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

For People Analytics teams to be successful, they must focus on the needs of the business. The Insight222 Operating Model for People Analytics recommends a Demand Engine of consultants who work directly with business executives to provide a funnel of the most important business (not just HR) challenges and opportunities. In this article, we explore the Demand Engine and the consultant role in more detail, focusing on why the Consultant role is so important for People Analytics to deliver business value, what skills the People Analytics consultant should have and what the future holds for the Consultant role.

People AnalyticsNaomi VergheseMay 28, 2021People Analytics, Delivering Value at ScaleComment

What is the Role of the CHRO in Improving Employee Wellbeing?

Recently, on the Digital HR Leaders podcast, we were fortunate enough to be joined by two fantastic leaders – Arianna Huffington, Global Founder and CEO of Thrive Global and Donna Morris, CHRO at Walmart. In this blog, we’re going to take a closer look at one topic that was top of mind throughout the episode: employee wellbeing. In particular we examine why wellbeing should be a company priority, problematic corporate cultures that promote hard work over health as well as technology’s emerging role in understanding workplace wellbeing.

3 Skills Needed to Deliver Business Value with Workforce Planning

When done well, workforce planning delivers millions of dollars to the organisation through predicting where skills and workforce costs will be in the future and how to plan for them in the right locations, while managing existing costs. However there are a number of complexities surrounding workforce planning that make it difficult to achieve the business value. In this blog, we will explore the skills needed to take on these challenges. To navigate these complexities, it is imperative for the workforce planning team to build skills in the following three areas 1. Consulting and influencing 2. Analytical skills 3. Stakeholder management.

Making People Analytics Available to All

Companies without a people analytics capability are at a competitive disadvantage. All organisations need data and insights to identify drivers of key outcomes like engagement, productivity, and retention of top talent, as these are often contrary to the untested assumptions and theories that all too often guide critical talent decisions in HR. The unfortunate reality is that advanced people analytics tech is currently price prohibitive for most companies – especially smaller organisations. In this expert interview David Green speaks to Craig Starbuck Vice President of People Analytics at Mastercard about his role in ensuring that people analytics is made available to all, through the creation of OrgAcuity.

Does Employee Experience Drive Business Impact?

Commitment to employee experience is growing. In a recent TI People study1, 90% of EX Leaders indicate increased organisational intent around understanding and improving people's experiences of work. As the invesement In EX grows so does the need for Executive stakeholders to see quantified impact against their specific business or functional objectives and proof that investments are yielding. This raises the question: does EX drive greater business impact? Research being conducted by Insight222 and TI-People aims to identify the activities and capabilities EX teams need to better demonstrate business impact.

People AnalyticsVolker JacobsMay 10, 2021Employee Experience, Business ValueComment

The Best HR & People Analytics Articles of April 2021

Presenting another bumper edition of the best HR and People Analytics resources of the month – Continuing the experimentation theme many of the articles focus on how HR and people analytics teams are using data to help shape strategies relating to return to workplace, hybrid work and new ways of working. Contributors this month include: Nickle LaMoreaux, Tanuj Kapilashrami, Isabel Naidoo, Dave Ulrich, John Boudreau, Claude Silver, Madhura Chakrabarti, PhD Lynda Gratton, Amy Edmondson, Stacia Sherman Garr, Lexy Martin (she/her) Dylan Mendelson, Andreas Kyprianou, Bruce Daisley, Sayantani Pyne, + many more.

What Does HR Need to do to Prepare for Hybrid Working?

We had the pleasure of speaking with Bhushan Sethi, joint global leader of PwC’s People & Organisation practice, to discuss insights from their recent Workforce and CHRO Pulse Surveys. The surveys have been running since the start of Covid-19 with the aim of understanding the business community’s sentiment and experience with different aspects of the pandemic. The results we discuss here are based on responses from 2000 US workers and nearly 100 CHROs.

People Analytics, Future of WorkCaroline Styr and Bhushan SethiApril 13, 2021Remote WorkingComment

The Best HR & People Analytics Articles of March 2021

David Green’s collection of the top HR and People Analytics articles for March focuses on HR’s role in shaping the return to the workplace, hybrid work and new ways of working strategies. You’ll learn from several CHROs and heads of people analytics about the work they are leading including: Leena Nair, Jeroen Wels, Steven Baert, Kathleen Hogan, Dawn Klinghoffer, Katarina Berg (she/her), Alexander Westerdahl, Alexis Fink, Jeremy Shapiro (he/his), Donna Morris and Serena H. Huang, Ph.D.

David GreenApril 9, 2021Comment

How Working with HR Tech Start-Ups Drives Innovation at Unilever

In this article, we’re taking a look at “corporate venturing” – how large organisations engage with innovative start-ups. While typically these collaborations aim to innovate consumer-facing products and services, they can also be used to disrupt organisations internally as well. We look at a specific example of this from Unilever, a large organisation that developed their internal Talent Marketplace with HR tech start-up, Gloat.

People Analytics, Digital HRCaroline StyrMarch 29, 2021HR Technology, InnovationComment

How to Build a Workforce Planning Strategy that Delivers Business Value

Workforce planning is a business activity. It is not an HR activity. In leading companies, workforce planning delivers millions of dollars to the enterprise through predicting where skills and workforce costs will be in the future and how to plan for them in the right locations, while managing existing costs. In research conducted in 2020 across almost 50 global organisations, including in-depth studies of twelve Fortune 500 companies, Insight222 concluded that there are significant factors that leading companies perform when they “do workforce planning well.” Throughout this article we explore the nine dimensions for excellence in workforce planning.