People analytics execution: Building the capability has been saved
People analytics execution: Building the capability
A three-part series on people analytics
In this series, Deloitte and One Model discuss how interaction analytics powered by real-time data and hosted on a digital workplace platform can support workforce decisions that lead to more compelling employee experiences. In part 2 of our three-part series, host David Mallon, Deloitte’s Bill Docherty and guest Nicholas Garbis discuss what organizations can do to turn their people analytics vision into a reality.
People analytics execution: Building the capability (Part 2)
Transforming the employee experience in your company into a more human one that enhances the meaning people find in their work is a competitive advantage that’s tough to beat. But capturing that advantage is a challenge few companies have met.
In part 2 of our three-part series with One Model, host David Mallon, Deloitte’s Bill Docherty and guest Nicholas Garbis discuss what organizations can do to turn their people analytics vision into a reality. Download the transcript.
First of all, it just starts with organizations recognizing from the very beginning that developing these people analytics sites and the supporting metrics catalog that you mentioned—it’s a continuous journey. The development of new content needs to be factored into their operating model.
—Bill Docherty, Deloitte
In an age of instability and profound discontinuity, an unwavering focus on workers and leading through disruption have become top priorities for business leaders. Change is happening faster than ever, and much of it is different from what we expected—making the mission even more challenging. This combination is calling for new ways of thinking to solve human, workforce, and societal problems and position your organization to thrive and adapt to new fundamentals. How are you staying ahead?
Our 2023 Global Human Capital Trends report launching in January 2023 will explore critical trends impacting the world of work in the years to come. Subscribe to receive the report as soon as it’s released.
The pandemic-driven Great Disruption and Great Resignation have been creating and accelerating seven business and societal shifts that are altering the trajectory of organizations’ human agendas in the run-up to 2030. Some shifts already in progress have accelerated, and other shifts are emerging, and we may anticipate their progression. In all cases, their impacts on the future of work, workforce, and workplace are likely to be disruptive and profound. How business leaders respond to challenges and opportunities in this unstable environment may either immobilize or propel their organizations forward.
The decade ending in 2030 starts in 2022. It is time for HR and business leaders to apply learnings from the past two years to these seven shifts and choose the human agenda to generate organizational resiliency and thrive in a disrupted and disruptive marketplace.