The best HR & People Analytics articles of June 2022

On July 3, it will be one year since Jonathan Ferrar and I published our book Excellence in People Analytics , so it’s the perfect time to say thank you to all the people who have bought the book for themselves, their teams, and their HR functions, who have posted about the book on social media, and who have privately complimented us. It means so much.

In Excellence in People Analytics , we write about how the pandemic tipped people analytics in a new era – the Age of Value – where people analytics consistently delivers value directly to the business. At Insight222, we’ve just come to the end of a tour of the United States and Europe where we hosted five meetings for member organisations in the Insight222 People Analytics Program? (see pic of the group that met in London). These meetings have only reinforced one of the key messages of the book: “People Analytics is not about HR. People Analytics is about the business.”

We’ve just launched our third annual people analytics research study at Insight222 , which will this year dig into three domains of people analytics: i) operating model trends, roles, and responsibilities, ii) characteristics of leading companies in people analytics, and iii) the ethical management of people data. If you are a head of people analytics in a company that hasn’t received an invite to to date, would like to participate and can commit to completing a 15 minute survey before July 8, please drop me a note at [email protected] .

Enjoy reading the collection of resources for June 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 .

UKRAINE

DAVE ULRICH, ULIANA MOROKHOVSKA AND WENDY ULRICH - Eleven Lessons from HR Professionals in Ukraine

There’s only one place to start this month’s compendium and that’s with lessons drawn from a webinar held with over nine hundred Ukrainian HR professionals on May 31, 2022. Dave Ulrich teams up with Uliana Morokhovska and Wendy Ulrich to examine how recent innovations by HR professionals in Ukraine can be applied to the four human capability categories that comprise his framework (see FIG 1) of HR work. As the article sagely notes: “That Ukraine has become an incubator of innovative HR fulfils Plato’s proposal, ‘necessity is the mother of invention,’ as HR colleagues in Ukraine are reinventing HR to respond to the Russian invasion.”

FIG 1: Integrated Human Capability Framework (Source: Dave Ulrich)

FUTURE OF WORK, HYBRID WORK, RETURN TO OFFICE

MICHAEL ARENA - Hybrid Work: Getting Leaders to Stay Connected with Teams

As Michael Arena writes in his excellent article, while research has found that we are three times more productive in a remote environment when we are happy with our connections, 70% of hybrid employees feel disconnected from their colleagues. Michael’s own research finds that the network erosion that has emerged during the pandemic is more prevalent amongst leaders (see example in FIG 2), who have lost three times the number of bridge connections as the average employee. While this may mean that leaders are more accessible to their teams, it also leaves them isolated and heightens the risk of burnout. Michael provides guidance to help leaders including: i) supporting with coaching to reduce collaborative overload, ii) challenging them to activate dormant bridge connections, and iii) scheduling a face-to face leadership reconnection session.

Being a leader is lonely work under normal conditions, but never more than when one is isolated and being pulled into an array of emerging issues

FIG 2: Leadership connection erosion (Source: Michael Arena)

FEDERICO BERRUTI, GISELE HO, PHIL KIRSCHNER, ALEX MORRIS, SOPHIE NORMAN AND ERIK ROTH - How virtual work is accelerating innovation

As a counterpoint to Michael Arena’s article above, the main point in this piece from McKinsey is that “the age of assuming that innovation requires physical proximity is over”. The authors provide a number of external data points to support this assertion, and then highlight growth in the use of organisational network and collaboration analysis to enable companies to intentionally “help employees build and sustain the ties necessary to generate new ideas”. More detail is provided on how innovators are using virtual work to tap into specialised and diverse talent, drive productivity and to increase customer centricity.

