The best HR & People Analytics articles of June 2023
David Green ????
Co-Author of Excellence in People Analytics | People Analytics leader | Director, Insight222 & myHRfuture.com | Conference speaker | Host, Digital HR Leaders Podcast
June proved to be a busy but productive month, which took me to London, Zürich and S?o Paulo. Collectively, these three trips reinforced that people analytics and HR are exciting (if at times, challenging) fields in which to work, and that the focus on each is high.
Firstly, I had the pleasure of moderating a panel comprised of Angela LE MATHON , Oliver Drury , and Freneka Mumford on building a skills-based organisation at the SKILLS by TechWolf event, which took place at the iconic Searcys at The Gherkin in London. Click here to read takeaways from the event, and a huge thank you to Victoria Holdsworth for inviting me to participate.
The week after I was in Zürich for a Peer Meeting for European member companies of the Insight222 People Analytics Program. I shared the key learnings in a recent edition of the Digital HR Leaders newsletter, but they included: i) Every HR professional needs to develop prompt engineering skills to interact with GPT and Generative AI models, ii) People Analytics practices and outcomes must fit with strategy, organisation, HR and the environment, and iii) To influence the business, people analytics teams need to understand the business and align its work to the key priorities. Thanks to our guest speakers: Andrew Marritt , Patrick Coolen , Jaap Veldkamp , Mariana Allain Carrasqueira , and Andrés García Ayala .
Finally, June also saw me make my first trip to Brazil to speak at the impressive HR4results conference in S?o Paulo, which was organised by Gupy and had over 5,000 attendees. During my time in Brazil, I was struck by the extraordinary enthusiasm for people analytics and HR technology. HR4results itself was one of the most impressive events I've had the pleasure of attending - picture a Latin American Unleash. The stage was breath-taking, located in the centre of the arena with the audience surrounding it on all four sides. In my speech, I was able to provide a a sneak preview of our upcoming research on Upskilling the HR Profession: Building Data Literacy at Scale, which you can register here to receive when it is published later in July. Thanks to the whole Gupy team for inviting me to speak at HR4results and for looking after me during my time in Brazil particularly Mariana Dias , Guilherme Henrique Dias , Cesar Nanci , Gianpiero Sperati , Juliano Medeiros , Bruna Guimar?es , and Maria Sofia Nieto .
Before we get to this month’s collection of resources, I’d like to yet again highlight the wonderful resource created by?Richard Rosenow?and the?One Model?team of?open roles in people analytics and HR technology, which now numbers over 400 roles.
Enjoy reading the collection of resources for June and, if you do, please share some data driven HR love with your colleagues and networks.
If you enjoy a weekly dose of curated learning (and the Digital HR Leaders podcast), the Insight222 newsletter:?Digital HR Leaders newsletter?is published every Tuesday –?subscribe here.
FUTURE OF WORK, HYBRID WORK AND GENERATIVE AI
ANDREW MARRITT - GPT for People Analytics: Four concepts you need to know
One of the speakers at the recent peer meeting in Zürich for European member companies of the Insight222 People Analytics Program was Andrew Marritt , who delivered a session on Generative AI and People Analytics. Four of the concepts he discussed in Zürich are covered in Andrew’s excellent recent article: i) Prompting (“the best way of finding a good prompt is by experimentation”), ii) Context Windows, iii) Fine Tuning, and iv) Embeddings. An excellent primer for people analytics and HR professionals seeking to understand more about how large language models (LLMs) can be used to support their work.
