《myHRfuture：2024數字化時代的人力資源：人力資源專業人士行為新特征研究報告（英文版）（34頁）.pdf》由會員分享，可在線閱讀，更多相關《myHRfuture：2024數字化時代的人力資源：人力資源專業人士行為新特征研究報告（英文版）（34頁）.pdf（34頁珍藏版）》請在三個皮匠報告上搜索。

1、1HR in theDigital Age A New Behavioural Profile of the HR Professional ContentsExecutive summary 401 Digital transformation and HR 602 Using behavioural data to better understand HR 1003 Does HR have the potential to succeed in the Digital Age?1704 Preparing HR for a digital,data-driven future 22Met

2、hodology 28Authors 29References 30Acknowledgements 32About Insight222 32Organisations have wrestled with digital transformation as a result of rapid technological disruption since the 1990s.Rarely has this been more of a challenge than during the Covid-19 pandemic,as the need for remote working and

3、digital infrastructure accelerated.In many companies,the human resources(HR)functions response to the pandemic exceeded the business expectations.In fact,the importance of the CHRO during the Covid-19 crisis of 2020-2021 has been likened to that of the CFO during the global financial crisis of 2007-

4、2009.1 Yet remote ways of working are only one part of a much larger effort to becoming a digitally enabled business that can survive and adapt through technological disruption.In one report,87%of C-suite executives report that the pandemic has accelerated HR transformation and significantly increas

5、ed the functions influence on the rest of the business.2 So,can human resources,as a function,maintain this newfound influence?Possibly not!Almost two-thirds of C-suite executives surveyed in the same report in 2021 believe that their HR function will lose its influence after the pandemic.3 This lea

6、ds us to ask:Does HR have the potential to adapt in the digital age?In the course of this research,Insight222 collaborated with pymetrics to gather and analyse behavioural assessments of 266 top performing HR professionals,largely at the HR manager level.The result is a powerful and unique behaviour

7、al profile of todays HR professional.Organisations can use this evidence,as well as the reports guidance,to advance the success of HR in the digital age.Key findings include:1.HR professionals do have the potential to support an organisation to continuously adapt through the digital age2.Behavioural

8、 data helps create the right learning experiences for HR professionals 3.Behavioural assessments play an important part in transforming organisational culture to prepare talent for a digital,data-driven futureExecutive summaryExecutive summaryHR professionals have the potential to support an organis

9、ation to continuously adapt through the digital age.There is significant overlap between the typical behavioural profile of individuals currently working in the HR profession today and that of the ideal behavioural profile for individuals capable of succeeding in a digital,data-driven environment.Th

10、is is proof that building talent from within the organisation,by investing in upskilling existing HR professionals,is a worthwhile alternative to hiring new HR talent to fill skill gaps.Behavioural data helps create the right learning experiences for HR professionals.Many HR professionals rely on in

11、tuition and prior experience rather than analytical skills.However,the digital environment requires data-driven insights and deliberative,structured decision-making.Features of the HR professional behavioural profile show that organisations can,with targeted learning and development,confidently prep

12、are HR for success in a digital,data-driven environment.Behavioural assessments play an important part in transforming organisational culture to prepare talent for a digital,data-driven future.Results from behavioural assessments help organisations to better understand the potential match between ex

13、isting talent and future roles with strategic importance.But developing talent does not happen in a vacuum;culture must support HRs transformation into a digital,data-driven function.Insights from behavioural assessments are invaluable to shifting organisational culture as part of this transformatio

14、n.These findings provide HR and business leaders with clear evidence that investing in the growth of their teams with new digital,data-driven skills is all-important.Furthermore,the research overall demonstrates confidence in HRs ability to support the entire business through digital transformation.

15、This report equips leaders with guidance around understanding,preparing and developing HR talent to support the organisations continuous adaptation and evolution in the digital age,through targeted upskilling and a dedication to a data-driven culture in HR.Caroline Styr and Ian Bailie Insight222 Jun

16、e 20211.2.3.601Digital transformation and HRTodays business environment is defined by disruption.While the impact of technological disruption on work has dominated headlines for over a decade,the Covid-19 pandemic has proven that social and political disruption can be just as potent a driver for rap

17、id change.Now,every business must be a digital business.This lesson was incomparably reinforced in 2020 by the global pandemic,which kickstarted the biggest remote working experiment in history.And yet,while Gartner reports that the vast majority(87%)of business leaders agree digitalisation is a top

18、 priority,only 40%of organisations have brought digital initiatives to scale.4 HR has a significant role to play in guiding the organisation through digital transformation.The function is under pressure from all corners of the organisation to deliver a people strategy fit for the digital age.Over 60

19、%of HR leaders report pressure from the CEO to ensure employees have the skills they need in the future.5 At the same time,69%of HR leaders report increased pressure from employees to provide development opportunities that will prepare them for future roles,compared to three years ago.6 The pressure

20、 has only mounted since the onset of the pandemic as major digital challenges such as remote working escalated,with 59%of C-suite and HR leaders agreeing that human resources is now even more focused on digital transformation than in 2019.7 701|Digital transformation and HRDigital transformations ef

21、fect on HRJust as HRs remit shifts to become more strategic and more digitally enabled,so too are task augmentation and automation starting to impact HR roles.HR professionals currently spend about 86%of their time on average on administrative work within HR.8 Augmenting and automating this task loa

