The best HR & People Analytics articles of May 2023
David Green ????
Co-Author of Excellence in People Analytics | People Analytics leader | Director, Insight222 & myHRfuture.com | Conference speaker | Host, Digital HR Leaders Podcast
It was just over three years ago when Dawn Klinghoffer generously offered to host a Peer Meeting for member organisations of the Insight222 People Analytics Program at 微软 ’s Global HQ in Seattle. The Peer Meeting was scheduled to take place in April 2020, but like so many other events and conferences during the annus horribilis that was 2020, it was postponed due to the pandemic.
The Peer Meeting finally took place at Microsoft last week and it was certainly worth the wait. More than 50 people analytics professionals participated in what was an inspirational two days of learning, networking, and collaborating. We heard from Kathleen Hogan , Microsoft’s Chief People Officer, about how Microsoft is using people analytics to support its inclusive culture, tackle the human energy crisis , and support employees to thrive .
We also had a deep dive into Microsoft’s people analytics work from Dawn and several members of her team in Rebecca Thielen , Kanwal Safdar , Kyle Johnson , Jon Peterson and Katie Kirkpatrick-Husk PhD . Key themes including building scale through technology and productisation, creating a culture of trust in the use of people data, and developing capability in analytics across the HR function. A huge thank you to Dawn and her team for hosting us in Seattle.
Looking ahead to June, we’ll be heading to Zürich for a Peer Meeting for European members of the Insight222 People Analytics Program, and I’ll also be visiting Brazil for the first time to deliver a keynote to an audience of up to 5,000 HR professionals at HR4results in S?o Paulo, which is organised by Gupy .
Finally, before we get to this month’s collection of resources and with more layoffs being announced in May, I’d like to once 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 360 roles.
Enjoy reading the collection of resources for May 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 AND GENERATIVE AI
ART MAZOR, STEVE HATFIELD, PHILIPPE BURGER, SIMONA SPELMAN, NIC SCOBLE-WILLIAMS, AND ROBIN JONES | DELOITTE - Beyond productivity: The journey to the quantified organization
In a sparkling new report, 德勤 define a quantified organization as one that “takes a strategic approach to measuring what it should, not just what it can. It takes a responsible approach to using new data sources and AI tools to create value for stakeholders across the organization, improving workforce trust and driving the organization forward to new levels of financial, reputational, and operational performance.” There’s not much to disagree with there, and the report itself proceeds to highlight opportunities to use work and workforce data to gain a holistic view of the organisation to help create value for individuals, teams, the organisation, and society. The report is divided into three sections: i) New data, New Opportunities, ii) Creating Shared Value with Data (based around four levels of shared value - see FIG 1), and iii) Trust (based on four principles of responsibility – see FIG 2). Kudos to the authors Arthur Mazor , Steve Hatfield , Philippe Burger , Simona Spelman , Nicole Scoble-Williams GAICD , and Robin Jones .
When an organization uses the data they collect about their workforce to benefit everyone— individual workers, teams and groups, the organization, and society as a whole—we call that creating shared value.?
MICROSOFT WORK TREND INDEX – Will AI Fix Work?
微软 ’s latest Work Trends Index asks a pertinent question: ‘Will AI Fix Work?’ Three key findings are presented. Firstly, digital debt is hindering innovation, with organisations struggling to fully leverage AI technologies due to outdated systems and processes – two stark findings here are a) 68% of people say they don’t have enough uninterrupted focus time during the workday, and b) the study finds that workers spend two full days a week on email and in meetings. Secondly, there is a shift towards a new AI-employee alliance, where employees see AI as a tool for augmentation rather than replacement, and organisations are prioritising AI ethics and transparency. Lastly, the study emphasises that every employee needs AI aptitude, highlighting the importance of upskilling and fostering a culture of AI literacy to empower employees to effectively collaborate with AI technologies. By addressing digital debt, fostering the AI-employee alliance, and investing in AI aptitude, organisations can harness the full potential of AI and drive innovation in the workplace.