The best approach to using LLMs is to decompose your problem into smaller discreet tasks and then chain a set of models together
MICHAEL CHUI, ERIC HAZAN, ROGER ROBERTS, ALEX SINGLA, KATE SMAJE, ALEX SUKHAREVSKY, LAREINA YEE, AND RODNEY ZEMMEL - The economic potential of generative AI: The next productivity frontier
An extensive and absorbing initial analysis by McKinsey of the economic potential of generative AI, which is presented in four sections covering business value, industry impact, work and productivity implications, and considerations for business and society. Some of the key insights on Generative AI presented in the report include: i) The impact on productivity could add trillions of dollars in value to the global economy (see FIG 1), ii) Generative AI has the potential to change the anatomy of work, augmenting the capabilities of individual workers by automating some of their individual activities (“Current generative AI and other technologies have the potential to automate work activities that absorb 60 to 70 percent of employees’ time today”), iii) Generative AI can substantially increase labour productivity across the economy, but that will require investments to support workers as they shift work activities or change jobs, and iv) The era of generative AI is just beginning. Kudos to the authors: Michael Chui , Eric Hazan , Roger Roberts , Alex Singla , Kate Smaje , Alexander Sukharevsky , Lareina Yee , and Rodney W. Zemmel ,.
Generative AI is likely to have the biggest impact on knowledge work, particularly activities involving decision making and collaboration, which previously had the lowest potential for automation
VINCIANE BEAUCHENE, NICOLAS DE BELLEFONDS, SYLVAIN DURANTON, AND STEVEN MILLS - AI at Work: What People Are Saying
A fascinating study by BCG into how 13,000 people in the workforce in 18 countries feel about AI highlights vast disparities between leaders and frontline employees across several areas including i) leaders are more optimistic than frontline employees about AI (62% vs 44%), ii) 80% of leaders use generative AI regularly versus only 20% of frontline employees, and iii) 68% of leaders believe their company has an adequate responsible AI program in place versus 29% of frontline employees. The report also presents three key recommendations for leaders. First, ensure that there are spaces for responsible experimentation. Second, invest in regular upskilling. Third, prioritise building a responsible AI program. Plenty of food for thought in this study by Vinciane Beauchene , Nicolas de Bellefonds , Sylvain Duranton , and Steve Mills .
SOME OTHER GREAT RESOURCES ON AI AND GENERATIVE AI AND THE WORLD OF WORK
ETHAN MOLLICK - A guide to prompting AI (for what it is worth) | OGUZ A. ACAR - AI Prompt Engineering Isn’t the Future | TOMAS CHAMORRO-PREMUZIC AND REECE AKHTAR - 3 Human Super Talents AI Will Not Replace | MOHAMMAD HOSSEIN JARRAHI, KELLY MONAHAN, AND PAUL LEONARDI - What Will Working with AI Really Require? | ELIZABETH M. RENIERIS, DAVID KIRON, AND STEVEN MILLS - Building Robust RAI Programs as Third-Party AI Tools Proliferate
There are so many great resources to read on AI and Generative AI in relation to the world of work. If you enjoy the articles above, then I also recommend digging into these. First, two articles by Ethan Mollick and Oguz A. Acar hypothesising that the importance of prompt engineering when it comes to generative AI may only be temporary. Then Dr Tomas Chamorro-Premuzic and Reece Akhtar highlight three human 'supertalents' that AI won’t replace: Curiosity, Humility and Emotional Intelligence. Mindful of the increasingly common adage that “AI won’t replace you, a person using AI will’, the article by Mohammad Hossein Jarrahi , Kelly Monahan, Ph.D. , and Paul Leonardi on working with AI is a must read. Finally, in the key findings of a study by MIT and BCG, Elizabeth M. R. , David Kiron and Steve Mills examine the widening gap between Leaders and Non-Leaders when it comes to companies deploying Responsible AI (RAI) practices.
It may also be helpful to highlight that people analytics technology vendors are increasingly incorporating generative AI into its products. In June, both Visier Inc. (see: Meet Vee, Your AI Assistant for People Analytics) and Crunchr (see: The Crunchr Assistant: an AI-powered co-pilot for HR and people leaders) made product announcements in this area. Thanks to Paul Rubenstein and Ralf Bovers respectively for giving me the heads up.