By connecting people into broader virtual networks, the pandemic has increased the collective speed and creativity of innovation efforts

LYNDA GRATTON - Maintaining network connections

A third article focused on connectedness and collaboration as work is redesigned for our hybrid future – this time by Lynda Gratton, featuring insights from her recent book (see Book of the Month): Redesigning Work: How to Transform Your Organization & Make Hybrid Work for Everyone . As Lynda outlines in her article: “the potential disruption of networks and knowledge flows is at the heart of two major concerns about the redesign of work: the socialization of the young and the possibility of serendipitous encounters”. This means that companies need a good understanding of their current structure of networks and knowledge flows and use it to help redesign work. Lynda then provides guidance on the difference between tacit and explicit knowledge, strong and weak ties (see FIG 3), plus the role of technology in networks (including an example from Ericsson).

An understanding of the role that weak and strong ties play in building and maintaining networks should inform the redesign of work

FIG 3: A network framework for understanding the impact of strong and weak ties on the diffusion of knowledge (Source: Lynda Gratton)

ANDRé DUA, KWEILIN ELLINGRUD, PHIL KIRSCHNER, ADRIAN KWOK, RYAN LUBY, ROB PALTER AND SARAH PEMBERTON - Americans are embracing flexible work—and they want more of it

Fascinating new research by McKinsey of over 25,000 US workers finds that 58% now have the opportunity to work from home at least one day per week (see FIG 4). Moreover, the study finds that when given the option for flexible work arrangements, nearly 90 percent of workers embrace the opportunity. The article presents six points and visualisations employers need to be aware of in order to keep pace with these changes including: i) the occupations that have the greatest number of remote workers and how many days a week they work remote, and ii) how highly employees rank flexible working arrangements as a reason to seek a new job (see FIG 5). While this study was confined to the United States, it can reasonably be hypothesised that the findings are similar to those we would expect to see in other geographies. All point to the inexorable rise in hybrid work, and the resulting shift on work, workplace and workforce.

FIG 4: 58% of US job holders say they can work remotely at least part of the time (Source: McKinsey)

FIG 5: A flexible working arrangement is a top three motivator for finding a new job (Source: McKinsey)

PEOPLE ANALYTICS

HENRIK H?KANSSON - People Analytics: Building the right foundation

Henrik H?kansson who has led people analytics teams at companies including Sony and Delivery Hero, shares some of his learnings. His article focuses on the how to build the right foundation and the key considerations as you embark upon and travel on your people analytics journey. These include setting your vision (see FIG 6) and defining the drivers that will inform and push you forward on your journey, which Henrik distils into six categories: global, accessible, continuous, business driven, comparable and quality.

FIG 6: Visualising the people analytics journey (Source: Henrik H?kansson)

DAVID TREGIDGO – 4 Ways to Enable HR Business Partners to Succeed with People Analytics

Having previously led the people analytics function before assuming his current role leading a team of HR business partners at Unilever, David Tregidgo has seen people analytics from ‘both sides of the fence.’ In his article, David highlights four things that should enable HRBPs to drive immediate and sustainable business impact with people data and analytics. These include: i) briefing relevant HRBPs on insights before they are presented to the board to avoid unnecessary noise, ii) share, promote and socialise ‘rule-of-thumb margins’ so that people understand significance and ignore ‘false flags’, iii) make sense of organisational hierarchies, and iv) improving accessibility to ensure insights are optimised for screen readers and descriptors of key messages in charts.

Build awareness in the HRBP community of the different ways of looking at the organisation, and different ways leaders might want to look at the organisation

NICHOLAS GARBIS - Measuring the Value of People Analytics Article | White Paper

Measuring the value of people analytics is the topic of the latest whitepaper from?Nicholas Garbis? of?One Model. This paper presents a new line of thinking and challenges the commonly used ROI approach to evaluating investments in people analytics, whether they be technology, product design, training, communications, or change management. The value of people analytics, according to the paper, is "in the quality of the talent decisions of the organization." One chart in particular (see FIG 7) is helpful in articulating why the "product mindset" that many teams are adopting is the best path to achieving value at scale through people analytics. It highlights the "value journey" of a user attempting to solve a talent challenge and how that starts with the lightbulb moment where the user thinks "We have data that can help here" and proceeds to use the insights to make a better, faster, more data-informed talent decision.?A summary of the paper and download link can be accessed here:?https://bit.ly/MeasuringValueOfPeopleAnalytics-dg