82% of leaders say their employees will need new skills to be prepared for the growth of AI
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MICHAEL CHUI, ROGER ROBERTS, TANYA RODCHENKO, ALEX SINGLA, ALEX, SUKHAREVSKY, LAREINA YEE, AND DELPHINA ZURKIYA - What every CEO should know about generative AI
The stated goal of Michael Chui , Roger Roberts , Tanya Rodchenko , Alex Singla , Alexander Sukharevsky , Lareina Yee , and Delphine Nain Zurkiya in their article for 麦肯锡 is to help CEOs and their teams reflect on the value creation case for generative AI and how to start their journey. First, they provide a generative AI primer covering its rapid evolution, capabilities, how it differs from other kinds of AI and how to use generative AI responsibly. Then they provide four examples of putting generative AI to work all targeted toward improving organisational effectiveness. Finally, the article addresses the CEO’s vital role in positioning an organisation for success with generative AI.
To effectively apply generative AI for business value, companies need to build their technical capabilities and upskill their current workforce
TSEDAL NEELEY - 8 Questions About Using AI Responsibly, Answered
Harvard professor Tsedal Neeley addresses key concerns regarding the responsible use of AI, covering critical considerations such as transparency, bias mitigation, and accountability. Tsedal emphasises the importance of human oversight, ethical frameworks, and robust testing to ensure fair and unbiased outcomes. Additionally, she highlights the need for ongoing monitoring and evaluation to address potential risks and unintended consequences. By addressing these questions, organisations can navigate the ethical challenges associated with AI and harness its potential while upholding responsible practices.
AI will only be trustworthy once it works equitably, and that will only happen if we prioritize diversifying data and development teams and clearly document how AI has been designed for fairness.
SOME OTHER GREAT RESOURCES ON AI AND GENERATIVE AI AND THE WORLD OF WORK
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:
PEOPLE ANALYTICS
ALICE DAMONTE, ELIZABETH LEDET, DANIEL MORALES, AND SARAH TOBEY - The next competitive advantage in talent: Continuous employee listening
As this McKinsey article highlights, through continuous listening people analytics teams are able to provide real-time insights to help leaders identify critical needs, make decisions more quickly, and strengthen the employee value proposition. In the article, Alice Damonte , Elizabeth Ledet , Daniel Morales , and Sarah Tobey highlight McKinsey's own people analytics team and their use of a weekly pulse survey to gather real-time feedback from employees. To date this has recorded more than one million responses from over 40,000 employees across 140 offices around the world. The article emphasises the positive impact of continuous listening on organisations, including improved employee engagement, retention, and performance. Examples are provided, such as a healthcare organisation that used continuous listening to identify burnout risk factors and take proactive measures, and a retail company that leveraged employee feedback to drive targeted learning and development initiatives. The article underscores the importance of creating a culture of continuous listening, enabling organisations to stay attuned to employee needs and gain a competitive advantage in attracting, developing, and retaining top talent.
STEVEN COMINGDEER - Embracing Data Governance: 3 Ways to Enhance Data Integrity, Quality, and Availability for Stronger People Analytics
In Excellence in People Analytics , Jonathan Ferrar and I wrote about the importance of data governance and stewardship in people analytics and how to make data management an enabler and not a distraction from creating value. As such, I particularly enjoyed this recent article by Steven Comingdeer , who is the Head of Global People Analytics and HR Data Governor at 埃森哲 . In the article, Steven highlights the importance of strong data governance in the field of people analytics. He explains why effective data governance ensures data integrity, accuracy, and privacy, enabling organisations to make informed decisions and derive meaningful insights from their people analytics initiatives. Steven also emphasises the need for a robust data governance framework that encompasses data quality, security, and compliance. Steven also provides a helpful visualisation (see FIG 7) that illustrates the pillars of data stewardship, including data transparency, accountability, and accessibility. By prioritising data governance, organisations can enhance the trustworthiness of their people analytics data and improve the overall effectiveness of their workforce strategies.
ADAM MCKINNON – Predicting Promotions Through Machine Learning | JACKSON ROATCH AND JASON HODSON - Now is the time to learn R for people analytics. Here’s how to get started.
