Linkedin - 北美华人人力资源协会

Linkedin

微信客服：hinacshr ，北美华人人力资源协会（NACSHR）推出北美华人人力资源协会（NACSHR）推出微信客服：hinacshr 为方便与您的快捷沟通交流，北美华人人力资源协会特别推出微信客服：hinacshr 小红书：NACSHR Linkedin: NACSHR ( https://www.linkedin.com/company/nacshr/ ) 网站：www.nacshr.org 邮件：nacshr818@gmail.com 可以右键保存，不失联

Linkedin
2025年07月23日
Linkedin

人力资源和招聘岗位都去哪儿了？残酷的现实是：它们不复存在了！OMG 人力资源和招聘岗位都去哪儿了？残酷的现实是：它们不复存在。 AI正在重塑HR和招聘行业，从简历筛选到面试安排，许多环节被自动化取代。然而，这种“高效”是否付出了牺牲人性化的代价？Dave Owen分享的图表揭示了招聘中的AI趋势，也引发了对成本、伦理和与人互动减少的担忧。作为一个以人为本的行业，HR如何在效率和人性化之间找到平衡？你的工作是否因为AI而更高效？还是更难与人互动？欢迎分享你的看法！最近，我在LinkedIn上看到Dave Owen分享的一张关于人工智能（AI）与招聘的图表（附录Owen的原文），让我震惊。这张图生动地展示了AI如何可能重塑人才招聘领域，而事实上，这种改变已经在很多地方发生了。我们不是在谈论未来，而是现在就已经发生在一些知名企业中。许多公司在招聘中几乎不需要人与人之间的互动，这种趋势正在每天变得更加真实。 AI接管招聘流程的解析来看一下这张图表吧。一个人才招聘总监（Talent Acquisition Director）正站在最前线，负责监督道德规范、人才搜索以及技术系统的使用。在这里，AI开始渗透进招聘流程，接管了从头到尾的招聘工作。招聘流程始于前期准备阶段（Pre-Funnel）：在这一步中，我们需要铺垫基础，评估需求并制定战略。而接下来的流程中，AI开始接管，例如简历筛选、初步沟通，甚至详细的技能评估。机器正在完成许多过去依赖人类洞察力的工作。随着流程进入最后阶段，AI的角色变得更为主导。候选人与算法的互动比与人类的互动更多。AI负责安排面试、发出聘用通知书，将人类推到了边缘。此外，一系列旨在简化操作的工具正支撑着这些流程。但问题是，这样做的代价是什么？ HR科技的“高效”之讽刺 AI的倡导者们声称，新的技术招聘体系可以让HR更加专注于“人”。但仔细研究Dave的图表后，我们会发现技术正在取代许多本应由人类完成的工作。讽刺的是，人力资源和招聘这两个以“人”为核心的部门，正逐步被技术淹没。这真的比传真机更好吗？我还有很多担忧。顶尖AI的成本是天文数字，许多企业根本负担不起。此外，我们正在失去与人的本质联系，而这对于有效的人力管理至关重要。我也不知道，真的。面对这个以技术为主导的景象，我们都感到不知所措。AI究竟是在提升我们的工作和改善人们的生活，还是在削弱我们工作的价值？一种反思与参与的呼吁那么，AI会让人力资源行业的未来走向何方？我们究竟是在增强能力，还是成为B2B、AI驱动机器的一部分？AI变革HR的潜力毋庸置疑，但我们必须确保这种转型不会忽视这些岗位最初设立的目的：服务人群。如果我们失去了“人性化”这一核心，还剩下什么？我很想听听你的看法。这些工具让你的工作更轻松了吗？还是让你更难以与希望帮助的人建立联系？你是否对自己的工作安全感到担忧？告诉我吧。另外，如果你在LinkedIn上看到像Dave这样的有趣图表，请记得标记我！原文来自Linedin Laurie Ruettimann Dave Owen的LinkedIn： Here's what I think many Enterprise TA models will evolve into near-term ? This might be the last 'traditional' TA model before things become truly unrecognisable (for the better). Faster moving companies could also skip this for new 'agentic' rebuilds. Here are some characteristics of this model: Hiring Funnel ✅ Well understood & ‘flattening’ (speeding up) ? 50% EFT reduction ✅ 100-150% increase in recruiter carrying capacity ? No transactional roles or sourcing teams ✅ Candidate Experience Managers ✅ Heavy focus on Ethics, Governance, Compliance & Risk ✅ 100% rejection feedback rate Pre-Funnel ✅ Less understood & broadening (slowing down) ✅ 25-50% EFT increase ✅ Strategic & Analytical Generalists (HR + Talent + Workforce) ✅ Talent & Hiring formally merge ✅ Default prioritisation of internal capabilities & skills The SaaS stack is just a combination of my favourite products or Founders. Many (!) other SaaS solutions are available..

Linkedin
2025年01月27日
Linkedin

LinkedIn因违反欧盟GDPR被爱尔兰数据保护委员会罚款3.1亿欧元 LinkedIn因违反欧盟《通用数据保护条例》（GDPR）被爱尔兰数据保护委员会罚款3.10亿欧元（约合3.34亿美元）。调查始于2018年，法国非营利组织La Quadrature du Net提交投诉，指出LinkedIn广告数据处理方面存在问题。爱尔兰监管机构发现，LinkedIn在处理个人数据时未能遵守GDPR第6(1)条的法律依据要求。虽然LinkedIn声称一直遵守规定，但已被要求在规定时间内纠正数据处理方式。完整决定将在稍后公布。全球最大的在线招聘广告平台LinkedIn因其个人数据处理方式被爱尔兰数据保护委员会罚款3.10亿欧元（约合3.343亿美元）。此外，LinkedIn还收到了谴责，并被要求将其数据处理操作改为符合规定。调查揭示：未获用户许可的隐私数据处理根据爱尔兰DPC的调查，LinkedIn使用了未经授权的个人数据，用于定向广告服务。具体而言，LinkedIn在用户不知情的情况下，追踪他们的在线行为，以推送更加个性化的广告。LinkedIn声称其基于“用户同意”或“合法利益”作为法律依据进行数据收集，但经过调查，这些理由未能满足GDPR的严格标准。DPC指出，LinkedIn在数据收集过程中缺乏透明度，未能获得用户的明确同意，严重违反了GDPR的规定。自2018年8月起，欧洲官员开始调查LinkedIn的做法，这一调查源于法国非营利组织La Quadrature du Net的投诉。该投诉最初提交给法国数据保护机构，随后转交给负责LinkedIn的主要监督机构——爱尔兰数据保护委员会。爱尔兰数据保护局在其决定中指出以下几点：根据GDPR第6(1)条款，缺乏适当法律依据进行个人数据处理是对数据主体基本数据保护权利的严重侵犯。 GDPR要求数据处理必须遵循公平原则，即个人数据不得以损害、歧视、意外或误导数据主体的方式进行处理。透明性条款的合规确保数据主体在数据处理前完全了解处理的范围及后果，并能够行使其权利。完整的最终决定将在稍后公布。科技行业的警示这一事件不仅对LinkedIn构成打击，也为整个科技行业敲响了警钟。在当今数据驱动的世界中，越来越多的企业依赖于用户数据来提供个性化服务，如定向广告。然而，企业在处理个人数据时必须确保完全符合GDPR的要求，尤其是在透明度和用户同意方面。随着欧盟对数据保护的监管力度加大，所有在欧盟运营的科技公司都必须采取严格措施，确保数据处理合规，避免类似的处罚。未来展望：隐私保护将成重中之重此次事件表明，隐私保护将成为未来科技行业的核心议题。随着技术的进步，数据收集和分析变得更加复杂，企业必须加倍努力确保符合GDPR等法规的要求。这不仅需要定期进行隐私审查，还需要不断更新隐私政策，确保用户数据的安全使用。除此之外，企业还需加强对员工的培训，提升他们对数据保护的意识，以减少违规风险。 LinkedIn的案例揭示了数据隐私保护不容忽视的重要性。企业必须在透明度、用户同意和合法性之间取得平衡，否则将面临法律和声誉的双重打击。随着监管环境的日益严格，科技公司只有通过主动合规，才能在未来的市场中立于不败之地。

