The best HR & People Analytics articles of August 2022
David Green ????
Co-Author of Excellence in People Analytics | People Analytics leader | Director, Insight222 & myHRfuture.com | Conference speaker | Host, Digital HR Leaders Podcast
As part of Microsoft’s study of the virtual work practices that affect employee wellbeing , Dawn Klinghoffer and her people analytics team discovered that over-collaboration, lack of uninterrupted focus time and skipping time off all had a negative impact on employee wellbeing. For the last of these factors, Microsoft found that as vacation time increased, so did employee wellbeing.
Having just returned from a three-week family holiday to the Cyclades, I can certainly testify to the benefits of having time to rest, reflect and recharge. I hope that many of you have taken the opportunity to have a break over the summer.
Since we established Insight222 in 2017, the last four months of the year have traditionally been our busiest, and 2022 is set to be no different:
I’m also delighted to once again be the main stage MC at the upcoming UNLEASH World show in Paris from October 12-13 . Having performed the role in Amsterdam in 2018, and Paris in 2019, I am really looking forward to this not least because UNLEASH is celebrating its tenth anniversary. Marc Coleman and the team have organised a stellar line-up of speakers including Erin Meyer , Peter Hinssen and Hannah Fry , to name but three.
Employee experience continues to be one of the main focus areas for senior HR leaders that I speak to, so I recommend participating in TI PEOPLE and FOUNT Global, Inc. ’s 2022 State of EX research led by Volker Jacobs , a longitudinal and enterprise-wide survey open to EX, HR and business leaders working to improve employee experience at their organisations. Get involved by completing the State of EX survey before the September 5 deadline.
Finally, I’d like to congratulate Frida Polli, PhD and her team on the recent news that pymetrics (now Harver) has been acquired by Harver . Frida has been a prominent voice in our field, and I really enjoyed speaking to her on the Digital HR Leaders podcast on how AI and behavioural science can help reduce bias in recruiting .
Enjoy reading the collection of resources for August and, if you do, please share some data driven HR love liberally with your colleagues and networks.
If you enjoy a weekly dose of curated learning (and the Digital HR Leaders podcast), the?Digital HR Leaders newsletter ?comes out every Tuesday –?subscribe here .
FUTURE OF WORK, HYBRID WORK, RETURN TO OFFICE
In his strongly worded (but ultimately on point) article, Kevin Oakes , CEO at i4CP, highlights that “the CEO is probably the least qualified to make the decision on where employees should work.”?It’s difficult to disagree especially as research and data (such as the latest paper from Nick Bloom and this article by Dell CHRO Jennifer Saavedra ) overwhelmingly finds that productivity, wellbeing and retention increases for remote workplaces. It will be interesting to see in the next 12-24 months if the employer-employee disconnect on work location widens or closes. My bet in the long run is that employee choice will prevail, but it promises to be a bumpy ride.
The CEO is probably the least qualified to make the decision on where employees should work
TAYLOR LAURICELLA, JOHN PARSONS, BILL SCHANINGER AND BROOKE WEDDLE - Network effects: How to rebuild social capital and improve corporate performance
In many respects, social capital is the glue that holds organisations together, which makes the findings of new research by McKinsey concerning. The study found that since the onset of the pandemic and the shift to remote work, the majority of people’s professional networks have shrunk. To reverse this trend, leaders will need to manage workplace interactions more intentionally. The article provides recommendations to assess and then build (or rebuild) social capital along three dimensions: i) motivation (redefine roles and responsibilities e.g. by incentivising employees to develop social capital), ii) access (map your networks using organisational network analysis), and iii) ability (break through organisational barriers e.g. by redesigning workplaces).
Paying more attention to (social capital) can help organizations bring people back to the office, cultivate distinctive workplaces, and improve productivity—and ultimately create better overall organizational performance.
