The best HR & People Analytics articles of March 20252025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.
资讯
2025年04月14日
资讯
2026财年H-1B抽签结果出炉：你公司中签了吗？ FY 2026 H-1B Initial Registration Selection Process Completed
美国移民局（USCIS）于美西时间2025年3月31日正式宣布，2026财年H-1B签证初始注册流程已顺利完成，并已完成随机抽签程序。根据公告，本轮电子注册数量已达到年度名额上限，涵盖常规配额与硕士学位豁免（即“Master’s Cap”）。
USCIS表示，已向所有被选中的雇主账户发送通知。这些雇主可自2025年4月1日起，为其被选中的受益人提交正式的H-1B cap-subject 签证申请。提交期限将持续至少90天。值得注意的是，只有注册成功并在抽签中被选中的雇主，才具备提交正式申请的资格。
申请须提交以下关键材料：
被选中注册对应的通知书副本；
注册时用于识别申请人的有效护照或旅行证件复印件；
其他证明申请人符合H-1B签证资格的支持材料。
移民局特别强调，抽签中签仅代表有资格递交申请，并不等同于签证自动获批。雇主在提交正式申请时，仍需提供充分的支持性文件，以证明受益人满足所有H-1B审批条件。
H-1B签证作为美国雇主为引进外国专业技术人才而设立的工作签证机制，一直以来备受高科技、金融、教育等行业关注。每年配额固定，通常需求远超供给，抽签成为常态。本年度H-1B注册延续近年来的电子化流程，提升了效率与透明度。
NACSHR 将持续关注后续的审理进度及相关政策更新，第一时间为企业HR与国际人才提供权威解读与实务建议。
以下为官方信息：
U.S. Citizenship and Immigration Services has received enough electronic registrations for unique beneficiaries during the initial registration period to reach the fiscal year (FY) 2026 H-1B numerical allocations (H-1B cap), including the advanced degree exemption (master’s cap). We have randomly selected enough beneficiaries with properly submitted registrations projected as needed to reach the H-1B cap and have notified all prospective petitioners with selected beneficiaries that they are eligible to file an H-1B cap-subject petition for such beneficiaries.
Registrants’ online accounts will display a registration status. For more information, visit the H-1B Electronic Registration Process page.
H-1B cap-subject petitions for FY 2026, including those petitions eligible for the advanced degree exemption, may be filed with USCIS beginning April 1, 2025, if filed for a selected beneficiary and based on a valid registration. Only petitioners with registrations for selected beneficiaries may file H-1B cap-subject petitions for FY 2026.
An H-1B cap-subject petition must be properly filed at the correct filing location or online at my.uscis.gov and within the filing period indicated on the relevant selection notice. The period for filing the H-1B cap-subject petition will be at least 90 days. Petitioners must include a copy of the applicable selection notice with the FY 2026 H-1B cap-subject petition.
Petitioners must also submit evidence of the beneficiary’s valid passport or travel document used at the time of registration to identify the beneficiary.
Petitioners filing for selected beneficiaries based on their valid registration must still submit evidence or otherwise establish eligibility for petition approval, as registration and selection only pertains to eligibility to file the H-1B cap-subject petition.
For more information, visit the H-1B Cap Season page.
