The Best HR & People Analytics Articles of June 2021

 
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Hopefully, readers will forgive the self-indulgence of starting this month’s collection by highlighting that Excellence in People Analytics, the book I have co-authored with my friend and colleague Jonathan Ferrar is released worldwide on July 3 (July 27 in the United States). The gestation period for the book was over two years, so the thrill (and relief!) of finally reaching the publication date is enormous.

As Jonathan and I were writing Excellence in People Analytics and sourcing the 30 case studies that feature in the book, we were struck that the pandemic had helped tip people analytics into a new era, which we term the Age of Value. In the first excerpt from the book: A History of People Analytics in Five Ages, we explain that this era is defined by people analytics consistently delivering value directly to the business. The clear message being: “People Analytics is not about HR. People Analytics is about the business.” If you do decide to buy Excellence in People Analytics, I hope you enjoy reading it and that it supports you in your work.

It is clearly an exciting time for people analytics and the HR function in general. In the companies we partner with at Insight222, people analytics is at the forefront of discussions about hybrid work, culture and workplace design. People Analytics teams continue to grow – and HR job postings are spiking too (up 52.5% compared to pre-pandemic levels). Having worked in HR for over 20 years, I can’t ever remember a more exciting time to be in the field.

Perhaps not surprisingly this exponential growth extends to the HR Tech field, which is seeing unprecedented levels of investment and activity. In the last few weeks alone, we’ve seen:

One final note before we dive into this month’s selection - Richard Rosenow, who has been a great supporter of these collections ever since I started them in 2014, has launched the People Analytics Research Matchmaking Project to connect 25 academics in social science, management, and organisational behaviour departments to industry partners by the end of 2021 Click here to find out more and take Richard’s survey.

Enjoy reading, and please share some data driven HR love liberally with your colleagues and networks.

FUTURE OF WORK, HYBRID & THE EVOLUTION OF HR

ROB CROSS & PETER GRAY - Optimizing Return-to-Office Strategies With Organizational Network Analysis

A brilliant article to kick-off this month’s selection from Rob Cross and Peter Gray, which provides insights from their work with companies (see example of a biotech firm in FIG 1) on the use of organisational network analysis (ONA) to map employee work relationships and patterns to help answer critical questions with regards to hybrid work planning. Rob and Peter explain why ONA is uniquely positioned to address three critical questions for leaders in ascertaining return to workplace strategy: i) Who should be brought back together in a weekly cadence of in-person and virtual interactions? ii) What work should be prioritised in the now scarcer in-person time? iii) How do leaders manage the transition to a hybrid model with the least resistance? An absolute must-read.

FIG 1: Return-to-Office Clusters at a Biotech Organization (Source: Rob Cross and Peter Gray)

FIG 1: Return-to-Office Clusters at a Biotech Organization (Source: Rob Cross and Peter Gray)

ASMUS KOMM, DANA MAOR AND FLORIAN POLLNER - ‘Back to human’: Why HR leaders want to focus on people again

Has the pressure to optimise process, drive cost efficiency and reinforce compliance replaced the creativity and innovation HR needs to attract and develop talent, manage and reward performance, and optimise workforce strategy? The answer, according to research by McKinsey with 70 CHROs across Europe, is ‘yes’. Consequently, there is a collective call for a new HR model to emerge after the pandemic: “back to human,” which focuses on engaging more directly and deeply with employees, authenticity in the workplace, agile decision making and expanding talent ecosystems. The authors present a model (see FIG 2), which is premised on HR leaders readying their companies for change by focusing on purpose, value, and culture.

