David Green: People Analytics已经从外围进入到HR的核心
David Green是全球知名的人才分析，数据驱动人力资源和未来工作的作家，演讲者，会议主席和执行顾问。
David在帮助组织开展和加速人员分析之旅方面拥有丰富的经验。在与People Matters的独家互动中，David也将在TechHR 2019上发表演讲，分享他对组织如何利用人员分析来实现积极的业务和员工成果的看法。
全球人力分析浪潮的主要趋势是什么？
自从我六年前第一次进入该领域以来，人们对分析的兴趣水平，采用率和重要性的提升是惊人的。在此期间，我看到人力资本分析从人力资源的外围转移到人力资源中心，现在这种做法已成为劳动力战略，数字化转型以及改善员工体验的核心组成部分。
人员分析的研究一致突出了空间的增长。例如，企业研究论坛2017年战略劳动力分析研究发现，69％的大型组织现在拥有人员分析团队。因此，人才流入该领域，LinkedIn的一项研究发现，到2018年的五年内，仅亚太地区的人力资源专业分析专业人员就增加了70％。也许并不奇怪，人们分析根据我们在于未来人力资源技能的研究，这也是人力资源专业人员在2019年想要学习的最需要的技能。
鉴于有越来越多的证据表明人力资本分析可以从根本上改善公司的利润，我们可以预期未来几年会持续增长。
人力资本分析（和人力资源）领导者应该问自己哪些关键问题可以确保他们在正确的道路上获得业务影响和差异化的员工体验？
在我与Jonathan Ferrar一起开发的Nine Dimensions for People Analytics模型中，作为我们在Insight222工作的一部分，我们确定了七个关键问题，人力资源领导者应该问自己检查他们是否正在通过人力资本分析获得成功的正确途径。
1.您是否有人力资本分析的道德行为准则？
2.您的人力资本分析项目是否已使用适当的治理和标准进行选择和优先排序？
3.您的高级业务主管是否赞助人员分析项目？
4.您的首席人力资源官是否投资人员分析？
5.您的人力资本分析负责人是否具备“完成任务”的技能？
6.您是否衡量人员分析项目的投资回报率？
7.您的人力资源业务合作伙伴是否有能力进行基于证据的讨论？
（1. Do you have an Ethics Code of Conduct for People Analytics?
2. Are your People Analytics projects selected and prioritized using proper governance and criteria?
3. Do your senior business executives sponsor People Analytics projects?
4. Does your Chief Human Resources Officer invest in People Analytics?
5. Does your People Analytics Leader have the skills to “get things done”?
6. Do you measure the ROI of your People Analytics projects?
7. Are your HR Business Partners capable of having evidence-based discussions?）
通过人员分析提供的见解可以解决哪些业务挑战？
人力资本分析为组织提供了巨大的潜力，可以推动业务战略，提高生产力和绩效，以及个性化和增强员工体验。
例如，尼尔森发现，每减少1％的损耗，就可以避免5美元的商业成本。同样的分析将内部流动性确定为保留的关键驱动因素。因此，领导层使员工更容易在公司内部寻求机会，并创建了人力资源计划以促进内部流动。该计划使尼尔森仅在前八个月就节省了超过10万美元的锰，增加了横向移动的数量，并随后在整个公司推出。
这只是人力资本分析可以解决的业务挑战的一个例子。下面的图1说明了我看到公司使用人员分析解决的其他业务挑战的示例。
图1：人力资本分析项目的业务和人员结果示例（来源：David Green）
组织如何利用人力资本分析来实现积极的业务和员工成果，以及改善人力资源的影响？
当Jonathan和我开发上述九维卓越人才分析模型时，我们确定了组织为企业，员工和人力资源部门创造更多影响力和价值所需的因素。
总之，这九个维度分为三个核心领域：基础，资源和价值：
人力资本分析需要强大的基础才能产生影响：
强有力的治理，数据标准和道德规范
强大的方法和优先级 - “从业务问题开始，而不是数据”
支持利益相关者和商业赞助商
需要正确的资源才能使人员分析能够实现成果：
平衡而熟练的团队
有效的技术
高质量的人力资源和业务数据
有影响力的人力资本分析在多个层面创造价值：
员工，经理和领导者的劳动力体验
高管的业务成果
数据驱动的文化和对人力资源的影响增加
在应对数字化转型的挑战时，人力资本分析提供了哪些机会？
我们听到很多关于工作的未来和人力资源在人力资源中使用的大量谈话 - 坦率地说是大肆宣传。
“我看到更多公司积极追求的一个机会是围绕个性化主题 - 为员工提供类似消费者的体验”。
我认为最合适的地方是HR直接与员工合作，共同创建人力资源计划，推动个人化，如组织内的入职，学习和职业道路。这涉及从过去的“一刀切”人力资源计划中激进而受欢迎的转变，不仅对员工更好，而且还支持诸如更好的员工规划和增加员工敬业度和企业保留等举措。
没有数据和分析，这一切都不可能。如何在没有数据的情况下为员工个性化学习和职业发展道路？你不能。这可能是为什么进一步推进数字化人力资源转型的公司也是那些在人员分析方面更先进的公司的最佳指标。数字和分析是密切相关的。
内容来自Peoplematters，作者Shweta Modgil 。感谢他们！
以上由AI翻译完成，仅供参考，如需了解更多可以查看英文：
https://www.peoplematters.in/article/techhrin/analytics-has-moved-from-the-periphery-towards-the-centre-of-hr-david-green-22338
英文：The Future of Work - An Employee Perspective
Priya Bagga Vice President Marketing at TrustSphere
Have you met your New Employee?
Welcome to the Age of the Employee! Empowered, educated and entitled today’s employee is redefining the workforce, the workplace and work itself. And his employer is struggling to connect with him/her!
Deloitte’s analysis of the shifting workforce demographics suggests that workforce today spanning over 4-5 generations is getting more diverse than ever. And this diverse workforce thriving on social collaboration augmented by technology is redefining the world-of-work.