Michael Arena ’s latest article discusses effective strategies for intentional collaboration in the modern workplace. It introduces Adaptive Teaming, which involves dynamically forming and restructuring teams to meet specific project needs. Four intentional collaboration modes are identified: discovery, development, diffusion, and delivery. Discovery encourages knowledge exploration and idea generation, development focuses on individual and collective skill growth, diffusion promotes effective communication and knowledge sharing, and delivery ensures efficient project execution. By incorporating these modes, Michael articulates how organisations can enhance adaptive teaming practices and succeed in the evolving world of work.
Adaptive teaming is a collaborative approach in which teams intentionally come together, shift, and reform based on the specific needs and challenges of a project or task.
PHIL KIRSCHNER, ADRIAN KWOK, AND JULIA MCCLATCHY - Is your workplace ready for flexible work? A survey offers clues
As Lynda Gratton wrote in a recent HBR article, the transition to hybrid work will take years. This is supported in new research by McKinsey, which finds that despite implementing flexible work patterns in pursuit of better employee experience, real estate cost savings, and more sustainable operations, most firms are barely scratching the surface. The article by Phil Kirschner , Adrian Kwok , and Julia McClatchy , summarises the progress 50 companies have made in implementing 12 practices McKinsey has identified as key to developing effective and sustainable hybrid work strategies (see FIG 5). The article then takes a closer look at the findings and identify what companies are doing well and where they can improve.
PEOPLE ANALYTICS
LAURA STEVENS - Transforming People Analytics | Shifting the Focus from Self-centeredness to Driving Value
I’ve always enjoyed reading the well-argued and well-researched articles by Laura Stevens PhD , both from her previous career at Deloitte and now in her role leading people strategy, analytics and employee experience at dsm-firmenich . In her latest article, Laura reflects on how people analytics has developed in recent years, provides a compelling riposte to linear analytics maturity models (yes, you know the one) and identifies the absence of human-centred design as the missing piece in the jigsaw of most companies approach to people analytics and digital transformation. Laura highlights the need for organisations to align analytics efforts with their business objectives, advocating for collaboration between HR, analytics, and business stakeholders to foster a data-driven culture and achieve meaningful outcomes. Ultimately, as Laura emphasises, the goal of people analytics is to provide valuable insights and drive actions that positively impact business performance.
The battle for value will not be won by those with the most data or sophisticated analytical models, but by those who possess the strategic acumen to harness these resources effectively and deliver tangible outcomes.
In his essay analysing the evolution and progress of the field (see also FIG 6), Josh Bersin asserts that “people analytics has grown up”, and “thanks to a new breed of vendors (and AI)”, shifted to a new era, which Josh refers to as “Systemic People Analytics”, where all the people data in the company is brought together to inform important business decisions. How do companies implement Systemic Analytics? Josh outlines three options: i) build, ii) use your HCM or iii) (Josh’s recommended option) buy an integrated people analytics platform like Visier Inc. , ChartHop , One Model or Crunchr .
JACKSON ROATCH - THE Secret Weapon for People Analytics: Quasi-Experiments | GIOVANNA CONSTANT - Can Synthetic Data Be the Ethical Game-Changer for People Analytics? | ADAM MCKINNON – Using Machine Learning to Predict Remuneration Levels
Three articles on analytical techniques and approaches that should appeal to people analytics professionals. First, Jackson Roatch provides a handy primer on quasi-experiments: how to think about them, how to spot opportunities to use them, and how to leverage them successfully. Second, Giovanna Constant explains how synthetic data can be applied to people analytics, potentially mitigating common challenges such as small data sets and privacy concerns. Finally, Adam McKinnon, PhD. continues his remarkably insightful series on applying machine learning to people data by providing a guide to analysing market data and existing employee pay levels, to remunerate staff fairly and effectively.
Dave Ulrich looks at the evolution of people analytics over the last decade (see FIG 8) and how it has become an increasingly important capability of the HR function. He outlines three questions HR professionals should focus on to progress in analytics covering the why, the what and the how. For the ‘what’, Dave emphasises how “HR analytics should focus less on measuring HR and more on creating business results or value from human capability initiatives”. While for the ‘how’, Dave highlights ten actions HR and business professionals can take to implement impactful analytics, and frames this as an assessment.
EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING
DAWN KLINGHOFFER AND KATIE KIRKPATRICK HUSK - More Than 50% of Managers Feel Burned Out
Following on from their excellent With Burnout on the Rise, What Can Companies Do About It? article, which we featured in May’s collection, Dawn Klinghoffer and Katie Kirkpatrick-Husk PhD turn their attention to manager burnout. With more than 50% of managers experiencing burnout, this is a significant challenge that requires fixing. Dawn and Katie highlight some of the causes of manager burnout, the different ways it can be harmful and the impact of the three burnout dimensions of exhaustion, cynicism, and professional efficacy. The article also presents five ways to mitigate manager burnout: meaning, learning and career development, flexible work, psychological safety and support, and self-care. On a separate but related note, huge congratulations to Dawn for recently being announced as a HR Rising Star by Human Resources Executive.
When a manager is experiencing all three dimensions (exhaustion, cynicism, and professional efficacy), they are 5.3 times more likely to leave the company compared to a manager experiencing none.
JEN FISHER, PAUL SILVERGLATE, COLLEEN BORDEAUX, AND MICHAEL GILMARTIN - As workforce well-being dips, leaders ask: What will it take to move the needle?
Jen Fisher , Paul Silverglate , Colleen Bordeaux , and Michael Gilmartin present the results of Deloitte’s second annual Well-being at Work survey, which surveyed 3,150 C-suite executives, managers, and employees. Key findings include that most employees reported that their well-being worsened in the last year despite more than 75% of executives believing well-being had improved. The article also presents a model and recommendations based on three keys to unlocking workforce well-being (see FIG 9): empowering managers, holding senior leaders to account, and adopting a mindset of human sustainability.
Seventy percent of managers say organizational obstacles prevent them from doing more to support their team members’ well-being.
WORKFORCE PLANNING, SKILLS, TALENT MARKETPLACE
ELIZABETH J. ALTMAN, DAVID KIRON, JEFF SCHWARTZ, AND ROBIN JONES - Manage Your Workforce Ecosystem, Not Just Your Employees
In their article, which is based on their recently published book – Workforce Ecosystems, Elizabeth J. Altman , David Kiron , Jeff Schwartz , and Robin Jones , introduce the concept of an integrated workforce ecosystem. They highlight the three types of issues that need to be resolved: structural design (pertaining to the division of labour, goals, and incentives), politics (relating to resources, power, and status), and culture (affecting individuals’ search for identity and meaning). Then they present a four phased approach to effectively orchestrate a workforce ecosystem (see FIG 10) and provide additional guidance on each phase.
LEADERSHIP AND CULTURE
EMILY FIELD, BRYAN HANCOCK, AND BILL SCHANINGER - Don’t Eliminate Your Middle Managers | EMILY FIELD, BRYAN HANCOCK, STEPHANIE SMALLETS, AND BROOKE WEDDLE - Investing in middle managers pays off—literally
Two articles previewing the upcoming book by McKinsey partners Bill Schaninger, Ph.D. , Bryan Hancock , and Emily Field , Power to the Middle: Why Managers Hold the Keys to the Future of Work. The first article, in Harvard Business Review, provides a clarion call to organisations that rather than viewing middle management as ripe for cutting in turbulent times they should instead reimagine the role of the middle manager, helping them to fully understand their value, and then train, coach, and inspire them to realise their potential as organisational linchpins: “Human capital is at least as important as financial capital, and middle managers, who recruit and develop an organization’s employees, are the most important asset of all—essential to navigating rapid, complex change. They can make work more meaningful, interesting, and productive, and they’re crucial for true organizational transformation.” The second article, co-authored with Stephanie Smallets, Ph.D. and Brooke Weddle , provides data highlighting that organisations with more top-performing middle managers have much better financial outcomes (see FIG 11). The article also provides five steps to strengthening middle manager performance: i) optimising organisational ‘spans’, ii) resetting manager roles, iii) pivoting to capability building, iv) drilling down into manager experience, and v) building in accountability mechanisms.