FIG 7: Value journey for people analytics (Source: One Model)

SARAH GONZALES - The Future of Management Depends on Access to People Data | MARC SOLOW, ERIN SPENCER, IAN COOK, ANDREA DERLER AND YUSTINA SALEH - The Future of People Management: Closing the People Impact Gap for better business outcomes

Visier and Deloitte have recently announced a partnership (see here ) and have also collaborated on the Future of People Management Report. The big idea presented in the paper is the ‘People Impact Gap’ (see FIG 8), which is described as: “the chasm between the crucial answers that people managers need and the raw data that is contained within the people systems of record”. The summary article and full report outline the steps companies can take to close the gap including: “leveraging purpose-built technologies and an analytics strategy that places business outcomes at its center”. Authors include Ian Cook, who recently guested on the Digital HR Leaders podcast: listen here – how people shape data, and how data shapes people .

FIG 8: The People Impact Gap (Source: Visier and Deloitte)

EMPLOYEE LISTENING

DAWN KLINGHOFFER AND ELIZABETH MCCUNE - Why Microsoft Measures Employee Thriving, Not Engagement

When it comes to listening and acting on employee feedback – and then sharing its work with the external community, Microsoft is an exemplar organisation. In their latest insight, Dawn Klinghoffer (Head of People Analytics) and Elizabeth McCune (Director of Employee Listening and Culture Measurement) explain why the pandemic and emergence of hybrid led to Microsoft move from measuring employee engagement to measuring employee thriving. Defined as “to be energized and empowered to do meaningful work,” Dawn and Elizabeth explain how their mindset shifted around this topic, what they’ve discovered among their employees, and what your organisation can learn from their research. ??

Employees who were thriving and not thriving were both talking about culture, but in vastly different ways

ANDREW MARRITT - Making sure you can analyse your survey data as you mature

A welcome return to Andrew Marritt, a hitherto frequent contributor to this compendium over the years. Andrew draws on one of the key findings of RedThread Research’s recent analysis of the People Analytics Technology market (featured last month ), namely how the more advanced people analytics functions typically export data from their systems for later analysis. A major barrier to this – and a complaint we hear often from member organisations that are part of the Insight222 People Analytics Program - is that some vendors, especially some employee survey platform providers, make it difficult for clients to export data. In his article, Andrew emphasises a) people analytics leaders will want this capability as they mature, and b) the time to tackle this is at contract negotiation.

If a provider can’t provide you with reasonable access, you should probably choose another. There are top-level providers who do give access, and ones with a reputation of making this difficult. Choose the former.

GIANNI GIACOMELLI - Employee engagement and resignation: you need a virtual watercooler

Last month’s collection featured on article by Gianni Giacomelli, which studied the impact of an employee’s network and ability to make an impact on their propensity to leave the organisation. This time, Gianni digs into ‘strong ties’ and ‘weak ties’ in organisational networks, and highlights Microsoft research that finds the latter dwindled due to remote working. To reverse this trend, Gianni advocates “the introduction of a virtual watercooler bot that matches colleagues based on the strength and diversity of their network connection” to increase intentional serendipitous networking and drive innovation. As Gianni counsels, “virtual watercoolers are not a silver bullet” and won’t work with leaders endorsing the need to rekindle weak ties and participate directly themselves.