22、d is the principal approach to increasing practitioners capacity to take on more strategic work.One report from Capgemini and Faethm9 concerning the impact of automation on HR suggests that automation and augmentation are likely to impact HR roles in several ways over the next ten years.Thus far,the

23、 impact of automation has not been evenly felt across HR roles(see Figure 1).Roles with more administrative,repetitive elements,such as those in Shared Services,are significantly more likely to be fully automated in ten years than strategic roles,such as HR Business Partners and Centre of Excellence

24、 roles,that depend on less automatable,“human”skills including consulting and influencing,and stakeholder management.For HR Business Partners and Centre of Excellence roles,the division of tasks between humans and machines through augmentation is more likely.FIGURE 1 The impact of automation is not

25、evenly felt across HR rolesShared ServiceCentre13%53%35%4%Automation risk in 10 yearsAugmentation risk in 10 yearsHR BusinessPartner34%9%Centre ofExcellence4%801|Digital transformation and HRDigital transformation and HR:What next?As a result of these swift and significant changes,the HR function is

26、 ripe for reinvention,both in terms of strategic responsibility and shifting roles.Research from IBM10 shows that 70%of HR executives agree.Talent executives plan to double efforts to upskill their HR teams in new capabilities,such as agile and design thinking,over the next two years.11 Additionally

27、,67%of leading organisations plan to link reward programmes with skill attainment,and 74%of leading organisations plan to invest in advanced analytics to understand the skills of the workforce.12Of course,there is an alternative to upskilling:recruiting ready-made digital,data-driven HR talent from

28、outside the organisation.Indeed,HRs harshest critics even suggest(dramatically)that the only way to reinvent HR is to fire the whole department and start again.13 It is a fact that not every HR professional working today is willing to let go of the traditional approach to HR.Not everyone is willing

29、to upskill.The research in this report provides the basis for understanding who is willing and who is resistant.70%of HR executives say the function is ripe for reinvention901|Digital transformation and HRBusting a common misconceptionOne myth that is contributing to HRs resistance to and fears for

30、transforming is that every HR professional must become a data scientist.This is not the case.Not every HR professional will become a data scientist.However,every HR professional will need to be digitally literate and analytically capable.HR professionals must be able to hold evidence-based conversat

31、ions with the business to guide business decisions relating to people,but they do not have to do the analysis themselves.If the function is to be truly embedded as a strategic partner,elicit business challenges from stakeholders and prioritise HR activities according to the business need,HR professi

32、onals must also demonstrate business acumen.Yet they remain,above all else,experts in people practice.Supporting the wider workforce in the future will require HR to be experience led and able to deliver best-in-class,digitally enabled employee experiences personalised to individual needs based on d

33、ata.Not all HR professionals will need to understand the inner workings of these systems but all HR professionals must be able to communicate the fundamental principles and advantages to business stakeholders and employees.Building digitally savvy and analytically willing people across the human res

34、ources function is the basis for innovation,curiosity and delivering value for the organisation.Every organisation will decide whether upskilling existing HR professionals will meet these needs.The nature of the fast-paced,rapidly evolving business environment and the acceleration of digital transfo

35、rmation mean that organisations cannot depend on past performance and existing skills data alone to determine whether someone is a good fit for an evolved role.This research offers a new lens through which organisations can understand and develop HR talent to support the organisations continuous ada

36、ptation through the digital age.xx|xxxxxxxx1002Using behavioural data to better understand HR“Competence”refers to an individuals knowledge,skills,abilities,behaviours and personality characteristics or traits that influence job performance.14 Traditional examples of HR competency models(shown in Fi

37、gure 2)focus primarily on specific skills and knowledge,overlooking the behavioural personality traits of HR professionals.Core HR competency models have remained relatively stable since the 1990s.Change,culture,business acumen,HR expertise and managing people and relationships are stalwarts of HR c

38、ompetency models.Notable changes over time include the introduction of more strategic competencies,such as“strategic HR performance management”and“creating value”;the impact of technology and analytics “critical evaluation”,“digital working”and“analytics”;and the importance of ethics “ethical practi

39、ce”.11 FIGURE 2 HR competency models since 1990The HR Scorecard,199515SHRM,201616 CIPD,201817 1.Ability to manage change1.Leadership and navigation1.Change2.Ability to manage culture2.Global and cultural effectiveness2.Culture and behaviour3.Delivery of Human Resource practices3.HR expertise3.People

40、 practice4.Understanding of the business/business acumen4.Business acumen4.Business acumen5.Personal credibility5.Relationship management5.Digital working6.Strategic HR performance management6.Communication6.Analytics and creating value7.Consultation8.Critical evaluation9.Ethical practiceEmerging HR

41、 competencies Stable HR competenciesRecent years however have seen increased interest in the value of motives,traits,attitudes and perceptions in understanding HR professionals competence and effectiveness.18 The CIPD competency model,in particular,reflects this trend by including the following beha

42、viours:1.Ethical practice2.Professional courage and influence3.Valuing people4.Working inclusively5.Commercial drive6.Passion for learning7.Insights focused8.Situational decision-making This research goes one step further by providing a behavioural profile of HR professionals (see Figure 3).This is