(Middle managers) can make work more meaningful, interesting, and productive, and they’re crucial for true organizational transformation
JAKE YOUNG AND JONNY GIFFORD | CIPD - High-performing teams: An evidence review Article | Practice Summary |ERIC BARENDS, DENISE ROUSSEAU, AND IULIA CIOCA - High-performing teams: An evidence review ?Scientific Summary
New research from the CIPD on how to build an effective team along with the factors that employers and people managers require to create an environment in which their employees can work together successfully. The findings are presented in two documents. The Practice Summary, authored by Jake Young and Jonny Gifford , presents the main insights (see example in FIG 12) and key recommendations. While the Scientific Summary, authored by Eric Barends , Denise Rousseau and iulia cioca for the Center for Evidence-Based Management (CEBMa) , provides methodology and technical information on the research and study references.
THE EVOLUTION OF HR AND DATA DRIVEN CULTURE
RAGAN DECKER, KERRI NELSON, AND KIRSTEEN ANDERSON - The Use of People Analytics in Human Resources: Current State and Best Practices Moving Forward
In their new study for SHRM into the current state of people analytics, Ragan Decker, Ph.D. , Kerri Nelson, Ph.D. , and Kirsteen Anderson find that HR leaders are increasingly looking to people analytics as a tool to answer key business questions, which mirrors our own research at Insight222 . The report digs into how companies are using people analytics (see FIG 14), how AI can be infused into analytics work, and why people analytics is delivering value for some organisations and not others. It explains how strengthening data culture, investing in analytics expertise and using analytics for more sophisticated purposes can help. The report also identifies seven best practices for people analytics: i) invest in the fundamentals, ii) examine the quality of data, iii) understand and be prepared to explain how people analytics is used to make decisions, iv) only implement fair, ethical and responsible uses of people analytics, v) assess compliance and understand the legal risks associated with people analytics, especially when using AI, vi) protect employee and applicant data, and vii) establish people analytics governance within your organisation.
94% of business leaders say that people analytics elevates the HR profession
领英推荐
MARC EFFRON | TALENT STRATEGY GROUP – HR Operating Model Report 2023
There is a wealth of insights in this report by Marc Effron and his team at The Talent Strategy Group about how more than 200 companies are structuring and operationalising HR. Some of the insights include: i) 86% of CHROs report to the CEO, which certainly helps answer the perennial ‘seat at the table’ question, ii) HR is growing across all parts of the function - for example, the support ratio for HRBPs to employees has decreased, iii) from a people analytics perspective, the study finds that 35% of people analytics leaders report to the CHRO, which mirrors the rise we have seen in our Insight222 People Analytics Trends research year on year since 2020, and iv) However, as the report states: “The fact that People Analytics reports more frequently to Shared Services and Other HR Functions than to the CHRO or Talent Management suggests a potential misunderstanding of the strategic role of the function. It may also, however, suggest that the COE is providing more reporting and less true analytics in many organizations.” A must-read for HR leaders.
DIVERSITY, EQUITY, INCLUSION, AND BELONGING
JAN SHELLY BROWN, DIANA ELLSWORTH, ALEX KATEN-NARVELL, AND DIANA MAOR - It’s (past) time to get strategic about DEI
Why do some companies fail to fully realise their diversity, equity and inclusion (DEI) initiatives, despite good intentions, and why do others succeed? Research from the McKinsey team of Jan Shelly Brown (JSB) , Diana Ellsworth , Alex Katen-Narvell , and Dana Maor , finds that companies that are fulfilling their DEI commitments take a systemic approach to establishing their DEI strategies. The article outlines five steps for setting a robust internal DEI strategy: i) Set a bold but achievable DEI aspiration (“The DEI aspiration should highlight the outcomes the organization wants to achieve, not just the activities it will take to get there”), ii) Build a quantitative and qualitative DEI baseline (see example in FIG 16), iii) Set a plan for how and when DEI initiatives will be rolled out, iv) Mobilize the capabilities and resources required to deliver on DEI initiatives, and v) Measure and monitor progress and hold people accountable for DEI outcomes. The article also provide compelling examples from companies including Bristol Myers-Squibb, Activision Blizzard, and Nike.