FIG 2: HR leaders can ready their organisations for change by focusing on purpose, value, and culture (Source: McKinsey)

FIG 2: HR leaders can ready their organisations for change by focusing on purpose, value, and culture (Source: McKinsey)

GILLIAN TETT - The empty office: what we lose when we work from home

Despite data on the rising productivity and desire for hybrid working models, there’s still a lot to be said for office-based work. In her essay, Gillian Tett applies the lens of anthropology to hybrid work, drawing on research suggesting that it’s the informal, unplanned interactions that matter most in the workplace, and ponders what we could lose when we work predominantly from home. If you want to read more, you may also want to check out Gillian’s interview with McKinsey on her new book: Anthro-Vision: A New Way to See in Business and Life.

Many executives and HR departments are dealing with the same issue: what is gained and what is lost when everyone is working from home?


MEREDITH SOMERS - A 4-step framework for returning to the office | MARK MORTENSEN - Figure Out the Right Hybrid Work Strategy for Your Company | HUNG LEE - Where We Go Next - 6 Options | DANIEL DAVIS - 5 Models for the Post-Pandemic Workplace

There’s no shortage of advice when it comes to designing the post-pandemic workplace. Here are four resources I’ve identified this month, which are all worth a read. First up, Meredith Somers reports on a collaboration between MIT Sloan and Gillette, which identified a four-step framework for hybrid work (see FIG 3). Next, Mark Mortensen breaks down three conversations related to return to the workplace: productivity, staffing and culture and provides guidance on how to navigate each. Then, Hung Lee gets into his kitchen (you really must subscribe to his LinkedIn newsletter This Week in Recruiting) to provide the pros and cons of six modes of work. Finally, Daniel Davis draws on lessons from Australia, which has been ahead of the world in the return to workplace stakes.

FIG 3: Example of Optimal Hybrid Work Calculation (Source: MIT Sloan, Gillette)

FIG 3: Example of Optimal Hybrid Work Calculation (Source: MIT Sloan, Gillette)

CAROLINE STYR & IAN BAILIE – Is HR Ready for the Digital Age?

What can the behavioural traits of HR professionals tell us about the function’s potential to adapt in the digital age? Insight222’s new study: HR in the Digital Age presents Nine Skills of the Future HR Professional (see FIG 4). In their article, highlighting some of the findings of the research, Caroline and Ian present a new behavioural profile of the HR professional and discuss the HR professional’s appetite to upskill into a data-driven, experience led and business focused function.

FIG 4: The Insight222 Nine Skills of the Future HR Professional (Source: HR in The Digital Age, Insight222)

FIG 4: The Insight222 Nine Skills of the Future HR Professional (Source: HR in The Digital Age, Insight222)

LEENA NAIR & SUYIN HAYNES - How Leena Nair, Unilever’s Head of HR, Sees the Future of Work in a Post-Pandemic World | NICKLE LAMOREAUX & ERIC MOSLEY - IBM’s Culture Of Transformation | TANUJ KAPILASHRAMI & ALLIE NAWRAT – Inside Standard Chartered’s HR Tech Stack and Hybrid Working Model

If HR is to transition successfully to the digital age and be the data-driven, experience led and business focused function envisioned in our new study at Insight222, it requires an accomplished and visionary chief human resources officer such as those leading HR at Unilever, IBM and Standard Chartered. In the first article for Time, Leena Nair provides insights into Unilever’s return-to-workplace strategy (“Human capital is as important as financial capital. Putting human resources at the top table has real business benefits.”). Then in an interview with Eric Mosley for Forbes, Nickle LaMoreaux explains the approach IBM is taking to cultural transformation and work design (“Feedback is as important as growth, innovation, and inclusivity because you can't have those first three elements without feedback.”). Finally, Tanuj Kapilashrami explains how Standard Chartered’s “starting position of hybrid really started with what our employees wanted” and the pivotal enabling role played by technology: “We would have really struggled to drive the progress without the leveraging the right technology”.

Putting human resources at the top table has real business benefits

DAVE ULRICH – Now that HR has joined business discussions, what do you have to contribute?