FIG 1:?Source - McKinsey
Ever since the start of the pandemic, Michael Arena has highlighted research on the Neighbourhood Effect of remote/hybrid work. This has continually shown that bridging connections (critical in facilitating across-group exchanges and bringing in a breadth of new ideas and insights) have deteriorated by over 30% from their pre-pandemic levels. Michael’s latest article also highlights how bonding connections (in-group connections critical to daily execution, and also necessary to solve deeper, more complex challenges) have also deteriorated by more than 25% from their peak. However, as Michael explains, there may be a solution. His research finds that thanks to positive deviance (where certain individuals or groups within social systems possess uncommon practices that lead to better solutions than their peers), select functions and departments in 5% of cases have held off the erosion of connections, and actually increased connectivity. FIG 2 illustrates an example of a highly connected network of 642 people in a large solutions function, where bridging capacity was maintained, and bonding density was increased. This led to an improvement of over 6% in connectivity from the beginning of the pandemic, even with most people working virtually. If you'd like to learn more about how network analysis can support decisions around hybrid work, collaboration and wellbeing, listen to my conversations on the Digital HR Leaders podcast with Michael (What is the impact of virtual and hybrid work on innovation? ) and Rob Cross (How can you reduce collaborative overload? )
FIG 2: The network of a large solutions organisation two years into the pandemic (Source: Michael Arena)
LYNDA GRATTON - The Four-Step Process for Redesigning Work
As Lynda Gratton writes in her illuminating piece for MIT Sloan Management Review, fear of failure is constraining many leaders and organisations despite the leaps forward many made in workplace skills, assumptions and habits when forced to by the pandemic: “Rather than being bold and adopting an experimental mindset, they are falling back to familiar ways of operating and becoming less empathic to what others want. When we fear failure, we retreat to the known.” Fortunately, there are some intrepid leaders looking to structurally overhaul how their organisations work. Lynda explains – and provides examples from the likes of Arup, CPP, Unilever and Sage – how these leaders have done so by moving though four crucial steps: i) understanding people, networks, and jobs; ii) reimagining how work gets done; iii) modelling and testing redesign ideas against core principles; and iv) ensuring the overhaul sticks by taking action widely (see FIG 3). For more on the U-Work initiative implemented by Unilever highlighted in Lynda’s article, have a listen to Placid Jover on the Digital HR Leaders podcast: How Unilever is Creating New Ways of Working for its Employees .
FIG 3: The Work Redesign Process (Source: Lynda Gratton)
DEREK THOMPSON – The Biggest Problem With Remote Work
Writing for The Atlantic, Derek Thompson substantiates three big challenges with remote or hybrid work: i) remote work is worse for new workers, ii) remote work is worse at building new teams to take on new tasks, and iii) remote work is worse at generating disruptive new ideas. As Nick Bloom, Stanford professor and proponent of remote work, explains to Thompson: “There are definitely situations, including mentoring new employees and innovative activities, that require some time in the office.” So how do we fix this? Thompson proposes the creation of a discrete new role: the synchroniser – or for large companies, a team of synchronisers – who would be responsible for solving the new-worker, new-team, and new-idea conundrums. As Thompson, explains: “Synchronizers would help new workers by ensuring that their managers, mentors, and colleagues are with them at the office during an early onboarding period. They would plan in-person time for new teammates to get to know one another as actual people and not just abstracted online personalities. They would coordinate the formation of new groups to tackle new project ideas, the same way that modern teams in science pull together the right researchers from around the world to co-author new papers. They would plan frequent retreats and reunions across the company, even for workers who never have to be together, with the understanding that the best new ideas—whether in science, consulting, or media—often come from the surprising hybridization of disparate expertise.”
PEOPLE ANALYTICS
Technology is one of the nine dimensions of people analytics and is essential to delivering people analytics value at scale. The ‘buy or build’ debate on people analytics technology has continued to consume many organisations even as the technology landscape has evolved rapidly in recent years. Breaking this debate down into some very useful frameworks (and a surprisingly effective analogy to cookies, believe it or not!), is the latest contribution from Nicholas Garbis , formerly a people analytics leader at GE and Allianz and now at One Model. The paper includes a story of two hypothetical teams that are contemplating the buy or build options and seeking to understand the value they will be able to generate for the business in each scenario. FIG 5 below, which is included in the paper, is an expanded version of the classic Project Triangle, with the addition of ‘Flexibility’ as a fourth priority to consider. The paper emphasises that flexibility is key because people analytics is evolving rapidly and it’s not possible to anticipate all the different analytics questions that will arise. This is an excellent contribution to the buy vs. build debate!
