The best HR & People Analytics articles of May 2022
David Green ????
Co-Author of Excellence in People Analytics | People Analytics leader | Director, Insight222 & myHRfuture.com | Conference speaker | Host, Digital HR Leaders Podcast
After almost two and a half years without business travel, it was a particular delight to spend two weeks of May in the US, where we hosted three events in San Francisco, Austin and New York for members of the Insight222 People Analytics Program? (pictured below is the group that met in New York). I look forward to the peer meetings we are hosting in London (June 8) and Amsterdam (June 29).
There were a number of takeaways from the three meetings in the US - see summary in a recent edition of the Digital HR Leaders newsletter. It was evident how much the people analytics field has been elevated in the last two years and striking to learn of the extent to which people analytics leaders are working directly with their CEOs and chief people officers across a multitude of key business topics.
One of these topics is hybrid work with many of the people analytics teams we work with at Insight222 being heavily involved in helping their leaders formulate their approach to hybrid. With return to office now in full swing, attention is shifting to how people analytics teams support their organisations in measuring the impact of hybrid work on key outcomes such as collaboration, innovation, inclusion, wellbeing and productivity.
There continues to be a lot of noise about hybrid work. On one side, you have Airbnb CEO Brian Chesky declaring that “the office as we know it is over”, while at the other end of the scale the notoriously publicity shy Elon Musk has told Tesla employees to return to the office or 'pretend to work' elsewhere. We need to be careful about obsessing solely on where works gets done. This is not a binary conversation. People analytics teams are also analysing data and informing decisions on when work is done (with employees having more flexibility to set work days and hours – see article on the four day week below, and research from Microsoft on the rise of the ‘triple peak’ day), and how work gets done, which then extends to topics such as workplace design (see the pair of articles from McKinsey on workplace design in this month’s collection).
One of the resources included in this month’s collection is RedThread Research’s People Analytics Technology (PAT) 2022 study, which finds that the PAT market has surged to a value in excess of $3 billion. May saw more consolidation and growth in this space:
Finally, before we get into this month’s selection of resources, a couple of notes of thanks and one of congratulations:
Enjoy reading the collection of resources for May 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 WORKING, RETURN TO OFFICE
JACQUELINE BRASSEY, ERICA COE, MARTIN DEWHURST, KANA ENOMOTO, BARBARA JEFFERY, RENATA GIAROLA AND BRAD HERBIG - Addressing employee burnout: Are you solving the right problem?
Despite unprecedented investment in resources to support employee mental health and wellbeing, burnout is at an all-time high - a situation only accelerated and exacerbated by the pandemic. As such, this extensive global study of nearly 15,000 employees and 1,000 HR decision makers in 15 countries by the McKinsey Health Institute, published just in time to make the cut for May, is the perfect way to kick off this month's collection of data themed resources. Findings from the study include: one in four employees globally report experiencing symptoms of burnout, there is a 22% gap between employer and employee perceptions of wellbeing at work, and there is a strong correlation between toxic work cultures and burnout (see FIG 1). The report highlights eight questions for reflection and provides recommendations on how firms can address employee mental-health and well-being challenges by taking a systemic approach focused on changing the causes rather than the symptoms of poor outcomes. An absolute must read.
With collaboration and shared commitment, employers can make a meaningful difference in the lives of their employees and the communities they live in.
FIG 1: The relationship between toxic behaviour at work with burnout and intent to quit (Source: McKinsey Health Institute)
JAIME TEEVAN, NANCY BAYM, JENNA BUTLER, BRENT HECHT, SONIA JAFFE, KATE NOWAK, ABIGAIL SELLEN AND LONGQI YANG - Microsoft New Future of Work Report 2022 Summary | Full report
The ‘Great Remote Work Experiment’ of the past two years has arguably seen work change faster that it has in a generation and with the transition from remote to hybrid, more change, more experimentation, and more uncertainty lies ahead. Microsoft’s New Future of Work Report 2022 assembles a plethora of research related to hybrid work both from the past year but also studies conducted prior to the pandemic. It is designed to facilitate knowledge sharing across the research community and should prove to be an invaluable resource for people analytics practitioners, academics and other researchers studying work, productivity and culture as it examines changes in work on four different scales: individual, team, organisation and society.