The 2018 Global Human Capital Trends report “The Rise of the Social Enterprise" by Deloitte reveals that the power of the individual is growing. Today employees are with a company because they want to be. They are starting to drive the decisions and conversations around how work gets done, when it gets done, who it gets done with, what technologies are being used to get it done and so on.
To navigate the impending Future-of-Work, understanding the new workforce then becomes a crucial starting point. In such an environment, creating a “human experience” in the workplace is the need of the hour. And for this, employers must understand an employee’s perspective and embrace their employees’ “whole selves.” In particular, what career aspirations do their employees have? What motivates their employees to give their best? How can they make work more fulfilling, meaningful and involving for their employees?
In this blog, I am exploring the 12 factors that are driving this New employee’s priorities, perspectives and expectations. Organizations and their leaders need to understand these changing needs to meet the aspiration of their employee from the Future-of-Work.
Introducing Your Employee from the Future-of-Work
1.Aspiration: Careers today are non-linear, more dynamic and less predictable than ever before. As a result of disruption, automation and advancement in technology, the current work environment is demanding new and adaptive skill-sets of workers. This constant shift in the skills landscape is pushing employees to take their aspirations center-stage and manage their career progression. To fulfill their career aspiration, employees are insisting on:
Growth Opportunity: It is no longer about sustaining their job in their existing company. Employees want their organization to provide them with a clear and defined “path of growth” which they agree to and over which they have visibility and control. They can then work towards achieving these mutually agreed goals. Employees are actively seeking challenging projects, new roles, unique experiences that offer an opportunity to learn and grow both personally (soft skills, thought process) and professionally (capability, knowledge).
Learning & Development: Education and knowledge are starting to play a significant role in today’s work life. Employees understand that their “Learning agility” will augment their performance and accelerate their career. This is driving a lot of interest in self-directed education to connect “learning” and “work.” To add a diverse perspective that enables them to contribute to work in multiple ways, these avid learners are ready to pursue various knowledge streams.
Building New skill-sets: To continue in their career path, employees realize that they need to reinvent themselves consistently. As employees need to build new skill-sets continuously, they are actively looking to push their boundaries of comfort for hands-on experience to develop supplementary skill-sets by working in different departments, different geography or function or play challenging roles in multiple teams. (manage a small team, learn new software, manage projects of varying complexity, work with different functions like sales, finance or marketing).