43、shown in comparison to the traditional perspective on core HR competencies(Figure 2)to fully demonstrate the impact of these behavioural traits on HR effectiveness today.In section three,this focus shifts forwards to consider the skills and behaviours HR needs in the future and how these correlate w

44、ith the current behavioural profile of the HR professional.02|Using behavioural data to better understand HR1202|Using behavioural data to better understand HRIntroducing the behavioural traits of HR professionals The behavioural profile of HR professionals today was developed from the results of py

45、metrics gamified exercises taken by 266 HR professionals who are considered top performing in their roles.These professionals were drawn from a range of industries,including hospitality,healthcare,education,construction,retail,government and finance.The results of the analysis are shown in Figure 3,

46、presented against nine behavioural traits.Scores can be used to indicate an individuals soft skills and assess learning style,working style and team behaviours.No score is considered“good”or“bad”;results are instead bidirectional.For example,Attention can be interpreted in two ways:sustained attenti

47、on is beneficial for a worker who needs to focus on a single task for a prolonged period,yet shorter attention spans can be advantageous in a fast-paced sales environment,where consistent task switching is more likely.FIGURE 3 The behavioural profile of the HR professional today Instinctive22.6%Adve

48、nturous21.3%Methodical6.9%Multi-tasking12.8%Hard-working5.6%Sharing11.8%Context-oriented8.8%Critical0.7%Adaptive9.5%Decision-makingRisk toleranceAttentionFocusEffortGenerosityEmotionFairnessLearning13Gut instinct versus critical consideration 02|Using behavioural data to better understand HRBeing in

49、stinctive in decision-making is 22.6%of todays HR professional behavioural profile.This indicates that HR professionals tend to make decisions based on intuition and previous experience,as opposed to a more deliberative,reflective and analytical approach to problem solving.A 2008 study published in

50、the Human Resource Development International journal examined the Big Five personality traits(agreeableness,conscientiousness,emotional stability,extraversion and openness)of 1,846 HR managers and compared the results with those of more than 51,000 professionals in other occupations.19 The work conc

51、luded that HR managers demonstrate significantly lower scores for task structuring(a disposition toward planning,scheduling,monitoring and organising work)compared to individuals from other occupations.This supports our finding that instinctive decision-makers such as todays typical HR professional

52、are less prone to planning.Consequently,HR professionals are likely to thrive in a fast paced and creative environment where they are encouraged to think on their feet and make decisions quickly.Emerging HR competencies such as those shown in Figure 2 have most recently included skills in“critical e

53、valuation”and“analytics and creating value.”Similarly,the CIPD competency model features“insights focused”as a core behaviour of top performing HR professionals.These skills indicate that top performing HR professionals are adopting a more evidence-based approach.However,the behavioural profile of t

54、he HR professional outlined in this report suggests that these behaviours are not yet widely demonstrated across HR.This is explored further in section three.A behavioural trait often associated with being instinctive in decision-making high risk tolerance contributes 21.3%to the HR professional beh

55、avioural profile(Figure 3).Adventurous HR professionals thrive in ambiguous situations(for example,2020s rapidly changing and uncertain environment).Additionally,a tolerance for risk is a key component of innovation,according to pymetrics model of behavioural traits underpinning innovation.Also incl

56、uded in the 2008 study of the Big Five traits,HR managers scored higher on all traits apart from conscientiousness,on which they scored significantly lower.Conscientiousness includes sub-facets such as self-discipline,deliberation and order,which could further indicate a lack of rigour in decision-m

57、aking and problem solving among HR professionals.Despite findings associated with decision-making and risk tolerance that may indicate a lack of preparedness for a data-driven environment,HR professionals have been found to demonstrate other,balancing behavioural traits.For example,the HR profession

58、al behavioural profile in this report suggests that,in terms of attention,HR professionals take a more methodical approach to managing incoming information and distractions.This trait is typically associated with individuals who prefer focus and accuracy over speed.Methodically-minded individuals al

59、so seek in-depth understanding of topics.This is particularly important for HR roles requiring a rigorous approach to work,such as compliance-related tasks.14Adaptability and hard work02|Using behavioural data to better understand HR12.8%of the HR professional behavioural profile(Figure 3)is associa

60、ted with being inclined towards multi-tasking.Similar to the research discussed previously,this indicates that many individuals currently employed in the HR profession“think quickly”and are comfortable with rapidly changing environments.When occurring concurrently with a lack of sustained attention,

61、this trait may leave HR professionals at a disadvantage when managing tasks requiring a more detail-oriented approach.The trait,Effort(Figure 3),describes the relationship between an individuals effort and the expected size of reward and probability of success.According to the HR professional profil

62、e,todays top performers are hard-working in terms of effort.This trait accounts for 5.6%of the total profile.A tendency towards being hard-working suggests that the individuals surveyed work equally hard across all tasks regardless of how much they expect to be rewarded for task completion.This is c

63、ompared to being outcome-driven,which implies that an individual allocates efforts in a selective manner,focusing on activities that will provide the highest reward for time invested.Outcome-driven individuals are more dependent on external motivation,requiring external reinforcement,whereas HR prof

64、essionals,on the hard-working end of the spectrum,are more intrinsically motivated.The 2008 study supports this finding by highlighting that HR managers have significantly higher intrinsic motivation than professionals from other occupations.The challenge for individuals who work equally hard across