As workplaces open back up, the jobs that shifted to remote work during the pandemic are unlikely to return to pre-pandemic practices. Instead, people and organizations will carry forward their learnings from the past two years and develop new hybrid work practices that are fundamentally different.
FIG 2: Source: Microsoft
AIDAN MANKTELOW, GUILLAUME HINGEL, STEFFICA WARWICK, ELSELOT HASSELAAR, ATTILIO DI BATTISTA, SAADIA ZAHIDI, NICOLE LUK, PADMA RAMANATHAN, KATE BRAVERY AND RAVIN JESUTHASAN - The Good Work Framework: A new business agenda for the future of work
A collaboration between the World Economic Forum and Mercer, which seeks to develop a new vision for the future of work: The Good Work Framework, defined in the report as: “A healthy, equitable, resilient and human-centric future of work, respecting fundamental rights, across in-person, hybrid and virtual work, for all workers”. The Framework sets out five objectives, associated goals and core metrics (see FIG 3): i) promote fair pay and social justice; ii) provide flexibility and protection; iii) deliver on health and well-being; iv) drive diversity, equity and inclusion; and v) foster employability and learning culture. The Framework sets out a powerful template that should benefit businesses, employees, customers, communities and shareholders – and there is much to admire in its 30 pages.
Seizing this opportunity will determine whether the post-pandemic recovery leads to positive outcomes for both business and for society at large and ensure a healthy, resilient and equitable future of work
FIG 3: Activating the Good Work Framework (Source: World Economic Forum)
RACHEL LAYNE - Desperate for Talent? Consider Advancing Your Own Employees First | JOSEPH B. FULLER AND MANJARI RAMAN – Building from the Bottom-up: What business can do to strengthen the bottom line by investing in front-line workers
Frontline low-skilled workers comprise a significant proportion of the workforce in most organisations – indeed they represent 44% of the US workforce – yet this group rarely enjoys much investment when it comes to development, mobility and retention. As this new study by Harvard Business School reveals, not only is this detrimental to the workers themselves, but organisations pay a high price too: unfilled positions that reduce output and increase overtime, direct and indirect costs caused by constant churn, and the ‘soft’ costs of eroding morale (see FIG 4). Instead, Fuller and Raman set out a new approach that recognises front-line workers as critical assets by investing in mentorship, career pathways, and learning and development, and consequently improve retention, create a diverse workforce, bottom-up, drive positive business outcomes and provide significant societal benefit.
?FIG 4: The low-wage, high turnover trap (Source: Joseph B. Fuller and Manjari Raman)
ALIZA DZIK, PHIL KIRSCHNER, JOHN MEANS AND ROBERT PALTER - Reimagining the future of financial-services headquarters | DANIELE CHIARELLA, FEDERICO MARAFANTE AND ROBERT PALTER - Workplace real estate in the COVID-19 era: From cost center to competitive advantage
Many of the companies we work with at Insight222 are increasingly combining workforce and workplace data to help inform the design of the workplaces of the future. Indeed, a growing number of companies have redefined HR as People and Places functions. Given the ability to collect relevant data and the likelihood that hybrid work will see an evolution in how workplaces are used, this is a trend that is likely to become more commonplace. These two McKinsey articles provide an invaluable guide on how workplace design can enhance collaboration, connection, innovation, wellbeing, engagement, culture and ultimately help realise business strategy. The first article focuses specifically on financial services companies, but the guidance offered (see FIG 5) could equally be applied to firms in other sectors. The second article digs into three companies: IncepTech, Dropbox and Gilead Sciences, details how each leveraged workplace design to compete more effectively, and provides guidance to other firms looking to do the same including determining corporate objectives and metrics, and identifying the moments that matter.
In a world where many employees can work remotely, the riddle that companies must solve is which moments of togetherness with other employees, suppliers, or customers actually improve outcomes.
FIG 5: Ten moves financial-services firms can make to reorient their headquarters (Source: McKinsey)
BEN LAKER - What Does the Four-Day Workweek Mean for the Future of Work? | HENLEY BUSINESS SCHOOL - The four-day week: The pandemic and the evolution of flexible working
According to new research by Henley Business School, two-thirds of companies judge that offering a four-day week to employees will be essential for future business success. The study also finds that a four-day workweek increases employee well-being, reduces pollution, improves retention, attracts new talent, and saves companies money. Ben Laker highlights, in his column for MIT Sloan Management Review, examples of countries and businesses experimenting with four day weeks, including how New Zealand based Atom Bank saw a 500% uplift in job applications after announcing a shift to a four day week. ?