Linkedin
2024年10月24日
Linkedin

LinkedIn推出三款新职场小游戏，旨在增强职业网络互动为了增加用户参与度并提供创新的网络解决方案，LinkedIn正式推出了三款新的职场小游戏：Queens、Crossclimb和Pinpoint。这些游戏自今日起在全球范围内提供，旨在通过逻辑、知识竞赛和词语联想测试来增强职业网络体验。 Queens游戏灵感来源于数独，挑战玩家在不重叠的情况下策略性地放置皇冠，促进逻辑思维和策略规划。Crossclimb是一款基于知识的填字游戏，玩家需要根据给定的线索通过更改一个字母来形成新词，测试他们的词汇灵活性和常识。最后，Pinpoint游戏类似于《纽约时报》的Connections游戏，要求玩家发现给定词语之间的联系，增强他们的联想思维和词汇能力。 Pinpoint是我们的词语联想游戏。网格中有五个词，你的目标是猜测（或者敢说是精准定位！）这些词的共同类别。但有一个转折：这五个词是隐藏的，一次只揭示一个。你希望尽可能少的揭示就猜到类别。 Queens是我们的逻辑游戏。这里的目标是在网格中填满皇后（?），使得每一行、每一列和每一区域中只有一位——且皇后之间不相接触。总有一个正确答案，而且总是可以不用猜测就能解决。当然，这也是一场与时间的赛跑！ Crossclimb是我们的知识问答游戏。可以将其看作是填字游戏和词梯的结合：你需要利用你的知识问答和词汇知识来填写词梯中的单词。在你填写单词的同时，你会重新排列它们，使梯子中的每个词只有一个字母不同——这将解锁两个最终线索以赢得游戏。我们设计每款游戏只需几分钟，完全可以融入你的工作日程——无论是在通勤时准备思维，还是在会议间隙进行快速的心理休息，或是在漫长的一天后放松。每天只有一版每个游戏，由世界顶级的谜题制作者精心制作：我们的每日Pinpoint和Crossclimb由今年的美国填字游戏锦标赛冠军、LinkedIn的游戏编辑Paolo Pasco创建。而我们的Queens网格将由一系列才华横溢的创作者制作，本月的网格由三届世界数独冠军Thomas Snyder制作。 LinkedIn新闻部的副总裁兼总编辑Dan Roth强调了这些游戏对职业互动的价值。“游戏是一种有趣轻松的方式，可以帮助我们的用户维护他们网络中的联系，”Roth解释说。他指出，虽然这些游戏设计为轻松互动，但也具有加强职业联系的更大目的。这些游戏已整合到平台中，用户可以通过直接链接或通过负责开发这些游戏的LinkedIn新闻部门访问。尽管目前这些游戏独立于微软的游戏运营，LinkedIn内部团队在进一步开发这些互动功能方面看到了巨大的潜力。 LinkedIn北美执行编辑Laura Lorenzetti针对可能对工作场所分心的担忧进行了回应。“这些游戏故意设计得简短，并且每天限玩一次，以尽量减少干扰的同时最大化参与度，”她说。这种方式确保游戏既有趣又不会影响职业生产力。随着LinkedIn继续扩展其内容和参与策略，这些游戏代表了一种新颖的方式，促进平台上用户的互动。通过将职业网络和互动游戏的世界结合起来，LinkedIn不仅增强了用户体验，还为职业环境中的互动内容树立了新的标准。

Linkedin
2024年05月01日
Linkedin

What is Employer Branding? 根据前亚马逊CEO杰夫·贝佐斯的说法，“你的品牌是当你不在房间里时人们对你的评价。”对我们这些在招聘领域的人来说，你的品牌是求职者和潜在候选人在线上阅读关于你的信息、在你的网站和社交媒体上看到的内容，以及从你现在的员工那里在Glassdoor等网站上听到的信息。所有这些，还有更多，构成了你的雇主品牌。在这篇博客文章中，我们深入探讨了良好的雇主品牌战略的基本原理，并分享了如何将雇主品牌融入你的招聘工作的提示。 According to former Amazon CEO Jeff Bezos, “Your brand is what people say about you when you’re not in the room.” For those of us in the recruiting space, your brand is what job seekers and potential candidates read about you online, see on your website and social media, and hear about from your current employees on sites like Glassdoor. All of this, and more, is what makes up your employer brand. In this blog post, we dig into the fundamentals of a good employer branding strategy and share tips on how you can incorporate employer branding into your recruitment efforts. Defining Employer Branding Employer branding is the intentional management of an organization’s reputation and value proposition amongst current and prospective employees. In other words, it refers to efforts made by members of an organization (most often, recruitment and talent acquisition teams) to cultivate a positive image of their company’s brand, both internally and externally. Having a strong employer brand increases your credibility with job seekers, reduces company turnover, and can dramatically reduce your cost-per-hire. According to LinkedIn, among small to mid-size businesses, 72% of recruiting leaders worldwide agreed that employer brand has a significant impact on hiring. Image via @HubSpot on Instagram Their research also shows that having an employer branding strategy has an impact on their business’ bottom line, with a 50% reduced cost-per-hire, 50% more qualified job applicants, and a 28% reduced employee turnover. Numbers don’t lie: employer branding can have a significant impact on your business’ overall reputation, as well as your entire recruitment funnel. When job seekers can get a glimpse into what it’s like to work at your company, read reviews from current and past employees about their experiences, and see your brand’s initiative to share your culture outside of your business’ walls, they become attracted to your brand’s online presence. From there, it becomes that much easier for your recruiting team to engage those qualified job seekers, convert them into candidates, and, eventually, hire them into your organization. Who’s Responsible for Employer Branding? Employer branding, from an internal perspective, is culture, and culture is the responsibility of every leader and every employee within an organization. It requires input and, ultimately, buy-in from everyone throughout the organization. When you have a culture that your entire company believes in, people outside of your company will start to believe in it too. The implementation and execution of an employer branding strategy, however, remains largely the responsibility of the organization’s talent acquisition team. Why? Because talent acquisition and recruitment teams know their organization, and their ideal candidates, best. As such, they play a major role in helping to shape, share, and maintain the message of their organization’s employer brand. It’s up to them to understand how their organization is viewed (both internally and externally), to create and circulate a positive identity with current employees and stakeholders, and to craft a strategy around communicating that employer brand identity outside the walls of the company. This can be done in a few ways, from utilizing social media as a recruiting tool to elevating job descriptions to showcase company culture and perks, as well as engaging with reviews left on sites like Glassdoor. In some cases, like social media, it will make sense to team up with your organization’s marketing team to ensure that your messaging is aligned with theirs. By doing so, you‘ll be able to work together to achieve both teams’ goals. Building an employer brand is no easy task – it requires research, testing, and optimization. But in the end, it can become a main driver of applications from candidates who are excited to work at your organization. How to Build Employer Branding into the Recruiting Process In many ways, your employer branding is the recruiting process. Candidates have the power to research your organization, look up reviews, and even talk to current employees – all without ever contacting a recruiter or clicking on a job posting. When it comes to employer branding within the recruiting process, there are various moving pieces to pay close attention to, including: Cultivating an employer brand presence on social media: Become a champion of your own company culture, and make sure that job seekers who research your brand’s social presence (pssst…a lot of them will!) get a clear, accurate picture of what it’s like to work at your company. Improving and optimizing your corporate careers site: Despite the rise of social media, most candidates still visit a company’s corporate career site to learn more about their culture and the type of work they do, and to look for potential employment opportunities. Put your best foot forward with high-quality employee testimonial videos, office photography, and an accurate description of who your company is. Responding to employee reviews: Our research has found that on average, a higher Glassdoor rating leads to an almost ~50% increase in application conversion rates. Replying to every employee review your organization has on Glassdoor, whether positive or negative, can have a massive impact on the likelihood that job seekers will see, click on, and apply to your jobs. Ensuring a positive candidate experience: Word travels fast in the age of the Internet, and if a candidate has a poor experience during your hiring process, they’ll likely share their negative feelings. Continuously audit your hiring process for potential roadblocks, communicate timelines and expectations clearly with candidates, and ensure that even candidates who don’t receive an offer feel positive about their experience. And, like any other organizational initiative, employer branding efforts should be continually measured and improved. Common metrics include: Candidate and new hire satisfaction with the hiring process Cost-per-hire Time-to-hire Quality of hire (like new hire retention, hiring manager satisfaction) Number of applicants Employee retention rates Employee engagement scores Social media sentiment Number of social media followers Traffic to corporate career site Review site ratings (like Glassdoor and Indeed) eNPS (employee Net Promoter Score) Placement on employer ranking sites New hire interviews Employee exit surveys But don’t worry – you don’t need to measure every metric we’ve listed here (unless you want to, of course!). Where possible, set benchmarks ahead of the launch of your employer branding program, so you can later measure against the specific metrics that are most valuable to your organization. Connect these chosen metrics to your recruiting goals, and don’t forget to pay attention to post-hire measures of quality, such as new hire retention and employee satisfaction. Why Investing in Employer Branding Matters Across the board, one of the biggest obstacles that candidates come up against during their job search is not knowing what it’s like to work for an organization (LinkedIn). Think about it: you stumble on a job title you’re interested in, read the job description, and might come away knowing more about the position…but nothing about the company that position is for. So, you do a quick Google search, read a few positive (and, likely, a few negative) company reviews, visit the company’s social media (where they showcase their marketing efforts), and take a look at the careers page (which hosts their other various open positions). And still, you’ve learned nothing about the company’s values, culture, or what it might be like to join the team. Often, this can keep good-fit candidates from ever clicking on the “Submit Application” button. Your reputation plays a key factor in helping candidates take that final step to enter your recruitment pipeline. Having a positive reputation leads to more interest in your company, lower recruitment costs, and an employer brand and culture that your employees can rave about. By investing in employer branding, you can improve both your bottom line, as well as the overall culture of your organization.