You’re invited into a conversation to help grow the business. As a HR professional, what should you bring to that conversation? How is HR uniquely equipped to help deliver business results? In the latest of a series of fantastic essays analysing the findings of the eighth round of the HR Competency Study, Dave Ulrich digs into three human capability agendas that have a direct line to business outcomes: creating workforce agility, aligning and embedding organisational capability (which draws on his Organization Guidance System work – see FIG 5) and delivering a diversity, equity and inclusion agenda. 

FIG 5: Source: Dave Ulrich, RBL Institute

FIG 5: Source: Dave Ulrich, RBL Institute

PEOPLE ANALYTICS

NAOMI VERGHESE - Why is Consulting a Must-Have Skill for People Analytics?

Naomi Verghese, who built and led the consulting team that is an integral part of the people analytics function at Barclays Bank, shares her expertise on the People Analytics Consultant role. Namely, why it’s important to delivering business value, what skills are required, the role consultants play in developing skills across the whole team and the future of the role. A must read for People Analytics practitioners.

FIG 6: People Analytics teams and roles (Source: Insight222)

FIG 6: People Analytics teams and roles (Source: Insight222)

PETER ROMERO & ANDREAS KYPRIANOU - Systems Thinking In People Analytics – Or: Exploring The Art Of Ripening An Avocado

Two people analytics leaders combine forces in a fascinating article, which earns two ticks immediately for i) eschewing people analytics maturity curves (you know the one…), and ii) advocating a systems thinking over a linear thinking approach. As Peter and Andreas explain, linear thinking is premised on a single cause having a single effect while systems thinking: “Offers a wide array of diagnostic tools for better understanding the reasons for why things happen, gauging the implications of responding or not, and deciding about optimal responses.” The article explores the systems thinking philosophy and its applicability to people analytics as well as providing a practical set of tools and visualisations (see example in FIG 7) you can adopt when it comes to common HR challenges.

FIG 7: Systems Thinking in Machine Learning (Source: Peter Romero and Andreas Kyprianou

FIG 7: Systems Thinking in Machine Learning (Source: Peter Romero and Andreas Kyprianou

AMIT MOHINDRA - People Analytics Lessons for Financial Services Leaders

I’ve had the pleasure of knowing Amit Mohindra, who has led and founded people analytics teams at a number of companies including Apple, McKesson and Wayfair. He is one of the most thoughtful people in our field and has recently completed doctoral research on people analytics adoption. In this article for Visier’s Clarity blog, Amit digs into his experience as a founding people analytics leader and looks at three reasons financial services companies succeed with people analytics.

Financial services companies have certain advantages – in my experience – in the adoption of people analytics: they chase alpha any way they can, are measurement oriented, and are familiar with frameworks, models and modelling

AMY ARMITAGE - Sustainable Human Capital Management (HCM): Six Principles to Guide Your Journey

In the Epilogue of Excellence in People Analytics, Jonathan Ferrar and I explore four themes that will drive the continued growth of people analytics. One of these is centred on how people analytics can help investors and boards transform human capital from an intangible asset to one that can be measured. In her article, Amy Armitage digs further into this topic through exploring sustainable Human Capital Management (HCM): what it is, why now is the time to get on board and six principles to drive it (see FIG 8). 

FIG 8: Six principles of sustainable human capital management (Source: Amy Armitage)

FIG 8: Six principles of sustainable human capital management (Source: Amy Armitage)

KAREN JOHNSON - The HR People Analytics Skills Gap

Karen shares the results of her academic mixed-methods research exploring the people analytics skills gap, with results from nearly 850 HR professionals across 42 countries. 55% of respondents rated their skills as basic, 35% as intermediate, 8% as advanced with only 2% rating themselves as highly skilled. The research explores responsibilities for and barriers to upskilling, the value of people analytics and training in the field and presents a number of models – including the Five Layers of People Analytics Skills Gap (see FIG 9).