FIG 6: The benefits of a four-day week (Source: Henley Business School)
PEOPLE ANALYTICS
STACIA GARR AND PRIYANKA MEHROTRA – People Analytics Technology 2022: Executive Summary
RedThread Research unveil their third annual study of the burgeoning People Analytics Technology (PAT) market, with an executive summary of 26 pages, which is available to all. Key findings include: i) the market grew by 53% YOY, has a value of just over $3 billion and nearly half of the vendors that participated in the study received investment in 2021, ii) vendors are not responding fast enough to use cases required by customers (e.g. through providing capabilities to non-people analytics practitioners) and iii) average Net Promoter Score dropped to 58 from 67 YOY. FIG 7 emphasises how crowded the PAT market is and also highlights how the volume of firms that have survey capabilities and are integrating data has grown.
FIG 7: People Analytics Tech Market Solution Matrix (Source: RedThread Research)
GIANNI GIACOMELLI - Why some quit, and some stay: a surprising take
Most of the staggering headlines we read about the (not so) Great Resignation emanate from data based on intent to quit surveys, which study after study finds aren’t the best predictor of actual employee attrition. Instead, as Gianni Giacomelli writes in his insightful article, people analytics teams in the more data-savvy companies find that analysing network strength (as it relates to emotional support and ability to make an impact) is a more reliable predictor of flight risk. Gianni’s article breaks this down and provides a powerful visualisation (see FIG 8) to illustrate this. A spotter’s badge to Hung Lee for highlighting this resource in his excellent weekly Recruiting Brainfood newsletter.
FIG 8: Network strength as a predictor of high and low attrition risk (Source: Gianni Giacomelli)
SHWETHA PAI - 6 KPIs to make Hybrid work a success
With most companies having returned to the office in some shape or form, the focus of most of the people analytics leaders in the Insight222 People Analytics Program has shifted from informing their companies initial strategies on hybrid work to measuring its effectiveness at the employee, team and organisational level. The six KPIs outlined by Shwetha Pai of Worklytics in her article are an invaluable contribution to this debate and include KPIs on: i) Onboarding ramp rate, ii) Inter-functional collaboration and iii) Collaboration vs. focus time.
FIG 9: Narrow networks can impact people’s perception of belonging (Source: Worklytics)
Cole Napper, who leads people analytics at Booster and who featured in my collection of resources for March and April, unveils another gem: a deep dive into tips and tricks associated with exploring and visualising people data. Cole covers a lot of ground in his article including providing an extremely helpful table of the most commonly used statistical tests used by data analysts (see FIG 10), as well as practical guidance on data exploration and analysis replete with powerful visualisations. If you want to build your understanding of histograms, box plots and scatterplots, this is the article for you.
FIG 10: Guide of commonly used statistical tests for data analysis (Source: Cole Napper)
A helpful guide from Toby Culshaw, who leads Talent Intelligence for Amazon’s global consumer operations, on how talent intelligence can help organisations in a tough economic climate. This includes providing data that helps leaders anticipate needs, identify areas of risk, understand key employees most at risk from leaving, and monitor changes in the external labour market. I also recommend subscribing to Toby’s excellent monthly newsletter on LinkedIn: Talent Intelligence Collective, which is always an insightful read.
Talent intelligence will give you the insights you need to make the right decisions, at the right time, to keep your organisation on track
WORKFORCE PLANNING
BHUSHAN SETHI, BLAIR SHEPPARD AND NICOLE WAKEFIELD - Meet the four forces shaping your workforce strategy
According to research from PwC, four forces are shaping workforce strategy: specialisation, scarcity, rivalry and humanity (see FIG 11). The article examines how companies are navigating the interplay of these four forces to help support the creation of a future-ready workforce, and then lays out some practical steps that organisations can take in their own workforce planning.
