Digital HR Leaders with David Green

In research we undertook last year at Insight222, to investigate the future of workforce planning, nearly all of companies surveyed (90%) expressed the desire to build a skills-based workforce planning process.However, only a quarter of companies just 26% were actively doing so. One company that is successfully harnessing skills data to inform workforce planning and learning and to drive business outcomes such as safety compliance and productivity is Tata Steel. My guest on this week's episode of the podcast is Joanne Kuipers, manager at the Tata Steel academy based in the Netherlands.In our conversation, Joanne and I discuss: How Tata Steel visualises skills data and makes it actionable for managers The key considerations in a build versus buy approach to closing skills gaps The public private approach to up-skilling and re-skilling in the Netherlands How companies should approach the measurement and utilisation of skills dataThis episode is a must listen, for anyone interested or involved in operationalising skills data to support learning and consequently benefit the business and the workforce. So that is CHROs and anyone in a learning people, analytics, workforce planning, or HR business partner role.Support for this podcast is brought to you by AG5. To learn more, visit www.ag5.com. Hosted on Acast. See acast.com/privacy for more information.

By 2025, 50% of all employees will need to be re-skilled, according to the World Economic Forum's future of jobs 2020 research. The same study predicts 97 million new jobs will emerge and 85 million will be displaced by a shift in labour between humans and machines. Most commentators believe that the pandemic has only accelerated this progress. It is not surprising, therefore, that skill availability is high on the CEO’s agenda. Recent research by McKinsey highlights that 79% of CEOs are concerned about skill availability impacting, innovation, cost, quality and growth.My guest on this week's podcast is Rick Van Echtelt, The Founder and CEO at AG5. Through their software AG5’s mission is simple, to visualise and close skills gaps. Rick and his team do this by essentially providing an accounting system for skills, which aggregates data from multiple systems, maps current skills, tracks progress towards learning new skills and identifies some missing skills needed to future-proof the organisation.In our conversation, Rick and I discuss: The challenges involved in getting a handle on skills data The value of measuring skills data and how companies should approach it How having a skills based view provides multiple benefits How AG5 helps clients visualise and close skills gapsThis episode is a must listen for anyone interested or involved in creating a workforce planning, learning and recruiting tool. So that is CHROs and anyone in a people analytics, learning, workforce planning, talent acquisition or HR business partner role.Support for this podcast is brought to you by AG5. To learn more, visit www.ag5.com. Hosted on Acast. See acast.com/privacy for more information.

The guest on this week's episode is Tertia Wiedenhof, Global Leader and Product Owner for the People Analytics and Insights Team at Rabobank. To reflect the advance of new technology, the changing needs of customers, the emergence of new competitors and changes in the way we work, Rabobank is shifting to agile ways of working as it transforms into a fast moving, digital co-operative bank. HR at Rabobank was one of the early adopters in embracing agile, but what does this actually mean to the work of HR? What does it mean to the approach to people analytics, both in the way the function is set up and the focus of its work?In our conversation Tertia and I discuss: How the shift to agile has intensified the focus on employee experience How the people analytics team is set up and how it collaborates with the business The impact the move to agile has had on the HR operating model How to design, test and iterate products with and for employees The changes in skillsets required to flourish with agile ways of workingThis episode is a must listen for anyone interested or involved in business transformation, new ways of working and employee experience. So that is Business Leaders, Chief HR Officers and anyone in a People Analytics, Organisational Design, Culture, Learning, Employee Experience, or HR Business Partner role.Support for this podcast is brought to you by AG5. To learn more, visit www.ag5.com. Hosted on Acast. See acast.com/privacy for more information.

As Ron Friedman, my guest on this week's episode, explains, we have been taught for generations that there are two ways to succeed either from talent or practice, the latter popularised by Malcolm Gladwell in his book Outliers.In his new book, Decoding Greatness, Ron describes a third path. One that has quietly launched icons in a wide range of fields from artists, writers and chefs to athletes, inventors and entrepreneurs and one that would be applied widely to learning in the workplace, the path of reverse engineering. Ron is a social psychologist whose main focus is on helping people succeed faster. He is a frequent contributor to publications like Harvard Business Review, Psychology Today and Forbes. Ron’s first book, The Best Place To Work, The Art and Science of Creating an Extraordinary Workplace, which we also discuss in our conversation, was named a Business Book Of The Year by Inc.In our conversation, Ron and I discuss: The differences between learning through talent practice and reverse engineering How to harness the power of reverse engineering and boost your career Why the three key psychological needs of autonomy, competence and relatedness are at the heart of employee engagement and performance How to learn and acquire new skills How to optimise for workplace relationships and work environments in a hybrid futureThis episode is a must listen for anyone interested or involved in creating a culture of performance and continuous learning. So that is Business Leaders, CHROs and anyone in a people analytics, culture, learning, employee experience or HR Business Partner role.Support for this podcast is brought to you by AG5. To learn more, visit www.ag5.com. Hosted on Acast. See acast.com/privacy for more information.