FIG 9: Five Layers of People Analytics Skills Gap (Source: Karen Johnson)

FIG 9: Five Layers of People Analytics Skills Gap (Source: Karen Johnson)

SERENA HUANG - People Analytics Career - Do’s and Don’ts

A really helpful resource by Serena Huang, a seasoned people analytics leader who has built teams at companies such as GE Transportation, Kraft Heinz and now PayPal. In her article, the first item on Serena’s list of Do’s for People Analytics professionals is “DO Focus on Creating Value for the Business.” I couldn’t agree more…

The Covid-19 crisis has significantly elevated the visibility and importance of people analytics in many organizations

WORKFORCE PLANNING & ORGANISATIONAL DESIGN

JOOST MINNAAR - The Next Management Model... Is From China?

Having heard some great insights from the likes of Gary Hamel and Ethan Bernstein (the latter in a recent episode of the Digital HR Leaders Podcast) about the innovative approaches of Haier, this article on the Corporate Rebels blog really piqued my interest. In a hugely insightful piece, Joost Minnaar breaks down Haier’s Rendanheyi management model, which has evolved since being introduced in 2015, and sees the company’s 80,000 employees become 4,000+ microenterprises (MEs) ideally comprised of less than 10 people each. Other concepts described in the article, which together help Haier move quickly includes: EMCs (clusters of MEs along an ecosystem value chain), Scenarios (or offerings), Ecosystem brands and Win-win value-added statements (a new kind of financial statement – see FIG 10). 

FIG 10: Example of Haier win-win value-added statement (Source: Corporate Rebels)

FIG 10: Example of Haier win-win value-added statement (Source: Corporate Rebels)

IAN BAILIE - Building an Effective Skill-Based Workforce Planning Capability

A skills-based approach to workforce planning is becoming increasingly critical to organisations. In our own research at Insight222 on the future of workforce planning, nearly all companies surveyed expressed a desire to build a skills-based workforce planning process. However, only a quarter were actively doing so. In this article, Ian Bailie explores the surging interest in a skills-based approach to workforce planning, the differences between a skills and cost based approach (see FIG 11) and how the Insight222 Nine Dimensions for Workforce Planning™ model (see FIG 12) expands on the traditional, well-known model of workforce planning.

FIG 11: Cost vs. Skills based workforce planning (Source: Insight222)

FIG 11: Cost vs. Skills based workforce planning (Source: Insight222)

FIG 12: Insight222 Nine Dimensions for Workforce Planning (Source: Insight222)

FIG 12: Insight222 Nine Dimensions for Workforce Planning (Source: Insight222)

QUINTEN DOL & DAVID MEZA - As It Prepares to Send Humans to Mars, NASA Turns to People Analytics | YESSI BELLO-PEREZ & JANE DATTA – NASA’s Chief Human Capital Officer on HR’s role in the post-pandemic world

NASA is turning to data-driven skills-based workforce planning to figure out if it has the skills it needs – like flying a spaceship to Mars. Quinten talks to David Mesa, NASA’s Senior Data Scientist, on the technology and data sources they’re using, as well as some of the business challenges they’re trying to solve with a skills-based view of the workforce. If you enjoy the first article, I recommend digging into the second, which sees Jane Datta, NASA’s Chief Human Capital Officer, revealing to Yessi Bello-Perez about the agency’s changing HR tech stack.

Rather than a discrete tool for every process, we’re moving in the direction of having a suite of tools whereby the underlying data can be related across different processes

LEARNING

GUY DICKINSON – Skills as a System

“What if we had a better way to talk with leaders about skills, remove the bias inherent in discussions, let them take decisions about skills right away, and plan for change?” That’s the challenge Guy Dickinson, Global Head of Digital Capability at Novartis, tackles in his timely and thought-provoking essay. Guy walks through a model that combines recent thinking on how to organise skills and applies a strategy model prevalent in technology firms designed to help us think about skills as a system.

