HR Strategy & Planning Excellence - October 2022

5 Trends That Will Define People Analytics In 2023

People analytics is set to deliver much more than just better data

- Amanda Floyd, Manager, Talent Acquisition, Yoh

HR Must Lead With A “Digital Mindset” In 2023

Key competencies for HR practitioners of the future

- Brian Kasen, Trakstar Director, Business Intelligence, Trakstar Andrew Sallee, People Analytics Consultant, Trakstar

HR Analytics 2023: 15 Predictions

From People Leaders

People analytics can help organizations to better understand and manage their workforce

- Brett Farmiloe, CEO and CHRO, Terkel.io

Optimize Workforce Reporting While Maintaining Employee Privacy

A few recommended guidelines

- Tom McKeown, CEO and Co-Founder, isolved

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People analytics trends to Watch for in 2023

Afocus on better recruitment process or a great employee experience - What do you think will be a top people analytics trend in 2023?

People analytics has become an indis pensable tool for organizations today, as it helps HR teams to make data-driven decisions and better understand what their organizations need to succeed.

Compared to two years ago, organizations have more than doubled their effective ness in designing and implementing pro cesses to get the most out of their people analytics, according to a research study by HR.com, entitled, The State of People Analytics 2022-23 However, many strug gle with using them effectively. According to the report, only 13% of respondents say their organization is very good at under standing and evaluating people analytics. To better understand what is and isn’t working and what is needed for success ful HR analytics in the future, check out the complete report.

As we move into the new year, HR leaders are looking to the future to predict what the top people analytics trends will be in 2023. The October edition of HR Strategy & Planning Excellence includes informa tive articles that focus on trends that will define people analytics in the coming years, tips for anyone on the journey to data-driven HR, key competencies for HR practitioners of the future and so on.

People analytics is still not an established practice in many HR groups. What holds back the maturity of people analytics, and what should HR leaders do to overcome this in 2023? People analytics consultant Littal Shemer Haim, in her article, Data

Science For HR: Barriers To Overcome In 2023, shares three fundamentals for suc cess, in making or buying people analytics solutions.

People analytics is not a panacea for solving HR challenges and recruitment struggles. But the future with people analytics is making those HR challenges easier to solve and recruitment struggles simpler to fix, according to Yoh’s Amanda Floyd. Read her article, 5 Trends That Will Define People Analytics In 2023, for valuable insights on this topic.

Terkel.io’s Brett Farmiloe has compiled 15 predictions by people leaders on what they think would be the top people analytics trend in 2023 and why.

Also included is an exclusive interview with Christine Hairelson, Vice President of Employee Experience, Accusoft, where she talks about her HR journey, and shares valuable insights on the changing workplace culture today, the future of HR, and so on.

In brief, as more and more organizations adopt data-driven approaches to their HR strategies, we will only see people analytics becoming more pervasive in providing specific insights and solutions to guide the business on the right track.

We hope you find the articles in this issue informative and helpful and, as always, we welcome your valuable feedback and suggestions.

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Data Science For Hr: Barriers to overcome in 2023

3 fundamentals for success in the journey to data-driven Hr

By Littal Shemer Haim, Littalics.com

People Analytics as a discipline has existed for over a decade, or a few decades, if you consider the traditional practices in organizational research. Moreover, the HR-tech industry has brought some brilliant solutions in the last couple of years. And yet, people analytics is still not an established practice in many HR groups, either by embracing tech solutions or impacting the business with actionable insights derived from analytics projects.

So, what holds back the maturity of people analytics, and what should HR leaders do to overcome this in 2023? How can they go the extra mile beyond reading dashboards and reports? Here are three fundamentals for anyone on the journey to data-driven HR.

#1 Have clear expectations When Working with Data Professionals

First, acknowledge the differences between data analysts and data scientists. Though some role

descriptions may overlap, a data analyst generally spends more time on routine analysis, providing reports regularly, and typically using BI tools or Excel. However, a data scientist may design how to integrate data from different sources, then manipulate, analyze, and sometimes productize it, leveraging advanced analytics and typically using programming languages like R.

The practice of data science is multidisciplinary. It encompasses three general skills – the business domain of expertise, statistical modeling, and programming. Therefore, a crucial part of your challenge in People Analytics is the effort to establish communication between professionals with different skills

I believe you have heard a lot about the People Analytics journey that enables HR professionals to become more strategic because they speak the language of the business and impact using the right questions and insights derived from people’s data. But they can support decision-making only when they communicate those questions to the right data professionals or tech providers.

#2 Understand Your essential role in a Successful Project

If there is one message I hope you would take, this would be it: Ensure that the data scientist understands the business needs in workforce-related analysis. In addition, it would help if you articulated the right business questions so the research findings yield the best data storytelling you can leverage to impact.

Beyond that, let me shed some light on all data science projects’ processes while taking the data scientist’s perspective. First, you always start with a business question, sometimes titled research objectives. Then, based on a specific concern, goal, or challenge for the business, you create hypotheses about how human attitudes, behavior, or performance impact that key concern.

Only when you define what you need to measure to test your hypotheses can you source the data from any department that holds it. But then, you must ensure that there are no missing values in people’s information, typos that corrupt categorical variables, wrong labeling, duplicate records, neglected records that were not updated, or any other issues with messy data

Then you reach the phase of Exploratory Data Analysis (briefly, EDA), which sometimes proceeds with selecting variables for prediction models and then modeling. These steps beyond EDA are called feature engineering and practical machine learning. Eventually, you communicate the results, focusing on actionable insights from the findings, and sometimes implement models into products.

As an HR professional, you have a crucial role in this process. The data scientists can’t maintain the data for you. Also, remember that while you may lack experience in data science, your data scientists may lack an understanding of people’s processes. Your responsibility is to ensure no gap between the analysis made for you and the business questions and actionable insights.

#3 Be Proactive When Dealing with Findings and results

Occasionally, findings are boring. There are cases in People Analytics where statistically insignificant results are the desired outcome. As with equal pay, sometimes organizational groups shouldn’t be significantly different. However, these insignificant results may only be the beginning of the exploration. You can always try to enrich your analysis and reveal additional insights.

For example, you can explore the interactions of variables. Multivariate statistics can raise new perspectives. You don’t have to go back to your notebooks of statistics fundamentals. Instead, ask a data scientist about interactions. So, if a comparison between groups does not reveal striking differences, adding a single variable to the analysis may uncover some hidden patterns.

From a data scientist’s point of view, your proactivity is invaluable. When you ask “why?”, suggest hypotheses, and challenge explanations, you leverage your domain expertise and complete the data scientist skills. Moreover, when you stick to the business questions and research objectives, you may be surprised that the sponsors of your analysis project embrace the so-called boring story and may even be thrilled to have it. Finally, insights confirming a known

fact or domain knowledge may validate your data integrity and maintenance procedures.

To conclude, having clear expectations when working with data professionals, understanding your essential role in a successful project, and being proactive when dealing with findings and results are three fundamentals for your success, either in making or buying the solutions of People Analytics.

A version of this article was originally published on Littalics.com

Littal Shemer Haim helps organizations improve business performance by making informed decisions about people. She offers executives guidance in the journey towards a data-driven HR and conducts People Analytics projects. Littal sources innovation in the HR-tech industry and advises start-ups in this ecosystem. She writes and lectures about People, Data, Ethics, and the Future of Work. In addition, she leads mentoring and learning programs for various industries, in which she shares her knowledge and more than twenty years of experience in People Analytics, HR Data Strategy, and Organizational Research. Littal’s blog, also known as Littalics, is one of the first and most influential blogs in People Analytics.

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5 trends That Will Define People analytics in 2023

People analytics is set to deliver much more than just better data

By Amanda Floyd, Yoh

Talent scarcity, especially among highly skilled workers, continues to be a challenge for hiring managers and talent acquisition experts across industries. In a survey from the National Association for Business Economics, half of the respondents reported a shortage of skilled workers. And while the scarcity of qualified candidates has been exacerbated by the pandemic, it had been a concerning trend prior to 2020, and data indicates it will continue to be a challenge into 2023 and beyond. In fact, a recent

report from Korn Ferry found that by 2030, there could be more than 85 million jobs unfilled simply because there isn’t enough talent to fill them.

Thankfully, advancements in people analytics and the increased adoption of new candidate-tracking platforms are making the daunting task of filling the unfilled roles just a little bit easier. What used to be primarily a manual system where individual recruiters and talent acquisition specialists used their own

methods (mostly Excel) to track candidates has been transformed by new technologies. More than just numbers, people analytics combines relevant data, machine learning, and other tools with HR processes and benchmarks to deliver useful insights. This has made it easier to source potential fits, align candidates to jobs, manage the recruitment process, streamline onboarding, and much more.

However, the improvement and usage of people analytics doesn’t just have benefits in candidate identification and process efficiency. Those are real and tremendously helpful perks, no doubt. But only now are we starting to see the true potential of people analytics, and the impacts will be felt well beyond the recruiter’s desk. Here are five trends in people analytics to watch for in 2023.