65、 all tasks is a potential inability to prioritise effectively.Evolving into a more strategic function requires demonstrating competencies such as“business acumen,”“strategic HR,”“consultation”,and“creating value.”HR professionals need the ability to prioritise efforts against organisational objectiv

66、es.1415HR:The original people people02|Using behavioural data to better understand HRHuman Resources is concerned with the employees of an organisation.It is therefore entirely unsurprising that skills associated with managing people,including“managing change,”“managing culture,”“relationship manage

67、ment,”“communication”,and“people practice”,have been long standing skills expected of the HR professional.We would naturally expect the scores of HR professionals against behavioural traits such as generosity and emotion to support these competencies.Indeed,“emotional resilience”has been considered

68、a meta-quality of HR roles.20 11.8%of the HR professional behavioural profile is explained by HR professionals being sharing in terms of generosity.As expected,this indicates individuals who trust the good intentions of others and can more easily balance their personal goals and interests with the n

69、eeds of others.Generous professionals may risk being taken advantage of,spreading themselves too thin and being too trusting.The ability to interpret and manage emotions is key for HR professionals.The behavioural trait emotion examines peoples strategy for interpreting emotions,from expression-orie

70、nted(relying on facial expressions)to context-oriented(using surrounding context as well as facial expressions).HR professionals demonstrate a more rigorous approach to interpreting emotions by adopting a context-oriented approach.They rely on information in their surroundings to understand and rela

71、te to people and their emotional states.They might prefer to take a more detail-oriented approach to people-related challenges and decisions.This makes sense if we consider the responsibilities of HR professionals which require objectivity and emotional resilience,such as handling harassment claims,

72、managing employee conflict and having disciplinary conversations.Similar to HR professionals tendency towards a methodical attention style,this might indicate the potential for HR professionals to be more detail-oriented and insight-driven.The behavioural trait fairness explains the smallest percent

73、age of the HR professional behavioural profile(0.7%),with a tendency towards being critical.This means they are more likely to be on guard in terms of ensuring equitable outcomes for themselves or those they represent.They dont accept a situation as fair at face value but instead apply a critical ey

74、e.16Learning agility02|Using behavioural data to better understand HRThe final behavioural trait to explore is learning.The CIPD core behaviours specifically call out a“passion for learning.”This is linked to competencies such as“managing change,”which have been a steadfast feature of HR competency

75、models,and“creating value.”The“passion for learning”behaviour stipulates the importance of pursuing“opportunities to test insight,develop new approaches and innovate”as well as anticipating“future trends to inform future priorities and practice,”which could very well include“digital working”.Learnin

76、g measures peoples tendency to change behaviour based on new information.9.5%of the HR professionals behavioural profile is explained by being adaptive in terms of learning.They find it easy to detect patterns in the environment,allowing them to adapt their behaviour.They are also more inclined to e

77、xperiment with new methods than those who demonstrate a consistent approach to learning.Learning agility is a concept that is deeply rooted in broader notions of agility and adaptability,widely upheld as critical for the current fast-paced business environment.pymetrics have developed a model of lea

78、rning agility,out of which HR professionals demonstrate three out of four behavioural traits:adaptive learning style,a multi-tasking approach to focus and adventurous risk tolerance.While this section has considered the traditional competency models designed for HR professionals over the last 30 yea

79、rs alongside their current behaviours,it has also uncovered central elements of success in a complex business environment,including agility and innovation.The following section examines digital aptitude,a core capability for the future of HR,and considers whether HR professionals current behavioural

80、 profile demonstrates signs of digital potential.Finally,the competency models explored thus far are expanded with a future-focused set of skills for the HR professional.xx|xxxxxxxx1703Does HR have the potential to succeed in the Digital Age?Organisations must leverage the benefits of digital techno

81、logy to remain competitive in the current environment.The skills required of HR professionals are evolving to include more data-driven and experience led skill sets,which require“analytical thinking”and“digital literacy,”for example(see Figure 4).FIGURE 4 The Insight222 Nine Skills of the Future HR

82、ProfessionalData DrivenExperience LedBusiness FocusedAnalytical ThinkingWorkforce PlanningData AnalysisHuman Centred DesignEX ImplementationDigital Literacy Organisational AcumenStakeholder ManagementStorytelling1803|Does HR have the potential to succeed in the Digital Age?The HR professional behavi

83、oural profile,when compared to a research-based model of Digital Potential,provides a comprehensive view of HRs potential,including skills and behaviours.The Digital Potential behavioural model is the result of extensive research conducted by pymetrics Organisational Psychology team and refers to th

84、e individual level ability to learn and adapt to digital technology.This ability suggests the potential to thrive in a digital,data-driven environment and adapt to continuous change and evolution.The Digital Potential behavioural model has been linked to three pymetrics behavioural traits.Specifical

85、ly:FIGURE 5 The behavioural model of Digital PotentialDeliberativeMulti-taskingAdaptiveDecision-makingFocusLearningDecision-making(Deliberative):Operating in a rapidly evolving digitised workspace requires a reflective decision-making style that does not simply rely on prior experience.Focus(Multi-t

86、asking):Efficient task-switching and real time thinking are essential to productivity and navigating complexity in digital work environments.Learning(Adaptive):Adaptive individuals are quick learners.Keeping knowledge current,integrating new information and responding to feedback are necessary to de

