Ian Bailie: Yeah, absolutely. He is a major financial supporter of Evangelical organizations in the United States and funded the Museum of the Bible in Washington, D.C. David Green. So I think that area of prediction is, without using a pun, predictive and prediction going together there, I think will be really interesting. Working on MSU’s Mara Hyena Project, we get pretty used to seeing hyenas covered in all sorts of substances. What is it that the employees think about? They are using those to make decisions and they are communicating that out to people as well, so I think that is important. We found that interestingly investment in specialised People Analytics technology is also growing as well and I think over 80% said that they are currently using some of those technologies or planned to do so in the next 18 months. We are starting off the year with a special episode of the podcast. Dr David Green is a Senior Research Fellow in the Environmental Research Group where he leads the Aerosol Science Team. They are thinking about their careers and when they think about their careers, they are thinking about the job they are in today in a company. I think we have had people talking about skills for quite some time, it feels like it has been a hot topic for a while, and yet companies are still grappling with it. In 2010, Green said: “I would like to know that we have … It forces me to absorb what is going on, consider and place my bets, as it were. Ian Bailie: Yeah, thanks for turning the question back around to me, luckily you did warn me. There might be a little bit of bias when I am asking the question, I don't know, but even so it is interesting that HR professionals recognise and they want to learn. And I think that is really important because I think we have thought about this historically in silos and so you have had talent acquisition or recruitment, thinking about what they are trying to do with the external hiring problems that they are trying to solve. HR in 2025 has got to add value. So, you can't get much more of a powerful example than that. David was the Main Stage MC at UNLEASH World in Amsterdam in 2018 - Europe’s largest and most popular show on the Future of Work and Workplace Technology. Our co-host David Greene is on the air for his last day at NPR News. David Miller started his Streamline Marketing Business Franchise Online deciding to use the Going Green products. What has your hit rate been like so far? This is not what People Analytics is about, People Analytics is not about snooping, People Analytics is about providing value and providing value to the workforce as well. So it is one thing to get a load of charts or get a load of data, but actually how do you translate that into insights? It has actually accelerated clearly in 2020 for obvious reasons. $300 a month to access live trading room. Whereas now I think more and more, this is becoming a more pressing issue that companies need to be able to really understand the talent that they have inside their company and also really better understand the talent outside. So I am going to turn over the mic to Ian Bailie, our Producer and my colleague at Insight222. David Green: First thing I want to say is I actually wanted to hear what other people thought, rather than I had run out of ideas. The interview is divided into three sections: the beginning of Hobby Lobby, the complexities of managing Hobby Lobby, and dark times at Hobby Lobby. We also found that the top area where People Analytics is adding value is business topics such as sales effectiveness, customer satisfaction, compliance, risk, culture and then the people related topics that follow were topics that I certainly consider, and I think the rest of us consider as being business topics anyway, employee experience, strategic workforce planning, diversity and inclusion. At the latest World Economic Forum, Future of Jobs, I think highlighted that there is going to be 97 million new jobs that will be created by 2025 because of technology and 85 million will be displaced by automation. Forbes® estimates his personal fortune to exceed $3 Billion, making him one of the richest people in the world. Are there any dangers that come with that, that we have seen, as a result of the pandemic? Others have really struggled with it. Obviously there is huge impact that those teams can have. I think if 2020 has proved anything, it is difficult and perhaps some would say stupid to try and do so. They are thinking about the job they want to do in the future, whenever that might be. Though the report makes no mention of why a director change was … I think as you said, I have been doing these since 2014 and I think it is probably fair to say that Nostradamus will not be quaking in his celestial boots about my hit rate. Maybe the commute won't seem as bad as it was because we'll be able to go back and connect with people, have more serendipitous encounters and actually collaborate on stuff. He retired following the 2008 season, having never played in a regular season game. I did last year say that Liverpool would win the Premier League, admittedly I have been saying that for 30 years, but I did get that one right. Whether it is understanding where the virus is and where employees are impacted or understanding employee sentiment, how they feel about the new situation working from home, things like that. I think it was Niels Bohr, who was a Danish physicist, is reputed to have said and I quote “prediction is very difficult, especially if it is about the future”. So that is where you can start to link because ultimately what is starting to gel these traditional silos together is data, isn't it? . Whether the future of work has arrived and if