Linkedin
2024年04月05日

Linkedin

Bullhorn Acquires Mployee to Help Recruitment Agencies Accelerate Their Digital Transformation Journey Bullhorn's acquisition of Mployee will undoubtedly contribute to the digital transformation journey of recruitment agencies. By joining forces, Bullhorn will be able to leverage Mployee's expertise to enhance their offerings and provide agencies with the tools and technologies they need to thrive in the digital age. The addition of this technology will help Bullhorn deliver an end-to-end enterprise solution for customers on the Salesforce platform BOSTON,Jan. 5,2024 Bullhorn®, the global leader in software for the staffing and recruitment industry, today announced its acquisition of Mployee, a provider of Salesforce-based solutions for recruitment agencies, which is headquartered in the Netherlands. Mployee’s technology will accelerate Bullhorn’s vision to deliver a full, end-to-end, enterprise solution for Bullhorn customers using the Salesforce platform. Mployee expands Bullhorn’s Salesforce-based enterprise offerings Uncertainty over the economy, pricing pressure, and fewer job orders have all forced the recruitment industry to streamline internal operations as much as possible this year. Centralizing all recruitment activity on a single platform helps agencies gain those efficiencies. As a result, Bullhorn has seen a significant increase in adoption of the Salesforce platform, especially in Europe. It is now the largest independent software vendor (ISV) for Salesforce serving the recruitment industry. Bullhorn revenue on the Salesforce platform has grown at an average annual rate of nearly 30% since 2019. Bullhorn products on the Salesforce platform are currently used across 40 countries, including by four of the five largest global recruitment agencies. By combining Mployee’s middle-office capabilities with Bullhorn’s front-office, Bullhorn can offer a true enterprise-grade, end-to-end solution built on the Salesforce platform. This solution will help solve a myriad of front- and middle-office challenges inhibiting agencies’ growth and differentiation. Together, Bullhorn and Mployee will help global recruitment agencies excel “We’ve seen tremendous growth in customers using Bullhorn for Salesforce globally in recent years, and this acquisition will help us better support those agencies throughout the world in delivering more efficient middle-office operations,” said Matt Fischer, President and Chief Operating Officer at Bullhorn. “We’re excited at the potential of combining Mployee’s offerings with Bullhorn for Salesforce to deliver a full, end-to-end solution.” “We’re very excited to join Bullhorn to further our efforts to drive the digital revolution of the staffing industry,” said Mployee CEO Karen Weebers. “Bullhorn has the resources to invest in Mployee’s product roadmap and bring our solutions to even more recruitment agencies.” About Bullhorn Bullhorn is the global leader in software for the staffing industry. More than 10,000 companies rely on Bullhorn’s cloud-based platform to power their staffing processes from start to finish. Headquartered in Boston, with offices around the world, Bullhorn is founder-led and employs nearly 1,500 people globally. To learn more, visit www.bullhorn.com or follow Bullhorn on Linkedin or X. About Mployee Mployee is a leading front and mid office solution for the staffing and recruitment sector. The company has established a strong market position and is recognized as a rapidly growing technology company in the Netherlands by Deloitte Fast 50 and Main Software 50. Mployee has proven itself as an innovative player in the industry, with a commitment to optimizing workforce management. SOURCE Bullhorn