FIG 13: Source: Guy Dickinson

FIG 13: Source: Guy Dickinson

MARCO DONDI, JULIA KLIER, FRÉDÉRIC PANIER & JÖRG SCHUBERT - Defining the skills citizens will need in the future world of work

It’s been well documented that digital technologies are transforming the world of work. New research by McKinsey covering 18,000 people in 15 countries highlights the new skills that will be required and those that governments – and organisations – will likely want to prioritise. As FIG 14 highlights, the demand for technological, social and emotional as well as higher cognitive skills will grow significantly.

FIG 14: Foundational skills that will help citizens thrive in the future of work (Source: McKinsey)

FIG 14: Foundational skills that will help citizens thrive in the future of work (Source: McKinsey)

DIVERSITY & INCLUSION

ROB CROSS, KEVIN OAKES & CONNOR CROSS - Cultivating an Inclusive Culture Through Personal Networks

An increasing use case for Organisational Network Analysis (ONA) is to better understand the ingredients of an inclusive culture. Analysing network connections can provide insights on whether employees have the access and the relationships they need to thrive. In a recent study of race, ethnicity and networking data in ten organisations the authors found three behavioural drivers of inclusion that are associated with faster promotions and longer tenures for employees of colour: establishing ties with colleagues and stakeholders early on, building networks with diverse ‘bridging’ ties, and seeking out mentoring.

CINDI HOWSON - To Make Real Progress on D&I, Move Past Vanity Metrics | LAUREN ROMANSKY, MIA GARROD, KATIE BROWN, AND KARTIK DEO - How to Measure Inclusion in the Workplace

While organisations continue to increase their focus and commitment to Diversity, Equity and Inclusion (DEI), one challenge continues to loom large: measuring the impact of DE&I strategies. This is a crucial step in moving from data to insights to action. In her article, Cindi Howson provides a number of practical steps to support the capture of the right data, building a single source of truth and measuring what matters. The second article explores Gartner’s Inclusion Index, how to use it, what effective action looks like from leaders and common pitfalls to avoid.

Honest, accessible metrics around your diversity progress and remaining gaps are critical to ensuring the work is measurable, targeted, and impactful

EMPLOYEE EXPERIENCE

VAIBHAV GOEL - Employee Experience: EX 4.0

As the Vice-President HR for Digital Transformation at Reliance Industries, Vaibhav Goel is at the forefront of change in India’s largest company. With the pace of change acceerating thanks to the pandemic, Vaibhav uses an iceberg analogy to present a three-tiered model for Employee Experience (see FIG 15). The model is designed to help us understand the ‘moments that matter’, above, right below and deep below the surface. As Vaibhav astutely opines: “Organizations that can really go deep in EX design, are going to have the best chance to create exponential value irrespective of the ambiguity and unpredictability in the new world.” 

FIG 15: An EX framework for Industry 4.0 (Source: Vaibhav Goel)

FIG 15: An EX framework for Industry 4.0 (Source: Vaibhav Goel)

DION HINCHCLIFFE - Building a new, better, and more collaborative future of work post-pandemic

Dion Hinchcliffe cleverly adapts Maslow’s Hierarchy of Needs and rebrands it as The Post-Pandemic Hierarchy of Digital Employee Experience Needs (see FIG 16) to help organisations prepare for the Future of Work. While the ideas presented here require big thinking, Hinchcliffe urges acting in stages and treating this as a journey: “Redesigning work, including tackling the needed cultural and structural changes, is a journey that will pay existential dividends. Yet it is also one that requires sufficient investment, change velocity, and confidence in action.”

FIG 16: The Post-Pandemic Hierarchy of Digital Employee Experience Needs (Source: Dion Hinchcliffe)

FIG 16: The Post-Pandemic Hierarchy of Digital Employee Experience Needs (Source: Dion Hinchcliffe)

ALEXANDER DILEONARDO, TAYLOR LAURICELLA & BILL SCHANINGER - Survey fatigue? Blame the leader, not the question

While survey fatigue is real and deserves leaders’ attention, there are many misconceptions around what drives it and how to overcome it. The number one driver of survey fatigue is the perception that the organisation won’t act on the results. The authors explore the research that debunks myths around survey fatigue and offers five tips for leaders to prevent it.