1. enabling the Best recruiters to Do What They Do Best – Recruit

Not too long ago, the job of a recruiter was even more challenging than it is today. Manual candidate and employee tracking was the norm, and even the best recruiters had to spend hours each week using their own processes to input data and manage their talent pools. This method not only took significant time away from recruiters that could have otherwise been spent actually recruiting, but its limitations also severely inhibited how effective recruiters’ candidate matching capabilities could be.

But finally, thanks to advancements in people analytics, those times are getting further and further in the rearview mirror. Candidate tracking has gotten to a point now where recruiters can spend more time with hiring managers learning the specific needs of the role and more time with candidates evaluating their capabilities and working to find a match. Certainly, through new people analytics technologies, recruiters are also able to save time by being better able to match candidates with jobs that are more in their wheelhouse. Rather than relying on data and information that could be out of date, recruiters now have the insights they need to have more productive, targeted conversations with potential hires on what would make someone successful in the role they’re working to fill. In 2023, recruiters will spend more time than ever doing what they do best – recruiting.

2. Deepening integration of ai technologies into the candidate tracking and talent acquisition realm

It’s obvious that a powerful digital transformation is underway in many organizations. Many are implementing new technologies that are revolu tionizing the way business is done. Recruiting and HR departments are no different. Staffing firms and top HR leaders are embracing connected devices, cloud-based computing, product-lifecycle management software, and, most notably, advanced tools like artificial intelligence (AI) and machine learning. AI technologies are fundamentally redefining the way recruiting departments function, from the candidate journey and matching to human resources functions and onboarding / offboarding.

Today, the AI capabilities of tools such as LinkedIn, Bullhorn, and others are dramatically increasing the efficiency at which staffing firms and HR departments operate. AI technology can better find passive job seekers and match them with a role that could be a better fit for their skills, experience, and/or workplace requirements. AI can be used to deliver a smoother, more enjoyable onboarding experience for new hires and help track current employees to see where some type of career intervention may be beneficial (more on this later). It’s not perfect – yet – but the technology is worlds beyond what it was just a few years ago, and HR departments are finally seeing the benefits.

In 2023, we will continue to see more widespread adoption of these technologies, even among less sophisticated groups. Those who have yet to master this game-changing tech – or worse yet, adopt it in the first place – will be at a disadvantage from the onset.

3. improving De&i initiatives and reducing implicit Bias through People Analytics

More companies are rightfully placing a greater focus on improving their diversity, equity, and inclusion (DE&I) efforts. Beyond being the right thing to do, it also makes business sense as companies with a diverse workforce are 35 percent more likely to perform better financially than organizations that are not as diverse. People analytics is helping make this possible.

For starters, data analytics can help HR leaders examine where the organization is today, identify areas for improvement, and work on an improvement plan. Beyond just saying “we’re not diverse enough,” this data helps leaders find out if some divisions or locations are more diverse than others. It shows what the company makeup is by race, ethnicity, gender, and age, as well as other indicators such as veteran status, disability, and more. This data helps identify where some implicit biases may lie and can show HR leaders where adjustments to hiring efforts or training may be necessary.

Moving forward, the industry is set to go well beyond DE&I benchmarking to actually using people analytics to actively track the organization’s progress, seeing where their diversity-in-hiring initiatives are working and where they may need to change or refocus.

4. extending Beyond talent acquisition and Further into the World of onboarding and employee experience tracking

Everyone in HR knows how crucial the onboarding experience is to an individual’s future satisfaction in their role. Make a bad impression early, and it can carry through an employee’s entire career experience. And if a recent Gallup poll is right, in that only 12 percent of employees say their organization does a great job onboarding, then there is plenty of room for analytics to make an impact through tracking, pulse surveys, culture adoption, and more.

People analytics can also be a powerful tool in career development. In the future, more HR departments will be using this data to track professional progress using provable numbers, measuring success against tangible career development goals rather than obtuse or unclear job objectives. These tools can also help match employees with new opportunities within the company and identify areas where skill development may be needed.

enhancing reporting capabilities to Build Greater trust and transparency between talent acquisition and Hiring managers

The challenges in hiring over the past few years have put additional stress on hiring managers to get their open roles filled and, in turn, on talent acquisition

specialists to fill those roles faster. Showing progress and candidate status has slowly started improving, but through people analytics, recruiters and talent experts can give hiring managers a deeper-than-ever look into how recruiting efforts are going. Data is only as valuable as the insights and process improvements it can help produce.

New reporting can show the how and why of attrition rate, reasons for turnover, trends in hiring, and new hire outreach efforts to give a full picture of an organization’s employment landscape. It can give a snapshot of where an organization may be failing and help HR leaders create a plan to address those gaps. Again, these insights are only as useful as the individuals in charge of addressing them, but as we move into 2023, reporting is finally giving companies a better sense of why their current methods may not be working.

People analytics is not a panacea for solving HR challenges and recruitment struggles. But the future with people analytics is making those HR challenges easier to solve and recruitment struggles simpler to fix. As we move into 2023, we will only see people analytics become more pervasive as HR departments look to get back on track after years of slightly off-the-rails people management.

Amanda Floyd is the Manager of Talent Acquisition at Yoh. She is an experienced senior recruiter with experience working in the information technology and services industries. Her expertise includes talent acquisition, team building, screening, and account management.  Would you like to comment?

aligning Hr and Business Strategy: How can You Best execute it?

By Ajai Mehrotra, Infopro Learning

Transitioning to the rapidly changing situation has necessitated C-suite leaders to reconsider and acclimatize their HR strategies and tactics to monitor shifts in business strategy and assure their organization’s survival and growth. Strategic planning is no longer a once-a-year, set-it-and-forget activity. HR and business strategies must adapt to today’s rapidly changing business environment.

Creating a go-to-market or business strategy is no easy feat and involves numerous considerations. Effective business strategies rely on the input of various people across many departments, involving discussions from brand messaging to product roadmaps to sales processes. Human Resources (HR) is one of the few departments with a 360-degree view of the organization and continues to play an important role in organizational strategies.

According to McLean & Company’s 2022 HR Trends Report - CHRO Priorities, when HR is a partner, organizations are:

● 1.4 times more likely to be highly effective at quickly changing at scale to capitalize on new opportunities.

● 1.3 times more likely to be highly effective at generating and implementing new ideas.

Furthermore, the report states that the involvement of HR partners in the planning and execution strategy has risen from 35% in 2019 to 45% in 2022.

Let’s walk through how HR leaders can help shape and incorporate the business strategy:

the cHro’s role in Business Success

HR leaders ensure that employees show up and perform to their full potential. This demonstrates the link between employee-first initiatives and a chance to strengthen business strategy. As a result, they can translate business strategy into workforce strategy.

However, HR is always looking for an answer to the question, “How do we ensure that we are propelling our business?” HR leaders must not only establish a link between employee and business success but also move the needle in that direction.

All of it narrows down to understanding the business strategy. Pose the following questions:

● What are we trying to achieve?

● What are the objectives of the organization?

● How can we better align our people’s initiatives?

aligning Hr Strategy with Business Goals

The highly unpredictable business environment places enormous pressure on the HR function to distinguish tactics that contribute to enterprise success. The Chief Human Resources Officer (CHRO) must elucidate organizational objectives into feasible strategic practice, but they must also establish objectives that reorient HR’s functions to generate business value.

● These five steps can assist in the creation of an effective HR strategy that aligns with the organization’s business objectives:

● Understand your company’s mission, strategic plan, and business objectives.

● Determine the capabilities and skills required to achieve those objectives.

● Analyze the HR function’s current capabilities and skills, and recognize gaps between the existing state and the organization’s future needs.

● Create HR goals to fill gaps and criteria for assessing effective strategy execution.

● Propagate the HR strategy.

This approach will lead the strategic plan as well as any HR transformation approaches necessary to transition the HR function from its present state to its desired future state. To do this efficaciously, leaders must:

● Determine how well the core functionality and the HR business model are currently operating.

● Determine the next stages and resources needed for short, mid, and long-term objectives.

● Ensure that strategy and resources are constantly aligned to capitalize on potential opportunities and respond to fluctuation as needed.

What is required to carry out an Hr Strategy?

Establishing a strategic plan is only the first step; successfully incorporating it into a strategic HR plan is far more difficult. The process backfires for various reasons, including a lack of understanding of business objectives and deficiently defined success measures. The recent uncertainty in the market necessitates measures to maintain the strategy aligned as the business needs to transition. Being programmatic helps in the effective execution of relevant strategies.

● Align with the organization strategy: Human resource strategy should always align with business strategy and organizational priorities.

● Set goals as part of the strategy: Consider what long-term success looks like for the HR department and how to prioritize objectives to sustain and support corporate strategy. Make a prioritized checklist of goals and objectives and assess the gaps between where you are now and where you need to be.

● Establish criteria for assessing strategy implementation and adaptation success: After establishing the goals, identify four to seven key performance indicators (KPIs) that define the HR function’s current performance state. Make sure these indicators are precise, measurable, and clearly linked to the expected outcome, and use them to measure performance in the future.