87、velop digital capabilities.1903|Does HR have the potential to succeed in the Digital Age?The research detailed in this report identifies significant overlap between the behavioural profile of HR professionals today and the research-based behavioural model of Digital Potential (see Figure 6).This sug

88、gests the answer to the question,“does HR have the potential to succeed in a digital,data-driven environment?”is yes.This section explores these results in detail to understand where there is(and isnt)overlap and what this means for HRs ability to navigate a digital,data-driven future.FIGURE 6 The o

89、verlap between the HR professional behavioural profile and the Digital Potential behavioural model HR professional profileDigital potential modelConsistentMulti-taskingDecision-makingFocusLearningDeliberativeAdaptiveFocusedInstinctiveFirst,their adaptive learning style means that HR professionals ar

90、e primed to succeed in a digital environment.People with this learning style typically detect patterns in their environment effortlessly and adjust behaviour quickly.This ability to take in new information,adapt and respond to feedback is vital,as the pace of change in the data-driven workplace will

91、 likely only increase.Therefore,HR professionals are suited to roles where ambiguity and change are the norms,such as in the digital environment.Second,the ability to task switch while navigating the pace of change is crucial to operating amidst the dynamic and complex digital,data-driven environmen

92、t.HR professionals are energised by,and able to respond to,what is most critical in the moment and take on new priorities as they emerge.They can also rapidly problem solve and collaborate with others in an agile way.These inherent abilities can be applied to various challenges and priorities,even a

93、s they evolve technologically.2003|Does HR have the potential to succeed in the Digital Age?The final behavioural trait analysed decision-making is where we see a divergence from the model.Despite the Digital Potential models finding that a deliberative approach to decision-making is most valuable i

94、n a digital environment,HR professionals today demonstrate a tendency towards instinctive decision-making,i.e.,reliance on gut instinct and prior experience when deciding on a course of action.Instead,it is crucial to pause and collect data and insights to inform decisions and ensure a fresh perspec

95、tive is being applied to a challenge in new and innovative ways.This is especially true given the rapid pace of change where prior ways of working and solutions may not be fit for purpose for new challenges as they emerge.The process of collecting data and insights to inform decision-making is an es

96、sential part of HR professionals roles moving forwards.Without this process in place,HR runs the risk of carrying out work that does not deliver value for the organisation and cannot position itself as a strategic partner.Furthermore,there is a risk that the business makes significant decisions with

97、out considering the impact on the present or future workforce if HR isnt involved.Unfortunately,it is still too often the case that the business will have conversations about strategy and the workforce strategy without relevant HR representatives present.According to Gartner,the most important chall

98、enge for HR with regards to“workforce planning”,for example,is that it has difficulty getting access to relevant business executives and subsequently struggles to keep up with the internally evolving business needs.22 One approach to this challenge is for HR professionals to develop the capability t

99、o translate a business challenge into a people challenge and vice versa.This process and a practical example are included in the putting it into practice call out box below.To master this process,HR practitioners require“organisational acumen”,“analytical thinking”and“stakeholder management”skills.I

100、n terms of behavioural traits,in line with a more deliberative decision-making style,HR professionals will require the ability to collect data and insights to inform decisions and offer a fresh perspective.The following section,section four,considers the training and interventions needed to help HR

101、professionals develop a deliberative decision-making style.Lastly,the report considers the value of understanding HRs progression to a digital,data-driven function in the broader organisational context.I think were just at the beginning of an incredibly exciting time for HR leadersto use more empiri

102、cal data to inform decisions around performance,talent management,agility,employee experience and productivityKathleen Hogan,CHRO,Microsoft212103|Does HR have the potential to succeed in the Digital Age?Putting it into practice:Translating a business challenge into a people challengeDeveloping a rob

103、ust understanding of the business and its priorities begins with building and maintaining great stakeholder relationships with business stakeholders.Organisational acumen a keenness and agility in understanding,interpreting and dealing with business situations will significantly improve the likeliho

104、od of effective,efficient and engaging conversations.In one professional services firm,a conversation started with a business stakeholder noticing some negative comments on an employer review site relating to employee engagement.The discussion turned to musings over the organisations approach to mea

105、suring employee engagement.The HR professional must deploy their organisational acumen and stakeholder management skills to get to a more specific,business-related question worth investigating and will motivate the business to act from a commercial perspective.This was:“Is employee engagement affect

106、ing profitability in its contracts with clients?”Answering this question required the HR professional to seek evidence-based insight and take time to reflect before coming to any conclusions.They did not have to be or become a data scientist,nor carry out any advanced analysis themselves.Instead,the

107、 HR professional focused on the various ways they could collect data and insights to inform decision-making.They first searched to see if the question had already been studied elsewhere in the business or externally to the business and in a similar setting.Then,they utilised the tools they already p

108、ossessed to access the necessary data and engaged relevant analytical teams for support with any other relevant data and insights in the system.This multi-dimensional approach revealed one pocket of low employee engagement in a specific geography linked to low customer satisfaction and declining pro

109、fitability.Having translated the initial query into a business-led question,adopted a deliberative approach to finding the answer,and locating the relevant insight,the HR professional was ready for a follow-up meeting with the business stakeholder.One step remained:the HR professional used their sta