Two articles by people analytics leaders for the more technically minded. First, Adam McKinnon, PhD. , who leads people analytics at Reece Group , builds on the recent article he penned with Martha Curioni for myHRfuture on Using AI to Make Better Promotion Decisions , by providing a practical example of building an xgboost model in the Tidymodels ecosystem to predict promotions (see FIG 8). In the second article, Jackson Roatch teams up with Jason Hodson to provide a comprehensive guide on how to learn to use R for people analytics. Topics addressed include: i) four of the best use cases for R in people analytics, ii) R versus Python, and iii) a tutorial on data manipulation.
LEXY MARTIN - Lexy’s Learnings from Fifty Years in the Tech Industry
Lexy Martin is an absolute top-notch analyst, and more importantly, one of the most wonderfully generous people in our field. In her article for IHRIM , Lexy confirms that after a 55 year career she will be retiring in August. This article highlights what our field will miss as Lexy unfurls six lessons she has learned from over half a century in the tech industry: i) Technology introductions catalyse changes needed in the workplace, ii) Analysts create the future, iii) Organisations with leading practices outperform, iv) Change management is a critical success factor for any technology implementation, v) We can improve by improving diversity, inclusion, and equity, and vi) Toxicity in the workplace is hurting organisations’ bottom line. As ever, Lexy backs up her assertions with evidence and references.
Leaders who successfully narrow the toxic culture gap begin by focusing on employee experience and identifying and rooting out harmful behaviors across all levels of the organization through a sustained cultural detox effort. Our workforce deserves this.
EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING
MICHAEL P. LEITER AND CHRISTINA MASLACH - To Curb Burnout, Design Jobs to Better Match Employees’ Needs | How to Measure Burnout Accurately and Ethically
In their article for Harvard Business Review, Michael Leiter and Christina Maslach emphasise that burnout is a management and organisational issue, which reflect a poor fit between the job and basic human needs such as competence, belonging, and psychological safety. They highlight how mismatches can occur in six core areas, which apply to all people, regardless of their job: workload, control, reward, community, fairness, and values. They then provide guidance on five critical steps leaders should follow to design better job matches for their employees. Strategies include giving employees more control over their schedules, offering more opportunities for skill-building and professional development, and providing more opportunities for meaningful work. This article should be read in conjunction with one of Maslach and Leiter’s previous articles on the Maslach Burnout Inventory (MBI) measurement tool. It explores what the MBI is, how misuses of the MBI have led to troubling outcomes, and how following the best practices for administering the MBI can help leaders design effective ways to build engagement and establish healthier workplaces.
Improving matches — helping people find fulfilment within an area of work life — can nudge employees away from burnout and toward engagement with work.
DAWN KLINGHOFFER AND KATIE KIRKPATRICK-HUSK - With Burnout on the Rise, What Can Companies Do About It?
Dawn Klinghoffer and Katie Kirkpatrick-Husk PhD provide another excellent example of the powerful work being done by the people analytics team at Microsoft to support culture and wellbeing through addressing employee burnout. First, they highlight the importance of measuring true burnout highlighting the three primary symptoms identified by Christina Maslach (also see previous article and FIG 10). Then they explore some of the impacts of burnout they’ve found in their own research at Microsoft e.g. “People experiencing all three dimensions of burnout are four times more likely to leave the company compared to an employee experiencing none.” Finally, Dawn and Katie provide guidance on what leaders, managers, and employees can do to mitigate the negative effects of burnout.
WORKFORCE PLANNING, SKILLS, TALENT MARKETPLACE
WORLD ECONOMIC FORUM - The Future of Jobs Report 2023
This fourth edition of the World Economic Forum ’s Future of Jobs Report is an absolute treasure trove of data, insights, and visualisations based on data from 803 companies and 11.3m workers. The report, which is 296 pages long including appendices, explores how jobs and skills will evolve over the next five years, and how the Fourth Industrial Revolution will continue to shape the world of work. There are too many highlights to list them all here but from perusing the report here are some standout ones for me: i) 23% of jobs are expected to change by 2027, with 69 million new jobs created and 83 million eliminated (see FIG 11), ii) 44% of individual worker skills will need to be updated by 2027, iii) the three key drivers of job change are the green transition (driving growth), technology (driving growth and decline), and the economic outlook (driving decline), and iv) analytical thinking and creative thinking are regarded as the top two in-demand skills of 2023 (see FIG 12 for top 10). Kudos to the authors of the report: Attilio Di Battista , Sam Grayling , Elselot Hasselaar , Till Alexander Leopold , Ricky LI , Mark Rayner and Saadia Zahidi .