Aligning HR and Business Strategy: How Can You Best Execute It?

Tip: Construct a simple and succinct statement that conveys the fundamentals of the strategy and encapsulates the key goals that the HR function will concentrate on over the next year. This enables your organization’s HR professionals and employees to make a significant contribution to enterprise goals. Customize your communication to each stakeholder group to guide employees in their decision-making.

What impact Will Future Work trends Have on Hr Strategy?

CHROs have always been entrusted with gearing up their organizations for the future workplace. However, the pandemic has redefined the future of work in unpredictable ways, ranging from increasing pressures for a greater human-centric employee value proposition and more streamlined employee satisfaction.

Several key trends will necessitate a strategic approach from HR executives. They are:

● The growing probability that high turnover levels will become the mainstream, transforming the Great Resignation into the Sustained Resignation

● The continual challenge of implementing hybrid work models that support employers and employees.

● The need to provide more compassionate and intent career opportunities to meet people’s growing desire for more personal value and purpose in both work and life.

Given the increasing volume of emerging developments, HR leaders must prioritize which ones to focus on when developing HR strategies. This necessitates a three-stage trend analysis:

● Identification: Recognize trends that may impact how, when, and where tasks are completed; and how work might look in the near future.

● Interpretation: Recognize the significance and implications of future of work trends for your organization.

● Prioritization: Include a wide range of stakeholders in the selection process of key parameters. Prioritize trends based on objective assessment and thorough overview to ensure buy-in.

Final Words

HR departments nowadays handle much more than just hiring, onboarding, and entitlements. Aligning human resources with business strategy can improve employee engagement and performance and ensure teams are aligned to support the organizations in achieving their strategic goals.

Ajai Mehrotra is  Sr. VP – Human Resources at Infopro Learning. With 20 years of experience in the IT & service industry, Ajai demonstrates a history of success in partnering with operational leaders to improve organizational effectiveness and efficiency through the establishment of a responsive HR Department and innovative HR approaches.

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Hr must Lead With a “Digital mindset” in 2023

Key competencies for Hr practitioners of the future

By Brian Kasen, Trakstar and Andrew Sallee, Trakstar

Whether the Great Resignation is diminishing or simply giving way to the epidemic of Quiet Quitting, one thing is clear: We have entered a new period of competition and care for talent, one complicated by economic stressors for both businesses and employees. It has never been more critical for organizations to develop new ways of demonstrating the value they place on people.

Sustaining meaningful connections for employees in an increasingly geographically dispersed workforce is an opportunity ripe for data and digital tools, but the success of these efforts arguably relies upon the right organizational mindset.

In their new book, The Digital Mindset, Paul Leonardi and Tsedal Neeley make a case for leaders and companies to embrace digital tools and data skills in the workplace in a meaningful yet balanced way. Leonardi and Neeley offer a roadmap for business leaders and HR practitioners to maximize the potential of digital and data while also watching out for possible pitfalls. Ultimately, the “digital mindset” is a growth mindset that leans into a practice of continuous learning in order to thrive in a world of continuous change.

continuous Learning Led by Hr requires expanding Key Practices

HR practitioners have an opportunity, but also the responsibility, to lead alongside business leaders

in the landscape of continuous learning amidst continuous change.

Three core practices can be driven or supported by HR in 2023.

1. adopting new technology and Practices around Business Processes

Leonardi and Tsedal emphasize the opportunity to take advantage of new digital technologies that accelerate response to challenging business circumstances or create competitive advantage. The adoption of new digital platforms requires intentionality and advocacy.

2. analyzing Data Generated by employees and their engagement with technology

Adoption of new digital technologies brings with it a whole new realm of data generated by the activities of end users within the workforce. New employee data will be generated passively (“digital exhaust”) such as usage or log data generated by digital tools. Active employee data is collected through intentional processes and efforts such as performance reviews or engagement surveys.

An HR practitioner’s ability to effectively identify and leverage these two types of data will unlock new, meaningful ways to understand and support the needs of the organization’s people

3. Supporting a culture of transparency and trust in the organization’s Digital transformation.

Leonardi and Tsedal give considerable attention to company culture as fundamental to the successful growth of the digital mindset. Fostering several dimensions of psychological safety around data analysis and digital experiments is necessary when companies want employees to share of themselves (i.e. their data) while also participating in evidencebased analytical pursuits that will create failed experiments alongside successful discoveries.

Translating all of this directly to the HR context, opportunities for the advancement of a digital mindset emerge around topics such as hiring and onboarding, employee engagement, and performance management—all involving potential for leveraging a growing number of purpose-built tools, whether freestanding or integrated within the HRIS.

Speed to Hire with Digital Platforms

Efficiency and quality of the hiring process is important to maintain workforce capacity. But ease and speed of the hiring and onboarding process also contribute to higher employee engagement, positive sentiment around new employment fit, and stronger employee retention.

In order to maximize efficiency and effectiveness around hiring, HR must lead:

Digital Platform

Modern Applicant Tracking Systems and sourcing platforms create opportunities for HR and hiring managers to connect directly to the world of professional social networks and global job sites to quickly build pipelines of good-fit candidates.

Data analysis

Digital tools make it possible to measure how well an organization’s hiring practices work compared to those of organizations in other related fields. Purposebuilt tools that offer insight into time-to-hire, costof-hire, and the average volume of candidates and applicants can aid in understanding where a company is doing well and what aspects of the hiring process might be working against their goals for talent acquisition. Benchmarks related to hiring shed light on norms within today’s competitive landscape.

transparency & trust

Today, talent acquisition leaders can leverage modern systems that help bring clarity and process to the hiring process, but now more than ever, choosing tools that allow unbiased hiring and collaborative feedback when selecting candidates is essential to building a high-trust organization.

cultural reinforcement and employee Listening

Tsedal Neeley has also written in greater detail about the specific challenges and opportunities of creating strong teams in the world of remote work Digital tools give employees leaders the chance to cultivate a virtual presence as never before, while at the same time, allowing employees to share opinions and feelings about their teams and organizations in ways that can catalyze meaningful action from leaders. In order to enable a virtuous culture in a remote/hybrid world, HR must lead:

Digital Platform

Opportunities abound for leaders to communicate with whole employee populations by cultivating an asynchronous digital presence. Ranging from videos

in shared digital spaces to leader spotlights in LMSdelivered onboarding content, HR practitioners should encourage business leaders to be known by their employees. At the same time, purpose-built platforms to survey employees at regular intervals make it easy to ask for employee feedback.

Data analysis

Analyzing employee sentiment in the form of welldesigned annual engagement surveys and more frequent pulse surveys is an important way to know how key talent segments feel about the work they are doing and the direction of the company. Trust in senior leadership is steadily a top reason for employee satisfaction and retention.

transparency & trust

Demonstrable digital presence from business leaders is one way to encourage an open culture of sharing from employees. But it is more important that employees see action related to the sentiment (data) that they offer. The best way for employees to feel safe and interested to share their opinions is to publish aggregate analysis and show that employees are being heard.

Perpetual Performance management

For the past several years, performance management has shifted to an ongoing conversation that centers on development toward personal goals as much as it does accountability to company goals. Peter Cappelli and Anna Tavis charted this transformation in recent years but it has become all the more compelling in the age of hybrid and remote workforce opportunities. HR must lead . . .

Digital Platform

Performance management is no longer simply an annual conversation and rating. Regular interaction among managers and employees that focuses on professional development alongside accountability is enhanced by digital tools that offer all parties the chance to easily record point-in-time thoughts and nudge steps toward the next key milestones.

Data analysis

Compelling data stories can connect employee performance to business outcomes and employee

retention in ways that business leaders, HR practitioners, and employees can view together. Patterns in performance and productivity across the competitive landscape are increasingly surfacing with modern digital tools in performance management.

transparency & trust

Similar to employee listening activities, employee trust in privacy and the process surrounding performance conversations is crucial to enabling stronger, more meaningful participation in performance discussions and collaboration. HR has the responsibility to set new tones and practices around performance management to ensure that managers and employees adopt new practices.

New digital tools for Performance Management help this process by nudging both managers and employees toward ongoing dialogue, sharing meaningful feedback regularly through a secure, trusted system.

Purpose-built digital tools and people analytics offer many new possibilities for effective work and collaboration in 2023 and the years to come. HR must make the most of new opportunities in leading change by exhibiting the new digital mindset. Leonardi and Neeley offer a fantastic framework that HR can bring to bear to drive the business forward.

Adopting new digital platforms, analyzing data, and ensuring transparency & trust are key competencies for HR practitioners of the future.