Linkedin
2024年01月10日
Linkedin

Public Insight Releases Fall Update of TalentView Solution Public Insight, a leading provider of talent management solutions, has announced the release of its Fall update for the TalentView solution. This update brings new features and enhancements designed to further support organizations in managing their talent effectively. Zip Code Analysis, LinkedIn® Data, Shift and Benefit Reporting Provide Hyper-Targeted Talent Intelligence for Recruiting and Business Development (Akron, OH) Dec. 21,2023 Public Insight announces the fall release of its TalentView job market data and analytics solution. New features and capabilities such as zip code analysis and 3D mapping, LinkedIn organizational data, and shift and benefit reporting provide a unique level of hyper-targeted talent market intelligence for recruiting and business development. Granular analysis is available for over 160 talent market metrics. The number of organizations available in employer analysis and benchmarking has increased from 400,000 to 1.7 million. TalentView insights inform and justify recruiting decisions and influence hiring manager discussions. Use cases for identifying prospective companies to target, expanding product/service offerings, benchmarking, competitive intelligence and content development support business development strategies. Key Feature Highlights of the Fall Update of TalentView Zip Code Analysis and 3D Mapping – Job postings can now be analyzed at the zip code level generating more targeted regional insights for posting volume, turnover, supply and demand, and compensation. Job postings were previously analyzed at the metro (CBSA) level. This level of targeting will help inform sourcing strategies and improve ability to fill jobs. 3D mapping provides a quick, visual way to understand posting activity by specific locations. In the example below, nurse posting volumes and reposting rates in CA are analyzed over time. LinkedIn Organization Data – The addition of LinkedIn data increases the number of organizations in TalentView reporting to 1.7 million. Indeed® and Glassdoor® company data for postings and reviews/ratings has been mapped to LinkedIn organizations. These organizations cover 95% of job posting activity in the U.S. In addition to the posting volume, supply and demand, time-to-fill and compensation analysis available by employer in TalentView, LinkedIn data provides more volume, depth and details to employer analysis. This enhances the ability to do targeted employer selection, analysis and benchmarking. Organizational reporting now includes specialty tags, multiple locations, LinkedIn follower counts and more. Reports include LinkedIn profile and company website links. Employer Analysis Use Cases TalentView insights have several use cases for sales, account management, recruiting, benchmarking, competitive intelligence and content development: Target prospective companies by company size, type and location for business development Add insights to expand product/service offering and increase revenue Justify recruiting decisions and prepare for hiring manager discussions Share client/competitor/market insights and trends with clients Utilize employer insights as content for recruitment marketing and social media Benchmark employer job/talent market KPIs over time and against competitors and the industry (including employer brand and DEI ratings) Utilize employer, competitor and industry benchmarks to supplement HR/Executive reporting Utilize employer, competitor and industry benchmark in new business pitches Analyze who and where competitors are hiring to understand their growth strategies and direction Shift and Benefit Reporting – Analysis and reports for job posting volumes, supply/demand and compensation can be created at the shift, schedule and benefit category levels. This capability is beneficial for companies and solution providers that recruit candidates that work in job shifts or schedules, such as those in healthcare, manufacturing and transportation. Benefits reporting provides a more holistic understanding of competitive job postings and trends related to new benefit offerings. In the example below, nurses’ compensation is analyzed by shift over time. Ad Indicators – Advertising indicators from Indeed job postings are now captured and analyzed. These include: Sponsored Ad, Quick Apply and Fair Chance Job. Sponsored ads can help identify which companies have job titles that may need to be filled more quickly and have budget to spend on filling them. Quick Apply jobs may indicate a company doesn’t have an ATS or may need recruitment marketing services. Fair Chance Jobs could be a competitive advantage for companies recruiting alternative sources of candidates and it is helpful to see these trends over time. Integrated KPI Reporting – Analyze over 160 KPI metrics easily and quickly using the new visualization with integrated tables and KPI metrics. In the example below, registered nurse posting volumes, reposting rates, compensation, and urgency rates are analyzed over time by simply clicking on the table row. “This release enables our most targeted and granular level of analysis yet to report on 160 talent market metrics,” explains Dan Quigg, Public Insight Chief Executive Officer. “Several new features were customer driven, which is yet another indicator of market demand for hyper-targeted talent market intelligence for decision making,” adds Quigg. About TalentView TalentView integrates and transforms jobs, talent and labor market data from Indeed®, Glassdoor®, LinkedIn® and government agency publications into strategic insights. Hyper-targeted market intelligence helps solution providers with business development and practitioners to inform and justify recruiting decisions. TalentView market insights are provided via reports and dashboards in our analytics platform and data integration with third party applications. SOURCE Public Insight

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2024年01月10日
Linkedin

LinkedIn就其401(k)退休计划管理违反《雇员退休收入安全法案》(ERISA)的指控达成了675万美元的和解 LinkedIn就其401(k)退休计划管理违反《雇员退休收入安全法案》(ERISA)的指控达成了675万美元的和解。此案件涉及原告指控LinkedIn在管理其401(k)退休计划时，因管理不善导致计划成本高昂和投资回报率低。尽管LinkedIn未承认任何不当行为，但公司同意支付和解金以解决这些指控。此和解适用于2014年8月14日至2020年7月1日间LinkedIn 401(k)利润分红计划的参与者、受益人及替代支付人。最终审批听证会预计在2023年11月16日举行。该案件突显了大型企业退休计划管理中的法律风险和责任。 LinkedIn 同意支付 675 万美元，作为集体诉讼和解的一部分，以解决有关其违反《员工退休收入保障法》(ERISA) 的指控ERISA) 对其 401(k) 退休计划管理不善。该和解协议使在 2014 年 8 月 14 日至 2020 年 7 月 1 日期间参与该计划的 LinkedIn Corp. 401(k) 利润分享计划和信托的参与者、受益人和替代收款人受益。 ERISA 集体诉讼中的原告声称，LinkedIn 对 401(k) 计划管理不善，允许参与者支付不合理的费用，并选择成本高、表现不佳的投资，而不是更可靠的选择。据称，这些行为导致参与者的投资价值损失。 LinkedIn 尚未承认有任何不当行为，但同意支付 675 万美元和解，以解决 ERISA 集体诉讼。根据 LinkedIn 和解条款，集体成员可以根据其 401(k) 账户信息（例如年终账户余额）获得一定比例的和解资金。拥有活跃账户的集体成员将收到其应得的和解份额，作为其个人投资账户的存款。前参与者、受益人和替代收款人将以支票或符合税务资格的展期形式收到他们在和解中的份额。该和解没有排除期限。异议截止日期为 2023 年 10 月 17 日。和解协议的最终批准听证会定于 2023 年 11 月 16 日举行。当前参与者、受益人和替代收款人无需采取行动即可从 LinkedIn 集体诉讼和解中受益。前参与者、受益人和替代收款人确实需要采取行动，并且必须在 2023 年 11 月 10 日之前提交索赔，才能收到其和解份额。谁有资格 2014年8月14日至2020年7月1日期间参与该计划的LinkedIn Corp. 401(k)利润分享计划和信托的参与者、受益人和替代收款人. “在 LinkedIn，我们致力于为员工提供构建他们想要的未来的机会。虽然我们不同意 LinkedIn 前 401(k) 计划的法律问题中提出的主张，但我们认为和解是最好的前进道路，”该公司发言人在一份电子邮件声明中表示。