FIG 5: Expanded Project Triangle for buying or building people analytics technology (Source: One Model)
SERENA HUANG - How to Use Analytics to Shape the Next Phase of Future of Work | COLE NAPPER - Why the Future of Work is Hard
Two people analytics leaders write about the future of work. In the first article, Serena H. Huang, Ph.D. (who leads people analytics at PayPal) outlines three ways people analytics can help shape the future of work – continuous listening, comparing inclusion and wellbeing across different work modalities and experimentation. Then, Cole Napper (co-presenter of the excellent Directionally Correct podcast and people analytics leader) at Booster) presents a Future of Work Taxonomy designed to help companies scientifically (study and optimise the conditions of work at their organisation. Cole’s taxonomy (encompassing factors such as work location, communications, role, device, identity and co-workers) as well as the potential outcomes to be influenced (see FIG 6) are an invaluable starting point for people analytics professionals looking to embark on this work. Cole then uses Serena’s suggestion on creating experiments to make data-informed decisions about the future of work to highlight the complexity of this topic, which based on his taxonomy he calculates would require breaking the experiment into 2,432,902,008,176,640,000 groups!
FIG 6: Source – Cole Napper
MATTHEW HAMILTON - How to think about capturing value through People Analytics, bit by bit | You don't need to hit home runs to win in the game of People Analytics
Like Serena Huang and Cole Napper, Matthew Hamilton , who leads people analytics at Protective Life, regularly writes articles about the field and his work. His two most recent pieces highlight why those working or interested in the space should consume Matthew’s work. In the first article, Matthew offers guidance on what is one of the most important – and challenging – aspects of people analytics: capturing value e.g. being clear on the outcomes you are trying to effect, democratising data and insights, and upskilling HR. The second article highlights a DEI case study of Matthew’s work at Protective Life, which demonstrates that people analytics projects don’t always need to be complex to drive value. As Matthew explains when it comes to people analytics: “Sometimes simpler is better”.
Within the [people analytics] projects that one undertakes, they also don't need to be of an extreme complexity in order to derive value. Sometimes simpler is better.
WOUTER VAN HEESWIJK - Is “Small Data” The Next Big Thing In Data Science?
This is an interesting read for people analytics professionals that I came across in a recent edition of Andrew Marritt ’s excellent Empirical HR newsletter. The article suggests we will increasingly see a shift from model-centric AI, where the emphasis is on designing, fine-tuning and improving algorithms, to data-centric AI, where the emphasis is instead on the quality of the data (see FIG 7). As Wouter van Heeswijk explains in his article: “Data-centric AI will require a substantial shift in culture. Rather than fidgeting with layers and hyperparameters, we will spend substantially more time labeling and slicing data sets.” Andrew highlights that canny people analytics functions are already tooling for this shift and predicts that we’ll see many of these teams hiring for data-labelling skills in the coming year. One to keep an eye on.
Data-centric AI may considerably alter the daily tasks of many data scientists in the near feature. Quick wins accumulate to competitive edges, and right now, it appears most wins can be achieved by improving data rather than algorithms.
FIG 7: Data-centric AI (Source: Wouter van Heeswijk)
In the epilogue of Excellence in People Analytics, Jonathan Ferrar and I identify four themes that we believe will drive the continued growth of people analytics: the human experience at work, the CEO skills conundrum, investor demands and improving society. The last two of these themes coalesce in Amy Armitage ’s excellent essay, which examines how regulators, investors and companies are looking to measure and drive workforce sustainability. Based on her work with the Human Capital Investment and Reporting Council, Amy outlines seven ways companies can enhance their workforce sustainability covering leadership, culture, metrics and analytics.
Enhancing workforce sustainability is core to long-term value creation and a key to solving more complex environmental and climate issues.