FIG 9: Source: Gianni Giacomelli

SHWETHA PAI - How to adapt your Employee Listening Strategy to support Remote/Hybrid

One of the early findings from a soon to be published Insight222 study, found that 40% of companies now use passive listening as part of their employee listening strategy. As such, this primer from Shwetha Pai that breaks down passive listening as part of a comprehensive listening strategy is as timely as it is helpful. Shwetha provides guidance on a three-step process to combine metrics composed of active data (e.g from surveys) and passive data (e.g. from email, calendar and collaboration tools), and then provides a couple of practical examples of how this can be used – including in FIG 10, relating to employee productivity and focus time. If you want to learn more about this, I recommend tuning in to my recent podcast with RJ Milnor, Uber’s Head of People Analytics, on how Uber combined active and passive employee listening to study employee productivity and wellbeing .

FIG 10: Source - Worklytics

ANDREW MARRITT - Four ways to use qualitative data in People Analytics

You wait over a year for a new Andrew Marritt article, and then like a London bus two come along in quick succession! Andrew’s second entry this month examines how combining qualitative and quantitative data can significantly increase the likely success of a people analytics project and better answer the business challenges that are attempting to be solved. Andrew provides four ways qualitative data can be used, primarily focusing on text, and also explains, and illustrates (see FIG 11), how qualitative and quantitative can be run in parallel.

The most successful People Analytics teams that we know combine qualitative and quantitative data to better answer business challenges

FIG 11: A parallel mixed-method approach, e.g. analysing an employee survey (Source: Andrew Marritt, Organization View)

EMPLOYEE EXPERIENCE

VOLKER JACOBS - Flying Blind into the Experience Economy

While organisations that successfully develop a superior employee experience enjoy a competitive advantage over their peers, as Volker Jacobs observes, in the majority of cases: “Companies know a lot about their employees, but (almost) nothing about their experience of work.” Volker then outlines four factors that can help companies succeed in the ‘Experience Competition’: i) a change of perspective (“start from where experiences are particularly important from the employees' point of view, and where these experiences are rated as bad”), ii) experience intelligence, iii) scalability (see ‘5 horizons of EX’ model in FIG 12), and iv) the right vision.

FIG 12: 5 horizons of Employee Experience (Source: TI People)

WORKFORCE PLANNING

MATT SIGELMAN, BLEDI TASKA, LAYLA O’KANE, JULIA NITSCHKE, RAINER STRACK, JENS BAIER, FRANK BREITLING AND ADAM KOTSIS - Shifting Skills, Moving Targets, and Remaking the Workforce Article | Full Report

An immense collaboration by BCG, the BurningGlass Institute and Emsi Burning Glass, which involves the analysis of 15 million job postings between 2016 and 2021. This data has been used to create of a Skill Disruption Index (see FIG 13) which assigns a relative value from 100 for the job with the greatest disruption (data engineer) to 0 for the job with the least disruption (mystery shopper) – the Appendix of the full report provides a Skill Disruption Index for 680 jobs. There’s plenty to unpack in the report including what’s driving skills disruption (technology accelerated by the pandemic), what skills disruption looks like (using marketing as an example), four big trends in skills change (including: the growth of digital skills not being confined to jobs in IT, and the requirement of soft skills in digital occupations), and implications for stakeholders (including the need to step up efforts in reskilling and upskilling). A tour de force, and an invaluable source of external data for those involved in workforce planning.

FIG 13: Select occupations and their Skill Disruption Index values (Source: BCG, BurningGlass Institute, Emsi BurningGlass) ??

NITHYA VADUGANATHAN, COLLEEN McDONALD, ALLISON BAILEY, AND RENEE LAVERDIERE - Tapping into Fluid Talent

BCG again – this time providing guidance companies can take to source ‘fluid talent’ in new and hitherto hidden places. The authors define fluid talent as categories such as former employees and freelancers as well as talent hidden elsewhere in the company, borrowed from other companies, or working in other geographic markets – and even human-AI co-created (see FIG 14). The article provides guidance to organisations looking to grow their fluid talent approach including: i) identifying where fluid talent will provide the most value, ii) creating an ecosystem of partners and technologies to support matching, upskilling and reskilling, and iii) developing a fluid talent operating model that reengineers how work is done, and careers are built. Examples are then provided from a plethora of companies including Amazon, Unilever, Seagate, Bridgestone, Sysco, Royal Philips and. Disney.