so, does it mean we can actually stop talking about the future of work? I am proud to be part of the field and I have got every confidence it will continue to do so. Ian Bailie: Well, thank you David, it is a joy to be interviewing you once again and have you in the hot seat. It has been a pleasure talking through this with you. Ian Bailie:  Well there we go, it had to happen at some point, I guess. It is interesting because we have got the data to back up the fact that People Analytics is growing now. We are currently in the throws of another lockdown in the UK at the moment, so even thinking about going into the office at the moment, we can't do that. How can we give insights to the people that are actually providing the data, whether it's employees or managers? So that is why governance features prominently in the operating model that we were just talking through and also as you know yourself Ian, because you led the project. You can also connect with David on LinkedIn (where he has close to 50,000 followers), follow him on Twitter and Slideshare as well as read his blogs on LinkedIn Pulse, Data Driven HR and myHRfuture. People Analytics teams are really at the centre of that and certainly analysing some of the trends that we talked about earlier around collaboration, innovation and productivity, which is always a bit of a nebulous term as well. If those pools of talent don't exist, then they need to build it internally instead and it is the age old workforce planning conversation. Degreed, who we had on the podcast, I think they hired several hundred more people during the pandemic. In many respects, I think HR has stepped up to the plate. Dave Ulrich: That's a principle. So one that really stands out, maybe not surprisingly, is from Dave Ulrich, around guidance. So yes, understanding statistics at a basic level or being able to manipulate dashboards, things like that, those are fundamental skills that are super helpful. So I think it is a really exciting time because I think it is really starting to gain traction and it is one of your predictions that I am pretty confident about that we are going to see play out in 2021. That is a question we get asked a lot, what is the best platform to do this with? David Green, founder of Hobby Lobby, opened his first retail business in 1970 with $600 in start up capital and parlayed it into a $2 billion per year retailing giant with 434 stores. What have you seen play out over the last year and how do you think this will evolve further into 2021 around that topic of skills and career progression? What are you seeing and how do you see it panning out in the next 12 months? So I suppose if we just look at three things that the remote working experiment has really shone through in the last year, one is that people can work remotely and they can be just as productive. How to Incorporate Design Thinking into HR Processes, Embracing predictive analytics in the fourth industrial revolution, These are the jobs with the biggest and smallest gender pay gaps. It is clear that HR has a unique role to play and it is an opportunity, I think, that needs to be grasped with both hands. So an interesting shift and not something we would have seen a couple of years ago where I think that most of the work and People Analytics would have been focused around HR topics, so a lot of work around recruitment and attrition and all those things are important, it is when you actually link them to business priorities I think it becomes even more so. So let's get back to HR and let's kick off with the first prediction that you have, which was around the future of work. I think there are countless examples of how HR has delivered, especially those functions that are well led, that have strong stakeholder equity, that have People Analytics teams and have the ability to do continuous listening and do more pulsing with employees that were either affected by the pandemic, maybe they were critical workers and still having to go into an office or a place of work, or they were suddenly having to work remotely. We know Gloat, who is sponsoring the podcast this year, they are growing very fast as well. In 2020, we learnt that the field of Human Resources is even more important than we thought it was, that People Analytics can save lives and that humans and the organisations they work for can adapt quickly in times of crises. So you can understand why people are keen to have the opportunity to go back to the office and obviously as you said Ian, it is much worse if you have got to juggle childcare as well, if the kids aren't at school or you are a single parent. David Green is the Founder and CEO of Hobby Lobby, a multibillion dollar company with over 500 stores. You will probably remember back in January last year, we were taking the Insight222 roadshow around San Francisco and New York and I don't think any of us realised it was going to be our last trip of the year, back in January. However, what makes him an even greater success is his … So, it is impossible to predict in many respects. David Green: Well, one would hope so but again, there is definitely an element of tongue in cheek about this, because I guess there is always a future, so there is always a future of work. What's going … Two very much on data topics, people analytics and strategic workforce planning. I think the first thing they have to stop doing is stop looking at things in silos. Not least was one of his six priorities for HR, was that HR needed to help manage the integration of technology into the workplace. One of the voices who got us through 2020 is moving on. Particularly around, you mentioned this topic, productivity a little bit around governance and ethics as