As with any other component of an organization’s strategy, progress on DEI initiatives must be tracked with clear metrics, and leaders should be held accountable for results.
HAIG NALBANTIAN - Opening Access to the Fast Track for Career Equity
In his article for MIT Sloan Management Review, Haig R. Nalbantian introduces an approach he terms ‘Proactive Career Management’ (PCM) to address and overcome situational barriers to the advancement of women and people of colour in organisations. The article demonstrates how statistically ‘explained’ differences in promotion probability, turnover probability, performance and pay can severely limit career prospects for women and people of colour. However, Haig then demonstrates the impact of situational factors (e.g. roles, job status, reporting relationships, business lines etc) and ?through a case illustration of PCM in action, how employers can foster career equity at work by implementing PCM on an empirical basis, using advanced workforce analytics.
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:
Jim Harter presents research findings from Gallup ’s survey of 5,700 US workers to understand which flexibility options their employers were offering and which flexibility options would entice them to switch jobs (see FIG 19).
A mammoth but essential guide from Bern Blake and his Skills Base team that provides a framework to transition to a skills-based organisation that is able to identify skills, measure skills, and act on skill insights. There is a wealth of examples, models and guidance, including the two quadrants in FIG 20 covering Skill/Interest and Skill/Knowledge.
Ernest Ng, PhD , formerly the people analytics leader at Salesforce and now VP Strategy and Research at HiredScore , presents a counterintuitive approach, ‘tactics dictate strategy’, to illustrate how tactical metrics can be elevated into strategic conversations, insights, and business drivers – see example in FIG 21.
PODCASTS OF THE MONTH
In another month of high-quality podcasts, I’ve selected seven gems 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
DAWN KLINGHOFFER, PRASAD SETTY, AND MATTHEW BIDWELL - The Next 10 Years of People Analytics
The videos of the sessions from the recent Wharton People Analytics Conference are now available to view. One of the highlights, which inspired the recent People Analytics: Now and the Future episode of the Digital HR Leaders podcast, was the opening session of the conference where together with Matthew Bidwell , Dawn Klinghoffer and Prasad Setty consider how people analytics has evolved in the past decade. They also discuss the new techniques that are transforming our understanding of organisations, and how data-driven insights have been—and will continue to be—used to address an ever-expanding range of organisational challenges. A must-watch for anyone working in or interested in the people analytics field.
BOOK OF THE MONTH
ALAN WATKINS AND NICK DALTON - The HR (R)Evolution: Change the Workplace, Change the World
I’ve just recorded an episode of the Digital HR Leaders podcast with Nick Dalton , formerly EVP HR at Unilever, which will be released in the autumn, so I took the opportunity to dig into his book, The HR (R)evolution, co-authored with Alan Watkins . It’s a highly absorbing and insightful read, and presents ‘Seven Great Waves’ of change (paternalism, power, process, profit, people, paradox and planet) and how each wave has impacted business. It then explains how some companies are stuck in the past and provides a compelling case on how HR can break the deadlock if it understands what the future holds.
RESEARCH REPORT OF THE MONTH
STEPHANIE FRANKLIN, HEIDI BINDER-MATSUO, AND SHUBA GOPAL - Extend that “job honeymoon:” acknowledging it is hard to start a job can help
Experimentation is an important element in people analytics, but examples of its use are rarely shared in the public domain, which is what makes this research paper by Stephanie Franklin (she/her/hers) , Heidi Binder-Matsuo , and Shuba Gopal so interesting. It is based on a study conducted by Vertex Pharmaceuticals to determine whether a simple intervention could sustain new hires’ high engagement levels beyond the first six months. It finds that by acknowledging to new hires that transitions are challenging produced a statistically significantly higher sense of belonging and higher employee satisfaction up to 9+ months post-hire.
