“Ninety-three percent of talent analytics leaders indicate their CHRO understands the importance of talent analytics to the future of HR.”

“Current approaches to partnerships are not working as only 45% of HR employees say their HR function shares targeted metrics with other parts of HR.”

“To develop talent analytics professionals who can better advance strategic partnerships, organizations must build a new model for talent analytics advisors.”

“The new model for a talent analytics advisor is built on a foundation of Data, Key Priorities, and Talent Questions and encompasses three roles: Analytics Expert, Decision Enabler and Strategic Consultant.”

“To develop talent analytics advisors, organizations should focus on the Three Cs:

• Capability: Build a culture of technical learning.

• Connection: Link insights to key talent processes. 

• Collaboration: Facilitate structured partnerships.”

“HR technology is the number one investment area for HR leaders in 2023 with 89% of HR leaders reporting they plan to increase or maintain their HR tech budget.”

“Only 36% of employees agree that HR proactively looks for ways to make processes and systems more user-friendly.”

“Thirty-three percent of managers dread having to contact HR, compared to 15% of non-managers.” 

“To improve the manager-HR experience, organizations must:

• Design and employ journey maps to understand the manager experience and identify gaps between managers’ service delivery expectations and actual experiences.

• Co-create process improvements with managers to engage them as active participants in making and shaping decisions to make HR systems and processes more user-friendly.

• Leverage targeted engagement strategies to increase managers’ adoption of new HR technology.

“Making hiring more challenging is that only 59% of candidates trust organizations to be honest with them during the hiring process.”

“Hiring managers are candidates’ most trusted source of information for 15 out of 18 job related queries.” 

“When managers engaged with candidates early on, 81% of candidates accepted their offer, and 71% said they would repeat their decision to accept.” 

“There are three ways hiring managers can rebuild candidate trust: 

• Validate Interest: At the earliest stages of the application process, managers need to share why they think the candidate is a great fit, and why their company is right for them.

• Build Excitement: When candidates feel skeptical about whether the organization  will offer what they desire for their well-being and career growth, managers are poised to share their insights on their experience and that of their team.

• Create a Vision: Hiring managers can boost candidates’ confidence in their decision to accept a job offer by giving a first look into the role, including what the team’s day-to-day entails and organization-specific programs and opportunities.”

“Employees who have concerns that AI may replace their jobs are 27% less likely to stay at their current organization for the next year than employees without any concerns over AI impacting their jobs.”

“Organizations should evaluate opportunities for AI at a portfolio level – that takes into account business context and demand volumes – rather than an activity or task level.”

“The impact of AI on jobs will be uneven; depending on how AI is used, it has the ability to reshape roles, create new roles, redesign other roles and retire some roles.”

“When AI is used only for quick wins and operational efficiency, the likelihood of automating away jobs increases, including within HR. New roles emerge, however, when AI is used in transformative ways to change products or services, or to transform customer experience.”

“HR leaders can take three actions when planning for generative AI’s impact on jobs:

• Take an Active Role — Decide where you choose to use AI.

• Monitor Roles — Be ready to redesign them or create new.

• Map Your Portfolio — Anticipate unique talent challenges.”