well. Particularly the rise of talent marketplaces that we are now seeing and I guess the rise of talent mobility that has happened, internal talent mobility when we think about how some companies have had to reduce their external recruitment efforts as a result of the pandemic. When it comes to re-imagining what work and the workplace will look like post pandemic as well. David Green: Yeah, you are right and you are very modest because that is a great article that you and Tomas put together. So, there is more in the report obviously, but I think we will see more People Analytics teams organising themselves along these lines in 2021. They are not the only company doing it, we had Novartis and Ericsson on the podcast earlier this year as well and they were talking about how they were moving towards similar ideas and similar programs as well. It goes randomly to two and a half thousand employees, I think, it is every day. So how can we really build confidence in HR professionals that they feel okay doing this work, that they feel okay having conversations about data and they feel confident having those types of conversations with the business? We know that from the traffic that we get on the podcast and in the Academy as well. Ian Bailie: A quick question on that, what are some of the best examples you have seen of how companies are continuously pulsing their employees and making sure that they are really understanding the views of their employees as things are changing so quickly? One of the big features of the pandemic for me has been how many organisations have prioritised employee wellbeing above everything else, they are right to do so and hopefully that will continue in the future. He believes in trying to convert employees. David Norman Greene (born June 22, 1982) is a former American football quarterback. He was drafted by the Seattle Seahawks in the third round of the 2005 NFL Draft. I do it mainly because it helps me learn. And it is finding things out like that, which can help us as HR professionals, shape how work and workplaces and ways of working will be in the future. In February 2015, Daniel Green was shot four times and left for dead in his home. I presume you have been looking at the data here, so you might fire some stats at me. We had a great article on the myHRfuture blog from Rabobank, around how they have been pulsing their employees regularly during the pandemic, certainly in the early stages of the pandemic, up until about June time. Everything is going as planned until a spoiled classmate Charlie Dillon (Damon), finds out that Green is Jewish. . I think in many respects, we are still learning, we are learning now, we are going to be learning throughout this year as well. David works closely with people analytics teams and senior HR leaders throughout the world. That is good because that means we are breaking down silos that have been in HR for a long time and I know it is certainly something that Diane referred to when she was on the podcast talking about the work they had done at IBM, which I definitely recommend those listening to check out that episode if you haven't already. And then Diane Gherson of course from IBM, or then from IBM, talked about how they had run a company wide jam to understand employee preferences once it was safe to return to the office and she said that people, certainly IBM people really appreciate the office as a place to connect and build out their networks and collaborate together. David and Barbara Green are the founders and current owners of craft-supply store Hobby Lobby. David Green learned how to give to others long before he founded Hobby Lobby, the well-known chain of retail arts and crafts stores across the United States. Another was that People Analytics is increasingly focused on business topics and we did a study with 60 global organisations and the report is available to anyone to read. Born () November 13, 1941 (age 79) Emporia, Kansas, US. David Green is a globally respected writer, speaker, conference chair, and executive consultant on people analytics, data-driven HR and the future of work. As an Executive Director at Insight222, he helps global organisations create more cultural and economic value through the wise and ethical use of people data and analytics. I am going to turn it to you Ian, because I know back in your corporate days you essentially created a talent marketplace 1.0 in your company at the time to try to link careers, learning and workforce planning together. Well, thank you David for sharing your thoughts and going into more detail on your predictions for 2021. Jansen Vorster Optometrists going green with David Green Eyewear. As a writer and active contributor to social media, David’s articles and blogs have built up an extensive following. Also maybe a question is, does HR have to play a role or will it play a role in the rollout of vaccine, particularly in large companies? David Green: Welcome everyone, firstly, Happy New Year, let's hope 2021 is going to be a much better year than 2020. He has been a regular speaker and moderator at the UNLEASH shows in Europe and North America since 2015. Hyenas … How can HR keep evolving to adapt and support the business as it needs to? So I don't know if there is anything from the ethics charter that you think listeners will be interested in Ian? From your experience what is really resonating with HR professionals and HR leaders about preparing the HR function for the future? So I think for companies to manage all those different preferences, but then also think about how we are actually going to deliver on the requirements of the business, it is going to be quite confusing. It is powerful and I think if you are an HR business