WORKFORCE PLANNING
MICHAEL GRIFFITHS, SUE CANTRELL AND JULIE HIIPAKKA - Moving your organizational strategy from jobs to skills
Many commentators have predicted that the shift from jobs to skills will fundamentally change the way HR operates, so the findings of a recent study by Deloitte of executives in ten countries (see FIG 8) are fascinating. Highlights include: i) 89% say skills are becoming more important for the way organisations are defining work, deploying talent, managing careers, and valuing employees, ii) 90% are using skills-based practices at least to some extent, and iii) only a smaller group of companies (15-30% depending on the practice) are truly adopting skills-based approaches to a significant extent: across the organisation, and in a clear and repeatable way that truly values skills over jobs. To learn more about an organisation that has made a significant shift to skills across a multitude of people practices, listen to my discussion with Anshul Sheopuri of IBM on the Digital HR Leaders podcast, where he outlines how skills is the silver thread connecting together all pieces of the employee journey at IBM .
FIG 8: Accelerating the transition from jobs to skills (Source: Deloitte)
EMPLOYEE EXPERIENCE AND WELLBEING
Findings from a study by Glassdoor ’s Economic Research team, which identifies the link between an individual’s reviews and their job search activity. The key (and perhaps not surprising) insight is that employees who rate their companies 2 stars are twice as likely to apply for a new job on Glassdoor as those who rate their companies 5 stars. Additional insights include how improving job satisfaction potentially improves retention with a 1-star increase in an employee’s Glassdoor rating associated with a 6 percent drop in the likelihood that they apply to a new job. There are some good visualisations and comparisons between different sectors too including FIG 9, which highlights the impact of job satisfaction in three sectors: healthcare, public sector and professional & technical services.
FIG 9: Source - Glassdoor Economic Research
PHIL KIRSCHNER, NATASHA OUSLIS AND JULIA SPERLING-MAGRO - Returning to the office can be a choice, not a challenge | MICHAEL HALLSWORTH - Making Sense of the “Do Nudges Work?” Debate
Two articles highlighting the use and potential effectiveness of nudges and behavioural economics. The first article from McKinsey advocates that by applying behavioural science and choice architecture to the post-pandemic workplace, organisations can effectively ‘nudge’ employees to embrace flexible work, and avoid mandates altogether. The second piece, in Behavioural Scientist magazine, looks at the conflicting evidence on whether nudges actually work, and offers a more nuanced way forward on this contentious debate.
“Saying ‘nudges work’ or ‘nudges don’t work’ is as meaningless as saying ‘drugs work’ or ‘drugs don’t work.’”
LEADERSHIP AND CULTURE
HEIDI K. GARDNER AND IVAN MATVIAK - Performance Management Shouldn’t Kill Collaboration
In their new article for Harvard Business Review, Heidi K. Gardner and Ivan Matviak present research involving more than 8,000 senior managers across a number of sectors, which found that a siloed approach to performance targets is a huge barrier to collaboration. Too many companies incentivise employees to take an overly narrow, short-term view, which makes them scramble to hit their numbers and lose sight of their organisations’ bigger objectives. In their article, the authors outline ways companies can revamp their performance management systems to boost collaboration, and present a four-part performance scorecard for every employee with each component - cross-silo goals, team goals, individual goals, and long-range programs - weighted according to its importance in helping the company achieve its strategic aims.
FIG 10: Source – Heidi K. Gardner and Ivan Matviak ??
领英推荐
The key message of Dave Ulrich ’s recent article is a critical one for HR and people analytics professionals: prioritise research on the topics that really matter where the insights will have a significant impact on workers and the organisation. Dave presents a model (see FIG 11) to guide relevant research, and then digs into the first step (“Observe the phenomenon”) through sharing eight suggestions and questions to improve observation skills that support creating relevant research (see FIG 12).
?FIG 11: Steps to relevant research (Source: Dave Ulrich)
?FIG 12: Observation tips and questions (Source: Dave Ulrich)
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DIVERSITY, EQUITY, INCLUSION AND BELONGING
MAYA TOWNSEND - What you can learn from your employee networks
It is estimated that more than 90 per cent of Fortune 500 companies have employee resource groups (ERGs) to provide a forum to support groups such as women, people of colour, LGBTQ employees, people with disabilities, working parents and others to connect with one another and help ensure that the workplace welcomes and recognises their productivity. As Maya Townsend explains in her excellent article, while the value of ERGs is seldom assessed, they should be so leaders can understand if specific ERGs are succeeding. Maya then provides an example of how a biopharmaceutical company used organisational network analysis (ONA) to provide insights on the the successes (and failures) of its Women’s Success Network (WSN). This helped them understand aspects such as network size and growth over time, the level of engagement, cross-functional collaboration, and mentoring (see FIG 13). When reflecting on what other organisations could learn, Maya explains that while it can be hard to draw lines between ERGs and performance, it can be done and: “ONA, paired with a quantitative survey, generates images and concrete data that show how ERGs grow over time, increase activity in targeted endeavors, and help members achieve their goals.”