The transformation that Steven Baert is leading as Chief People and Organisation Officer at Novartis, in shaping culture and leadership to a re-imagined medicine is hugely impressive. As Steven explains in this week's episode of the podcast, Novartis is successfully fuelling a scientific and entrepreneurial spirit of the company through its inspired, curious and un-bossed culture. This equips the people closest to the customer or product with the freedom to own the important decisions about their work for themselves. Novartis is also empowering their people by re-imagining its approach to performance management. As one of the worlds foremost science companies, that is entirely fitting that Novartis has taken a scientific approach to diagnosing, developing, trialling and productising its approach to performance management.In our conversation Steven and I discuss: How he partners with CEO Vasant Narasimhan and the rest of the executive team at Novartis The concept of un-bossing and what that entails for leaders How Novartis has diagnosed that their previous performance management culture was a point of friction for employe How Novartis has taken a scientific approach to re-imagining performance management involving 16,000 people The four elements of the new approach to performance management, encompassing objectives, feedback, recognition and rewardThis episode is a must listen for anyone interested or involved in the role of organisational culture and performance. So that is Business Leaders, Chief HR Officers and anyone in a Strategy, People, Analytics, Culture, Employee Experience or HR Business Partner role.Support for this podcast is brought to you by Quantum Workplace. To learn more, visit www.quantumworkplace.com/digitalhr. Hosted on Acast. See acast.com/privacy for more information.

AT&T is the world's largest telecommunications company and it is in the midst of a major business and organisational transformation. As part of this AT&T is evolving its performance culture towards a more agile approach based on the notion of Kind Candor. My guest on this week's episode, Melissa Corwin, is The Vice President for Employee Experience and she is overseeing the development of the new performance culture. As you will hear, this is an impressive, well coordinated strategy that is supported across the organisation and tied closely to improving outcomes for the business, employees and AT&T’s customers.In our conversation, Melissa and I discuss: The impact of AT&T's business transformation on culture and behaviours The key components of the new performance culture The importance of Kind Candor and we look at the expected outcomes of the new performance culture.This episode is a must listen for anyone interested in or involved in the role of performance culture and performance management in business transformation. So that is Business Leaders, Chief HR Officers and anyone in a Strategy, People Analytics, Culture, Employee Experience or HR Business Partner role.Support for this podcast is brought to you by Quantum Workplace. To learn more, visit www.quantumworkplace.com/digitalhr. Hosted on Acast. See acast.com/privacy for more information.

The guest on this week's episode is Greg Harris, CEO of Quantum Workplace, which was founded in 2003 and has since emerged as one of the pioneers in the revolution of the employee feedback market.Greg believes that the economic value of employee feedback is probably equal to, or greater than, input from customers and that employee feedback is the first step in creating an inclusive environment. Greg also explains why employee engagement and performance management are two sides of the same coin.In our conversation, Greg and I discuss What modern employee feedback looks like and how it has evolved over the last 10 years How CEOs have used employee listening to drive communication to the workforce during the pandemic How to drive action, behaviour change and a culture of inclusion, from the insights arising from employee feedback How employee experience and people data is driving a similar change in HR, to the change that customer experience and customer data has already made to the marketing function How companies should approach performance management in the future.This episode is a must listen for anyone interested or involved in employee listening, employee experience and the reshaping of performance management. So that is Chief Human Resource Officers and anyone in an employee Experience, People Analytics, Culture or HR Business Partner role.Support for this podcast is brought to you by Quantum Workplace. To learn more, visit www.quantumworkplace.com/digitalhr. Hosted on Acast. See acast.com/privacy for more information.

