Talent Edge Weekly—Issue #180
HR tech priorities, internal mobility, 17 people analytics questions, women in the workplace, and the impact of remote work on DEI.
Welcome to this week’s issue of Talent Edge Weekly!
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Have a great week, and I look forward to sharing more ideas in next week’s Edge!
Brian Heger is an internal human resources practitioner with a Fortune 150 organization and has responsibilities for Strategic Talent and Workforce Planning. You can connect with Brian on Linkedin, Twitter, and brianheger.com
THIS WEEK'S CONTENT
Below is a glance at this week's issue. My detailed summaries of these resources are in the section after this one.
HR Technology Planning Imperatives for 2023 and Beyond | Gartner for HR | Examines HR technology considerations and priorities of 138 organizations for 2023; shares tactics for HR tech implementation.
Internal Talent Marketplace and Internal Mobility Playlist | Multiple Resources | I share a playlist of five resources on enabling an organization's internal talent marketplace and internal mobility.
Women at Work: A Global Outlook 2023 Report | Deloitte | A 39-page report that presents findings from Deloitte’s third annual survey on women in the workplace.
17 People Analytics Questions to Help Inform Aspects of Your Talent Strategy | Brian Heger | A PDF that includes my tweets on 17 people analytics questions across 6 talent categories. Includes a space for you to add other questions.
Inclusive or Isolated? New DEI Considerations When Working from Anywhere | Deloitte Insights | Shares new research on the impact of remote work on people with disabilities (PwD), those with low income, caregivers, and older individuals.
And don't forget to check out the 2023 Job Cuts and Layoff Tracker, the Chief HR Officer Hire of the Week, and other resources from this issue!
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THIS WEEK'S EDGE
This 20-page paper examines the HR technology considerations prioritized by 138 organizations for 2023. It offers insights into HR technology strategy, user experience, and HR-IT collaboration. A few findings include: 1) The top three HR technologies for 2023 are skills management, learning experience platforms, and internal talent marketplaces. The specific domain areas that HR technology leaders will focus on this year are reporting and analytics, recruiting (talent acquisition), and core HR or HR information systems. 2) Only 15% of survey participants expect to have “on-premises” HR technology, as most organizations will have fully migrated to the cloud. On-premises HR applications will be retained mostly by organizations with unique requirements, such as military or government entities. 3) By 2025, 60 percent of global midsize and large enterprises are projected to invest in cloud-deployed human capital management (HCM) suites for administrative HR and talent management. However, these organizations will still need additional solutions to address 20 to 30 percent of their HR needs. Most enterprises will integrate over three additional third-party applications to enhance critical capabilities, particularly in larger, complex, and global organizations. The research paper also identifies barriers to user adoption of new HR technology, such as misjudging employees’ digital maturity, misaligning employee needs and preferences with HR technologies, and insufficient communication about the change and value of the HR technology. Various other ideas are discussed.
As organizations find ways to deploy internal talent more effectively, this one-page PDF includes a playlist of five resources to enable an organization's internal talent marketplace (ITM) and internal mobility. A few of the resources include: Building and Sustaining a Thriving Talent Marketplace | Mercer. This 16-page paper offers suggestions for thinking through various ITM components, such as the business case, examples of ROI, challenges in implementation, and guidance on how to gain momentum. Template for Auditing 6 Non-technological Barriers to Internal Mobility in an Organization | Brian Heger. I share a one-page editable template that provides talent practitioners with a way to identify if six non-technological barriers to internal mobility exist in their organizations. These barriers range from policies that restrict internal movement (e.g., the employee must be in a role for a certain amount of time before moving to another internal role or opportunity) to narrow and irrelevant selection criteria (e.g., managers include criteria that are too specific or not relevant to success in the role and end up limiting the internal talent pool). Let Your Top Performers Move Around the Company: Harvard Business Review. Kevin Oakes, CEO of i4cp, shares four ways in which firms can create a culture that encourages internal mobility, such as: having managers develop a performance goal of consistently rotating internal talent (especially top talent) out of their team and into other internal groups. As a bonus recommendation, you can check out the book, The Inside Gig: How Sharing Untapped Talent Across Boundaries Unleashes Organizational Capacity | Edie Goldberg & Kelley Steven-Waiss.
This 39-page report presents findings from Deloitte’s third annual survey on women in the workplace. Based on feedback from ~5,000 women in 10 countries, the report highlights a few positive developments reported by many working women: reduced burnout rates, declining non-inclusive behaviors, and improved hybrid work experiences. However, these challenges persist for many, and some factors have worsened. Many respondents feel uncomfortable discussing mental health at work, lack adequate mental health support from their employer, struggle to disconnect from work—especially considering their significant responsibilities in household tasks — and face limited flexibility at work. Regarding lack of flexibility, more women have left jobs in the past year than in 2021 and 2020 combined—citing flexibility as one of the top three reasons for their departure. Even when flexible work arrangements are offered by their employer, many women do not feel comfortable using them; 97 percent believe that requesting or taking advantage of flexible working options would affect their chances of promotion or career progression. This data point underscores the importance of having leaders that foster a culture where individuals do not feel penalized for utilizing flexible work arrangements. Several other ideas are discussed. As a bonus, I am resharing two reports about women in the workplace: 1) McKinsey’s and Lean In’s 2022 Women in the Workplace Report and 2) IBM Institute for Business Value’s report, Women in Leadership: Why Perception Outpaces the Pipeline—and What to Do About It.
