How Can Passive ONA Highlight the Impact of Relationships on Diversity and Inclusion?

It is almost universally accepted that companies with diverse leadership outperform those without; Gallup found that gender-diverse business units have higher average revenue than less diverse business units. Despite this, McKinsey’s Women in the Workplace 2020 report on workplace practices in over 300 companies highlights that although there has been a significant increase in women joining the workforce, women are not advancing into leadership. In this article David Green and Jonathan Ferrar discuss how ONA data can be used to understand how structural homophily within professional networks may be impacting career progression.

People AnalyticsJonathan Ferrar & David GreenAugust 9, 2021Power of People, ONA, Passive ONAComment

How to Get Started with Workforce Planning

Workforce planning is one of the key components of effective human capital management and a topic widely discussed as having an ever-growing importance on the future of work, yet we see so many HR functions failing to successfully embed effective workforce planning process. Why is this? This blog examines the opportunity presenting itself to HR and some of the things you can do to get started with workforce planning.

People Analytics, Workforce PlanningManpreet RandhawaAugust 5, 2021Strategic Workforce PlanningComment

The Role of AI in HR Decision Making

When it comes to AI-powered insights, there are many concerns floating around regarding data privacy, data completeness, and of course, matters of integrity and welfare. On the other hand, every department seems to be using AI and data to solve their problems: marketing, finance, product teams, the list goes on… so, why shouldn’t HR follow the trend? In this blog Ben Searle from TechWolf explores some of the unique challenges that HR must overcome in order to deliver value with AI-powered decision making.

Three Steps to Ethical People Analytics

The greatest risk for today’s people analytics functions is not technology, a lack of available skills, or budget. It’s the risk of abusing the foundational element of people analytics: employee data. And that risk is growing exponentially, because of the new ways in which we collect and use employee data. Organisations need a governance process for their people data. In this blog, we explore what a governance process is for People Analytics, who should own the governance process and the idea of the people data governance council.

People AnalyticsDirk PetersenJuly 22, 2021People Analytics, Governance, Data PrivacyComment

The Best HR & People Analytics Articles of June 2021

As HR job postings continue to spike, there’s never been a more exciting time to be in the field. This month’s collection of the best resources in HR and People Analytics is filled to the brim, and contains news of the publication of a new book on people analytics. Contributors this month include: Leena Nair, Rob Cross, Nickle LaMoreaux, Tanuj Kapilashrami, Dave Ulrich, Naomi Verghese, Mark Mortensen, Amy Armitage, Hung Lee, Caroline Styr, Ian Bailie, Karen Johnson, Peter Romero, Serena H. Huang, Ph.D.

How do you Measure Employee Experience?

Long before the onset of the pandemic in early 2020, organisations preached a people-centric approach to business. Nevertheless, the impact of Covid-19 accelerated a demonstrable commitment to this goal. In a world where organisations are having to reinvent themselves constantly, it is essential that HR is able to understand and measure employee experience. In this article, we examine how to go about measuring employee and manager perceptions of HR.

Is HR Ready for the Digital Age?

HR professionals must prove agile. As the HR function continues to be disrupted by digital technology, automation and AI, HR professionals must be ready to adapt to new tasks and responsibilities. This research presents an often-overlooked element of understanding the potential of HR professionals: Recognising individual behaviours and soft skills, alongside hard skills, to gain deeper, more powerful insight into the talent at the organisation’s disposal and their propensity for adapting to strategic roles. In the course of undertaking this research, we collaborated with pymetrics to gather and analyse behavioural assessments of top performing HR professionals, largely at the HR Manager level. The result is a unique behavioural profile of today’s HR professional. Organisations can use this evidence, as well as the report’s guidance, to advance the success of HR in the digital age.

Digital HRIan Bailie & Caroline StyrJune 22, 2021Upskilling, Digital HR, HR Skills of the Future, Skill ManagementComment

The Importance of Data Ethics and Privacy in People Analytics

The amount of data being collected by organisations about employees is incredible. And the volume of data available will continue to grow exponentially. As the importance of people analytics grows so does the need for strong governance. Data ethics and privacy is the most critical ingredient in people analytics. Those working in the field simply cannot afford to get it wrong. The risk to employee trust and to the reputation of the people analytics function is too high. In this blog I explore why People Analytics functions have to consider ethics and privacy and how organisations should be using employee data.

People AnalyticsDavid GreenJune 18, 2021People Analytics, HR Analytics, HR, UNLEASH, Ethics, GDPRComment

Building an Effective Skill-Based Workforce Planning Capability

A skills-based approach to workforce planning is becoming increasingly attractive to organisations. Skill availability is well and truly on the CEO’s agenda, with research from McKinsey showing that 79% of CEO’s are concerned about skill availability impacting innovation, cost, quality and growth. 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 of companies were actively doing so. In this article we explore the surging interest in a skills-based approach to workforce planning and how the Insight222 model expands on the traditional, well-known model of workforce planning.

Using Advanced Analytics in HR

In research conducted by Insight222 in 2020 into a new People Analytics Operating Model, the role of ‘Data Scientist’ had the highest predicted growth, with 57% of companies surveyed predicting an increase in headcount. This suggests a shift to undertaking more advanced and sophisticated analytics. In this blog we explore the evolution of analytics and the case for using advanced analytics in HR.

People AnalyticsCaroline StyrJune 4, 2021People Analytics, Advanced Analytics, Python, RStudioComment