Podcast

People analytics strategy: Building the foundation

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 1 of our three-part series, host David Mallon, Deloitte’s Bill Docherty, and guest Nicholas Garbis lay the groundwork for creating an effective people analytics strategy.

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People analytics strategy: Building the foundation (Part 1)

Transforming the employee experience in your company into a more human one that enhances the meaning that 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 1 of our three-part series with One Model, host David Mallon, Deloitte’s Bill Docherty, and guest Nicholas Garbis lay the groundwork for creating an effective people analytics strategy. Download the transcript.

I think the value, right off of the top here, is that the people are an input to every piece of the business. Copper is an input to creating a wind turbine; it’s an input into the supply chain, but it’s not a critical input to every other piece of the business. So, you have a lot of analytics that might go into the commodities trading that totally outpace the analytics that are going into the people piece. I do think that there’s a recognition now that we have the ability to do more with this type of information and that we should.

—Nicholas Garbis

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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.

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