DOGE发帖称：美国联邦HR系统碎片化严重，成本高企达私企3-10倍
【2025年3月23日】近日，美国政府效率局（Department of Government Efficiency，简称DOGE）在社交平台X（原Twitter）发布推文，披露联邦政府核心HR系统的严重碎片化及高成本问题，并宣布将启动试点项目进行改革。
HR系统过度分散，供应商多达30家
根据DOGE援引的美国总务管理局（GSA）2025年3月调查，联邦政府的HR系统涉及29个机构、59种不同的HR软件，共运行111个系统实例。这些HR软件由19家商业供应商和11家联邦内部供应商提供，显示出系统供应商的多样性和分散性。
HR系统的核心功能包括入职管理、工作记录、组织结构图、福利管理等，但在现有的分散状态下，不同机构间的互操作性极低，导致管理流程复杂、数据孤岛问题严重。
HR系统成本高达私企3-10倍，功能仍存缺陷
DOGE指出，联邦政府HR系统的人均成本远超私营企业，达到3到10倍。这一问题凸显了政府在HR科技采购和维护方面的低效运作，可能涉及重复采购、维护成本高企、定制化需求增加等因素。
更令人关注的是，尽管投入巨大，但多数HR系统仍无法提供基本的组织结构图功能，导致政府机构在管理人员信息时面临诸多挑战。这种情况不仅降低了行政效率，也增加了政府机构在决策和人事规划方面的难度。
DOGE推动试点项目，或为HR SaaS市场带来机遇
面对这一问题，DOGE表示将联合多个联邦机构本周启动试点项目，尝试优化HR系统架构，推动整合与改革。
如果该计划成功，未来联邦政府或将进一步整合HR SaaS系统，减少冗余支出，提高运营效率。这对于HR科技市场而言，可能意味着新的合作机会——提供更具集成性、成本效益更高的HR解决方案，成为政府采购的重点方向。
DOGE的这一改革计划值得关注，特别是对于HR SaaS供应商而言，未来的联邦HR市场或许将迎来重组机遇。
资讯
2025年03月24日
资讯
NACSHR夏季论坛嘉宾介绍：William Chin2025北美华人人力资源夏季论坛6月7-8日在硅谷举办，丰富专业的前沿主题，前所未有的华人HR大聚会，仅30位嘉宾现场分享交流，目前门票优惠进行中 https://lnkd.in/gHix3rDT
我们将陆续揭晓各位分享嘉宾，今天隆重介绍的是NACSHR的老朋友，William Chin 他的HR职业生涯遍布全球各地，从北美到东南亚，中国大陆，再到欧洲，机会难得！
William Chin
A globally (Asia, US, and UK) experienced senior Human Resources leader with extensive expertise in strategic HR initiatives, talent enablement, and cross-functional project management. Trusted by executive leadership to drive transformational change, including workforce planning, organizational development, organization integration, and people analytics.
Known for adaptability, data-driven decision-making, and delivering exceptional outcomes across diverse, international environments. Skilled in aligning HR strategy with business objectives, fostering inclusive cultures, and managing large-scale initiatives with measurable impact.
2025北美华人人力资源夏季论坛
2025 NACSHR Summer Forum
时间：2024年6月7日-8日 周六周日 （9:00-17:00 ） 周六8点半签到
地点：Silicon Valley CA （报名后告知）主办：NACSHR Chuhai.tips
会议形式：专业论坛+小组讨论+晚宴酒会+职业机会+企业参访+互动交流 (更多精彩陆续发布)
晚宴：150美元/人（不单独销售，需购买门票，名额有限，售完为止 参与者为分享嘉宾、特邀专家、VIP参会等40人规模）
报名： https://www.nacshr.org/Survey/B86228DD-27A2-360E-078F-0B57F24B9F7B （因会场空间大小，名额有限，先到先得）
The top 5 HR trends today – and HR's guide to what's nextSAP SuccessFactors 每年都会深入研究全球 HR 趋势，以帮助企业制定更有效的人才战略。2025 年，他们分析了来自 40 家全球权威媒体的 254 项预测，归纳出 5 大核心“元趋势”，展现 HR 在企业中的双重角色：既是变革的“指挥者”，也是政策落地的“引航者”。
1️⃣ 重新连接员工： 由于经济压力、决策争议和信任危机，员工体验恶化，57% 的员工认为如果公司不采取措施，他们的倦怠问题不会改善。HR 需关注心理契约，增强员工信任。
2️⃣ AI 从炒作走向实际价值： AI 进入大规模落地阶段，企业需明确 ROI 并平衡员工和领导者对 AI 价值的不同预期。46% 的员工认为 AI 省下的时间属于自己，而非公司。
3️⃣ 技能转型的平衡策略： 由于 AI 发展迅猛，企业技能鸿沟加剧。除了关注技能，薪酬激励成为推动学习的重要因素，54% 的员工表示，如果公司实施基于技能的薪酬体系，他们会更愿意学习新技能。
4️⃣ DEI&B 的分歧： 企业对多元化、公平性和包容性（DEI&B）态度不一，26% 的员工认为公司对 DEI&B 关注过多，而 33% 认为关注太少。HR 需明确 DEI&B 战略，以促进长期文化变革。
5️⃣ 混合办公的未来： 组织已基本确定办公模式，2025 年将验证其成效。54% 的员工愿意牺牲部分薪酬，以换取更大的工作灵活性。
这些趋势展现了 HR 在塑造未来工作模式中的关键作用，企业需借助创新技术和数据驱动的洞察来优化人力资源管理。
Each year, the HR Research Scientists at SAP SuccessFactors conduct research to understand the top HR and workforce trends facing organizations and share our perspective on what HR teams should consider as they look to help their companies address these trends. This year we aggregated and synthesized data from 40 global and regional reputable business press sources that put forward 254 individual trends and predictions grounded in their own research and data. We then conducted a content analysis of the trends sample to derive the five key themes, or “meta-trends.” While our annual report always includes some pointed commentary and critique about each trend based on our expertise in psychology, new this year is calling upon our own body of original applied research to incorporate datapoints and insights, resulting in a more evidence-based point of view.