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2023年12月18日
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David Green：The best HR & People Analytics articles of November 2023 November has been a month of travel to three continents where I’ve attended and spoken at four events, learned a lot about how companies are using people analytics, AI and machine learning in HR, and met a lot of talented HR professionals. The month started in Chicago, where Berube, Derek, Jack Liu and their team hosted North American member companies of the Insight222 People Analytics Program at McDonalds’ iconic Hamburger University. Two weeks later I was in Barcelona for Workday Rising EMEA, where I spoke on stage with Caroline O'Reilly, GM Workday Analytics, about the future of people analytics and workforce planning in the age of AI, and also did a book signing of Excellence in People Analytics. On the following day, also at Rising, I had the pleasure of presenting findings from the recently published Insight222 People Analytics Trends 2023 study. For more on the takeaways from Workday Rising EMEA, read this edition of the Digital HR Leaders newsletter, and check out the series of articles by Alexandra Nawrat on the UNLEASH blog such as AI regulation is like the movie Everything Everywhere All At Once. I’ve just returned from Copenhagen where the final in-person Peer Meeting of 2023 took place for European member companies of the Insight222 People Analytics Program, where attendees explored in depth two topics that are critical to the success of people analytics – influence and value. Thanks to Alan Susi, Kevin Erikson and Claude-Alain Descloux, and Lucie Vottova for sharing some of the brilliant work they are doing at S&P Global, Novartis and ING respectively. Tomorrow, I will embark on my final trip in November – to India, where I will be speaking on People Analytics 2.0: Unlocking the Transformative Power of Data and AI in HR at the Indeed FutureWorks event in Bangalore. November travel snapshots Benchmark your organisation against the Leading Companies in People Analytics As previewed above, November also saw the release of the fourth annual Insight222 People Analytics Trends study, which this year was informed by a survey of 271 global organisations. In addition, we’ve also developed the Leading Companies Diagnostic, which enables you to get a personalised report into how your organisation rates against Leading Companies in People Analytics. Take the Leading Companies Diagnostic here. Insight222 Leading Companies People Analytics Diagnostic Looking for a new role in people analytics or HR tech? Before we get to this month’s collection of resources, I’d like to once again highlight the wonderful resource created by Richard Rosenow and the One Model team of open roles in people analytics and HR technology, which now numbers nearly 500 roles. This is another indicator of the continued growth in the field. 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 (including those in the Comments below). If you enjoy a weekly dose of curated learning (and the Digital HR Leaders podcast), the Insight222 newsletter: Digital HR Leaders newsletter is published every Tuesday – subscribe here. PEOPLE ANALYTICS JONATHAN FERRAR, NAOMI VERGHESE, AND HEIDI BINDER-MATSUO - Investing to Deliver Value: A New Model for People Analytics | Article | Full Report | Diagnostic People analytics continues to grow despite a challenging global economy. This is one of four key findings from the fourth annual Insight222 People Analytics Trends study. The other three are: (1) Measuring and delivering value, from people analytics efforts, is key for the impact of the function. (2) Developing relationships with C-suite and senior stakeholders is essential to deliver on key business priorities. (3) There are eight defined characteristics that Leading Companies display to create impact (see FIG 1). Every people analytics function, in any organisation, can now diagnose themselves against these eight characteristics. The Insight222 Leading Companies Model (see FIG 2) will help CHROs and people analytics leaders understand their current position and pinpoint the characteristics that will enable them to deliver more value. Kudos to my colleagues and authors of the report: Jonathan Ferrar, Naomi Verghese, and Heidi Binder-Matsuo, as well as the practitioners who contributed case studies: Jane Puckey, James Reynolds, Sharon Doherty (she/her), Alan Susi, Jaesun HA, Laura Wright Shubert, and Eden Britt. FIG 1: The eight characteristics of Leading Companies. Source: Insight222 People Analytics Trends Report 2023 FIG 2: Leading Companies in People Analytics Model Source: Insight222 People Analytics Trends Report 2023 HEIN KNAPPEN - Boosting Growth: How People Analytics Elevates Enterprise Value Hein J.M. Knaapen, formerly chief human resources officer at ING and now Managing Partner, Europe at CEO.works, provides a compelling narrative on the profound impact of people analytics on business success. Hein sets out that when used effectively, people analytics (1) Uncovers strategic opportunities driven by effective people management. (2) Provides actionable insights into performance challenges. (3) Enhances employee engagement and productivity. (4) Establishes a robust link between business needs and HR solutions. People analytics helps build a more solid bridge between business needs and HR interventions. It values evidence over assumptions. It moves HR professionals from supporting the overall business to providing specific, data-driven solutions to true business challenges. AMIT MOHINDRA - Shapely Values: Game Theory in People Analytics Amit Mohindra is one of the pioneering practitioners in people analytics, having led functions in companies including Apple, McKesson and Wayfair, lectured on people analytics at Stanford, and published a number of thoughtful articles such as the seminal Three "Laws" of Workforce Analytics. In his latest piece, Amit explores how people analytics can benefit from the connection between cooperative game theory and machine learning, and provides an example of a force plot (see FIG 3): “The red sections represent the factors that push attrition risk higher, and the blue sections are the mitigating factors pushing attrition risk lower. The base value is the average attrition risk in the dataset and is, therefore, the same in both plots.” Explaining AI models, especially via compelling visualizations, builds comfort with and confidence in people analytics among decision-makers in HR and the business that drives adoption and improved talent, customer, and operational outcomes FIG 3: Source – Amit Mohindra JAPNEET KAUR AND NITIN RAZDAN - People analytics maturity in India The country I receive the most enquiries about people analytics from is India. The progress of people analytics in the country is significant as this study by Deloitte’s Japneet Sachdeva and Nitin Razdan finds. Their research highlights four findings: (1) In the last 12 months Indian companies have shifted to realise value from people analytics across multiple dimensions, including individuals, teams, organisation, and society. (2) There is a significant shift in priorities from attrition last year to retention, well-being, and skills in 2023. (3) There is some hesitation around analytics and AI taking over decision-making from humans. (4) There is curiosity and enthusiasm around Gen AI and its potential in the People Analytics space. FIG 4: The four levels of shared value (Source: Deloitte India) MATTHEW HAMILTON - Do you understand probability better than a second grader? | LYDIA WU - People Analytics’ Awkward Place on Org Charts | STEPHANIE MURPHY – From Theory to Practice: Insights on the Future of People Analytics | KAI WEHMEYER - How Bertelsmann Group is Accelerating HR Transformation with People Analytics | ALLIE NAWRAT AND JULIEN LEGRET - Cartier HR data director: People analytics is a business necessity SEBASTIAN SZACHNOWSKI - This is the Last Call: Data Literacy for HR November has seen a slew of articles published by current and recent people analytics leaders, which typically act as a spur and inspiration for the field. Six are highlighted here: (1) Matthew Hamilton, head of people analytics and HRIS at Protective Life, writes on the important of data literacy and probabilistic thinking to driving value from people analytics. (2) The prolific Lydia Wu continues her excellent ‘Oops, did I think that out loud’ series with an article on the vagaries of where people analytics resides in the organisation structure. (3) Stephanie Murphy, Ph.D. formerly