Brian Kasen is the Director of Business Intelligence and Andrew Sallee is People Analytics Consultant at Trakstar

you

The State of People Analytics 2022-23

Design people analytics to manage the workplace of today and tomorrow

October

RESEARCH REPORT SUMMARY

The State of People Analytics 2022-23

Exclusive Study By The HR Research Institute

The HR Research Institute, powered by HR.com, the world’s largest social network for Human Resources professionals, is a key part of our mandate to inform and educate today’s HR professionals. Over the past three years, the HR Research Institute has produced more than 85 exclusive primary research and state of the industry reports, along with corresponding infographics in many cases, based on the surveys of thousands of HR professionals. Each research report highlights current HR trends, benchmarks, and industry best practices. HR Research Institute Reports and Infographics are available online, and always free, at www.hr.com/featuredresearch

Survey conducted by: Sponsored by:

The State of People

Designing people analytics to manage the workplace of today and tomorrow

Exclusive Study By The HR Research Institute

Sponsored by:

People analytics are a “must-have” for organizations today, yet many struggle with using them effectively. It can be hard to collect data, clean it and draw insights from it. It’s even harder when there’s a need to integrate data among multiple systems.

To better understand what is and isn’t working and what is needed for successful HR analytics in the future, HR.com conducted an exclusive research study that focused on:

● today’s organizations’ capabilities for generating and understanding people analytics data

● how successful they are at leveraging HR data and metrics to take action and make positive changes

● the types of HR analytics used

● difficulties associated with people analytics processes

● what best practices may lead to people analytics success

Key Findings

1. While some organizations have improved their HR analytics capabilities over the past two years, there is still much work to be done.

2. Organizations mostly rely on descriptive people analytics rather than on the more sophisticated predictive and prescriptive analytics.

3. Data governance and integration are the most difficult elements of measuring and tracking HR data.

4. Three practices are especially useful for improving people analytics in their organization.

5. HR professionals use both old and new methods of distributing and presenting analytics.

HR Still Needs to Improve Its People Analytics Abilities

16% of respondents say their organization is very good at generating and gathering people

and even fewer (13%) say the same about understanding and evaluating these analytics.

Compared to two years ago, organizations have more than doubled their effectiveness in designing and implementing processes to get the most out of their people analytics. More than a quarter (27%) say they are effective or very effective in this area today whereas just 12% say their organization was at the same level of effectiveness two years ago.

About one-third (32%) say people analytics is very effective at generating important insights for HR leadership and a further 38% say they are somewhat effective at this. A majority also say they are very (25%) or somewhat (45%) effective at providing these important insights to top leadership.

HR Uses People Analytics More Avidly in Some Areas Than Others

Just two-fifths of organizations always use predictive HR analytics.

We asked HR professionals to select the five HR functional areas in which people analytics are most important. While no response was selected by a majority, the most commonly cited HR functional area is compensation (48%). Recruitment and selection (43%), retention (43%) and diversity, equity and inclusion or DEI (41%) follow close behind.

What Leads to Successful People Analytics?

The most commonly cited method for improving analytics in HR is the consistent and regular

collection of data (50%). In other words, focusing on the fundamentals, and getting that right, appears to be a necessary first step. The second most widely cited useful practice is turning data into insights (44%). That is, understanding what this data means and what to do with it to make a positive change.

Who Is Responsible for HR Analytics?

HR as a whole is most commonly seen as being primarily responsible for managing people analytics (33%). Just under a fifth say that the Head of People Analytics (or similar) has the primary responsibility (18%). Further, of these respondents, 68% also go on to say that the Head of People Analytics most commonly reports to the Chief People Officer/CHRO.

To learn more about the research study, The State of People Analytics 2022-23, we invite you to download and read the complete report today to learn how these outcomes, insights, and takeaways can be applied in your organization.

Read the Research Report

Inspiring the Next Generation of HR Leaders CHRO CORNER

Where do HR leaders draw inspiration from? What are their worst nightmares? How did they stand the test of the changing times?

In this segment, we will trace your journey to the top.

This is your story - a story that is made of extraordinary accomplishments, methods that helped you overcome adversity, innovative programs that you led, and fundamental changes that you brought in. It's your chance to inspire the next generation of leaders.

christine Hairelson is the Vice President of Employee Experience for accusoft. She joined Accusoft in 2012 and is responsible for the overall development of HR strategies and programs for Accusoft. As part of the executive leadership team, Christine leads Accusoft’s Employee Engagement, Recruiting, Total Rewards, Culture, Performance Management, and HR functions.  in an exclusive interview with Hr.com, Christine talks about her HR journey and shares valuable insights on workplace culture today, finding a place in the boardroom, the future of HR, and so on.

Exclusive Interview with christine Hairelson, Vice President of Employee Experience, accusoft

Excerpts from the interview:

QWhat has your Hr journey been like, and what influenced you the most to positively impact your career?

christine: My journey to where I am today all started with a conversation I had in college with one of my best friends’ mom. I was struggling with what Major to select and she introduced me to the role of HR in business. From that conversation, I found my way, which included pursuing a double major in business and psychology. Both disciplines provided me with a solid foundation that I would later apply in my career.

The first eight years of my career were in the restaurant industry. Through hard work, support from my family, and a bit of luck, I learned the critical aspects of HR and worked my way up to leading HR for businesses like Winghouse and Five Guys Burgers and Fries Franchise.

About 10 years ago, I transitioned to the Technology space and haven’t looked back. Accusoft is an amazing organization, and surrounding myself with some of the brightest minds keeps me challenged and continually learning.

What inspires you about your role?

christine: What inspires me most in my role is helping others. No matter how challenging a situation may be, it is worth it when I know that the effort I put forth is helping someone. As individuals, what inspires us to give more and do our best is different, so my advice to others is to find what inspires you and chase that. Life is too short otherwise.

How do you see workplace culture evolving right now?

christine: Workplace culture has already started to evolve over these past few years, and I believe that trend will continue. Businesses will continue to focus on attracting talent, which means they also need to stay focused on providing a workplace culture that speaks to what employees want to see in an employer. Topping that list is providing more flexibility - flexibility in how, where, and when they work, as well as the flexibility to pursue personal, as well as professional, passions.

What are your best tips on how to lead during a crisis, uncertainty, or change?

christine: The last few years have proven that uncertainty and change are here to stay, and that’s not necessarily a bad thing. It does, however, put

Name: Designation: Company: The total number of employees: When did you join the current company: Total experience in HR: Hobbies: What book are you reading currently?:

Christine Hairelson

VP, Employee Experience

Accusoft 163 August 2012 18 years

Traveling, running

How to Automate the Boring Stuff

pressure on HR executives and teams to lead the way in supporting organizations at the strategic level, from focusing on ways to drive business results to drive morale and culture for an evolving workforce. The best advice I can give to HR leaders is to focus on a few key areas, including

● Positivity – change can be stressful, so bring positive energy to the situation.

● Assume positive intent – this can be extremely difficult, but it’s important to understand that everyone is working toward the same goal.

● Communication – take the time to learn how your key stakeholders want to be communicated with, and embrace those methods to ensure you have open lines of communication.

● Active listening – everyone, from executives to frontline team members, wants to be heard, and it’s up to HR leaders to actively listen to effectively find solutions and lead teams.

● Practice self-care – it’s easy to forget about self-care when you’re focused on others, but we can’t effectively serve others and drive real results if we don’t first take care of ourselves.

christine: We’ve seen how critical it is to have an HR executive seat at the boardroom table during the last three years. It’s up to us to continue to prove the value of what we do, so HR leaders should keep learning the business, and go beyond the HR lens. HR truly is a strategic function of the entire business, so take the time to learn how this function can, and should, be integrated into the organization’s overall operations and how your role can influence that.

And finally, don’t give up. Not every organization is in a position to support the HR function at that level, or perhaps they don’t understand. If it’s not working where you are today, look for an organization that aligns with your vision of support for employees.

some transformation in, but have a lot more work to do is in the area of Diversity, Equity, and Inclusion. As direct alignment to the shift in expectations from our employees on workplace culture and creating the environment, they want to call home, having leaders and roles built around DE&I will become paramount as organizations work to more actively think about all aspects of their business through a DE&I lens.

christine: Absolutely. As we move into a more data-driven HR function, the need for roles to identify, collect and analyze that data will continue to grow. So, I expect to see more roles in automation and data analytics. Another area that we have already seen

christine: HR professionals will need to find new ways to create a community within their organizations as we continue to work in hybrid work environments. More time will need to be focused on communications and outreach programs, and we will need to find a way to make this work with fewer resources. This means working smarter and finding ways to automate repetitive processes so that we can focus on our people.

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What do you have to say to those who are still struggling to find a place in the boardroom?

Do you see any new job roles being created by the transformation?

What are some major changes you see affecting Hr within the next few years?

Hr analytics 2023: 15 Predictions From People Leaders

can

By Brett Farmiloe, Terkel.io

HR leaders, what do you predict will be a top people analytics trend in 2023 and why?

To help you best anticipate the trends in people analytics in 2023, we asked HR and people managers and business leaders this question for their best insights. There are several predictions about the role people analytics would play in managing the workforce in 2023 that would help HR and related teams shape their approach and response to employee issues.