Fluid talent approaches can broaden opportunity and team diversity

FIG 14: Traditional and emerging talent sources (Source: BCG)

LEADERSHIP AND CULTURE

ANTOINE FERRèRE, CHRIS RIDER, BAIBA RENERTE AND AMY EDMONDSON - Fostering Ethical Conduct Through Psychological Safety

While corporate studies such as Project Aristotle at Google and the Art of Teamwork at Microsoft, highlight the role psychological safety plays in team effectiveness, team performance, and creativity, there has been scant research on the role of psychological safety in workplace ethics. As such, this extensive research collaboration with Amy Edmondson by a team at Novartis of over 38,000 employees in 100+ countries, is as revealing as it is welcome. The results demonstrate the integral role psychological safety plays in the ethical climate of an organisation, as well as emphasising the critical role of line managers in creating safe spaces for employees to discuss concerns.

Building a psychologically safe environment to facilitate speaking up about ethical conduct is relevant to both company reputation and long-term business performance

FIG 15: Reporting channels and psychological safety (Source: Ferrère et al)

ANU MADGAVKAR, BILL SCHANINGER, SVEN SMIT, JONATHAN WOETZEL, HAMID SAMANDARI, DAVIS CARLIN, JEONGMIN SEONG AND KANMANI CHOCKALINGAM - Human capital at work: The value of experience

More excellent research by McKinsey, which finds that work experience can contribute to 40-60 percent of the average individual’s lifetime earnings. This work experience is principally accumulated through taking on new roles, developing individuals to acquire new skills and enable their upward mobility. The study highlights the critical role of organisations in stretching worker’s potential through hiring them and providing opportunities for development and mobility, as well as providing some fascinating analyses and visualisations.

?FIG 16: Share of people who advance to a higher national earning quintile, % (Source: McKinsey)

DIVERSITY, EQUITY AND INCLUSION

ANSELM A. BEACH AND ALBERT H. SEGARS - How a Values-Based Approach Advances DEI

While study after study finds that diversity, equity and inclusion (DEI) drives innovation in organisations, many companies invariably find that the results of their DEI efforts fall somewhere short of expectations. Research of companies that have demonstrated significant progress on DEI, has enabled the authors of this MIT Sloan Management Review article to identify their Value/Principles Model. As illustrated in FIG 17, the model is based on four values (representation, participation, application and appreciation) and seven guiding principles that drive the achievement of the values.

Achieving DEI isn’t a linear process with a set of tasks to be checked off, but rather a commitment to cultivating core values and turning guiding principles into organizational habits

FIG 17: Four core values and seven guiding principles for achieving diversity, equity and inclusion (Source: Anselm A. Beach and Albert H. Segars)

GRACE LORDAN AND TERESA ALMEIDA - How Empathy and Competence Promote a Diverse Leadership Culture

Grace Lordan and Teresa Almeida from The Inclusion Initiative present the findings of a study they undertook to explore how companies can create environments that equalise opportunities for women instead of hindering productivity and creating dissatisfaction. One finding is that to work with teams that are increasingly culturally and physically disparate, managers must be technically skilled, be able to create a shared sense of direction and demonstrate high competence and empathy (see FIG 18). ?