FIG 11: Four forces that shape the creation of a future-ready workforce (Source: PwC)
ELIZABETH ALTMAN, DAVID KIRON, ROBIN JONES, AND JEFF SCHWARTZ - Orchestrating Workforce Ecosystems: Strategically Managing Work Across and Beyond Organizational Boundaries
Three standout findings from the 2022 Future of the Workforce research conducted by MIT Sloan Management Review and Deloitte are: i) 74% of leaders agree that effective management of external contributors (including: freelancers, gig workers, long-term contractors, third parties, and professional services firms) is critical to their success, ii) 93% count external workers of some sort as part of the workforce, iii) but only 58% agree that their organisations have an integrated approach to managing internal and external contributors. The authors then take a deep dive into how to orchestrate these complex workforce ecosystems across multiple stakeholders (see FIG 12). This includes outlining five common characteristics of companies who do this well (e.g aligning their workforce approach with their business strategy), as well as several examples of companies (e.g. Unilever, MetLife and Novartis) who embody these characteristics. Features a notable list of contributors and advisors including Lynda Gratton, Diane Gherson, Jeroen Wels, Markus Graf and Tomas Chamorro-Premuzic.
Whereas HR alone has traditionally addressed internal employee-related topics, as organizations move to workforce ecosystems, HR practices should become more integrated with other functional areas to encompass non-employee participants
FIG 12: Workforce Ecosystem Orchestration Across Functions (Source: MIT Sloan Management Review and Deloitte, May 2022)
GREGOR JOST, JULIAN KIRCHHERR, SEBASTIEN PFüLB AND KIRA RUPIETTA - Using skill gap assessments to help future-proof your organization
In research we conducted at Insight222 last year, 90% of companies expressed a desire to build a skills-based workforce planning process, but only 26% had actively done so. The common theme in episodes of the Digital HR Leaders podcast with René Gessenich (Novartis), Ralf Buechsenschuss (Zurich Insurance) and Anshul Sheopuri (IBM) is that skills data can break down traditional siloes in HR between workforce planning, learning and internal mobility, and ultimately reshape the way we hire, develop and retain people in our organisations. This article from McKinsey highlights some of the huge benefits that can enjoyed by companies realigning HR processes to match skills needs including a boost to engagement of 50%, lower training costs by 50% and a 40% uplift in productivity. The article then provides guidance on three basic steps organisations can take to improve understanding of their skills base: i) develop a detailed skills taxonomy (see FIG 13), ii) identify skills gaps across the company, and iii) devise measures to close the most important gaps.
Organizations that realign HR processes to match skill needs can boost employee engagement by 50 percent, lower training and development program costs by 50 percent, and raise productivity by 40 percent
FIG 13: Sample skills taxonomy (Source: McKinsey)
领英推荐
EMPLOYEE LISTENING
DIRK PETERSEN - The Why, What and How of Employee Listening
Each year we work with the 90+ companies that are part of the?Insight222 People Analytics Program??to deliver co-developed diagnostic tools for some of the most complex topics in People Analytics. The focus of the co-creation for 2022 is employee listening – an area of people analytics that is already adding value to companies (see FIG 14) – and the workforce, and one where a significant treasure chest of opportunity continues to be wait to be unlocked. No matter where your organisation is on their employee listening journey, establishing the right foundations for a true culture of continuous listening is critical. In his article, Dirk Petersen discusses what those foundations are: the why, what, and how of employee listening and provides practical steps practitioners can take continue to evolve your employee listening strategy.
FIG 14: Source - Insight222? People Analytics Trends 2021 Report
LEARNING
TSEDAL NEELEY AND PAUL LEONARDI – Developing a Digital Mindset
Learning new technological skills is essential for digital transformation, but as Tsedal Neeley and Paul Leonardi write in their article for Harvard Business Review, this is not enough. Employees need to embrace a digital mindset, which the authors define as: “a set of attitudes and behaviors that enable people and organizations to see how data, algorithms, and AI open up new possibilities and to chart a path for success in an increasingly technology-intensive world.” Neeley and Leonardi lay out the basic principles for developing a digital mindset across the workforce (including continuous learning, accelerating adoption across different employee attitudes to digital – see FIG 15 – and aligning digital systems), and provides examples from the likes of Atos, Unilever, Moderna and Philips. The article draws on material from the authors’ new book: The Digital Mindset (see Book of the Month). Look out too for an upcoming episode of the Digital HR Leaders podcast, where Paul Leonardi and I discuss some of the themes in this article.