110、keholder management and storytelling abilities to translate the data-driven insights into a relevant,specific and compelling story that motivated the business stakeholder to action.The results of this interaction significantly affected employee engagement,customer satisfaction and profitability.Furt

111、hermore,the HR professional developed a long-lasting stakeholder relationship and gained credibility for the new digital,data-driven HR.2204Preparing HR for a digital,data-driven futureHow can organisations make use of the insights in this report?In this final section,we explore a three-stage approa

112、ch:1.Understand HR professionals today 2.Develop HR professionals for a digital,data-driven future3.Consider the context Understand HR professionals today HR professionals today must embark on an upskilling journey to become more analytically minded and digitally capable.An Insight222 study found th

113、at only 41%of HR professionals believe they are capable of having conversations about data,and just 23%are comfortable using analytics without guidance.23 Further research identifies a correlation between a lack of capability in analytics skills and low self-efficacy and confidence amongst HR profes

114、sionals.24 2304|Preparing HR for a digital,data-driven futureHowever,HR has the potential to succeed in a digital,data-driven environment!Over 80%of HR professionals strongly agree that people analytics drives business value and is important for their career they are motivated.25 HR professionals al

115、so have the potential to build the necessary skill set:our research has shown that the behavioural profile of HR professionals has significant overlap with the research-based behavioural model of Digital Potential.These behavioural traits suggest that,while upskilling may be required to ensure HR pr

116、ofessionals are equipped with skills such as“analytical thinking”and“digital literacy,”the upskilling investment is worthwhile.Organisations must develop a better understanding of HR professionals to determine their potential for success in a digital,data-driven environment and prepare them for rede

117、ployment.This understanding should incorporate both capabilities and behavioural traits.Individuals are most likely to succeed in new roles when a role aligns with their unique attributes,personality,preferences,and skills.26 But measuring individuals behavioural traits at scale has proved challengi

118、ng.Until now.Advancements in behavioural assessments can help organisations better understand talent and connect individuals with ideal roles and upskilling initiatives.In addition to developing a better understanding of their own talent,HR departments would be wise to incorporate a behavioural unde

119、rstanding of their existing workforce when attempting to redeploy employees across the entire organisation and into new roles.BEHAVIOURSKNOWLEDGEMOTIVATIONSKILLSBELIEFSATTRIBUTES2404|Preparing HR for a digital,data-driven futureDevelop HR professionals for a digital,data-driven futureOur research ex

120、amined a sample of HR professionals top performing in role to create a single behavioural profile.Organisations are composed of a range of HR professionals who vary in being open or resistant to change and possess more or less potential.Therefore,it is necessary to assess willingness and potential a

121、t the individual level.HR professionals are categorised according to three types:Digitally Savvy(Bright Lights),Digitally Willing(Future Stars)and Digitally Resistant(Sceptics)27:FIGURE 7 Comparing digital willingness and digital capability Digitally Savvy(Bright Lights)-HR professionals who embrace

122、 and are equipped with skills such as analytical thinking,digital literacy and data analysisDigitally Willing(Future Stars)-Open-minded HR professionals who are ready and willing to learn the necessary skillsDigitally Resistant(Sceptics)-Sceptical HR professionals who dismiss the value of an evidenc

123、e-based approach,preferring instead to rely on intuitionWILLINGNOT WILLINGNOT CAPABLECAPABLESCEPTICSFUTURESTARSBRIGHTLIGHTS2504|Preparing HR for a digital,data-driven futureThis categorisation further supports the inclusion of more than hard skills information when evaluating an individual.The poten

124、tial and willingness of the Digitally Savvy and Digitally Willing are the same,but only the digitally savvy might have been determined as suitable if assessed solely by their hard skills.Approaches to developing HR professionals will differ depending on where an individual appears on the Willingness

125、-Capability axes(Figure 7).Various resources for developing the hard skills required for the future of HR exist,however as this report demonstrates,organisations cannot rely on upskilling alone.Considering each category in turn:1.Bright lights:Demonstrate capability Provide advanced learning and dev

126、elopment opportunities for building on existing skill sets Provide opportunities for bright lights to engage with future stars and sceptics to help build their confidence and commitment to digital,data-driven HR Measure role modelling in bright lights performance appraisals 2.Future stars:Build conf

127、idence Provide foundational learning opportunities to develop data-driven,experience-led and business-focused skills Provide behavioural development opportunities(see the putting it into practice call out box below)to teach a more deliberative decision-making mindset Provide opportunities to apply n

128、ew skills and behaviours in day-to-day work3.Sceptics:Shift mindsets Share success stories from data-driven HR work and encourage participation in online communities that celebrate and educate the future of HR Provide opportunities to experience digital,data-driven HR through shadowing or contributi

129、on to data-driven HR projects Pair sceptics with bright lights in a mentoring or knowledge sharing scheme2604|Preparing HR for a digital,data-driven futurePutting it into practice:Developing deliberative decision-making Practice makes perfect.When facing any decision,pause to consider alternative ap

130、proaches to the situation.Ask questions and gain clarity from others with different perspectives.The more regularly this process of pausing and deliberating is practised,the more natural it will become.Additional opportunities to practice include reflecting on past decisions and how the outcome migh

131、t have been different had a deliberative approach been considered at the time.Confront the consequences.Before deciding upon a course of action,reflect on potential unintended or significant consequences that may come to pass.This process may take time,and a robust assessment should include input fr