the people analytics leader at Dell, answers ten questions for HRForecast related to the future of people analytics including the challenges and potential ethical concerns, and the role of people analytics in the future. (4) Kai Wehmeyer, Senior Vice President of Corporate HR Strategy & Systems at Bertelsmann shares his experience on effecting meaningful HR change in large, complex organisations. (5) Julien Legret shares aspects of the people analytics journey at Cartier with Alexandra Nawrat of UNLEASH. (6) Sebastian Szachnowski, Head of People Analytcis at Volvo Group, examines why HR professionals need to be more data literate, the skills they need, and how they can grow these skills. Insights require action; otherwise, you are undertaking a costly science experiment GENERATIVE AI AND THE FUTURE OF WORK BCG AND THE WORLD FEDERATION OF PEOPLE MANAGEMENT ASSOCIATIONS - Creating People Advantage 2023: Set the Right People Priorities for Challenging Times Article | Full Report Boston Consulting Group (BCG)’s bi-annual Creating People Advantage collaboration with the World Federation of People Management Associations (WFPMA) is consistently one of the best studies in our field. The 2023 edition continues this rich vein of quality. Two findings that stand out from the report are: (1) Only 35% of HR professionals agree that their company’s people management function is using relevant digital technologies. (2) Just 30% say that HR is using data and analytics to anticipate people challenges. This is despite People and HR strategy, planning, and analytics, being ranked as the #1 future people management topic (see FIG 5). There is a ton of insights in the report’s 28 pages, which includes a powerful visualisation (see FIG 6) of 32 people topics sorted by prioritisation. The report also outlines five recommendations for people management leaders to adopt to prepare for challenging times: (1) Leverage data to accurately plan for talent supply and demand. (2) Get better at talent acquisition. (3) Invest in upskilling and reskilling the current workforce. (4) Unlock value through AI. (5) Focus on change management and organizational development. A must read for any HR leader or professional. Kudos to the authors: Jens Stefan Baier, Vinciane Beauchene, Julie Bedard, Jean-Michel Caye, Dr. Philipp Kolo, Fang Ruan, Alexander Alonso, PhD SHRM-SCP, Anthony Ariganello, Kai H. Helfritz, Bob Morton, Chartered CCIPD, Lucas van Wees, and Wilson Wong. FIG 5: Ranking of future importance of nine people management topics (Source: BCG) FIG 6: The most pressing priorities for people leaders (Source: BCG) KATHLEEN HOGAN – Microsoft’s Chief People Officer shares how AI will impact workers | What Can Copilot’s Earliest Users Teach Us About Generative AI at Work? Two articles by Kathleen Hogan, chief people officer at Microsoft. In the first article, for Fast Company, Kathleen outlines three elements for companies to realise the benefits of AI for employees quickly: fostering an agility-based culture, reimagining how we work, and investing in deeper human skills. In the second article, Kathleen unveils the impact on productivity, creativity, and time of Copilot’s earliest users, with 70% saying they were more productive, 68% saying it improves the quality of their work, 64% saying that it helped them spend less time processing email, and 85% saying it helps them get to a good first draft faster (see also FIG 7). AI is the defining technology of our time, creating a massive paradigm that will transform the way we work with even greater impact than the introduction of the PC FIG 7: Copilot makes people more productive and creative, and saves time (Source: Microsoft) PAUL LEONARDI - Helping Employees Succeed with Generative AI Paul Leonardi unveils his STEP framework, which comprises four interrelated activities designed to help employees take advantage of new technologies: (1) segmenting tasks for either AI automation or AI augmentation; (2) transitioning tasks across work roles; (3) educating workers to take advantage of AI’s evolving capabilities; and (4) evaluating performance to reflect employees’ learning and the help they give others. Paul also highlights learnings from three companies that have adopted the STEP framework, including trusting employees to experiment, creating the right conditions for learning, and rethinking workforce planning. For more from Paul, tune in to his conversation with me on the Digital HR Leaders podcast: How To Help Your Teams Develop A Digital Mindset. Because AI tools are constantly evolving, employees can’t learn new skills once and be done. JOHANNES SUNDLO - 307 ChatGPT Prompts for CHROs | BERNARD MARR - How Data And AI Are Reshaping Contemporary HR Practices Two helpful resources for HR leaders and professionals looking for practical guidance on incorporating generative AI into their work. (1) In an article from his FullStack HR blog, Johannes Sundlo sets out 307 ChatGPT prompts for CHROs covering topics such as organisational design and people strategy, recruitment, engagement and retention, learning and development, performance management, compensation, talent management, culture and engagement, workforce planning and analytics, change management and HR tech. (2) Bernard Marr writes about the rise of ‘intelligent HR’ in areas such as people analytics, recruitment, and performance management. Intelligent HR is the strategic application of data, analytics, and artificial intelligence (AI) in human resources to improve decision-making, streamline operations, and create a better workplace experience. THE EVOLUTION OF HR AND DATA DRIVEN CULTURE JONATHAN GORDIN, SHARI CHERNACK, KAREN SHELLENBACK, AND YAMILE BRUZZA | MERCER - Evolving the CHRO role in a rapidly changing world of work Forty-one percent of CHROs wish they had had a greater depth of knowledge in people analytics before stepping into their roles (see FIG 8). That is the one of the standout findings from Mercer’s recently published 2023 CHRO report. Many CHROs also conceded that they wish they had assumed the role with a greater understanding of business and strategy: “The ability to understand the business you are in is critical to success as a CHRO — the people strategy must be an extension of the business strategy.” The report, which was written by Jonathan Gordin, Shari Chernack, Karen Shellenback, and Yamile Bruzza, also digs into the growing importance of technology and analytics including the need for CHROs and their leadership teams to upskill themselves and act as role-models in areas such as data literacy, how the CHRO role will evolve (see also FIG 9), actions to develop HR leaders, and key attributes of CHROs. FIG 8: What CHROs wished they’d known more about before assuming their roles (Source: Mercer) FIG 9: How the CHRO role will evolve (Source: Mercer) DAVE ULRICH, NORM SMALLWOOD, AND MIKE PANOWYK - Using Human Capability Information to Upgrade Business Decisions Dave Ulrich, Norm Smallwood, and Mike Panowyk present their work on Governance and Guidance for Growth through Human Capability (G3HC). The article details their six-step framework (see FIG 10), which is built on gathering relevant human capital and business information and data to inform decision making in eight specific business use cases including board meetings, strategy discussions, and mergers, acquisitions, and divestitures. As ever, the guidance offered is insightful and practical, and even provides a helpful table of Dos and Don’ts for each of the six steps in the framework (see FIG 11). FIG 10: Information choices to improve human capital (Source: Dave Ulrich et al) FIG 11: G3HC Information Dos and Don’ts (Source: Dave Ulrich et al) WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS SIMMI MEHTA, KEVIN MOSS, AND DHRUV PATEL - Meet business outcomes by evolving to strategic workforce planning Article | Report A helpful report by Simmi Mehta, Kevin Moss and Dhruv Patel of Deloitte to highlight their partnership with Anaplan and provide guidance to organisations on how they can pivot from operational to strategic workforce planning. The report explains how these two processes are interconnected, and outlines the considerations required to evolve to SWP (see FIG 12). Thanks to Brian Heger for highlighting this resource in his excellent Talent Edge newsletter. FIG 12: Considerations to evolve to Strategic Workforce Planning (Source: Deloitte) SIMON BRADBERRY AND BRUCE MORTON - Unlocking the Potential of a Skills-Based Organization In their article for MIT Sloan Management Review, Simon Bradberry and Bruce Morton present their Workforce