Employees who develop digital mindsets are more successful in their jobs, have higher satisfaction at work, and are more likely to get promoted
FIG 15: The Adoption Matrix (Source: Tsedal Neeley and Paul Leonardi)
LEADERSHIP AND CULTURE
DAVE ULRICH - A Playbook for the Culture Agenda: Why, What, and How
As Dave Ulrich writes in his article, recent research finds that culture is an increasingly complex challenge for organisations – one that has only been exacerbated by the pandemic and the shift towards hybrid working. Dave breaks down the culture agenda into a playbook covering: i) why culture matters, ii) what culture means, and iii) how to create or change a culture. As ever, Dave provides some powerful visualisations (see example in FIG 16) and practical tips and guidance for business and HR leaders to successfully tackle this critically important topic.
FIG 16: Evolving view of organisation culture (Source: Dave Ulrich)
CONSTANCE NOONAN HADLEY AND MARK MORTENSEN – Do We Still Need Teams?
As the authors of this thoughtful Harvard Business Review article proffer: when teams work well, they work really well. Looking ahead to the post-pandemic future, Constance Noonan Hadley of Boston University and Mark Mortensen of INSEAD foresee the stressors managers have faced since the beginning of the pandemic continuing to mount, which means it’s time to reassess when and how to use teams in organisations. Instead, Hadley and Mortensen outline an alternative concept they call ‘co-acting groups’: loose confederations of employees who dip in and out of collaborative interactions as a project or initiative unfolds – while still delivering results for the organisation and creating belonging and connection with colleagues. The article discusses the upsides and downsides and presents several principles for effective co-acting groups.
Research has found that team collaboration has been especially impaired in terms of creative work, visioning, and decision-making outcomes since the pandemic began
LIZ FOSSLIEN AND MOLLIE WEST DUFFY | FIRST ROUND - A Manager’s Guide to Helping Teams Face Down Uncertainty, Burnout and Perfectionism
Unless your name is Rip Van Winkle, you’ll have probably seen some of Liz Fosslien’s viral illustrations capturing the workplace anxieties that have really come to the fore over the last few years. This article on First Round, provides a comprehensive guide (and some of those powerful illustrations – including FIG 17) for managers seeking to help their teams confront uncertainty, avoid burnout and push back against perfectionism, and is based on a new book entitled Big Feelings: How to Be Okay When Things Are Not Okay, written by Liz and her co-author Mollie West Duffy. A must-read for any manager seeking to support their team – and themselves.
Burnout isn’t only about the hours you’re putting in. It’s also a function of the stories you tell yourself and how you approach what you do — in the office and at home
FIG 17: Source – Liz Fosslien
KATARINA BERG AND TOMAS CHAMORRO-PREMUZIC - How to make better and faster decisions when you are struggling to keep up
As the world becomes increasing complex and uncertain, making better decisions becomes ever harder for leaders. Moreover, as Katarina Berg and Tomas Chamorro-Premuzic reveal in their excellent article for Fast Company, enabling people to have more choice can exacerbate this difficulty: “Psychological science has long suggested that too much choice comes not only with an inability to make decisions, but also higher levels of anxiety and dissatisfaction with our choices”. The article provides six recommendations to making better and faster decisions including guidance on i) when to practice precision (“When your decision really matters, you need data, knowledge, experience, empathy, and mindfulness”), ii) when to use critical thinking and curiosity, and iii) avoiding decision hoarding (“Do not pile onto mini decisions that will fundamentally make you bad at making big and important decisions”).
Developing a reputation for smart, objective, pragmatic decision-making will not just help your career, but also the success of your team and organization.
HR TRANSFORMATION
JENS BAIER, MARTIN TWESTEN AND PRAGYA MAINI – The Path to Digital Maturity in HR
According to research by BCG, companies that are implementing digital technologies in HR are outperforming peers with regards to efficiency, productivity and employee experience. However, the study also reveals that 81% of participating organisations still have significant gaps to improve the digital maturity and performance of their HR functions. The article lays out six building blocks to deliver better HR services (see FIG 18) encompassing purpose (“…define the digital ambition for HR and ensure that this ambition serves the company’s overall business purpose”), end-to-end processes (including: “Using data and analytics to improve skills-based workforce planning and reporting and to better link those efforts to the business strategy”), and technology (“most chief human resources officers are overwhelmed by the ever-widening array of new technologies to consider”).