Here

to

● Use of Social Media Data in People Analytics

● People Managers Will Use People Analytics to Guide Workforce Decisions

● Massive Increase in People Analytics When Recruiting

● Managers Will Rely on Shared Scorecards to Improve Retention

● Using People Analytics to Identify and Address Unconscious Bias

● Increased Focus On HR Data Privacy and Security

●

● Understanding the Skills of the Workforce

Predictions

analytics Focusing on Data Governance

I believe that one of the top people analytics trends in 2023 will be a focus on data governance. As organizations increasingly collect and store data about their employees, there will be a greater need to establish clear policies and procedures for managing this information. This will help to ensure that data is used responsibly and accurately, and that employees’ privacy rights are protected. Data governance also includes developing plans for how data should be used, shared, and disposed of. With the right policies in place, people analytics can help organizations to better understand and manage their workforce.

measuring the employee experience

Antreas Koutis, Administrative Manager, Financer

Having a great way to measure how the effectiveness of recruitment means little if you are not able to keep them there after they are hired, and this is why measuring the employee experience will be an HR analytic trend. The pandemic and the Great Resignation reshaped priorities and acted as a massive wake up call to businesses about the importance of maintaining a quality employee experience. Analytics will be designed and used to measure everything that affects the employee experience from the physical workspace, to technology, to company culture. The benefit of which will not only be displayed in improved retention rates, but also in higher productivity. As the competition to hire and retain talent intensifies, the emphasis on analytics that demonstrate key factors in the employee experience will remain at the forefront and will continue to be an HR trend well into the future.

Cody Candee,  Founder and CEO, Bounce

Going Deeper into employee net Promoter Score

Employee net promoter score is a crucial people analytics statistic, but I predict in 2023 that HR and executive leadership will want to understand their eNPS by manager. Knowing the eNPS for your entire company is helpful, but doesn’t help you identify where there are risks or opportunities for improvement. I expect organizations in 2023 to look at eNPS at a more granular level, particularly by manager or department, so that they can make specific adjustments to improve engagement and retention.

Logan Mallory, Vice President of Marketing, Motivosity

Focus on Performance management Assessing performance will be vital for people analytics this 2023.  This comes after prioritizing productivity and engagement since the Covid-19 pandemic occurred. Considering the effects of hybrid and remote work models, flexibility, and the use of digital tools, organizations will rely on factual data to make informed judgments in evaluating employees’ work. By determining important metrics employees should reach, performance management could help organizations discover the best variables to focus on for further success.

Abe Breuer, CEO, VIP To Go

The Emergence of the People Experience Officer

In 2023, we will see the People Experience role in HR emerge as employers look to get a handle on retention. That’s all related back to getting smarter about “people analytics.” In addition to absenteeism data, performance reviews and establishing SMART goals, People Experience officers will no doubt focus on the engagement data with new hires as well as the insightful (but usually overlooked due to bandwidth) data revealed in exit interviews. For example, how well are employees responding to onboarding and training? How engaged are they with the benefits selection process? These are early signs of employee happiness. What percentage of employees mention a lack of flexibility, vacation time or competitive salary in the exit interviews, are they leaving for better benefits? All of this data is important to retaining employees and improving the experience in the future. If competition for talent remains at this level in 2023, we are all going to be paying much more attention to data.

Heather Smith, CPO and Senior Account Executive, Flimp Communications

measuring the impact of culture on employee engagement and retention

Predictions are difficult, especially about the future, as the saying goes. But that won’t stop me from taking a crack at it. I predict that the top people analytics trend in 2023 will be a focus on culture. By that I mean organizations will place a greater emphasis on understanding and measuring the impact of their culture on employee engagement, retention, and performance. This trend has been building for some time, and I believe it will come to a head in 2023. The reason is simple: culture is the X-factor that is often overlooked in people analytics but can have a profound impact on organizational success. When you couple this with the increasing availability of data and advances in AI and machine learning, you have a recipe for success. So, while I can’t say for certain what the future holds, I’m reasonably confident that culture will be a top people analytics trend in 2023.

Travis Lindemoen, Managing Director, nexus IT group

Using Data to identify Potential issues relating to employee Satisfaction

As we move into the new year, HR leaders are looking to the future to predict what the top people analytics trend will be in 2023. One example is the use of data to identify potential employee engagement issues. By analyzing data on absenteeism, job satisfaction, and turnover rates, HR leaders can better understand where employees are most likely to disengage. This information can then implement targeted interventions to improve employee engagement and retention. Another trend likely to gain traction in 2023 is the use of machine learning to automate repetitive HR tasks. By freeing up HR professionals from these mundane tasks, they will be able to focus on more strategic initiatives that can have a greater impact on the organization.

Tracey Beveridge, HR Director, Personnel Checks

Predictions

Use of Social media Data in People analytics

A trend that we see gaining momentum is the use of social media data in people analytics. As more and more organizations realize the power of social media for recruiting, retention, and engagement, they will start to collect and analyze social media data to gain insights into their employees. We also believe that people analytics will become more democratized in the coming years. In the past, people analytics has been largely the domain of HR professionals and senior leaders. However, we predict that people analytics will become more accessible to all employees, regardless of their role within an organization. This will allow everyone to have a greater impact on the decisions that are made about them at work.

Linda Shaffer, Chief People Operations Officer, Checkr

People managers Will Use People analytics to Guide Workforce Decisions

Advanced organizations more frequently serve people managers directly with people analytics (50% versus 28% among organizations just getting started with people analytics). 56% of these have achieved the business outcome level of value compared to 25% in emerging organizations. Those enabling people managers use nine analytics topics, often ones focused on optimizing costs, such as span of control analysis, and some that provide specific support to people managers, such as compensation analytics, total cost of workforce, and even ensuring pay equity as they also strive to improve diversity, equity and inclusion. These and other analyses enable people managers to make optimized decisions about their workforce.

Lexy Martin, Principal, Research, Visier

massive increase in People analytics When recruiting I expect a massive increase in data analytics to improve recruiting outcomes. Companies are desperate for talent. According to the Bureau of Labor Statistics, we currently have 11.2 million unfilled jobs in the US. This is not only a historically high number, but also a 50% increase from the pre-pandemic record of 7.2 million unfilled jobs, recorded in 2019. The best way to improve hiring outcomes is to track the efficiency of your new methods so that you can see where you are getting the most bang of your buck and then double down on what works. One private equity portfolio company I worked with was spending massive amounts on job boards. Every hiring manager had a story of their favorite job board producing a good hire. Once they applied the right people analytics, they saw that the vast majority of their qualified applicants were being produced by three job boards. By reallocating their budget to the most efficient job boards they increased qualified applicants by 347%.

Atta Tarki, Founder & Author of “Evidence-Based Recruiting” (McGraw-Hill), ECA Partners

Using People analytics to identify and address Unconscious Bias

As more and more organizations adopt data-driven approaches to their HR strategies, people analytics will become an essential tool for understanding and predicting employee behavior. The use of people analytics to identify and address unconscious bias in the workplace is the thing for 2023. As employers strive to create more diverse and inclusive workplaces, people analytics will play a key role in helping to identify unconscious bias in hiring, promotion, and performance management decisions.

Louise Ogilvy, Recruitment Director, Propeller-Tech

managers Will rely on Shared Scorecards to Improve Retention

Employee retention is a big deal right now. At the end of May 2022, there were 11.3 million open positions in the United States, significantly more than the 9.3 million positions which were unfilled in April 2021. Moreover, no industry is spared from “quiet quitting” characterized by disenchanted, marginally productive workers. Employee activation is a team sport requiring alignment on goals, insights, and retention actions between HR and functional business units.  After all, it’s managers who have the greatest impact on employee work-life. In 2023, democratized data insights with shared scorecards powered by AI will inform both HR and business leaders alike with talent insights on how employees are fairing relative to burnout, career stagnation, disconnection, compensation, and recognition.  Actionable talent risk root causes with retention playbooks will improve retention, tracked in real-time with shared scorecards.

Ken Klein, Co-founder, Praisidio

Understanding the Skills of the Workforce

Understanding the skills of your workforce will be the top trend in 2023. The skills for jobs are changing and this is going to be the year that organizations realize they can no longer do anything about this. So adapting to a skills-first strategy where you can easily identify training needs is key to remaining competitive. Most companies only understand what they hired someone to do, not what this individual can actually do. At the same time, most companies don’t monitor how the skills are changing for roles in their organizations. This results in inefficient deployment of the workforce and time and money being wasted on training and upskilling. What we are going to see in 2023 is a shift to understanding the skills and aspirations of each team member and strategically linking this with the present and future needs of the company

Leah Carr, CEO, tilr

increased Focus on Hr Data Privacy and Security

As more companies adopt people analytics, the issue of data privacy and security will become even more important. HR leaders will need to ensure that their data is properly protected and that only authorized personnel have access to it.

more use of ai and machine learning

AI and machine learning will become increasingly important tools for people analytics. These technologies will help organizations to better understand and predict employee behavior, identify potential issues, and make better decisions about staffing and development.

Greater use of mobile devices and apps

More and more employees are using mobile devices and apps for work purposes, and this trend is only going to continue. HR leaders will need to make sure that their people analytics solutions are mobile-friendly and accessible from any device.