2. Peformance: Organizations are getting redefined as institutions with citizenship and purpose and employees want to be treated as citizens who are stakeholders or partners valued for their view and contribution in collectively shaping the organization. With their unique identity, employees are looking at aligning their contribution to corporate performance.
Purpose: With people spending as much as 60-70% of their time at work, it is important for them to establish the relevance and the purpose of their work. This purpose makes work more fulfilling for them and their contribution more meaningful as the impact of their work and their contribution gets tied to the mission of the organization. This shared sense of purpose drives individuals to serve something larger than themselves and motivates them to adapt and contribute to their organization.
Impact: In an era where lifetime employment is no longer a given, individuals are continuously looking at the tangible and intangible impact of their contribution to their team, department, function and organization as a whole. What they do, matters to others and how it impacts the organization’s goals gives meaning to their effort.
Value Add: As organizations shift to a networked team-based structure, employees are aspiring to contribute and add value not only to their role but also to their team and a broader network of colleagues. This makes them go the extra mile and offer their unique talent and skill or knowledge to innovate business, workflows, ways of working, etc.
3. Engagement: Employee engagement correlates to how they view their contribution to colleagues and team-mates, how inclusive they feel to express themselves freely and have access to information and knowledge to enable them to do their job better. These are important to help employees feel empowered and valued at the workplace.
Belonging: Employees seek a sense of belonging to the organization and its culture. They also want to understand the company’s value, purpose, societal responsibility and believe and support that mission.
Respect & Inclusion: Employees want to feel like a citizen who is secure, supported, accepted and included. They want to be included and respected for their uniqueness and diversity of thinking. A culture of respect and inclusion helps individuals feel they ‘fit in’ and makes them contribute freely offering the enterprise to gain from this cognitive diversity.
Collaboration & Relationships: Humans are social creatures who thrive on connecting with people and building their Social Capital. With organizations getting flat, employees are gaining from working in team-based structures. This allows them to communicate their point of view, exchange ideas and share information transparently to problem solve and accomplish common goals. The employee’s contribution to their team and the relationships they build with their working groups are critical for their job satisfaction.
4. Recognition: Leveraging their power as individuals, employees are asking for more personalized, agile and holistic recognition and rewards. This holistic recognition has expanded beyond pay-checks as it ties back to each’s “whole” contribution and its impact on business.
Reward: Pay-check is essential! However, it is just the tip of the iceberg. Armed with greater access to salary data from specialized portals, employees expect transparency and flexibility around rewards. As employees understand it is their right to a fair and equal pay depending on their job role, skills, experience and designation, this fair pay also helps them recognize the respect for their contribution by their organization.
Well-being: In the relentless pace of 24/7 business, it is hard to disconnect from jobs. However, employees are getting more and more conscious of the impact of those lengthy and stressful work hours not only on their social and emotional well-being but also on their productivity. Employees want to live and work healthily and sustainably. They expect to be understood for their personal priorities and unique work-life needs (young family, priority on fitness, the flexibility of working hours etc.)
Psychological Safety: Employees want a sense of safety and security to feel well represented at work. It is crucial for employees to feel like they can be their authentic selves without the fear of different treatment. They want to be valued for their views and opinions and their diverse background shaping their point-of-view would offer the cognitive diversity for the benefit of their organization.
So what kind of leadership will support, mentor, coach and lead this workforce to achieve their fullest potential?
A specialist in category marketing, Priya Bagga is passionate about mapping disruptive technologies with business opportunities. Having worked with leading B2B technology players for more than 18 years, Priya brings deep experience in driving brand strategy for “market innovator” positioning. A strong advocate of Diversity & Inclusion, she is actively supporting “Returnship” initiatives and personally mentors and develops candidates to help organisations gain from diverse perspectives. Priya was presented the Women Leadership Awards 2018 by CMO Asia in an initiative to support exceptional women leaders as a build-up to the World Women Leadership Congress and World HRD Congress.
Reference:
The rise of the social enterprise 2018 Deloitte Global Human Capital Trends
Becoming Irresistible Part 3: A Positive Work Environment
https://joshbersin.com
原文来自：https://www.linkedin.com/pulse/future-work-employee-perspective-priya-bagga/
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