This year’s trends are in different stages of maturity and on different trajectories; therefore, the role that HR needs to play to help businesses tackle and capitalize on these trends is different. We’ve organized the trends into two sections aligned to the dual role HR will play in addressing them.
First, HR will need to act as a Conductor, leading the orchestration of a strategy and associated change management across the business to realize the opportunities these trends offer:
Trend #1: Reconnecting the disconnected employee: Contentious decisions, macroeconomic and sociopolitical stressors, and breached trust with leadership has led to employee stress and burnout – and consequently, a crisis of disconnect and counterproductivity. In the year ahead:
Leaders must ruthlessly prioritize fulfilling their end of the “psychological contract” by meeting employees’ basic needs.
People managers will be seen as a lifeline for employees drowning in disconnect.
STAT: 57% of employees feel unless their companies make some serious changes, their burnout will not get better.
Trend #2: Moving from AI hype to AI impact:Organizations are shifting from AI pilot projects to enterprise-wide rollouts, demanding proof of clear value and ROI. In the year ahead:
Organizations will home in on their key value drivers for AI, revealing their true priorities.
The body of research on the ROI of AI will be built this year.
Organizations will find friction between leaders’ and employees’ goals for using AI.
STAT: 46% of employees feel that the time that they save by using AI tools at work belongs to them, not their organization.
Trend #3: Striking a balance to steer skills forward: Organizations continue to face pervasive skills gaps, in part due to rapid AI advancements. A more balanced approach is needed to see tangible progress in skills-based transformations this year. In the year ahead:
“Skills-based” will no longer be the only goal.
Pay will prove itself the missing piece of the upskilling puzzle.
The human vs. technical skill debate will move from or to and.
STAT: 54% of employees would be more motivated to learn new skills if their company instituted skills-based pay.
Second, HR will need to act as a Navigator, leading the organization through precarious waters and circumventing obstacles to put policies into practice for the betterment of all stakeholders:
Trend #4: Divesting or doubling down on diversity, equity, inclusions, and belonging (DEI&B): Some organizations remain committed to DEI&B goals, continuing to ask “How are we going to do this?” Others plan to divest, instead now asking “Are we going to do this?” In the year ahead:
Some will shy away from DEI&B goals, but these approaches will vary.
Taking a stand on DEI&B will change company cultures in the long term, but it’s not clear exactly how.
STAT: 26% of employees say companies focus too much on DEI&B, 41% of employees say companies focus an appropriate amount on DEI&B, and 33% of employees say companies focus too little on DEI&B.