When utilized and acted on, surveys can drive improvements in culture, leadership behaviors, and broader business operations

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:

FIG 17: Source: Glint/LinkedIn

FIG 17: Source: Glint/LinkedIn

PODCASTS OF THE MONTH

This month I’ve selected seven varied but all brilliant podcasts to dive into (you can also check out the latest episodes of the Digital HR Leaders Podcast – see ‘From My Desk’ below):

  • JOHN BOUDREAU, RAVIN JESUTHASAN, SIOBHAN FAGAN & MIKE PROKOPEAK - Rethinking Jobs for the Age of Automation – John and Ravin share the highlights of their forthcoming book, Work Without Jobs, which examines how automation is deconstructing jobs and reconstructing work.

  • BRYAN HANCOCK, BILL SCHANINGER, BROOKE WEDDLE & LUCIA RAHILLY – Culture in the hybrid workplace – A fascinating episode of the McKinsey Talks Talent podcast on the need to radically rethink culture to get hybrid right—and about coming to terms with the novel challenges of combining remote and on-site work.

  • STACIA GARR, CHRIS PIRIE & KAREN KOCHER – The Skills Obsession: What a mindset of enablement actually looks like – Karen Kocher leads a huge-scale Microsoft-LinkedIn initiative to teach digital skills to 25m people. Not surprisingly, she has some fascinating insights to share with Stacia and Chris in a riveting discussion.

  • STACIA GARR, DANI JOHNSON, CHRIS PIRIE & GREG PRYOR – The Skills Obsession: A ‘Third Age’ of Human Capital Management – Another great podcast episode from the RedThread Research this team, which this time features Greg Pryor of Workday explaining why we have entered a ‘third age’ of human capital management and how this entails a deeper focus on people and performance management.

  • JESSICA MILLER-MERRELL & KRISTINA FLÜGEL – Human Capital Metrics & SEC Reporting – A fascinating episode of the Workology podcast sees Jessica and Kristina Flügel, Global Head of Human Resources at DWS Group and former Managing Director of Human Resources for Deutsche Bank, discuss how transparency into human capital metrics changes the landscape of HR.

  • NANCY HALPERN & AUBREY BLANCHE - Wrestling workplace politics to the ground – Aubrey Blanche joins Nancy Halpern on the Political IQ podcast for a stirring discussion on "diversity theater", how inspiration can be a creator of will, and what happens when you combine empathy and science.

  • CHRIS GAGNON & ELIZABETH MYGATT – How to Future-Proof Your Organization In a recent episode of The McKinsey Podcast, Chris and Elizabeth discuss what companies need to do to be ‘future ready’ in the post-pandemic world.

VIDEO OF THE MONTH

TIM PEFFERS – Careers in People Analytics: The skills you need

I’m often asked questions about how to get into people analytics and what the types of career paths in the field are. Look no further than this excellent episode Random Walks in HR where Tim Peffers breaks down the skills you need to break into people analytics as well as the skills current practitioners may want to develop to achieve their career goals. If you haven’t yet subscribed to Tim’s YouTube channel, I really recommend you do.

RESEARCH STUDIES OF THE MONTH

KELLY MONAHAN, CHRISTIE SMITH, YAARIT SILVERSTONE, NICHOLAS WHITTALL, DAVID SHAW AND KENT MCMILLAN - The future of work: A hybrid work model

New research from Accenture finds that the majority of workers (83%) prefer a hybrid work model, but a variety of factors influence their ability to thrive, whether they’re onsite or off. The resources that help people be more productive include autonomy, digital skills and supportive leadership.