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KELLI JORDAN AND ANEESH RAMAN - How IBM Centered Its Talent Strategy on Skills — and Advice for Other Organizations Just Getting Started | LINKEDIN – 2023 Global Talent Trends: Data-driven insights into the changing world of work Blog | Report
IBM was one of the pioneers in taking a skills-based approach to talent, and in an interview with LinkedIn’s Aneesh Raman , Kelli Jordan , Vice-President of IBMer Growth and Development, shares insights on how to make the pivot to skills. Kelli’s advice includes starting small, measuring the impact both on individuals and the organisation, and thinking about skills as the ‘golden thread’ across the company. The article also highlights one of the benefits of a skills-based approach to learning from LinkedIn ’s 2023 Global Talent Trends. The study found that companies enjoy a 7% higher retention rate at the three-year mark with employees who have learned skills on the job (see FIG 13). The full Global Talent Trends is also a recommended read and features insights from the likes of Karin Kimbrough , Christopher Lind , and Teuila Hanson .
LEADERSHIP AND CULTURE
AARON DE SMET, ARNE GAST, JOHANNE LAVOIE, AND MICHAEL LURIE - New leadership for a new era of thriving organizations
According to this excellent piece for McKinsey by Aaron De Smet , Arne Gast , Johanne Lavoie , and Michael Lurie “We are moving from an era of individual leaders to an era of networked leadership teams that steer the organization.” Their article presents five leadership shifts (see FIG 14) necessary to navigate the ensuing challenge of the modern business landscape. They emphasise the importance of fostering an owner's mindset, embracing ecosystem leadership, leading with empathy and purpose, driving organisational resilience, and instilling a culture of continuous learning. The article cites examples of companies that have effectively implemented these shifts. Netflix exemplifies the owner's mindset by empowering employees to make autonomous decisions and take risks. Aon demonstrates ecosystem leadership by collaborating with external partners to enhance customer value. Intuit showcases the importance of leading with empathy and purpose, creating a strong sense of mission among its workforce. Finally, 星展银行 illustrates organisational resilience by adopting a forward-thinking approach and embracing digital transformation. By embracing these leadership shifts, organisations can thrive in an era of constant disruption, driving innovation, resilience, and sustainable growth.
Unleashing the full human potential in an organization is why forward-looking companies work so hard to create environments of belonging and psychological safety.
CONSTANCE NOONAN HADLEY, MARK MORTENSEN, AND AMY EDMONDSON - Make It Safe for Employees to Speak Up — Especially in Risky Times
In their article for Harvard Business Review, Connie Noonan Hadley , Mark Mortensen , and Amy Edmondson emphasise the importance of fostering a culture of psychological safety within organisations. They argue that during challenging and uncertain times, such as crises or periods of change, employees need an environment where they feel comfortable expressing their concerns, ideas, and dissenting opinions. The article provides practical steps for leaders to create psychological safety, such as encouraging open dialogue, actively listening, and addressing biases that may inhibit honest communication. Constance, Mark and Amy highlight the benefits of fostering a culture where employees feel safe to speak up, including improved decision-making, innovation, and employee well-being.
Psychological safety — the belief that one can speak up without risk of punishment or humiliation — is what enables employees to use their voices, and it’s more important than ever that leaders build it.
PER HUGANDER - Take a Skills-Based Approach to Culture Change
A persuasive article on how taking a skills-based approach to culture change can lead to lasting positive changes in behaviour and organisational performance. Drawing from a Harvard case study of SEB , a Nordic bank, Hugander Per highlights the successful application of Edgar Schein's Organizational Culture Model (see FIG 16). By emphasising the development of specific skills like active listening, coaching, and empathetic communication among its leaders, SEB achieved a cultural transformation characterised by collaboration and openness. This approach aligns culture change efforts with tangible behaviours, ensuring more effective and enduring transformations within organisations.