Martin Seeley, CEO, Mattress Next Day

measuring Productivity

I believe measuring productivity will be one of the top trends. As we are now moving from The Great Resignation headline to beyond the Quiet Quit headline, we still need to understand how productive people are - and if hybrid supports it or hinders it. So many people have their opinions and research has been done, but it isn’t a black-and-white answer, nor is it a one-size-fits-all. Productivity for John is different from that for Shahzia. We have to recognize it and have the right data to help us navigate workplace planning.

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Michelle Berg, Chief Visionary Officer, Elevated HR Solutions Inc.

Brett Farmiloe is the Founder / CEO and currently the CHRO of Terkel.io

Dispelling Four myths about t he chief Human Resources Officer’s Role

cHros should recognize and capitalize on every opportunity available to them

By Lorraine Heber-Brause, NS1

One of the most remarkable transformations in corporate culture over the last few decades is the evolution of the human resources (HR) department and its leadership. Twenty years ago, HR primarily focused on benefits, hiring, and firing, but today’s “people teams” have vastly expanded responsibilities encompassing culture, diversity, and the overall well-being of employees. It is up to the chief human resources officer to take the lead on aligning company culture with business outcomes, uniting the workforce behind key initiatives, and attracting talent by ensuring that current and prospective employees associate the work with a sense of opportunity.

As HR has transitioned into a modern, people-focused approach, several common misconceptions have developed around the CHRO role that, if

unchallenged, can prevent these leaders from achieving their full potential. Let’s dispel these myths to reveal the opportunities CHROs can embrace for more successful leadership.

myth 1: the cHro Plays only a Personnel role

A few decades ago, the HR department played an exclusively supporting role to the rest of the company — and some executives may still perceive the CHRO through this lens. While it is true that HR leaders still own training and managing personnel, the modern CHRO also holds a seat on the board, spearheads companywide cultural initiatives, and advises other executives on how to uplevel their leadership skills.

Moving beyond an antiquated perception of the role requires the CHRO to develop and employ a broad set of skills and knowledge

extending beyond traditional human resources. Your advice regarding cultural changes will be most valuable and earn you the most respect and influence if you understand and account for your firm’s business interests, product development processes, and stage of organizational maturity.

Even “personnel duties” now encompass much more than determining benefits. CHROs should now establish themselves as experts on the human experience of working for their company and make suggestions for improving it accordingly. They can also set their sights even higher to spearhead efforts to give back to the communities the company exists in.

myth 2: change is a Sufficient CHRO Rallying cry

Given events like the pandemicinduced global transition to

remote work, many CHROs have embraced the opportunity to transform their companies over the last few years. As workplace culture continues to evolve, HR leaders will be faced with many more decisions that may alter the employee experience. It’s important to remember that there’s value in knowing what to change and what not to change.

Any company’s core identity depends on the traditions it values and shares with employees, and at times this core identity needs to evolve to provide a more supportive workplace. A good example is a widespread shift to make performance reviews more constructive and less demotivating. However, changing valued traditions can alienate employees. CHROs must proactively protect the

traditions (for example, holiday matching gift programs and win-wire callouts) that help to affirm company values and excite employees.

Knowing when to re-evaluate new initiatives is just as important as launching them. Solicit employees’ feedback and take their opinions seriously. Some frustrations during periods of change are common, but if multiple people complain, it’s the CHRO’s job to ensure that whoever is leading the change receives the feedback so they have the opportunity to address it.

myth 3: the cHro needs only executive Buy-in

A significant part of the CHRO’s role is keeping an ear to the ground to discover employee needs and then developing

proposals to address these needs. Working with company leadership to attain buy-in is an important step in evolving company policy, but true change happens when the entire company supports new initiatives.

Gaining employee buy-in requires the CHRO to be diligent, timely, and persuasive in their communication. New policies, programs, and companywide initiatives should be shared with employees promptly, with empathy and adequate detail. When there is a gap between executive decisionmaking and communication, or if announcements lack details as to the “why” and “how,” it can create dissonance, leaving employees confused and demotivated. They want to know how the change will impact them and how their

buy-in and participation will help to advance the company’s goals.

And if a change was initiated by employee feedback, be sure to include that so employees know they are being heard.

Communicating change and the supporting logic can’t take place in a single meeting. Hold town halls where executives can unite the company around new ideas and answer major questions, individual team meetings where managers can clarify how new policies impact day-to-day work, and one-on-one meetings where employees can provide feedback to managers in a private setting. Implement an open-door policy that empowers employees to voice their concerns to managers at any time.

myth 4: Policy change equals cultural change

Even if a CHRO’s policy decisions are well thought out and well communicated, they don’t automatically result in cultural change. The CHRO must build a network of managers who can serve as “champions” for change,

expanding the CHRO’s positive impact well beyond what they could accomplish individually.

As a company grows, the CHRO may not be able to interact directly with every employee, but a strong network of champion managers can lead to an even better outcome. Managers know their employees’ perspectives and concerns, so they are better equipped to tailor how they communicate, discuss, and enforce changes in ways the CHRO cannot. A customized approach makes employees more likely to understand and embrace the CHRO’s work.

feel like company leadership is invested in their personal and professional success, they will, in turn, be invested in the company’s success.

By dispelling the myths surrounding their role, the CHRO can maximize their impact, deftly choose and communicate new initiatives, and ensure that every employee is engaged and excited to work at the company. While CHROs often focus on providing opportunities for others in the company, they should recognize and capitalize on every opportunity available to them as well, in order to enact change and drive positive business outcomes.

Finally, even outside of specific initiatives, CHROs should empower managers to motivate employees by capitalizing on the human drive to learn and improve. Encourage managers to look for opportunities to help their employees grow and challenge themselves — whether pointing them to relevant conferences or giving them the chance to join a new project to gain a different perspective. When employees

As the CHRO, global head of people at NS1, Lorraine Heber-Brause leads the people operations and employee growth strategy. Lorraine is an experienced human resources and global people operations executive with a proven track record of leading organizations through rapid growth and transformation. Prior to joining NS1, Lorraine led people functions at Yotpo and AppNexus, and reaching back in her career, she held HR relationship leader roles at BlackRock, American Express and Citi.

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optimize Workforce reporting While maintaining employee Privacy

a few recommended guidelines

By Tom McKeown, isolved

Workforce reporting is essential to any business looking to succeed. However, when working with people data, leaders must balance the value of analysis against the data privacy of their employees.  An accidental revealing of personal data by an organization can be as detrimental to an employer and employee as a cyber-attack.  Take as an example when in early 2022 the City of Boston accidentally communicated the identities of workers who tested positive for Covid-19.

Personally identifiable information (PII) is the most delicate with regard to workforce reporting. These are data points that can identify any individual either directly or when combined with other information. Direct personal identifiers, such as social security numbers, driver’s licenses, or employee identification numbers, are rarely used in any type of business analysis because they carry neither performance nor segmentation value, but there are other germane organizational data points when combined can be both identifying and exposing.

Forty-nine of the fifty U.S. States have pay equity laws prohibiting employers from discriminating against workers based on gender, ethnicity, age, and other

designations. This makes it important to be able to run reports that compare compensation across and between such groups.  However, too many segments and filters pose the risk of exposing individual identities. If there is only one African American female accountant in the Boston office, a report drilling down to this level should not be shown too widely.

Assuring that PII or any other sensitive employee information does not get revealed when producing workforce reports should be a priority for any

organization.  Below are some recommended guidelines that can help ensure that employee information is accessed, reported, and presented properly.

1. Set up secure user access to data and reports based on managerial levels and responsibilities At minimum, there are three levels of user security that should be considered. The first level is for administrators or super-users. These types of users are individuals who have a need to see data for everyone, everywhere. Individuals who fit this profile are usually C-Level or senior leaders within the organization as well as certain key individuals in the human resources (HR) department.  Administrator or super-user privileges are usually the least difficult to set up in a system as they have no restrictions.

The next level requiring access, but of a more limited type, is line managers. This group usually needs to see all or most people information but only for employees in their span of control or reporting structure.  This can be accomplished using hierarchical security, which secures access to employee data for every manager from their level downwards in the organizational structure. This type of security is available in most systems that connect employees by the manager.

The third level of secure access is more of an ad hoc collection of individuals who might need access to certain segments of the population for oversight or administrative purposes. A good example would be an HR business partner who might be assigned to a certain division or location.  This person would need access to the people data of that limited group despite having no managerial authority or responsibili ties. Some systems provide this level of security by allowing configurable user profiles to be set up.

2. Define what data points are and are not necessary for each user to access.  After it is established who can see and report on which employees, the next step is to decide if any information is off limits and to whom. The above-mentioned HR business partner may need access to reports in a certain region or division but might need to be precluded from seeing certain fields such as compensation or performance.  Being able to filter out certain fields from reporting

access can also allow administrative personnel to run reports for senior executives without seeing what may be deemed sensitive information.

3. Control how the data is presented. The main consideration when presenting workforce data is to remember that it should be aggregated. When an audience is a large group such as an employee meeting or a public entity there should absolutely be no links to any employee-level information. All metrics and analytics should be presented in graphical formats with the labels displayed in percentages rather than employee counts. Also, it is best to cluster smaller segments under a certain percentage as small percentages may also divulge individual identities. Using designations such as other or multiple are common for such purposes.