BNY Mellon is America's oldest bank, having been created in 1784, and is currently on a journey of reinvention as it transforms into a digital organisation. The pandemic has accelerated this journey and that is where Jolen Anderson, my guest on this week's episode, comes in. Jolen is a Global Head of Human Resources and with her team, is responsible for translating their business strategy into their workforce strategy and igniting the passion of BNY Mellon's employees. As the business transformation was accelerated by the pandemic Jolen and her team are focused on three key driving principles. First, operational resiliency. Second, service to customers and third, employee wellbeing and safety. These three principles, not only underpin the digital transformation but the bank's culture too.In our conversation Jolen and I discuss: The central role of HR in business transformation How employee wellbeing was prioritised during the twin pandemics of 2020 How resilience and inclusion are competencies that can be nurtured The central role of people data and analytics in the work that Jolen and her team are doing Why it is critical for CHROs to approach people transformation with intentionality right now and how to do thisThis episode is a must listen for anyone interested or involved in the role of workforce strategy and business transformation. So that is Business Leaders, Chief HR Officers and anyone in a Strategy, People Analytics, Culture or HR Business Partner role.Support for this podcast is brought to you by Quantum Workplace. To learn more, visit www.quantumworkplace.com/digitalhr. Hosted on Acast. See acast.com/privacy for more information.

My guest this week is Dr. David Rock, who coined the term NeuroLeadership and is the Co-Founder and CEO of the NeuroLeadership Institute, which has worked with over 50% of the Fortune 100 companies, to make organisations better for humans through science.David has authored four successful books, including Your Brain At Work, a business best seller and has written for and been quoted in hundreds of articles about leadership, organisational effectiveness and the brain.The centrepiece of my discussion with David is his SCARF Model, which is based on neuroscience and is designed to help us work more effectively with others.When I came across the model a few years ago, it helped me better understand myself and change the way I interact in social situations. The SCARF Model is comprised of five key domains that influence our behaviour in social and work situations. Firstly, Status - our relative importance to others. Secondly, Certainty - our ability to predict the future. Third, Autonomy - our sense of control over events. Fourth, Relatedness - how safe we feel with others. And finally fifth, Fairness - how fair we perceive the exchanges between people to be. As David explains in our discussion, these five domains activate the same threat and reward responses in our brain that we rely on for physical survival. This explains why ourselves and others will sometimes have strong emotional reactions in social situations, both at home and at work. It is a fascinating topic and one, I know, that listeners will enjoy.In our conversation, David and I discuss How the SCARF Model has grown in relevance during the pandemic The window of opportunity companies and leaders have to solve for autonomy and build a better post pandemic normal The role of leaders in enabling their organisations to be truly diverse, equitable and inclusive How companies should approach Performance Management in the futureThis episode is a must listen for anyone interested or involved in Neuroscience and its role in Leadership, collaboration, culture and performance. So that is Business Leaders, Chief People Officers and anyone in a Behavioural Science, People Analytics or HR Business Partner role.Support for this podcast is brought to you by Quantum Workplace. To learn more, visit www.quantumworkplace.com/digitalhr. Hosted on Acast. See acast.com/privacy for more information.

My guest on this week's episode is Jimmy Zhang, the Head of People Strategy and Analytics at Vertex Pharmaceuticals. He joined the company, which has just over 3000 Employees, in 2018 and has built the People Analytics team from the ground up. I am often asked if People Analytics is the preserve of larger companies and I always say no, every company has business questions that can be answered with People Analytics. That said there are different challenges in setting up a People Analytics Team in an organisation with, say less than 5,000 Employees. For one, you don't have the luxury of building a large team, this means you need to take a different approach, one of partnership and leveraging skills from across the organisation. This is exactly what my guest on this week's episode has done and in doing so has built one of the most agile, most innovative and most successful People Analytics Teams I have come across.In our conversation, Jimmy and I discuss: How Vertex leverages a partnership model, a strong foundation in governance and ethics, to advance People Analytics in the company The tripartite relationship between the People Analytics team, HR Business Partners and the Business and how this helps prioritise and elevate People Analytics work Work that Jimmy is leading around skills to help drive career growth, development and mobility at Vertex How Vertex is building a continuous employee listening program, which couples active and passive data sources How Vertex tackles the build versus buy conundrum when it comes to HR and People Analytics technologyThis episode is a must listen for anyone tasked with building or transforming People Analytics or who is involved in building or buying HR technology. So that is Business Leaders, CHROs and anyone in a HR Leadership, People Analytics, Workforce Planning or HR Business Partner role.Support for this podcast is brought to you by charthop. To learn more, visit https://www.charthop.com/digitalhr. Hosted on Acast. See acast.com/privacy for more information.