FIG 18: Competence-Empathy manager environments

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 June that I recommend readers delve into (see below). Also, there was more activity in the vendor space in June, that readers may want to dig deeper into, including:

Gloat announces $90m Series D funding

Emsi Burning Glass rebrands as Lightcast

Visier launches a. monthly resignation report of benchmark data

• LAUREN SMITH, JAMIE KOHN AND IGA PILEWSKA - What Stops Employees from Applying for Internal Roles – Analysis from Gartner (see FIG 19), which shows only 33% of employees seeking a new role looked internally in their own organisation first due to three inequities: awareness, access and support.
• LISA SIMON - Debunked: Remote Roles Are Not Easier to Fill Anymore – Revealing data from Revelio Labs, which debunks the widely held view that remote roles are easier to fill than in-person roles (see FIG 20).
• STEPHANIE ANDEL - Employees’ priorities have changed: here’s what managers can do – Research from Humu highlighting three key priority areas for employees including having a manager that supports their wellbeing (see FIG 21), plus guidance on how managers can respond.
• TOM McKEOWN - How People Analytics Teams And Tools Can Power Your Diversity Strategy ?- isolved’s Tom McKeown highlights the questions people analytics teams can address to support their organisation’s DEI strategy including: Has the representation of marginalised groups been improving over time?
• SUSIE LEE - Why Belonging Is Key to Building the New Workforce – Degreed’s Susie Lee outlines how by making belonging a priority, companies can boost employee retention and performance.
• LAURENCE LOCK LEE AND SHARON DAWSON – Microsoft 365 Benchmarking Report 2022 – Fascinating analysis by Swoop Analytics of 18 organisations, over 200,000 accounts and 3,773 groups/departments of collaboration behaviours on Microsoft 365.

?FIG 19: What job seekers think about opportunities at their current employer (Source: Gartner)

?FIG 20: Days to fill positions between remote and in-person jobs (Source: Revelio Labs)

?FIG 21: Source: Humu

PODCASTS OF THE MONTH

In another month of some high-quality podcasts, I’ve selected seven podcasts for your aural pleasure (you can also check out the latest episodes of the?Digital HR Leaders Podcast? – see ‘From My Desk’ below):

• SATYA NADELLA AND ADAM GRANT - Taken for Granted: Satya Nadella is building the future – Microsoft Chairman and CEO Satya Nadella joins Adam Grant for an absorbing episode of WorkLife on the future of work, leadership, and building cultures of care.
• NICK BLOOM, TSEDAL NEELEY AND ADAM GRANT - The Do’s And Don'ts Of Returning To The Office – Adam Grant again, with this episode of WorkLife focused on evidence that hybrid work is not only good for people – it is good for organisations too.
• LORRAINE STOMSKI AND JOE FULLER - Wholesale upskilling: Walmart’s workforce value proposition – Walmart’s Vice President of Enterprise Leadership and Learning speaks to Harvard Business School’s Joe Fuller about how one of the world’s largest companies is upskilling its workforce and influencing the wider education agenda.
• KATHLEEN HOGAN AND LARS SCHMIDT - Creating an Open-Source Environment in HR – Microsoft’s Chief People Officer guests on the Redefining HR podcast, to outline how the company approaches innovation at scale and embraces open-source HR practices.
• MICHAEL ARENA, DANI JOHNSON, STACIA GARR AND CHRIS PIRIE – From human to social capital – Michael Arena, ex-GM and AWS and one of the field’s leading authorities on ONA, joins the RedThread Research team to explain bridging and bonding social capital in the context of hybrid work (also see Michael’s recent article, which I included earlier).
• ALAN SUSI AND CHRISTINA GIORDANO - Building your HR Tech Stack – S&P Global’s Director of People, Alan Susi, joins the AllVoices Reimagining Company Culture podcast to provide guidance on building your HR Tech stack.
• COLE NAPPER AND SCOTT HINES – Directionally Correct Podcast ?- A new people analytics podcast available from practitioners Cole Napper and Scott Hines has just been launched. All the episodes published so far are worth a listen, but EP2 is a good place to start.

VIDEO OF THE MONTH

CAROL DWECK AND ANGELA DUCKWORTH – Beliefs Matter: Real-World Implications of Organizational Mindsets

In this conversation with Angela Duckworth, recorded at the recent Wharton Future of Work Conference, Carol Dweck explains why ‘talent’ can be a dangerous word, and outlines recent research on how organisational mindsets can override our personal beliefs, making the case that culture needs to be perpetually renewed.