4. Anonymize records if employee-level detail reporting is necessary. In the rare instances where the individual level of data needs to be revealed, or where

there is just a fear that it will accidentally be revealed, some organizations choose to anonymize their entire employee data set before running certain reports or analysis. Examples of such instances would be in the collection of survey information on employee culture and happiness or information on why someone left the company. Any recorded information regarding complaints of harassment or discrimination should be kept anonymous but analyzed to see if certain patterns emerge that need to be addressed.

Safeguarding employee privacy and providing people analysis for business success should not be conflicting goals. Do not let all the positive steps being taken to improve culture and engagement get wrecked by careless reporting. By using some simple steps, organizations can ensure that the wrong people data does not get exposed while continuing to do the proper reporting and analysis necessary for growth and profitability.

Tom McKeown is the former CEO and Co-Founder of TrenData HR which was acquired by isolved, where he is now a Product Owner for Predictive People Analytics, intelligently connecting the full isolved People Cloud platform. Tom is a senior executive with over 25 years of experience in bringing innovative software to market. Tom’s passion is to provide easy to use solutions that both visualize and guide organizations to their best possible future.

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Why t he now of Work is all about People Strategies

People strategies help companies attract, train, and retain more talented workers

By Jason Averbook, Leapgen

The Covid-19 pandemic has had a lasting impact on the workplace and the relationship between employers and employees. More recently, an ongoing labor shortage has caused companies to panic, looking for employees to fill open positions. However, this has had a significantly positive impact on employees, forcing employers to take more consideration of their employees through adopting new people-centric strategies.

Why are People Strategies important?

People strategies have become a buzzword in that, many like to use it without fully understanding what it means. In a broad sense, people strategies are the function of developing strategies to attract, train, and retain a company’s best resources: their employees. It is the evolution of a traditional HR department from managing paperwork and resolving concerns to becoming an active part of a business’s operation.

One of the biggest mistakes that an HR department can make is not having any strategy whatsoever when it comes to their people. Many HR departments hire, fire, and train employees on an as-needed basis, but they are not intentional about their HR activities. Having a strategy allows HR departments to not only be prepared to meet the needs of their organization but exceed them with high-quality, satisfied employees.

While business leaders know precisely what their business needs to succeed, HR departments often don’t. As the people in charge of ensuring that the business needs are met from an employment standpoint, the HR department must know and understand the business goals to be successful. Without this understanding, HR teams will simply form a strategy without a clear vision of its endgame, causing further frustration as a result.

Working with people outside of the HR department is essential for the HR department to be successful. HR professionals should understand the function of the business they serve. To do this, they must frequently and openly communicate to the company’s sales, service, and engineering teams, as well as every other department that is essential to the organization’s success. The goal of the HR department should be to find a way to tie their efforts to the overall goals of the business.

How to Be Successful with a People Strategy

Many HR departments approach measuring their success in the wrong way. A high employee satisfaction score is great to have but ultimately means nothing if it isn’t placed into the context of the business’s overall success. HR departments should be more focused on improving employee morale and performance to help the company’s bottom line. In other words, it’s not about what makes sense — it’s about what makes cents

The first thing that a good HR professional should do in developing their people strategy is to listen to others at all levels of their organization. While an HR manager might not be a subject matter expert in some of their business’s more technical areas of operation, listening to those who are can allow them to receive a deeper understanding of these technicalities. An HR department’s intent is not to dictate the future of a company, but rather to create one based on the needs of the company and its workforce.

Next, HR professionals must actively respond to what they heard. HR departments can conduct surveys all day, but if they don’t act on those suggestions, they are left with heaps of data that go nowhere. This is one of the most prominent issues with exit interviews — HR will receive the data of why an employee left the company, but it’s often too late to do anything about retaining that employee.

It’s essential not only to ask these questions early but to implement their answers in a way that can ensure future employee satisfaction and retention.

HR departments also have to realize that solutions are not one-size-fits-all. A strategy that maximizes one employee’s efficiency may not work for another. One employee may prefer working from home, while another may perform at their peak when they have an in-person office where they can focus on their work. However, if an HR team forces employees who prefer to work from home to go to the office, they may quit — we’ve seen it happen many times since the pandemic subsided. The job of HR is to find solutions that work for each person, not one solution that works for everyone. Such a solution does not exist.

How Has remote Work affected People Strategies?

This shift towards a remote work environment has also significantly affected how HR departments operate. Managing people who are working virtually or remotely is a stark difference from managing the people we see in the office daily. If someone’s behavior is out of character in the office, HR is given a distinctly visible sign that they must check in on them and ensure everything is okay. It’s harder to see these signs when only communicating with someone via email or instant messaging platforms like Slack.

Businesses also tend to overly monitor the workforce when they aren’t visible. There is a misconception that workers working from home will not get their work done, so businesses try to keep a more watchful eye over them. This is an entirely wrong philosophy to approach this new paradigm. Remote work enables employees to do work on their own terms, and if employers allow this to happen, it can lead to significantly better results.

Remote work has made the workplace much more connected, but that does not always translate into a legitimate connection. Companies can give employees all sorts of technology, like webcams, to keep them connected. Still, if the employee is not turning them on, they are doing little to form a

connection with their employer and co-workers. It is a connection, not being connected, that will impact the workplace.

When the human element has been removed in a situation like remote work, employers need to lead with trust and empathy. As an employer, showing your employees that you genuinely care about their well-being — both inside and outside of work — is crucial. Given how the lines between work and home are blurring significantly these days, it is more important than ever to ensure employees feel supported and valued.

Companies must realize that this is not the future of the workplace — it is the now of work. Employees are demanding more flexibility than ever before. If a company doesn’t adjust to the unique needs of its employees, they are unlikely to find success in its overall operations. HR departments can no longer operate as separate entities. Rather, they must fully integrate themselves into the business’s operation to find the right people strategy for the company.

Jason Averbook is a leading analyst, thought leader, and consultant in the area of human resources, the future of work, and the impact technology has on that future. He is the Co-founder and CEO of Leapgen, a digital transformation company shaping the NOW of work. Averbook helps organizations shape their future workplace by broadening their executive mindset to rethink how to design and deliver employee services that meet the expectations of the workforce and the needs of the business.

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t he case For integrated Workforce Planning

Here’s how workforce planning can drive the best decisions for the business and for the workforce

By Kouros Behzad, Anaplan

We’ve

all been in those meetings where a business leader desperately wants to add capacity – 10 more people by the end of the quarter, say – and they haven’t been able to reach that goal. FP&A numbers show that headcount only grew by four. The talent organization counters that they hired nine people in the month. Reconciling these numbers takes so much of everyone’s time and it’s not productive. Multiply this across every finance/HR/business team in your organization and you’ve got a nightmare!

Why the discrepancies? Why is it so difficult to agree on how many people you are going to hire, and what that number looks like in a year? Because headcount goals alone do not tell the whole story: It doesn’t tell the attrition story and it doesn’t tell the internal movement story. This gap undermines what is delivered by HR and the talent team and much effort is wasted in explaining whose numbers are correct.

Top-down planning and target setting by finance

Headcount planning, top-down

How can all the pieces and factors around headcount goals come together to align the different stakeholders across finance, HR, and the business, and how can each team support and drive the outcomes?

the Full Story around employee attrition and movement

For finance, the key numbers are headcount and personnel costs. Finance wants to know the financial impact, and whether they have the right number of open positions and headcount. Finance is not particularly detailed in their attrition planning and forecasting, and typically takes a high-level approach using cost-per-head for their calculations.

When HR connects with its partners in finance, they often start by discussing the net forecast or the

incremental headcount. At the “top-down planning” stage, what’s important from an HR perspective is understanding what the current open positions are and the current headcount needs of the organization by location, level, and role type. The basis of this information is derived from the workforce expense models on the finance side, pulling the to-be-hired and attrition numbers, getting the finance forecast data, and translating this into what the open positions would be.

Even if an organization is headcount neutral, or finance forecasts low growth (i.e., only growing by a few heads), HR could still need to hire at many times that volume to keep up with attrition and internal movement, especially if it’s a large organization in a high-turnover industry like retail or call/contact center management.

Incorporating attrition forecasts into headcount plans

It’s essential for HR to have visibility and understand via a real-time dashboard what’s happening at the position level, providing a view into churn rates, attrition, transfers, and promotions that tell the entire movement story. The dashboard can also be enriched with data such as movement into, within, and out of positions, distribution of internal versus external hires, who has moved between functions or locations, who’s left the company entirely, and internal movement trend data. Depending on the purpose and audience, the capability should exist to easily generate insights at an individual business unit level, for a whole company, or any step in between.

Using historical data is meaningful for attrition planning. Even a one-year look-back can help HR better understand the actual churn/attrition for a given position or role. Incorporating external talent market data (whether benchmarks or actual drivers of attrition, like position opening rates and competitor hiring activity) can make the analysis more rich and powerful. By having this information at hand, HR can tell a better, more complete people story to help finance and business stakeholders understand what is driving the increased hiring volume and discuss how to be more proactive in closing headcount gaps.