Trend #5: Plugging into or pulling the plug on hybrid work: Now that organizations have determined their position on where their employees will work, it’s time to see if they achieve the outcomes they intended. In the year ahead:
Those businesses choosing the return-to-office path will see whether their bets paid off this year.
Those choosing the hybrid or remote path will take it a step further, integrating autonomy as a core value in other aspects of work design.
STAT: 54% of employees would consider being paid less if they could have more flexibility in where and when they work.
Read the report to see what’s now and what’s next for each trend, along with some fast facts that uplevel the nerdiness of this year’s trends report. We also include a section on how SAP SuccessFactors solutions can help organizations address the 2025 HR trends.
首席人力官2030：从后勤专家到企业变革推手越来越多企业发现，首席人力官（CPO）正从纯粹的“后台运营”升级为“核心战略伙伴”。他们不仅要管理薪酬、福利与合规，更要在组织变革、领导力培养和AI应用等方面发挥关键作用。报告特别强调了领导力流动性和多元文化的重要性，在快速变化的商业环境中，这些因素为企业增强韧性和创造力提供有力支持。
想要在人才竞争中领先，就必须以开放思维和前瞻眼光重新审视人力资源战略，让CPO真正成为企业变革与创新的驱动者。
在企业环境瞬息万变的今天，传统的人力资源部门正经历从“后台运营”向“战略伙伴”转型的巨大变革。面对人工智能崛起、新一代员工价值观迭代以及全球经济政治形势的波动，首席人力官（Chief People Officer, CPO）的地位和职能正变得前所未有地关键。
报告指出，CPO需要在以下几个方面进一步进化：
1. 从业务支持到业务引领新时期的CPO不仅要确保员工薪资、劳动合规、人员福利等基础工作能够稳定运转，更要深度参与组织设计、领导力培养和战略性人才布局。在企业长期增长的目标指引下，CPO的“业务敏锐度”成为衡量其价值的关键指标，必须与CEO及其他高管组成紧密的“智囊团队”。
2. 动态用工与领导力梯队快速变化的外部环境需要更灵活的用工模式。报告提出“领导力流动性”概念，一方面培养管理者的多元能力与跨部门学习力，另一方面通过短期专家与项目型人才的配置，实现企业人力资源的动态调度。此外，打造深层次的继任计划与领导力储备库，将吸纳、培养、留用和晋升等人才环节打通，从而持续为企业输送新鲜血液。
3. AI驱动的人力资源升级随着AI、数据和数字化技术的普及，人力资源管理者需要更好地利用这些工具来进行人才评估、绩效管理和招聘筛选。报告强调，CPO应积极发挥带头作用，不仅要在HR内部尝试更多自动化与智能化应用，也要引导其他业务部门正确使用AI技术，将“重复性工作”交给自动化，将“创造性与战略性工作”留给人力团队，不断提升企业整体效率。
4. 包容与韧性的文化塑造在地缘政治和经济不确定性凸显的时代，企业需要一种更具弹性与凝聚力的文化。CPO应协助管理层在全公司范围内推动多元、健康、包容的工作氛围，强化员工心理支持和沟通渠道。通过惠及不同年龄、不同背景员工的个性化政策，帮助组织在“高速变化”与“人才多元化”之间找到平衡点，激发个人与组织的双向潜能。
5. 全新“工具包”助力未来从制定接班人计划到探索混合办公模式，从部署AI到建设全球化团队，CPO需要一套兼具系统思考和实践落地的“工具包”，才能在愈加复杂的商业环境中为企业提供持续的战略价值。
总结而言，CPO正脱离单纯的后勤管理角色，晋升为企业的“变革推手”和“战略护航者”。这一角色转变不仅关乎人力资源部门的精细化运营，更决定着企业能否在新的竞争时代中保持活力与创新力。
**内容来源：**本文基于 Heidrick & Struggles 的《Chief People Officer of 2030: Building a tool kit to get from here to there》报告撰写。
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