People analytics operations: Planning for long-term success

People analytics operations: Planning for long-term success (Part 3)

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 3 of our three-part series with One Model, host David Mallon, Deloitte’s Bill Docherty, and guest Nicholas Garbis discuss best practices for long-term success in organizations’ people analytics journeys. Download the transcript.

Have an analytics-ready data asset. What that means is that it is not rigidly defined by today’s challenges. You build a model, a data model, and a structure and a delivery mechanism with visualization of data science that can continuously evolve into the next layers of challenges. You have to be able to quickly create new metrics. You have to be able to quickly create new content to run new data science predictive models. If you build that right, you are in a position of maximum readiness for the changes in the business of what’s going to be there. We can’t anticipate everything, and we can’t define everything in a requirements document in advance, so we have to have a strong analytics-ready data asset and visualization, and data science capabilities that we can deploy into an evolving set of business challenges.

—Nicholas Garbis

2023 Global Human Capital Trends: New fundamentals for a boundaryless world

The boundaries that were once assumed to be the natural order of things are falling away as disruption and discontinuity challenge traditional models and assumptions about work. Organizations and workers must traverse this new landscape together, calling on a new set of fundamentals to navigate the boundaryless world.

Deloitte’s 2023 Global Human Capital Trends survey polled 10,000 business and HR leaders across every industry, with 105 countries participating. Explore the trends!

The path to 2030: Seven shifts and their human agenda implications

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.