the following people who sharing the February edition of Data Driven HR Monthly. It's much appreciated: Allison Ardianto Eakkasit Toratana Jillian Meade David Balls (FCIPD) Kingsley Taylor Military Veterans of LinkedIn Robin Carlin Amy C. Lewis, PhD Russ Fatum Kouros Behzad Emily Klein Madison Clary Robert Rogowski Phillip M. Randall, PhD, CPG Gord Johnston MA, BHJ, BA, CHRP ANDRES CAMPOVERDE Aravind Warrier Francisca Solano Beneitez Satya Prakash Pandey Malgorzata (GOSIA) LANGLOIS Dr. Zohaib Azhar (PhD-HR) Jane Datta David McLean John Lawson Alice Damonte Martha Curioni Vipul M. Mali ↗️ Jens Keuter Phil Inskip Andrew Smith MBA Ekta Vyas Ph.D Oswaldo Machado Bill Brown Barry Marshall Paola Carranco Murthy Nibhanipudi VS Jaana Saramies ? Robert Houghton Aysegul Tigli Indre Radzeviciute Radha Jeevan Melissa Hopper Fritz Tina Peeters, PhD Morten Hartvig Berg Pedro Pereira Gavin Wiseman 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 90 global organisations. Prior to co-founding Insight222, David accumulated over 20 years experience in the human resources and people analytics fields, including as Global Director of People Analytics Solutions at IBM. As such, David has extensive experience in helping organisations increase value, impact and focus from the wise and ethical use of people analytics. David also hosts the Digital HR Leaders Podcast and is an instructor for Insight222's myHRfuture Academy. His book, co-authored with Jonathan Ferrar, Excellence in People Analytics: How to use Workforce Data to Create Business Value was published in the summer of 2021.
    Leadership Development
    2024年03月31日
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