partner listening to this and you are nervous about taking that step, it is definitely worth doing so. There are plenty of tools out there to help you to do that and you will probably find that your people analytics colleagues are willing to help you to make that step as well. They need to be able to articulate that better, really be clear around critical roles and emerging skills, all these types of things and again understand what that means for them in terms of their own strategy and how that is going to play out. I know we are going to talk a little bit about HR skills and capabilities later on and HR still as a profession has a long way to go to do that, but they have stepped up to the plate, in the last year as a function. But you have to practice, you have to apply it, so having the people analytics leader or consultant in the room with you is going to help there and maybe you do it together. This episode should be an interesting listen for anyone in a Workforce or People Analytics role, as well as HR, Learning and Business Professionals interested in how HR can drive business outcomes and create valuable experiences for employees. And I think with that, we are seeing a lot of companies talk at the moment about building confidence as much as they are building capability. Chin Yin Ong from Grab, was on and she told us about how they had been really intentional about helping people collaborate remotely. Which is stepping out of those silos. It's ok that they are probably going to get it wrong a bit too and that is all right, that is how you learn. So interestingly I actually ran that question to a gathering of 450 HR professionals just a few weeks ago and again, people analytics emerged as number one. So I guess, there is lots more to find out on that, I’m afraid I think we will still be using the “future of work” term in one, three, five years time. Ian Bailie: I love the term, I love the term. But I think it really shows that 2020 of all years was the year that Senior Executives and organisations were looking to HR to help them navigate through the crisis. Plus the way they have linked it with learning and careers is pretty impressive. Then a product engine, which I think is something that is quite new in pretty much all organisations except a few, where we have Designers and Product Engineers that are kind of putting the user at the centre and actually thinking, how can we develop analytics products that people will actually use? The good news is that the research we have done says that HR professionals recognise this and they want to develop these skills and if anything it is sometimes their organisations that are holding them back. All right, so let's move on to the last question, because I think you constantly shame me at the end of these podcasts by saying that “your producer will get all mad at you for running too long” And so, I think I should probably heed your usual advice there which is we need to wrap the conversation up. Green tells the story of caring for the small things and starting Hobby Lobby in their garage. We have seen companies giving Fridays off because they recognise that people are working harder. And I think it is the complexity of that that is actually really difficult and therefore there are new skills that need to be built or a higher proficiency in those skills needs to be built. Well it is a bit of fun. Maybe we need a replacement term for it to be more specific because it is a pretty ambiguous term, but yeah, for that reason alone, I am sure it will keep getting used. But actually, how do you have that data-driven conversation with the business, with a manager? The home has become the office, so how sustainable is all this in the long term? That is getting into all sorts of ethical conversations, which we are not going to cover here. So, we want to improve recruitment, we want to use data to do that. And I think one of the things that we have also seen and you have talked about before as well, is the role of People Analytics in enabling HR to step up. And a lot of recruitment teams still don't actually do anything to do with internal hiring, some do, but a lot still don't. For me, ethics is the most important part of People Analytics. Recognised as one of the most influential People Analytics experts by the community, David is regularly invited to chair and speak at industry forums, conferences and seminars across the world and has spoken at and/or chaired conferences in 25+ cities around the globe over the last 18 months including Sydney, London, Paris, Singapore, New York, San Francisco, Moscow, Helsinki, Amsterdam and Berlin. I am quite lucky, I live in a village, albeit in Kent which is obviously the epi-center of the latest outbreak. In this section, David discusses where he is in life and what it took for him to get there. So his suggestion about guidance is really interesting. I think if you don't have a separate space to work in, certainly when we were in full lockdown and schools weren’t open and you are managing childcare, I think it is a lot for people to manage. We are not hearing about any more outbreaks, we're not hearing about new strains and we can potentially go back to the office. Supply and demand all of these things. My wife doesn't work, my kids have mostly been at school. One is it is incredibly complex and really difficult. You're successfully subscribed to the Digital HR Leaders newsletter on myHRfuture. David Greene (born April 9, 1976) is an American journalist who worked for the radio broadcasting company NPR, and was one of the co-hosts of Morning Edition until his retirement in December 2020. How do you see People Analytics evolving further in 2021? Those connections are very important