领英推荐
THE EVOLUTION OF HR AND DATA DRIVEN CULTURE
As highlighted previously in these compendiums, Dave Ulrich ’s Human Capability Framework consists of four pathways in talent, leadership, organisation and human resources. In one of his recent articles, Dave highlights insightful and emerging ideas in each pathway. Eleven ideas are documented including evolutions in talent (e.g. accessing competence to accomplish work – see FIG 17), organisation (e.g. reimagining organisation culture), leadership (e.g. defining skills of effective leaders – see FIG 18), and human resources (e.g. improving HR information and analytics).
DIVERSITY, EQUITY, INCLUSION, AND BELONGING
KIMBERLEY LEWIS PARSONS, AND SHEA O’NEILL ADELSON - Make Inclusive Behaviors Habitual on Your Team
Writing for Harvard Business Review, Kimberley Lewis Parsons and Shea O'Neil (formerly Adelson) present their concept of Inclusive Teaming and emphasise the importance of cultivating inclusive behaviours within teams. They argue that inclusivity goes beyond diversity and requires creating an environment where all team members feel valued and heard. The article provides practical strategies for leaders to embed inclusive habits, such as actively seeking diverse perspectives, addressing biases, and fostering psychological safety. Furthermore, the article identifies what the authors call Detractor Patterns, common behaviours that hinder inclusivity and offer what they refer to as Amplifier Patterns -insights on overcoming them. By adopting the model of Inclusive Teaming, teams can drive innovation, enhance collaboration, and create a more inclusive work environment.
EMILY R. RUSSO, DANA L. OTT, AND MIRIAM MOELLER - Helping Neurodivergent Employees Succeed
Emily R. Russo, Dana L. Ott and Miriam Moeller explore the challenges faced by neurodivergent employees including stigma, biases, and lack of awareness about neurodiversity and then provide guidance to organisations on supporting them throughout the employee journey (see FIG 20). The article suggests various support steps, such as creating inclusive job descriptions, providing accommodations during the recruitment process, offering structured onboarding programs, implementing tailored development opportunities, promoting equal progression opportunities, and adopting performance evaluation practices that consider diverse strengths. By addressing these challenges and implementing appropriate support measures, organisations can create an inclusive environment that enables neurodivergent employees to thrive and contribute their unique skills and perspectives.
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:
PODCASTS OF THE MONTH
In another month of high-quality podcasts, I’ve selected five gems for your aural pleasure (you can also check out the latest episodes of the?Digital HR Leaders Podcast? – see ‘From My Desk’ below):
REID HOFFMAN AND ALISON BEARD - Reid Hoffman on Building AI and Other Tech More Responsibly – Co-founder of LinkedIn and founding board member at PayPal, Reid Hoffman joins Alison Beard on the HBR IdeaCast podcast to discuss the future of AI, what he looks for in entrepreneurs, and his hopes for the future.
STEVEN VAN BELLEGHAM, PETER HINSSEN, PASCAL COPPENS, JULIE VENS-DE VOS, AND LAURENCE VAN ELEGAM – Generative AI’s Data Problem – A recent episode of nexxworks ’ Radar podcast with host Steven Van Belleghem speaking to Peter Hinssen , Pascal Coppens , Julie Vens - De Vos and Laurence Van Elegem on a number of topics including: generative AI's data problem, private company versions of ChatGPT, and the power of proximity. ?
JOSH BERSIN - AI Deep Dive: Three Generations Of HR Tech AI Solutions In The Market – Josh Bersin outlines three generations of AI solutions: Emerging (Al features added on), First Generation (AI capabilities built in) and Second Generation (Platforms built on AI), and explains why the latter are the most transformational of all.
ARUN CHIDAMBARAM AND CHRIS RAINEY - The 6 Key Skills Every People Analytics Leader Needs – Arun Chidambaram , who leads people analytics at GE Healthcare, is always worth listening to, and in this episode of the HR Leaders podcast he shares with Christopher Rainey his thoughts on key skills for people analytics leaders, the current state of the field, the opportunities that lie ahead and the current analytical dexterity in HR.