STEPHANIE J. CREARY, NANCY ROTHBARD & JARED SCRUGGS – Improving Workplace Culture Through Evidence Based Diversity, Equity and Inclusion Practices – Summary | Full Report

A collaboration between the Wharton School, Moody’s and DiversityInc. that examines the relationship between DEI practices and a range of workplace outcomes such as engagement, belonging, retention and learning: “Researchers found that managerial involvement, workplace policies and mentoring and sponsorships programs were the most common factors that shaped inclusivity in the workplace.

BOOK OF THE MONTH

RON FRIEDMAN – Decoding Greatness: How the Best in the World Reverse Engineer Success

Ron Friedman was my guest on a recent episode of the Digital HR Leaders Podcast. Ron explained the idea behind his new book, describing how we have always been taught there are two ways to succeed: either through innate talent or by practice. Ron believes there is a third way – reverse engineering, which he describes as: “Reverse engineering simply means finding the best examples in a field and then working backwards to identify how they were created and how they can be recreated in a novel context.” Decoding Greatness teaches you how to perfect this special art.

For a great list of books for readers interested in people analytics and HR technology, I recommend checking out this list by Littal Shemer Haim.

FROM MY DESK

It’s been an immensely busy and productive month with a new book, articles and five podcast episodes. If you have time to dig in, I hope you enjoy:

  • Excellence in People Analytics – In case you missed it earlier, my new book with Jonathan Ferrar is published globally on 3rd July (27th July in the US) and features 30 case studies as well as a detailed breakdown of the Insight222 Nine Dimensions for Excellence in People Analytics model.

  • A History of People Analytics in Five Ages – In this first edited excerpt from Excellence in People Analytics, Jonathan and I analyse the history of people analytics and explain why we believe the pandemic has tipped the field into a fourth age – The Age of Value (see FIG 18).

  • The Importance of Data Ethics and Privacy in People Analytics – In this article for myHRfuture, I look at the importance of ethics and privacy for people analytics, how companies should use employee data and steps to address employee concerns.

  • How BNY Mellon Supports Employee Wellbeing and Resilience – In this episode of the Digital HR Leaders Podcast, BNY Mellon CHRO Jolen Anderson explains why resilience and inclusion are competencies that can be nurtured.

  • Why Employee Experience And Performance Management Are Two Sides Of The Same Coin – Greg Harris, CEO of Quantum Workplace, outlines why: “the economic value of employee feedback is probably equal to or greater than input from customers.”

  • How Does AT&T Link Business Transformation, Culture and Performance Management? – Melissa Corwin, Vice-President of Employee Experience at AT&T, joins me on the Digital HR Leaders Podcast to walk through the company’s business and cultural agile transformation, which places employees front and centre: “Psychological safety is really important to changing the culture.”

  • How is Novartis reimagining Performance Management? – Steven Baert, Chief People and Organization Officer at Novartis, joins me on the Digital HR Leaders Podcast to explain how their ‘inspired, curious and unbossed’ culture has been applied to the reinvention of performance management – first to a pilot of 16,000 employees and now to the entire company.

  • How Can You Reverse Engineer Success? – Social psychologist, Ron Friedman talks to me about reverse engineering – a concept explored in his new book Decoding Greatness, which provides an enticing third path to success.

FIG 18: DRIVE: Five Ages of People Analytics. Reproduced from Excellence in People Analytics, Jonathan Ferrar & David Green (Kogan Page, 2021)

FIG 18: DRIVE: Five Ages of People Analytics. Reproduced from Excellence in People Analytics, Jonathan Ferrar & David Green (Kogan Page, 2021)

Until next month. Stay safe and stay well.

David

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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 70 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 will be published in the summer of 2021.

 
People Analytics, Digital HR, Future of Work, Customer Experience of HR, Design Thinking, Workforce PlanningDavid GreenWorkforce Planning, Strategic Workforce Planning, Employee Experience, People AnalyticsComment