FIG 13: Network analysis of the growth in mentoring from women that joined a company ERG (Source: Maya Townsend)
LEON LAM, BONNIE HAYDEN CHANG, PETER BAMBERGER, AND MAN-NOK WONG - Research: The Unintended Consequences of Pay Transparency
Companies have been increasingly adopting pay transparency policies and practices as a means of narrowing the gender pay gap and fostering an engaged and positive working environment that builds trust. As the authors of this Harvard Business Review article explain, pay transparency can certainly help companies achieve these goals — but it can also have unintended consequences. The authors present three pitfalls of pay transparency to watch out for – pay compression, employees trying to negotiate personalised rewards, and managers acceding to personalised. requests, plus ways to avoid them.
Pay transparency has positive impacts on employees’ perceptions of trust, fairness, and job satisfaction and has been found to boost individual task performance
What actions can employers take to achieve their diversity, equity and inclusion goals? This extensive list, compiled by LinkedIn and featuring practical tips from DEI experts on diversifying your workforce, fostering an inclusive culture, and retaining diverse talent, is a veritable treasure trove. The article includes contributions from the likes of Laura Long , Trina C. Olson , Jason Bricker , Audra Jenkins SPHR, SHRM SCP, CDE , Cynthia Owyoung , Lou Adler and Linda Jingfang Cai , while also featuring visualisations on reducing interview bias, providing inclusive employee benefits and conducting stay interviews.
FIG 14: Source - LinkedIn, Lou Adler
THE EVOLUTION OF HR
CéDRIC BORZéE – Why is Upskilling HR so Important?
There’s arguably never been a more exciting time to work in HR – nor a more challenging one. The pivotal role played by HR during the pandemic in many organisations has led to increased expectations on the function by CEOs. Our own research at Insight222 finds that while 90% of CHROs expect HRBPs to use people data and analytics in their daily work, only 42% of HRBPs are building their data literacy skills. During the last year, over one thousand HR professionals have completed the myHRfuture HR Skills Assessment . In his article, Cedric Borzee presents benchmark analysis of these results (see FIG 15) and provides insights into the capability areas that organisations should focus on upskilling their HR functions in.
FIG 15: Analysis of HR professionals skills self-assessment (Source: Insight222)
LEARNING
EDDIE ELIZONDO, SHAILESH LEKHWANI, TARUSHA MOONSAMY, LAPO MORI, AND SEBASTIAN REITER - Hybrid working models can leverage talent and skills across industries
As the authors of this McKinsey penned article highlight, the use of digital technologies and advanced analytics has accelerated during the pandemic and as most companies implement a hybrid working model. Consequently, organisations have had to provide additional training and education programs for employees. The article highlights three categories of skills that can help employees thrive in a hybrid working model (see FIG 16), and then provide examples in each category of to demonstrate how companies can make shifts around hiring, retaining, and building skills to support the long-term sustainability of the digital and analytics mission.
FIG 16: Three categories of foundational skills can help employees thrive in hybrid working models (Source: McKinsey)
HR TECH VOICES
Much of the innovation in the field continues to be driven by the vendor community, and I’ve picked out a few resources from August that I recommend readers delve into (see below).
FIG 17: A shift in uses cases for People Analytics Technology solutions (Source: RedThread Research)
FIG 18: Inclusion in meetings (Source: Worklytics)
FIG 19: HR metrics to improve organisational efficiency (Source: Orgnostic)
FIG 20: Value generation in M&A integration (Source: Jeppe Vilstrup Hansgaard) ?
