In this HRchat episode, we ask: once we have all our basic analytics in place, how can we continue to improve decision-making? Listen too, as we review the upcoming AGILITY REIMAGED Summit in Toronto on Sept 14th.
Joining guest host Pauline James on the show is David Creelman, CEO at Creelman Research. David provides training and consulting on how managers can use analytics (rather than “do” analytics) and is a recognized thought leader in people management and a Fellow of the Centre for Evidence-based Management.
Based in Toronto and Kuala Lumpur, David works with think tanks such as Talent Tech Labs in New York, Works Institute out of Tokyo, Workforce Institute in Boston, and CRF in London.
His most recent books are “The CMO of People: Manage Employees Like Customers” and “Management for Scientists and Engineers“. He’s currently investigating what it would take to create an AI coach that would have a meaningful impact on leadership.
Questions For David Include:
- You and I worked together on a project for the European Union IPO division last year, which is responsible for intellectual property like trademarks. They needed to adapt to meet the opportunities AI technology. Can you tell the audience about that project and it matters?
- You are joining me on a panel at the AGILITY REIMAGED Summit – produced by the HR Gazette and Anchor HR – in downtown Toronto on Sept 14th. The panel will discuss ‘How do People and Culture divisions need to adapt their structure, approach, and services to ensure they are equipped to meet the changing needs of employees and the organization?’ Tell our listeners about the panel and some of the hoped-for learning outcomes.
- In a recent article on tlnt.com, you write: “It’s probably fair to say that people analytics has finished its hype cycle. Most analytics practitioners have their feet firmly on the ground and are busy improving data quality, dashboards, and the skillsets of HR professionals who use their data… so, the sort of question I’m often asked is “where does people analytics go from here? Or, once we have all our basic analytics in place, how can we continue to improve decision-making?” The answer is to shift from a focus on data to a focus on evidence and to shift from talking about analytics to talking about evidence-based management – or EBM.” Can you tell our listeners more about this shift to EBM and why HR leaders should take note?
- The Pandemic forced a move to remote work and required leaders to be much more focused on results rather than tasks. In your book “Lead the Work” you talk about the need to become more innovative around how organizations and leaders disperse work. How do you see this playing out?
- You’re currently investigating what it would take to create an AI coach that would have a meaningful impact on leadership. Tell me about your findings so far.