for innovation and collaboration, so the long term impact of remote working, hybrid working, we don't know yet. He has received a number of industry accolades including winning Best Writer at the HR Tech Writers’ Awards, being included as one of 10 ‘Power Profiles’ for HR by LinkedIn and is regularly included in influencer lists on people analytics, HR and the future of work. Actually by the time this podcast goes out on the 5th of January, I will have had to make the decision around what the additional two are that I am going to add. And I think what made sense to Cisco at that time, because of the business challenges the company was going through, didn't necessarily apply to every other company out there. My name is David Gurteen and this site is primarily a resource for the Gurteen Knowledge Community - a global learning community of over 22,000 people in 160 countries. I think that has happened a lot quicker in many cases than people expected. So as you mentioned, you have done these predictions for 2021. They show up at dens covered head to paw in mud, grass, blood, and even pieces of carcasses that they’ve just been ingesting. We ran the “HR skills of the future” research, I think it was 2019 now, but the six skills that emerged were quite interesting actually because they're still relevant now. So it's this big disruption, whether we call it the fourth industrial revolution, we are in the early stages of it and I guess the pandemic has only exacerbated the situation. David Green: We have already said this but it is a really exciting time to be in HR, probably the most exciting time since I got into it in the late 1990s. David Green: Well, I think out there, it has been written about in a number of areas, Microsoft actually have a daily pulse. We have had some powerful examples on the podcast. I have learned the secret of being content in any and every situation, whether well fed or hungry, whether … How does that make you feel, Ian? One of those was that People Analytics was growing. That’s fantastic but once people join, then their experience of the organization and onboarding as you said and all the way through. Probably not that sustainable, as you say. David Green: I think it is interesting because it is about people analytics teams and their HR colleagues working together and that might mean, as you said, the first time that you have to present a story using data, it is going to be daunting isn’t it, I guess. David Green is part of MSU zoologist Kay Holekamp's team that studies the behavior of spotted hyenas at the Masai Mara National Reserve in Kenya. And unfortunately the answer is, well there are several and it depends on what you are trying to do. As you said the People Analytics teams that we work with in Insight222, the vast majority have really stepped up during this crisis and supported HR and the business and the workforce in their response. I think there are a few things that are really challenging with it. Join Facebook to connect with David GreenGo and others you may know. David Green is a globally respected writer, speaker, conference chair, and executive consultant on people analytics, data-driven HR and the future of work. Or even both parents working, so there are all sorts of different things that we need to think about. There are loads of good ideas so over the Christmas holiday I will have a mince pie and a glass of red as I make the decision on what those two should be. Then I think what we are also seeing is a real interest in skills like storytelling. There has been quite a lot of conversation on that LinkedIn post, there has been a lot of great suggestions, so just quickly in the last few minutes, what stood out for you around some of the other suggestions from your audience? Actually 80% of those IBMers had said that that inference was a hundred percent correct, which is staggering and it takes out some of that bias associated with asking people what their own skills are. Welcome to the Gurteen Knowledge Website. . Is it about how HR can help guide decision-making in organisations in the areas of talent, leadership and organisation around the outcomes that provide the biggest outcome for the business i.e. He sells the following products and services: $199 for a day trading course. Prior to joining Insight222 and taking up a board advisor role at TrustSphere, David was the Global Director of People Analytics Solutions at IBM Watson Talent. I think it is becoming more and more important and the more and more conversations that we have with companies, we are hearing people talk about it more and more. And actually Dave’s episode, I think Ian, is still the most listened to episode we have ever had of The Digital HR Leaders podcast. Daniel Green was shot dead by his ex-wife Erika Sandoval after a tumultuous five-year relationship. So I am going to turn over the mic to Ian Bailie, our Producer and my colleague at Insight222. It is very easy to say “we want to know the skills of our workforce” or “we want to have a skill-based workforce planning process” whatever it might be but it is incredibly hard to do. And that is still just such a fundamental element that we need to build in. David Green: Firstly, before we go on Dave, I am going to ask you to come back on the source for the organisations having three to four times the impact of individuals. How can we make them usable? David still remembers his dad writing someone a check for $100 even though the most he’d ever made in a week was $138. Renil Kumar from Wipro, talked about how suddenly they had to manage 150,000 remote workers in India alone. Also Microsoft and other companies like IBM are looking at different signals to listen to what employees are feeling.