Target Operating Model (see FIG 13), which is assembled around four components: (1) The Workforce Business Partner (“…a senior and experienced individual, able to deconstruct roles into tasks and, where appropriate, look for automation opportunities, such as using AI). (2) The Workforce Acquisition Manager (“The WAM owns the execution for all hiring for their business area across all channels to market.”). (3) The Change Manager. (4) Sourcing. The authors then outline how the Workforce TOM is backed by a simplified workforce technology ecosystem and also provide examples illustrating real-world successes with the approach. FIG 13: Workforce Target Operating Model (Source: Simon Bradberry and Bruce Morton) ROBERT MOTION AND COLE NAPPER - What’s Old is New: The Quest for Excellence in Workforce Planning As Robert Motion and Cole Napper highlight in their treatise on the topic, workforce planning is both an art and a science that has its root in data and strategy. Their article offers six lessons on the topic: (1). Strategy is hard, but that doesn’t make WFP impossible. (2) Workforce planning can both help fight and respond to the Wall Street earnings cycle pressure. (3) Process is necessary, but don’t overdo it. (4) Analytics is and will continue to be king. (5) Winning the war for talent requires Talent Intelligence. (6) We can’t fall in love with our own ideas. As WFP practitioners, influencing with data is THE key to gaining credibility with the business. It shows that WFP is not “touchy-freely HR”, but data-driven and quantified. EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING KEN MATOS AND DIDIER ELZINGA - 7 charts that define the employee experience in 2023 | ANTONIO PANGALLO AND SARAH MARRS - The 5 employee experience trends redefining work in 2024 Two insight and data rich studies on the key trends in employee experience from two of the leading employee survey technology companies in the field. In the first article, Kenneth Matos and Didier Elzinga of Culture Amp explore the current EX trends, what employees need to connect with their work, and how companies can step up. They also provide some powerful visualisations including a breakdown of engagement by country and industry, the key drivers of engagement, and what successful companies are doing right (see FIG 14). In the second article, Antonio Pangallo, Ph.D. and Sarah Marrs highlight five key trends that emerged from Qualtrics’ 2024 EX Trends report: (1) Employees would rather AI assist them than manage them (see FIG 15). (2) Frontline employees are the most unhappy, poorly supported, and least trusting of leadership. (3) The new-job honeymoon phase has vanished. (4) Employees don’t mind if you monitor their work messages and emails. They want to be heard! (5) Some time in the office is better than none — just not 5 days. FIG 14: What successful companies are doing right in employee experience (Source: Culture Amp) FIG 15: Source - Qualtrics The more positive you feel about your organisation, the more likely you are to believe that it will use AI for your benefit LEADERSHIP AND CULTURE TOMAS CHAMORRO-PREMUZIC - How to Strengthen Your Curiosity Muscle The opening keynote at the recent Workday Rising EMEA event in Barcelona by Dr Tomas Chamorro-Premuzic was based on his recently published book, I, Human: AI, Automation, and the Quest to Reclaim What Makes Us Unique, which I highly recommend. Tomas is a prolific writer, and in one of his recent articles, for Harvard Business Review, he writes about one of the most critical and sought after dimensions of talent: curiosity – a skill that is vital for leadership effectiveness, learning, and career development. In the article, Tomas shares five recommendations to develop our curiosity muscle: (1) Ditch all excuses. (2) Find the right angle. (3) Change your routine. (4) Experiment. (5) When bored, just switch. For more from Tomas, please tune in to his recent conversation with me on the Digital HR Leaders podcast: How AI Can Unlock Human Potential and Make Work More Meaningful. While we may not know what tomorrow’s jobs will be, employees’ motivation and ability to upskill and reskill for those jobs will significantly increase if they are curious. MICHAEL ARENA - The Disruptive Nature of Small, Cohesive Teams Jeff Bezos attributes much of Amazon’s ability to innovate at speed to ‘two-pizza teams’: “We try to create teams that are no larger than can be fed by two pizzas. We call that the two-pizza team rule.” In his article, Michael Arena explains the science behind why when operating in the right conditions, cohesive teams are able to move faster and innovate more boldly, and goes on to provide an example of a one of the marketplace leaders in AI (see FIG 16). He shares five ways to maximise cohesion and so foster speed and disruption: (1) Limit team size. (2) Streamline communication. (3) Encourage entrepreneurial activity. (4) Ask challenging questions. (5) Stimulate critical thinking. FIG 16: Example of how a marketplace leader in AI operates with small, cohesive teams (Source: Michael Arena) DIVERSITY, EQUITY, INCLUSION, AND BELONGING PAUL RUBENSTEIN - Prioritizing DEI Is the Secret to Future-Proofing Your Business Paul Rubenstein outlines that rather than rolling back on investments in diversity, equity and inclusion and belonging programs, companies should instead broaden the scope to groups such as parents, new immigrants, and people with disabilities. Moreover, he explains why these efforts should be enriched with people analytics approaches like organisational network analysis, and smart compensation tools. For more from Paul, please tune in to his recent conversation with me on the Digital HR Leaders podcast: How to transform HR practices with data. Pledges and statements are nice, but data lights the path to accountability and change. STELA LUPUSHOR - Let’s talk about age(ism) in the age of generative AI Stela Lupushor explains the business benefits of investing in age-diverse teams: (1) More productive teams (“Age-diverse teams are generally more productive and can lead to an increase in overall productivity by up to 12%”). (2) Better decisions (“Age-diverse teams make better decisions 73% of the time”). (3) Higher retention. Stela also outlines ways that generative AI can be used to influence gendered ageism at work. Organizations that choose to fight ageism and embrace an age-diverse workforce position themselves for long-term success and competitive advantage 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: JEROEN VAN HAUTTE - How unlocking skills lies in capturing business data – Jeroen Van Hautte ? of TechWolf explains why in order to get skills data deep in your organisation, it is key to combine business and people data together (see FIG 17). FIG 17: Source - TechWolf PHILIP ARKCOLL - Using ONA to Find the Optimal Team Size – Another good example from Philip Arkcoll of Worklytics on how organisational network analysis can be used to provide fresh insights on common people questions - in this case: What is the optimal team size? Does flattening middle management have a negative impact on culture? The analysis suggests that a span of 3-7 is associated with the optimal manager support (see FIG 18). FIG 18: Using ONA to find optimal team (Source: Worklytics) FRANCISCO MARIN - Unlocking Diversity, Equity, and Inclusion with Organizational Network Analysis – Another good example of an ONA use case comes from Francisco Marin of Cognitive Talent Solutions. In his article, Francisco explores the many ways that ONA can support initiatives on diversity, equity, and inclusion. FIG 19: Source – Cognitive Talent Solutions BEN ZWEIG AND STEPHANIE HAO - Demand for Compensation Professionals Soars – Ben Zweig and Stephanie Hao of Revelio Labs provide insights that finds demand for compensation professionals has surged in recent years especially from companies exposed to pay transparency regulations, and that these professionals are increasingly required to have skills in data analytics tools. FIG 20: Source – Revelio Labs KAYLA BAUM - Shaping the Future: White House Unveils Groundbreaking AI Executive Order – Kayla Baum of FairNow (where former people analytics leader Guru Sethupathy is CEO) digs into the recent AI Executive Order from President Biden, and looks at the implications including for HR and CHROs: CHROs should be aware of global AI trends and regulations, especially if their organization operates internationally.” 