Having the ability to see positions segmented and categorized by job profile or skills becomes a big plus for any HR and talent team. Candidates might not be best qualified for positions they initially interviewed for, but they may match several skills required for other similarly situated positions. Imagine being able to refer the “silver medalist” for one role immediately to another role that might be an even better skills match. You’ll save the interviewing and sourcing time needed to find a new candidate, boosting recruiting efficiency, and you’ll make the “silver medalist” candidate very happy as well.

With increased visibility into movement, time to hire, and attrition, the HR and talent team can strengthen their headcount planning efforts beyond the constraints of static reporting to deliver dynamic insights tailored to each respective leader. HR and the talent team can take a net headcount forecast and immediately gross up for a particular part of

the organization so that the respective talent VP, or business leader, can get advice beyond just incremental headcount or whether they’re headcount neutral. Leaders can receive insights into attrition and movement trends that indicate how much effort will be required by their teams to meet their headcount goals.

eliminating the talent acquisition Bottleneck

It’s great when you know how many people you need, what skills they should possess, where you need them, and that you have the budget to hire them. But you’re not going to get any closer to making this a reality if you don’t have the people to execute your hiring plans.

There’s an organizational and a material impact to the movement of the workforce in and out of positions. HR and the talent organization need to balance budget and forecast requirements while understanding their teams’ capacity to track and manage workforce movement into and out of the organization, as well as to other parts of the organization.

For example, if you have the headcount forecast from your FP&A team, you can convert the forecast into the requisitions that need to be filled in a certain time, and then you can match those requisitions up with your recruiter capacity. The insights gleaned make it easy to identify any potential gaps and provide a runway for the organization to evaluate possible solutions. If there is an imbalance between recruiter capacity and number of requisitions to be filled, the organization is alerted. For example, if the target is 5,000 new hires in a specified timeline but recruiter capacity is estimated at 1,500, an alert goes out. The organization can then choose to hire or contract more recruiters in advance of future hiring.

The process requires transparency into the current HR capacity in terms of staffing, talent acquisition, and onboarding teams to manage through the open positions that have been forecasted. The insights should inform the recruiting plan if there are adjustments or additional recruiters needed based on the headcount requirements and forecasts.

Open positions based on budget, pulling data from the same source, and putting it into the context of current HR staffing

In order to simulate and adjust recruiter capacity, scenario planning is crucial, especially if the type of open positions require special skills, or a high volume of new hires is needed. If you can estimate the number of open positions that one recruiter can handle in a specified period and the average time to close, then you can make tradeoffs about the types of roles to prioritize, the number of recruiters to hire or contract, and even opportunities to fill positions temporarily with contingent or vendor resources.

These are examples of two drivers that go into understanding and determining what the recruiter capacity could be. Different industries and recruiting teams need to have the flexibility to create the models that works for them. Then, based on whether resources are over or under the assigned capacity, you can get to the root of the objective, which is understanding whether the talent acquisition team needs to shift resources or bring more people on board to help the hiring process stay aligned with the business goals and objectives.

From Personnel cost Planning to integrated Workforce Planning

Aligning different stakeholders across finance, HR, and the business around what’s happening in the organization and how each team drives toward outcomes is key to effective and agile workforce planning. This is achieved by syncing up two traditionally siloed processes.

The first process helps connect finance, business, and HR to understand what’s really happening in the organization, and what the business demands from a growth perspective and from a budget perspective. On top of that, it brings visibility into what’s happening inside the organization that drives the incremental demand above what’s been planned from the perspective of net headcount growth.

The second process simplifies how the data is brought together so that HR can spend its time supporting the needs of the business creatively and inclusively. Most organizations don’t do this

type of recruiting planning consistently across the organization, or they rely on a manual process.

Instead of being tied to real-time data, planning is tied completely to historical trends, which can pose its own challenges when data quality is poor. When this planning can be directly related to the real forecasts and changes that are managed by the finance organization, it aligns the number of recruiters that are set to support them and eliminates a bottleneck in the process of getting the right talent hired and on board.

The more an organization can incorporate this type of storytelling to describe the picture holistically, the bigger the positive impact will be as the organization

moves toward the concept of Connected Planning (or extended planning and analysis – xP&A) that inherently includes workforce planning. This is no longer just a function of FP&A driving the workforce planning meeting. Achieving this requires HR, talent, and the business to bring their data and perspectives to discussions with finance.

Ultimately, by assessing various scenarios, ensuring appropriate levels of recruiter capacity, and understanding internal talent movement, workforce planning can drive the best decisions for the business and for the workforce.

Kouros Behzad is the Director of Product Marketing for Anaplan’s HR and workforce planning solutions, where he puts the spotlight on the critical value of workforce planning in driving business and financial results. He brings more than 20 years of experience in the enterprise software industry focused on the intersection of people, business, and technology. Would you like to comment?

Moving toward integrated, continuous workforce planning

in t he Words of a Popular US Game Show, ‘Hr , You are t he Weakest Link – Goodbye’

For Hr to be heard, they need credibility and influence

By Darren A. Smith, MBM

Less than 20% of HR leaders are strategically effective. This was a finding by the Corporate Leadership Council that surveyed 16,000 line managers. HR leaders were criticized for 3 things: lacking business acumen, bad workforce planning, and poor engagement strategies.

There are three ways to look at this data. From an HR leaders’ perspective, from the front-line managers’ perspective, and finally, how we change this data for the future.

Let’s begin with the front-line manager.

Hr: a Front-Line manager’s Perspective

‘Pink and fluffy’. Largely unwarranted, many front-line managers and supervisors often regard HR as “soft”. The perception is that they deal with people but there can be doubt in terms of the real impact they can make on an organization’s bottom line, especially as compared to the more visible areas of sales, production, or ‘where it all happens’.

However, the big piece that front-line managers often miss is that, as managers of people, the

HR department is the one that has the employees’ best interests at heart. For example, when front-line management ignores an HR briefing on people strategy or chooses not to complete a succession planning template from HR because it’s not an immediate problem, or doesn’t want to write an onboarding plan for a new employee (and who later doesn’t perform), the root problem often lies with the attitude of managers to HR and, ultimately, that attitude can flow down to the employee level.

We’ve all heard the term that people don’t leave their jobs, they leave their bosses. This firmly rests at the front-line manager’s door. People leave because they are not valued, not developed, and/or not promoted. Yes, HR needs to provide the foundation, but managers should not only execute it but also value it. When it comes to hiring new employees, are your front-line managers willing participants in the interview process? If not, open positions can remain unfilled and impact your organization’s overall workforce planning initiatives. And when it comes to implementing new people-focused initiatives, front-line managers who simply pay lip service may mean that others won’t believe in it either and begin to disengage.

Understanding the vital connection between implementing organization-wide HR strategies and gaining the buy-in of employees actually performing the work is one that many front-line managers have not grasped. The consequences? Not enough people to do the work and those who are doing the work would rather not. After all, engaged employees will do +20% more than they should, and disengaged employees 20% less. A 40-point shift in what can get done.

A lesson line managers need to understand.

needed to turn it around, as he had the voice of the shopper and with that, no one could argue. He later went on to be promoted to CEO and continued to lead the way with the shopper’s voice at the heart of all that Tesco did. Tesco is now the 6th largest supermarket in the world.

HR is the advocate for all employees, and without considering people, companies achieve nothing. The people’s voice is the one that HR represents. They hold the agenda, and with that voice, they need to be heard. For HR to be heard, they need credibility and influence. The latter comes from the former.

When did you ever see an HR person taking a stint in answering the phones in customer service? Attending a sales pitch? Or working on the production line? Rarely/Never. As it is with most people who work in their own silos and remain there. The reason that HR must be respected by other departments is for two reasons; To improve their business acumen – their understanding of the business, and to lead by example in being people leaders – and by understanding the whole business. With this mindset, HR becomes more rounded, more respected, and has a louder voice. In turn, line managers show more respect, and acceptance, and actually start executing some of the people initiatives that the organization so desperately needs.

We are the company’s punching bag.

Line managers are too busy doing what they think needs to be done. Too busy selling, making products, servicing clients, and our needs, which are their needs, are way down their priority list. But they’ll always be busy. It’s called having a job. To not prioritize people is short-term thinking for long-term destruction.

A frustrating experience for anyone in HR.

Hr Leaders Becoming Stronger

Terry Leahy was the CEO of Tesco, a £50bn UK supermarket chain. He was famous for the turnaround in Tesco’s fortunes. During his tenure as Marketing Director, he believed that he had all the power Tesco

HR... it starts with you. Take the lead and take what is rightfully yours - be the advocate for all employees, and make that voice heard loud and clear, earning your place as a strong link in the chain of company performance.

Darren A. Smith is the CEO of MBM. He worked in retailing for 15 years before setting up his company to help others be the very best version of themselves.

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Line managers: an Hr Leader’s Perspective

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