Many organizations continue to advance their people analytics capability to help guide the development and refinement of their talent strategy. With this as the backdrop, I have compiled 17 people analytics questions that I recently shared on Twitter. The PDF includes the 17 questions organized by six categories. The categories and sample questions include: 1) Recruiting (e.g., What are the most effective sourcing channels for attracting top talent?), 2) Performance / Productivity (e.g., What is the average time to full productivity for new hires? How does this vary by internal and external hires?), 3) Internal mobility (e.g., What percentage of our workforce moves internally each year between businesses/functions?) 4) Employee Retention (e.g., What aspects of our employee value proposition have the greatest impact on retention?), 5) Employee Wellbeing (e.g., Are our wellness programs effective in improving employee satisfaction and reducing stress? 6) Diversity and Inclusion (e.g., How can we identify and eliminate bias in our hiring and promotion processes?). The PDF includes an editable text box that you can use to add questions to each of the six categories. The purpose of the PDF is not to provide an exhaustive list of all people analytics questions. Instead, it aims to spark your thinking and ideas on how your organization might utilize people analytics to guide aspects of your talent strategy and initiatives.
Remote work and “work from anywhere” continue to be popular topics for many organizations. While this flexible arrangement offers many advantages for organizations and workers, it presents new challenges and considerations for leaders. This article shares research on the impact of remote work on diversity, equity, and inclusion (DEI). Specifically, the researchers analyzed the remote work experiences of 3,301 professionals, examining seven key identity characteristics: gender, sexual orientation, race and ethnicity, disability, income, caregiving status, and age. The paper highlights the emerging challenges faced by underrepresented groups, including people with disabilities (PwD), those with low income, caregivers, and older individuals. A few findings include: 1) Remote work and technology have created new opportunities for PwD, decreasing the unemployment rate for this group in the United States. However, compared to individuals without disabilities, PwD may experience heightened stress regarding career growth and progression. They report being twice as anxious about demonstrating their work contributions and accomplishments. 2) Low-income workers encounter additional challenges in setting up a suitable home office and accessing necessary resources for remote work. This issue poses obstacles to their productivity and engagement. 3) Caregivers face difficulties in balancing their work and caregiving responsibilities. They often experience microaggressions, feel the need to be “always on,” perceive constant surveillance, and feel pressured to conform to others’ behaviors. The article includes several other findings and provides actionable suggestions for overcoming these challenges and delivering an equitable remote work experience.
MOST VIEWED FROM LAST WEEK
This new 30-page report shares ideas on enablers and actions for implementing a skill-based organization. Includes case studies from Unilever (e.g., creating the foundation for establishing a successful skills-first culture), HSBC (e.g., mapping skills to work tasks using a new skills hub), and Siemens (e.g., linking organizational skills mapping to personalized learning opportunities), among others.
CHIEF HR OFFICER HIRE OF THE WEEK
As part of CHROs on the Go— a digital platform subscription that provides the easiest, fastest, and most convenient way to stay informed about hires, promotions, and resignations in the Chief Human Resources Officer role—17 new CHRO announcements were posted on the platform last week.
This week’s CHRO highlight is:
Amtrak (WASHINGTON)—the rail passenger service—announced that Robert Grasty has been promoted to Executive Vice President, Chief Human Resources Officer, reporting to Amtrak CEO Stephen Gardner effective Monday, June 26. Grasty succeeds Qiana Spain, who will stay with the company until June 30. Most recently, Grasty served as Amtrak Senior Vice President of Human Resources. Prior to joining Amtrak, Mr. Grasty served in CHRO and operations and executive leadership roles for Fortune 100 and 500 companies.
Do you want to join hundreds of others getting the EDGE each week in knowing which CHROs are being hired, promoted, and resigning? If so:
Currently, there are +2300 CHROs announcements on CHROs on the Go, with an average of 25 new announcements added each week!
If you are already a member of CHROs on the Go, you can log in to access all announcements and site functionality.
Click the link or table below to see the latest updates from a segment of organizations that have announced job cuts and layoffs since the start of 2023.
Recruiters, search firms, and hiring managers can use this resource to identify opportunities for recruiting talent from organizations affected by layoffs. A few firms that announced job cuts this past week include ZipRecruiter and ZoomInfo.
TWEET OF THE WEEK
Here are 6 questions that can guide strategic workforce planning in an organization.
The image is from a previous article I wrote on the topic.
Are you able to answer these 6 questions for your organization?
— Brian Heger (@Brian_Heger)
Jun 3, 2023
TALENT EDGE WEEKLY REWIND
Highlights a previously shared Talent Edge Weekly resource that received many views and engagement!
This article describes how change efforts can fail because standard change management techniques often rely on generic change models versus adjusting the approach to fit the organizational contexts in which change occurs. The article presents four fundamental scenarios for determining the change context.
If so, you can check out issue #179, which includes 17 of the most popular resources from May. The resources are broken into 3 major themes—AI in the Workplace, Skills, and Talent Trends and Practices.
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Talent Edge Weekly is a free weekly newsletter that brings together the best talent and strategic human resources insights from various sources. It is published every Sunday at 6PM EST.