PODCASTS OF THE MONTH
In another month of high-quality podcasts, I’ve selected seven for your aural pleasure (you can also check out the latest episodes of the?Digital HR Leaders Podcast? – see ‘From My Desk’ below):
VIDEO OF THE MONTH
DAVID ROCK, DEB BUBB AND AMY EDMONDSON - Inclusion and Psychological Safety in an Era of Uncertainty
In the season finale of Your Brain at Work Live, Amy Edmondson and Deb Bubb join host Dr. David Rock for a formidably powerful discussion that connects the dots between psychological safety, inclusion and performance. Thanks to Diane Gherson , whose powerful endorsement led me to this discussion. If you enjoy the video, you may want to check out my conversations with David Rock (on How Neuroscience Can Help Organisations Drive Meaningful Change ) and Amy Edmondson (on How to Create Psychological Safety at Work ) ?on the Digital HR Leaders podcast.
BOOK OF THE MONTH
JOVINA ANG AND JACLYN LEE - Managing People, Culture and Data in the Modern Organisation
I was delighted to be asked by Jaclyn Lee PhD and IHRP-MP to endorse her new book with Jovina Ang, Ph.D. , not least because it meant I was able to read an advance copy before it was published on August 9. The book focuses on the three fundamental elements of organisational success – people, culture and data, and as I wrote in my endorsement, Jaclyn and Jovina provide an extensive background and context of the challenges faced by modern organisations, and how the successful integration of Culture, People and Data help provide a competitive advantage.
RESEARCH REPORT OF THE MONTH
NICHOLAS BLOOM, RUOBING HAN AND JAMES LIANG - How Hybrid Working From Home Works Out
Nick Bloom , Professor of Economics at Stanford University, has been researching working from home for over 20 years, so has been in high demand since the start of the pandemic. His latest paper, written together with Ruobing Han and James Liang, evaluates a randomised control trial on 1612 engineers, marketing and finance employees of a large technology firm that allowed odd birthday employees to WFH on Wednesday and Friday and kept even birthday employees full time in the office. There are four key results: “First, WFH reduced attrition rates by 35% and improved self-reported work satisfaction scores, highlighting how employees place a considerable value on this amenity. Second, WFH reduced hours worked on home days but increased it on other work days and the weekend, highlighting how home-working alters the structure of the working week. Third, WFH employees increased individual messaging and group video call communication, even when in the office, reflecting the impact of remote work on working patterns. Finally, while there was no significant impact of WFH on performance ratings or promotions, lines of code written increased by 8%, and employees' self-assessed productivity was up 1.8%, suggesting a small positive impact. Given these benefits for retention, job satisfaction, and productivity, after the experiment ended the firm extended hybrid WFH to the entire company.”
FROM MY DESK
August was a lighter month partly due to a summer sojourn for the Digital HR Leaders podcast, but also because I was on vacation for three weeks with my family in the idyllic Cyclades. Nevertheless, August did see the final episode and around-up of series 24 of he Digital HR Leaders podcast, sponsored by eQ8:
THANK YOU
Finally, a special thank you this month to:
Engagedly Inc for including me in their prestigious Top 100 HR Influencers of 2022 list Nicole Ferguson (here ) and Delia Majarín (here ) for their kind endorsements of Excellence in People Analytics. I certainly enjoyed Delia’s picture (below) of the book on a picturesque beach!
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ABOUT THE AUTHOR
David 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 and taking up a board advisor role at?TrustSphere , 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 David speak at:
Thank you very much for this information. Very useful!
Such a valuable selection! I always learn so much from it! Thank you for curating it!
Management Consultant (Human Resources & IT & Supply Chain) & Freelance Business Developer & Writer
2 年We would like to thank you for an extremely magnificent and comprehensive work. Especially Unilever Section is very illumunative
Bringing People Together to Find Innovative Solutions to Complex Problems
2 年David Green ???? David, I'm delighted to see my article "What you can learn from your employee" networks on your list and in such good company (shout outs to Michael Arena, Ph.D., Amy Edmondson, David Rock, Lynda Gratton). https://www.strategy-business.com/article/What-You-Can-Learn-from-Your-Employee-Networks
Thank you so much for including QuestionPro’s continuous listening article David ?? and for inspiring some of the takeaways in it.