FROM MY DESK
June saw the release of the final three episodes of Series 31 of the Digital HR Leaders podcast, sponsored by our friends at ChartHop (thanks to Shayna Chapel ), as well as the first episode of Series 32, sponsored by our friends at Worklytics (thanks to Philip Arkcoll and Laura Morris ).
TRAINING COURSE OF THE MONTH
JENNIFER SIGLER - Managing Employee Experience Part 1: Top Challenges
The new course in the myHRfuture Academy, developed in collaboration with Jennifer E. Sigler, PhD , is based on research from TI PEOPLE ’s and FOUNT Global, Inc. ’s 2022 State of EX survey. It is designed to help mid-career or senior HR/EX professionals think differently about employee experience, how it should be measured, and how to improve it. This course is Part 1 of a two-part series, and both parts revolve around four primary themes: dispersal, measurement, agility, and human centricity. The video below on measuring the impact of EX provides a taster.
THANK YOU
Finally, this month I’d like to thank:
________________________________________________________________
ABOUT THE AUTHOR
David Green ?????is a globally respected author, speaker, conference chair, and executive consultant on people analytics, data-driven HR and the future of work.?As Managing Partner and Executive Director at?Insight222, he has overall responsibility for the delivery of the Insight222 People Analytics Program, which supports the advancement of people analytics in over 90 global organisations.?Prior to co-founding Insight222, David accumulated over 20 years experience in the human resources and people analytics fields, including as Global Director of People Analytics Solutions at IBM. As such, David has extensive experience in helping organisations increase value, impact and focus from the wise and ethical use of people analytics.?David also hosts the?Digital HR Leaders Podcast?and is an instructor for Insight222's?myHRfuture Academy. His book, co-authored with Jonathan Ferrar,?Excellence in People Analytics: How to use Workforce Data to Create Business Value?was published in the summer of 2021.
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 2023:
More events will be added at a later date.
Accountant and Tax expert | Crypto Tax Specialist | Board Member | Co-founder of The Kapuhala Longevity Retreats
1 年Absolutely amazing ??Your commitment to spreading knowledge and fostering discussion within the HR community is invaluable.Keep up the fantastic work!
Cosmetologist at !
1 年DO NOT GET SCAMMED! Linkedin member: Tony Barrera, who owns Colour Concepts Inc. with his mother Maria Barrera are Frauds. This Company hires only Meth, Cocaine and Heroin users.?Maria's Son Tony Barrera, says he can pay' them with drugs instead of cash or not pay them at all. These people destroy your property and steal tools from your home. They have been known to embezzle money and forge checks. Tony Barrera, uses his painting company as a cover up to sell drugs along with his Mother Maria Barrera Tony & Maria Barrera still owe many people money, without any payment for work rendered. Tony also, has women who prostitute themselves out for drugs instead of payment of cash and when they cant pay for the drugs. Maria Barrera has claimed, that she only steals supplies and tools from the ones who don't finish the job. She also allows prostitution and drug dealing out of her home in Lakewood Colorado. This Company has been reported to the Drug Force and is under investigation. This man has 4 Felonies and has been to prison 10 times. Please research and do a background checks?before hiring these people, or this company. DO NOT GET SCAMMED!!!
Co-Founder - Digital Transformation, Generative AI, Retail & Marketing expert, speaker, author & strategic advisor / 200 keynotes / year, 25.000 executives trained / year
1 年wow so many useful resources! thanks for the sharing
People Analytics l Top 2 HR Influencer Brasil l LinkedIn Creator l Análise de Cenários l Palestrante Internacional l Pensamento Analítico l Professor MBA l Cultura Organizacional l Data Driven l Gest?o por Indicadores
1 年Thanks for sharing my dear David Green ????
Co-Founder at WildTechDNA, Co-Founder Teal People ,
1 年Thanks for sharing David many useful pieces here to digest or challenge. The industry has responded to the complexity of change over the last few years, and many of the challenges outlined in these articles will be responding to the speed of change, in addition. Buckle Up!