132、om other team members.Involving colleagues will also ensure even more rational or factual inputs to balance the dependence on intuition.It is particularly helpful to seek out a perspective from a colleague with a naturally deliberative approach to decision-making.Work backwards from the outcome.Cons

133、ider the desired outcome and work backwards from the end goal to determine the most appropriate course of action.Critically evaluate whether each option will achieve the desired result.Ask questions such as,Am I favouring a particular option because its familiar to me?and Is there an opportunity to

134、do things differently this time?Questioning assumptions and thinking critically can lead to better outcomes.2704|Preparing HR for a digital,data-driven futureFinal thoughts:Consider the context Developing HR professionals for a digital,data-driven future does not happen in a vacuum.CULTURE CULTURE C

135、ULTURE KNOWLEDGEMOTIVATIONSKILLSBELIEFSATTRIBUTESEach employee exists within a network,which in turn exists within a surrounding culture.A standard definition of culture is“the way we do things around here.”28 Does the culture within HR and the broader organisation-support a new way of working?Or do

136、es it restrict the function,forcing it to operate within the boundaries of“how its always been done”?Culture plays a significant role in developing individuals.Organisations must examine whether or not their culture supports the evolution of HR and HR professionals themselves to become digital and d

137、ata-driven.The following is a list of provocations about the relationship between behaviour and culture.It is designed to encourage organisations to think through the crucial role of culture in shifting HR to a digital,data-driven function.1.Assessments of an existing culture could include a behavio

138、ural assessment of the people within the group.For example,understanding the HR communitys behaviours could indicate whether they are as a whole digitally minded or not.2.Bright lights with a digitally minded approach to work could be dispatched to serve as cultural catalysts within a group of more

139、resistant colleagues.3.Culture is not rational.It requires careful emotional consideration,which behavioural data can support.4.Building confidence alongside capability requires a culture that allows for failure without significant consequences,casually referred to as fail fast.Embracing a fail fast

140、 mentality is not just words it is a way of working that fosters innovation.29 5.Fostering belief in HR as a digitally literate,analytically minded function necessitates an HR team capable of communicating and demonstrating the value of a new approach to HR.Only by showcasing the business value of a

141、n insight-led HR function will belief in the HR team,both inside and outside the department,shift.28MethodologyMethodology The HR professional behavioural profile is based on pymetrics HR Generalist Model,which combines the results of gamified exercises taken by 266 HR professionals.The 266 particip

142、ants are largely at the HR manager level and are considered top performing in role.Featured IndustriesLocationHospitalityHealthcareEducationConstructionRetailGovernmentFinanceUnited States40%*Europe20%*South Africa20%*OtherGeographies20%*percentages are approximationsThe Digital Potential behavioura

143、l model is a secondary research-based model.Extensive research was conducted by pymetrics Organisational Psychology team to develop the model.29AuthorsCaroline StyrCaroline is the Research Director at Insight222.She is an accomplished researcher,author and speaker on people analytics and the future

144、of HR.Before joining Insight222,Caroline worked at Cognizants Center for the Future of Work.Contact Caroline at Ian BailieIan is the Chief Operating Officer of Insight222 and Managing Director of myHRfuture.He has 20 years experience in people analytics,talent management,and workforce planning.He is

145、 an in-demand speaker who presents regularly on People Analytics and the digitisation of HR.Contact Ian at Authors30ReferencesReferences1 The Economist.2020.The coronavirus crisis thrusts corporate HR chiefs into the spotlight.The Economist.Available at:https:/ Last accessed 19 May 2021.2 Fuhl,Jessi

146、ca.2021.HR in the moment:Changing expectations and perceptions of HR Increasing influence,visibility and digitisation.Sage.Available at:https:/ accessed 19 May 2021.3 Ibid.4 Gartner.2020.Digitalization strategy for Business Transformation.Gartner.Available at:https:/ Last accessed 19 May 2021.5 Bake

147、r,Mary.2020.Stop Training Employees in Skills Theyll Never Use.Gartner.Available at:https:/ accessed 19 May 2021.6 Ibid.7 Fuhl,Jessica.2021.HR in the moment:Changing expectations and perceptions of HR Increasing influence,visibility and digitisation.Sage.Available at:https:/ accessed 19 May 2021.8 F

148、erron,Danny and Lomas,Andy.2020.Will HR transformation be the thread that ties value to experiences?EY.Available at:https:/ Last accessed 19 May 2021.9 Baethge,Caroline and Crummenerl,Claudia.2020.How Automation and Augmentation will Change the Future of HR.Capgemini.Available at:https:/ accessed 19

149、 May 2021.10 Wright,Amy,Mertens,Janet,Gherson,Diane and Bersin,Josh.2020.Accelerating the Journey to HR 3.0.IBM Institute for Business Value.Available at:https:/ Last accessed 19 May 2021.11 Ibid.12 Ibid.13 Smith,Kyle.2013.Its Time for Companies to Fire their Human Resource Departments.Forbes.Availa

150、ble at:https:/ accessed 19 May 2021.14 Becker,B.E.,Huselid,M.A.,and Ulrich,D.2001.The HR scorecard:Linking people,strategy,and performance.Boston,MA:Harvard Business Press.15 Ibid.16 SHRM.2016.The SHRM Competency Model.SHRM.Available at:https:/www.shrm.org/learningandcareer/career/pages/shrm-compete

