Democratizing workforce insight in a relevant context fuels adaption towards future relevance

A big thank you to the entire team Insight222 People Analytics Program® , for another compellling and useful report for anyone keen to evolve its people analytics ecosystem. I am one of those "external partners" critical for success. Anyone in need for external support?

I am one of those who actually read reports within the Human Capital Management and its related analytics. The HCM agenda has not really changed the last ten years as opposed to people and workforce analytics.

Use me as an experienced "analytics-led strategy" leader and/or "portfolio analytics leader" as described in the report. Or let us explore together how to best design this capability over time, re-empowering what you already have inside, starting with this report!

I have practised these roles with success across various roles over the year, in and our of HR.

What are your key take aways from it and why?

My key take aways from this comprehensive report:

"Without effective external partnerships, people analytics, as a function within an organisation, will not be able to deliver on its potential. It is important for people analytics to leverage the best ideas and solutions external to the company, to scale and deliver." - Insight222

Be open minded! Follow the value! Foster a culture of collaborative conversations around relevant topics, given your meaningful purpose, culture, people strategy and business objectives! Remember the group guess better than the top leadership alone, in general.

As this is complex, you can't predict long term, by definition. You need to find patterns and foster sense making leading to informed actions or hypos.

"For any particular “people analytics product” to be successful requires myriad other processes, guidelines, and practices to be amended, or even redesigned totally. This involves extreme complexity. Embedding people analytics products into business practices will require tenacity and resilience to create the adoption needed for the expected value to be realised"

This is another non-linear challenge in Complexistan. I am passionate above it, since I, like many of the thoughtleaders on this subject today, was at IBM Global Services at the time when we applied retail supply chain domain skills to build an adaptive workforce, role based, skills based. It blew me away, since I thought all wokred like that. (That said, IBM had other challenges). I left IBM 2010 to work on this #FutureOfWork only to find that almost no company out there had any masterdata, fragmented systems, no clue whatsoever ... today however, starting post 2014, majoprity of BigCo has cloud-based data, (better than CFO), but no budget to transform beyond. The cloud was not the destination. It was the starting point.

The challenged today for HR is to take a step closer to the decisions, Now it's "their" time. Maturing companies has people analytics function in HR. Emerging do not.

The posibility outlined by Insight222 is fully aligned with the evolving social sustainability agenda, as demonstraded in Europe with new CSRD legislation and the ESRS S1 and S2 (related to people analytics). The first reports come in 2025.

Key for the ESRS capability is a due diligence capability / engine capturing faithful data, relevant. comparable and trustworthy. That insigh has EBIT impact and ivolved all stakeholders. It is not proving not being bad by violating UN rights, only, but also to report on risks and opportunities with the workforce impacting the business agenda.

The business case is huge. HR may be the profit contributor of the year if all care to do good.

Call me for more inspiration, advice, coaching or simply to get started. I have been there.

Now I am there for you.

Sven Hultin - coach / inceptinist / advisor / consultant @ KLINGEReyes