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): SHANNON CUSTARD, DANI JOHNSON AND STACIA GARR - Partnerships Focused on Learning Equity - Shannon Custard, Global Competence Development Manager at Ingka Group, joins Dani Johnson and Stacia Sherman Garr on RedThread Research ’s Workplace Stories podcast to share insights on the transition to a skills-based organisation, why the Ingka Group believes it’s important, and the impact it’s making on their frontline population. JOSH BERSIN - Performance Management Revisited and The Ray Dalio Dot Collector | Trailblazer HR Technology Vendors – Two episodes from Josh Bersin’s podcast. In the first, Josh explores performance management and feedback using insights from the ‘feedback-rich example of Ray Dalio and Bridgewater Associates. In the second episode, Josh walks through six of his ‘Trailblazer HR Technology vendors’: STRIVR, SeekOut, Sana, HiBob, Rippling, and ServiceNow. ANEESH RAMAN AND MOLLY WOOD - Why Adaptability Is the Skill of the Moment – Aneesh Raman joins Molly Wood on Microsoft’s WorkLab podcast to break down the significance of key findings from LinkedIn’s research on how generative AI is changing work. BRYAN HANCOCK, BROOKE WEDDLE, AND LUCIA RAHILLY - Right skills, right person, right role – in this episode of the McKinsey Talks Talent podcast, Bryan Hancock and Brooke Weddle join host Lucia Rahilly to discuss how a shift from credential-based to skills-based hiring could be a key to filling technical roles amid talent shortages. Q HAMIRANI AND LARS SCHMIDT - The Impact of GPTs in HR Explained – In an episode of Redefining Work, Q Hamirani and Lars Schmidt break down GPTs, discuss real-world applications for HR, ethical considerations, and where they see this developing in the future. KRISTIN SABOE, COLE NAPPER AND SCOTT HINES – Employee Voice, Policy and the Army - Kristin Saboe, Ph.D., Head of Employee Voice at Google, joins Cole Napper and Scott Hines, PhD on the Directionally Correct podcast to discuss using science and research to drive strategy and policy through an employee voice function. VIDEO OF THE MONTH DAVID WHITE AND SHUJAAT AHMAD - Driving culture change for business outcomes Unfortunately, I wasn’t able to attend the recent LinkedIn Talent Connect in New York, but fortunately all the sessions from the event are now available to view here. I particularly enjoyed this session with David White and Shujaat Ahmad, leaders inLinkedIn’s People Analytics team. In their talk, David and Shujaat explain how to use analytics to shape culture and drive business outcomes. BOOK OF THE MONTH FRANCES FREI AND ANNE MORRISS - Move Fast and Fix Things: The Trusted Leader's Guide to Solving Hard Problems The new book from leadership experts Frances Frei and Anne Morriss, who have just been included on the prestigious Thinkers 50 list for 2023, is a highly recommended read. In Move Fast and Fix Things, Frances and Anne reinvent the playbook for how to lead change, based on their work with companies including Uber, Riot Games and ServiceNow. The book lays out a five-step process to moving fast and fixing things: (1). Identify the real problem holding you back. (2) Build and rebuild trust in your company. (3) Create a culture where everyone can thrive. (4) Communicate powerfully as a leader. (5) Go fast by empowering your team. FROM MY DESK November saw the final three episodes of Series 34 of the Digital HR Leaders podcast, sponsored by eQ8, and the first episode of Series 35, sponsored by HiBob. Thank you to Angela Shori at eQ8, and Louis Gordon at HiBob. ALICIA ROACH AND CHRIS HARE - How to Democratise Strategic Workforce Planning – Two of my go-to experts on workforce planning – Alicia Roach and Chris Hare, co-CEOs at eQ8, join me to discuss how to democratise and derive business value from strategic workforce planning. NICK BLOOM - Unmasking Common Myths Around Remote Work – Stanford professor Nick Bloom, who has been studying working from home for over 20 years, shares the past, present and future of remote and hybrid work, and provides guidance on how to develop work models that help organisations and employees thrive. ALEX BROWNE - Nestlé's 4B Methodology to Strategic Workforce Planning – Alex Browne, Head of People Analytics Innovation and Data Science at Nestlé, takes us on the ten year journey of strategic workforce planning at the company, how it has shifted to a skills-based approach, and their 4B model: build, buy, borrow and bot. JACOB MORGAN - How to Lead with Vulnerability in Uncertain Times – Jacob Morgan joins me to share insights from his new book, Leading with Vulnerability, which was informed by interviews with over 100 CEOs and a survey of 14,000 employees. As Jacob explains: “People want to work for leaders who they can connect with, because connection is where trust, motivation, engagement, and inspiration comes from. (They) also want to work for a leader who is good at their job, who they can learn from, who can coach them, who can mentor them.” THANK YOU Finally, this month I’d like to thank: Caroline O'Reilly, Shannon Paschal, and Charlie Yuan for inviting me to join them on stage at Workday Rising in Barcelona for their session on Workday Workforce Analytics and Planning Thinkers360 for including me on their Top Voices EMEA 2023 list The Workday Analyst Relations team of Angela Barbato, Alexandros Stratis, Chris Phillips, Jennifer Neumann, and Brienne Steinke, as well as Sophie Barnes and Ankita Jha for their brilliant organisation and hospitality at Workday Rising EMEA. APERHU - Asociación Peruana de Recursos Humanos (here), Pacífico Business School (here) and Miguel Augusto Huerta Valverde (here) for all posting about my recent talk at the Human Capital Congress in Lima Sebastian Szachnowski for referencing Insight222’s research on Upskilling HR in his article - This is the Last Call: Data Literacy for HR Konstantin Tskhay, PhD for referencing the recent Insight222 webinar with Naomi Verghese, Courtney McMahon and me on the importance of data literacy in HR in his article: Data Literacy 101 Dariush Franczak for including the October edition of Data Driven HR in his list of resources for HR professionals Luciana Langhanz (here) Jui Hasan (here) and Mehedi Hasan Soykot (here) for including me in their lists of people to follow on LinkedIn for HR and people analytics content Riley Moore for including two episodes of the Digital HR Leaders podcast with Alicia Roach and Rupert Morrison in his collection: A Strategic Workforce Planning Guide Jeremy Shapiro for including the Digital HR Leaders podcast on his list of favourite podcasts Lanteria HR for including the episode of the Digital HR Leaders podcast with Piyush Mehta in their list of 10 podcasts not to miss Michael Corrigan for posting on LinkedIn about Excellence in People Analytics Kerstin Rothermel for featuring me in her ‘Leading Voices’ series – see here. __________________________________________________________________ ABOUT THE AUTHOR David Green ?? is a globally respected author, speaker, conference chair, and executive consultant on people analytics, data-driven HR and the future of work. As Managing Partner and Executive Director at Insight222, he has overall responsibility for the delivery of the Insight222 People Analytics Program, which supports the advancement of people analytics in over 90 global organisations. Prior to co-founding Insight222, David accumulated over 20 years experience in the human resources and people analytics fields, including as Global Director of People Analytics Solutions at IBM. As such, David has extensive experience in helping organisations increase value, impact and focus from the wise and ethical use of people analytics. David also hosts the Digital HR Leaders Podcast and is an instructor for Insight222's myHRfuture Academy. His book, co-authored with Jonathan Ferrar, Excellence in People Analytics: How to use Workforce Data to Create Business Value was published in the summer of 2021. SEE ME AT THESE EVENTS I'll be speaking about people analytics, the future of work, and data driven HR at a number of upcoming events in 2023: 30 November - Indeed FutureWorks (Bengaluru)

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2023年11月27日
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NACSHR参访LinkedIn暨北美HR实战训练培训精彩回顾（多图） 9月29日 LinkedIn 硅谷总部，北美华人人力资源协会（简称NACSHR）40余位HR同仁来到这里交流学习。本次参访交流由LinkedIn的总监Chi-Yi Kuan 主持开场，特别邀请到LinkedIn 的高级人力资源总监Lori 做精彩的分享。下面是相关精彩图片和日程安排。今年正值Lori 结婚20周年，Lori 分享结束后，NACSHR特别送上油画画像和协会的吉祥物可爱的熊猫。接下来我们将进入精彩的HR实战培训课程中，我们邀请到NACSHR的资深顾问EVEN老师。案例从一个刚在美国设立的公司开始，引导HR同仁从最基础的开始帮助企业成长，规避注意相关的基础事务和劳资风险。下面是部分学员的精彩照片部分参会者最后又参观了下LinkedIn舒适人性化的办公环境和合影~ NACSHR年度论坛会前活动圆满结束，即将迎来正式论坛的开幕！9月30日，硅谷喜来登不见不散！

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