151、ncy-model.aspx Last accessed 19 May 2021.17 CIPD.2018.Explore the new Profession Map.CIPD.Available at:https:/peopleprofession.cipd.org/profession-map Last accessed 19 May 2021.18 Lounsbury,J.W.,Steel,R.P.,Gibson,L.W.and Drost,A.W.2008.Personality traits and career satisfaction of human resource pro

152、fessionals.Human Resource Development International,11(4),pp.351-366.19 Ibid.20 Styr,Caroline.2020.How to Prioritise your People Analytics Projects.myHRfuture.Available at:https:/ Last accessed 19 May 2021.31ReferencesReferences21 Buckley,F.and Monks,K.,2004.The implications of meta-qualities for HR

153、 roles.Human resource management journal,14(4),pp.41-56.22 Ferrar,Jonathan and Green,David.2021,forthcoming.Excellence in People Analytics:How to Use Workforce Data to Create Business Value,London:Kogan Page.23 Gartner.2019.3 Workforce-Planning Imperatives That Drive Business Outcomes.Gartner.Availa

154、ble at:https:/ Last accessed 19 May 2021.24 Bailie,Ian,Ferrar,Jonathan and Green,David.2019.HR Skills of the Future.myHRfuture.Available at:https:/ Last accessed 19 May 2021.25 This research was undertaken by Eleni Zarkada as part of her MSc in International Human Resources Management at University

155、of Edinburgh Business School.Her thesis,Reasons why some HR professionals are resistant to People Analytics and how they can build their People Analytics expertise was sponsored by Insight222 Limited.Eleni was awarded a distinction for her MSc.26 Ibid.27 Judge,T.A.,Thoresen,C.J.,Bono,J.E.,&Patton,G.

156、K.2001.The job satisfactionjob performance relationship:A qualitative and quantitative review.Psychological Bulletin,127(3),pp.376407.;Petty,M.M.,McGee,G.W.,&Cavender,J.W.1984.A meta-analysis of the relationships between individual job satisfaction and individual performance.Academy of Management Re

157、view,9(4),pp.712-721.;Judge,T.A.1994.Personorganization fit and the theory of work adjustment:Implications for satisfaction,tenure,and career success.Journal of Vocational Behavior,44(1),pp.32-54.28 This categorisation was first presented by Guenole and Feinzig in a 2018 Harvard Business Review arti

158、cle concerning the willingness of HR professionals to become analytically minded.We expand the categorisation here to include digitally literacy as well as analytical thinking.Guenole,N.and Feinzig,S.L.2018.How to Develop a Data-Savvy HR Department.Harvard Business Review.Available from:https:/hbr.o

159、rg/2018/10/how-to-develop-a-data-savvy-hr-department Last accessed 19 May 2021.29 Deal,T.E.&Kennedy,A.1982.Corporate Cultures:The Rites and Rituals of Organizational Life.Reading,MA:Addison-Wesley.30 For more on fail fast mindset and the need for psychological safety to underpin this approach,see Go

160、ogles Project Aristotle,which found that psychological safety was the most important feature of successful teams.re:Work.2016.Guide:Understand team effectiveness.re:Work with Google.Available at:https:/ accessed 19 May 2021.32AcknowledgementsAcknowledgementsThe authors would like to extend their tha

161、nks to the team at pymetrics for contributing to this research and report.Special thanks go to:Frida Polli PhD,Chief Executive Officer of pymetrics Sara Kassir,Public Policy and Research Manager at pymetricsMichelle Hancic,Global Head of Consulting Psychology at pymetricspymetrics is democratising c

162、areer search and hiring.Using neuroscience and AI,pymetrics matches people to their best jobs while removing gender and ethnic bias from the hiring process.With over 100 enterprise clients including Kraft Heinz,BCG,and Colgate-Palmolive,and offices in New York,London,Singapore,Melbourne and Sydney,p

163、ymetrics is powering the future of hiring:efficient,predictive,and bias-free.About Insight222 Insight222 Research provides business executives and HR leaders with insights and recommendations to advance the HR profession to become more digital and evidence-based.We investigate the most pressing chal

164、lenges and latest developments in People Analytics and Digital HR.Through partnerships with leading practitioners,academics and thought leaders,we share new ideas,pragmatic frameworks and structured guidance.Insight222 is a global services and solutions company that enables organisations to deliver

165、business value through People Analytics and Digital HR.The team at Insight222 provide consulting,learning and networking services to Chief Human Resources Officers and their key staff in Analytics,Strategy,Planning,Employee Experience and Digital HR.Insight222 clients and partners-typically large,mu

166、ltinational organisations-include some of the worlds leading brands.Find out more at and www.myHR 33 CopyrightInsight222s research assets and models are protected by copyright as noted on and www.myHR and associated documents.“myHRfuture”is a brand of Insight222 and“Insight222 Nine Dimensions for Wo

167、rkforce PlanningTM”is a trademark of Insight222.“Insight222”,“Insight222 Nine Dimensions for Excellence in People Analytics”,“Insight222 People Analytics Program”,“Insight222 People Analytics Accelerators”,“Press PLAY on Your Career”are registered trademarks of Insight222 Limited.All rights reserved.