FIG 18: Six building blocks are key to construct a digital HR function (Source: BCG)
ALEJANDRA áLVAREZ, SANTIAGO FERNáNDEZ SUáREZ, NEREA JOARISTI, VICTORIA LEE, MICHELLE TAM AND EDWARD WOODCOCK – How can corporate functions become more agile
Similar to the previous article from BCG, this resource from McKinsey’s Service Operations practice accentuates how thoughtfully adopting agile models can help corporate functions like HR collaborate more effectively, focus more on business priorities and make faster and better decisions. The authors present and describe a model (see FIG 19) designed to foster cross-functional collaboration to solve increasingly complex business challenges.
FIG 19: 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 May that I recommend readers delve into:
FIG 20: HR Technology EX Bullseye (Source: Gartner)
?FIG 21: Time to Productivity and other employee lifecycle metrics (Source: Orgnostic)
?FIG 22: The positive impact of a morning brain break on stress (Source: FOCUSWRX)
PODCASTS OF THE MONTH
In a month of some high-quality podcasts, I’ve selected six podcasts 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
SATYA NADELLA AND ADAM GRANT - Why Managers Matter as Much as Tech
Two formidable brains in conversation from the recent Wharton Future of Work Conference with Satya Nadella, Microsoft Chair and CEO, highlighting how great technology depends on caring managers and a culture of psychological safety. As a cricket lover, I was especially intrigued to hear Satya explain how: “Cricket is the game that has taught me everything about leadership, life and outlook.” You can also now view a full playlist of sessions from the Wharton Future of Work Conference 2022.
BOOK OF THE MONTH
PAUL LEONARDI AND TSEDAL NEELEY – The Digital Mindset: What It Really Takes to Thrive in the Age of Data, Algorithms and AI
This is a wonderful book for HR professionals (and indeed any business professionals) seeking to develop a digital mindset and data literacy. Paul Leonardi and Tsedal Neeley outline how most people can become digitally savvy by following the ‘30% rule’, which they describe as a minimum threshold that provides just enough digital literacy to build mindset, ask the right questions, make decisions and realise the possibilities for a digital future. A must read. ?
RESEARCH REPORT OF THE MONTH
NELA RICHARDSON AND MARIE ANTONELLO – People at Work 2022: A Global Workforce View
The findings in this report by ADP are based on an extensive study of over 30,000 workers across the world to understand employee attitudes towards the current world of work and what they expect and hope for from the workplace of the future. The five key findings that emerge are: i) Workers want change and are re-evaluating the importance of job security and business ethics - 76% of workers would consider looking for a new job if they discovered their company had an unfair gender pay gap or no diversity and inclusion policy (see FIG 22), ii) Job satisfaction and outlook: employees have high expectations, iii) pay and benefits: salary is a priority, but it’s not all that matters, iv) mental health: stress is increasing and work is suffering, and; v) remote work and living arrangements: people poised to make a move (“Forcing people to return to the workplace full-time unnecessarily could backfire: two thirds (64%) would consider looking for a new job if this happened “).
FIG 23: Source - ADP
FROM MY DESK
May saw a round-up of Series 22 of the Digital HR Leaders podcast, as well as five new episodes on a broad range of topics:
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.
General Manager - Factory - Hamdard Labortries ( waqf ) Pakistan . lahore.
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Software Engineer | Angular | Typescript | Javascript | Node | SQL
2 年GLAUCO SCHEFFEL you'll like
An "Idea factory" and a "solution creator" with experience in different fields.
2 年Excellent, useful and eye opening n brain boggling collection of articles... Stats speak a lot.?
On a crusade to actually SOLVE revenue growth problems facing small business owners.
2 年I'm stunned by the sheer volume of incredible, informative, and ACTIONABLE information in this article. Props, thanks, and kudos to all those who contributed to it!!
Departing General Manager Sweden + CHRO, Sustainability, GWS at Spotify
2 年Thank you David and THANK YOU Dr Tomas Chamorro-Premuzic