BOOK OF THE MONTH

LYNDA GRATTON - Redesigning Work: How to Transform Your Organisation and Make Hybrid Work for Everyone

Lynda Gratton has been researching, writing and consulting about the future of work for 30 years, so is perfectly placed to provide guidance on how to make the most of what is the most significant shift in the world of work in our lifetimes. Gratton, a Professor at London Business School, presents a four step framework for redesigning to help individuals and organisations: i) Understand the challenges your business is facing, ii) Reimagine creative, new approaches and processes, iii) Model and Test these within your organisation, and iv) Act and Create based on contemporary, data-led feedback.

RESEARCH REPORT OF THE MONTH

KATE BRAVERY, ADRIENNE CERNIGOL, JOANA SILVA, QUEENIE CHAN, STEFANI BALDWIN, MOLLY CLINE, ANCA DE MAIO, DAWID GUTOWSKI, TAMAR HUDSON, KATE JANOTA, MEREDETH JOHNSON - Rise of the relatable organization: Mercer Global Talent Trends. 2022

Mercer’s annual global talent trends report is always worth a read, and the 2022 edition is no exception. This year’s report is themed on “the Rise of the Relatable Organization” and framed around five key trends: i) reset for relevance (including FIG X on using human capital metrics to course correct), ii) work in partnership, iii) deliver on total wellbeing, iv) build for employability, and v) harness collective energy.

FIG 22: Using human capital metrics to course correct in an ever-changing environment (Source: Mercer)

TRAINING COURSE OF THE MONTH

ADITYA MAHARAJA – Using RStudio to Analyse Text

For those of you that are not familiar with the Tech Bites in the myHRfuture Academy , they’re short, sharp, technical how-to videos that help you build practical skills and knowledge that can be applied immediately on the job. In the latest Tech Bite, Aditya Maharaja, People Analytics and Research at Amazon, walks learners through the steps involved in using RStudio to analyse, visualise and gauge the sentiment of their text data. He explores how to find occurrences of nouns and adjectives in a corpus as well as how to visualise them in a word network allowing learners to be able to effectively communicate and visualise their findings to drive greater impact for their stakeholders.

FROM MY DESK

June saw four new episodes of the Digital HR Leaders podcast:

• JORDAN PETTMAN AND TERTIA WIEDENHOFF – Linking People Analytics to Business Impact (Live from People Analytics World 2022) – In a special episode, recorded live at the Glastonbury of people analytics, Jordan Pettman and Tertia Wiedenhoff share insights with me of the impact of the pandemic on people analytics and what lies ahead for the field.

• IAN COOK - How People Shape Data, and How Data Shapes People – Visier’s Ian Cook, one of the bastions of the field, joins me to discuss the raised expectations, challenges and opportunities for people analytics now that it has finally reached the phase of mass adoption.

• SHLOMIT GRUMAN-NAVOT - How to Lead Hybrid Teams with Clarity and Agility – Shlomit Gruman-Navot, Chief People Officer at OLX Group, explains how to align the work of HR with that of the business, and the changing role of leadership in the hybrid era.

• AMPIE SWANEPOEL AND WERNER MERBOLD - How to Deliver Workforce Insights at Scale – Learn about the journey of Standard Bank Group from people analytics focused solely on rear-view mirror reporting to delivering predictive workforce insights at scale.

LEARN THE HR SKILLS OF THE FUTURE

If you want to learn more about the HR skills you need for the future, then why not join?myHRfuture Academy ?a?learning experience platform for HR professionals ?looking to invest in their careers.?Join now ?to get unlimited access to all of our?online training courses ?on topics such as?People Analytics ,?Digital HR and HR Technology ,?Workforce Planning ?and?Design Thinking .

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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.