Blog

Stay tuned on the newest research in Change Management

Time for a change

I firmly believe that the success and value of a company lie in unlocking the creative and productive potential of the people within the organisation. That is why I have written blogs about People Analytics and Evidence-based HR for more than ten years. I don’t believe that we yet have the practice which unlocks thisContinue reading “Time for a change”

This is why psychological knowledge is essential to success with People Analytics

I am often asked why I rate psychological skills so essential to a great People Analytics team. Indeed, why I rate them higher than statistical skills, when I look at core skills in a SuperHero Team. Let me give an example: Let’s say that you produce an algorithm/robot/AI, which is perfect for recruitment; it canContinue reading “This is why psychological knowledge is essential to success with People Analytics”

Why People Analytics and Change Management is a match made in heaven

People Analytics is maturing fast. 2017 in particular was a stellar year if the published cases, presentations at various people analytics conferences and interest from the wider HR community is anything to go by. However, for this trend to take a more permanent hold, it must in my view be recognized as an area ofContinue reading “Why People Analytics and Change Management is a match made in heaven”

Storytelling is nothing without a proper theory – here’s why

Storytelling is rightly hailed as a must-have competence in people analytics. In my own competency model, it is one of the six core competencies any analytics team must have. Other models do the same. Compelling arguments are being made about the value of good storytelling. In other words; master it or beat it. So don’tContinue reading “Storytelling is nothing without a proper theory – here’s why”

Cost and value – the difference that makes a successful workforce analytics function

My second take-away from the workforce analytics case-studies and conferences I have heard, attended and experience over the last year is what I call the confusion of cost savings and value creation.  While the good news is that we are starting to deliver, my warning would be, that we should be careful not to deliverContinue reading “Cost and value – the difference that makes a successful workforce analytics function”

The state of Workforce Analytics is pretty good – and improving

Over the last year, I have with interest read and heard a lot of workforce analytics case-studies both at conferences, in network groups and in companies by practitioners. And I find myself hearing good news. I believe, we are as a profession starting to deliver on our promises and heading towards a brighter future. LetContinue reading “The state of Workforce Analytics is pretty good – and improving”

New research: Companies with diverse leadership yield higher profits

Let’s start with the good news: The conclusion. The companies in Denmark with the most diverse leadership earn on average 12.6 percentage points more than the companies with the least diverse leadership. Not only that, the study also concludes that companies with the most diverse leadership average an operating margin that is 5.7 percentage pointsContinue reading “New research: Companies with diverse leadership yield higher profits”

Beware: HR Analytics leads to overconfidence

Overconfidence is a term used in psychology to describe a person bias for being right. The overconfidence effect is a well-established bias and describes a person’s subjective confidence in his or her judgments is reliably greater than the objective accuracy of those judgments, especially when confidence is relatively high. Daniel Kahneman writes in his epicContinue reading “Beware: HR Analytics leads to overconfidence”

How important is leadership for business success? Soccer may provide an answer. Workforce Analytics should do the rest

How important is leadership really for business success? It is obviously difficult to answer. Perhaps we could start by asking; how important are the top leaders for a company’s success? While more specific, this question is also difficult to give a brief and unambiguous answer to. However, we can begin to approach an answer byContinue reading “How important is leadership for business success? Soccer may provide an answer. Workforce Analytics should do the rest”

In workforce analytics just pretend that correlation is the same as causality

If you read any article, book or blog post about workforce analytics, HR data or evidence based HR you will eventually read the following sentence “…but remember that correlation is not the same as causality”. And this is factually correct. Just because two items correlate does not mean that they are connected or that thereContinue reading “In workforce analytics just pretend that correlation is the same as causality”

Is HR evidence based? Seriously, are you kidding me?

The hype surrounding Workforce analytics, metrics and Big Data in HR has really increased over the last 12 months. Every conference, article, blog and strategic initiative is filled with buzz words around data and fact-based HR. So much so that Workforce analytics now is in danger of overselling itself. To outsiders it may appear thatContinue reading “Is HR evidence based? Seriously, are you kidding me?”

Workforce analytics is in danger of over-selling itself

Tom Peters gave an excellent advise when he in 1982 said ‘Formula for success: under promise and over deliver’. This goes very much hand-in-hand with the truism in service management (and is HR not one big service organization?) that excellent service = customer perception – customer expectations. The more you raise the expectations the harderContinue reading “Workforce analytics is in danger of over-selling itself”

How to tell the difference between good and great HR Analytics – part II

In my last post I argued that great workforce/HR analytics share four common traits; they are predictive made on reliable data combined with qualitative data (and perhaps some intuition) used an evidence based approach. But there is one thing missing and probably the most important thing; It must be based upon a strategic approach. IContinue reading “How to tell the difference between good and great HR Analytics – part II”

How to tell the difference between good and great HR analytics – part 1

Question: What is the difference between good and bad analytics? The answer is probably best illustrated like this; This is bad analytics: You have received the latest performance management data from all five divisions. You know from experience that the data is questionable – in two of the divisions many of the inputs are theContinue reading “How to tell the difference between good and great HR analytics – part 1”

The paradox of HR

HR represents something of a paradox. On the one hand, management gurus suggest that HR should be central to the strategic thinking in most organisations. Jack Welsh – former CEO of GE – suggests that the HR executive should be hierarchically second only to the CEO, and at least on a level with the CFO.Continue reading “The paradox of HR”

HR analytics should combat illusory correlation with a bit of fun

When I see people describe HR analytics as people who are “just collecting data”, I often wonder if they know how wrong they are. HR analytics have tremendous amount of power – perhaps more than it realizes. It’s real power lies not in obtaining data or facts and passing it on. Instead, the real powerContinue reading “HR analytics should combat illusory correlation with a bit of fun”

HR should measure against the pacebo effect – you will be surprised…

I believe HR can learn a lot from psychology – not just in terms of how to develop and manage people but also how to think about its own existence, which activities to do and approach to take. For example, I have recently argued that the concept of cognitive dissonance could make us understand whyContinue reading “HR should measure against the pacebo effect – you will be surprised…”

HR analytics: Don’t think for a minute that data or information change behavior. Knowledge does.

HR analytics promise to give HR better data so they can make better decisions. And who would disagree? If you don’t know your levels of, say, talent turnover, how do you know if you have a problem, which of your current programs work and which don’t etc. In other words, with no or poor dataContinue reading “HR analytics: Don’t think for a minute that data or information change behavior. Knowledge does.”

Are you measuring performance or results? HR is often measuring the wrong one.

It is impossible these days to open a HR magazine, go to a HR conference or read a HR book without being overwhelmed by terms such as ROI on HR, HR analytics, KPI’s, measurement and Human Capital Management. These buzzwords which are trying to make HR ‘harder’ have really gained acceptance in the HR worldContinue reading “Are you measuring performance or results? HR is often measuring the wrong one.”

Cognitive dissonance and HR Analytics is a bad cocktail

HR Analytics (or workforce analytics) promise to give HR executives better data to make better decisions. The potential of analytics is however easy to evangelize and difficult to achieve. I find two psychically challenges with workforce analytics especially interesting; the problem with too much information and the problem with making wrong decisions even with theContinue reading “Cognitive dissonance and HR Analytics is a bad cocktail”


Follow My Blog

Get new content delivered directly to your inbox.