ADAM GODSON AND MATT ALDER - AI And The Future Of Talent Acquisition – Adam Godson joins Matt Alder on the Recruiting Future podcast to discuss the role of generative AI in recruiting technology, the art of the possible with personalisation, and where technology is heading next.
VIDEO OF THE MONTH
COLE NUSSBAUMER KNAFLIC – How to improve your skills in storytelling with data
One of the highlights of the recent People Analytics World conference in London was a wonderful presentation from Cole Nussbaumer Knaflic on how to effectively visualise and present data. As such, I wanted to include a highlight from an episode of the Digital HR Leaders podcast where Cole shares with me her top tips on how to improve your skills in storytelling with data.
BOOK OF THE MONTH
ELIZABETH J. ALTMAN, DAVID KIRON, JEFF SCHWARTZ, AND ROBIN JONES - Workforce Ecosystems: Reaching Strategic Goals with People, Partners, and Technologies
I’m thoroughly enjoying reading Workforce Ecosystems, the new book by Elizabeth J. Altman , David Kiron , Jeff Schwartz , and Robin Jones , which through a combination of case studies, surveys, and extensive interviews with C-suite executives and senior leaders from companies such as Amazon, IBM, NASA, Nike, Roche, Unilever, Walmart, and others, explores what workforce ecosystems are and how to navigate their unique challenges and opportunities. Look out for a future episode of the Digital HR Leaders podcast with Elizabeth and Robin, which will be released in the coming weeks.
RESEARCH REPORTS OF THE MONTH
KEITH E. SONDERLING AND BRADFORD J. KELLEY – Filling the Void: Artificial Intelligence and Private Initiatives | NATALIA EMANUEL, EMMA HARRINGTON, AND AMANDA PALLAIS – The Power of Proximity to Co-Workers: Training for Tomorrow or Productivity Today?
Two research papers tackling two of the biggest questions we currently face in the world of work. First, Keith Sonderling and Bradford J. Kelley , respectively Commissioner and Chief Counsel at the US Equal Employment Opportunity Commission- ?????? ?????? ????????? ?????? (EEOC), collate a plethora of resources, tools and guidance on the use of AI, which together provide a goldmine for companies looking to self-regulate and put guidelines in place. The second paper, by Natalia E. , Emma Harrington, and Amanda Pallais , explores how sitting next or near to co-workers impacts on collaboration, on-the-job training, and productivity. The findings are based on a study of software engineers at a Fortune 500 firm, and include that feedback and learning is enhanced by proximity but can reduce senior programmers’ output. This is a helpful study for people analytics professionals seeking to answer the question: When does in-person matter?
FROM MY DESK
May saw the release of the final episode of Series 30 of the Digital HR Leaders podcast, sponsored by our friends at Orgvue (thank you to Lee Stone ), as well as the first two episodes of Series 31, sponsored by our friends at ChartHop (thanks to Shayna Chapel ), as well as a collaboration with Gloat .
52% of the companies we surveyed are using talent marketplaces and skills inference technologies to bring skills, learning, and careers together to create better mobility for employees and bridge talent gaps.
THANK YOU
Finally, this month I’d like to thank:
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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.
Professor Emeritus at Acadia University
1 年So glad you valued the HBR article. It's so important to think differently about burnout. You have brought together so many good ideas in this list.
It's great to see such diverse topics covered in this collection, from Microsoft's research on the potential of AI in fixing work to Deloitte's insights. Lanteria HR can help effectively address various aspects covered in the collection of resources, such as employee listening, data governance, combating burnout, skills-based organizations, and employee development.
Really great resource here David Green ????! Thanks for putting this all together. ??
Senior Consultant @ Norsk Hydro | SAP, ITIL, WalkMe
1 年Thanks for sharing your monthly collection of the best HR, people analytics, and future of work resources! I always enjoy reading your insights, and I'm particularly interested in the new research from Microsoft on AI and work. I think it's an important question to ask, and I'm looking forward to reading the report. I also appreciate the variety of resources you've included in this month's collection. There's something for everyone, from research on the future of jobs to practical tips on employee listening and data governance. I'm sure I'll find some helpful information here. Thanks again for 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Thank you?David Green ????, as always a great collection of relevant insights, much appreciate your curation