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It's good for their well-being. It makes us feel as though we matter—and that is good for business. Teams with a speak-up culture form bonds of greater trust, greater cooperation, make better decisions, and are far more creative and innovative. So, want to create a speak-up culture? Encourage folks to use their voice and reward them when they do.":1,"#\"We didn't implement your idea, but here's why,” or “here's what we did do with the feedback that we got as a team.\"":1,"#Rewards can be: \"Thank you. That must have taken courage.\" \"I don't yet see what you're trying to point out. Can you share more?\" You've both challenged and given them more airtime.":1,"#The second is rewarding people when they actually do make that choice to speak up. A reward when speaking up is far less extrinsic. These rewards may come in time, promotion, raise—whatever it might be. The reward for speaking up on the micro, day-to-day, moment-to-moment level ought to be far more intrinsic, to make people feel as though they and their voice matter.":1,"#Imagine if you're working that flight—or imagine someone, a team leader, said, \"I've never run a perfect meeting. I've never run a perfect client pitch. I need to know what you see.\" We all lean in a little bit more because our work and we matter. That's the first step: encourage people to speak up.":1,"#A retired pilot, Ben Berman, was very senior. He had a 23-year career flying in a commercial airline. And he said the same exact thing to his flight crew every single time before he took off. He said to them, \"I've never flown a perfect flight, and today is no exception. I need to know what you see.\"":1,"#When we encourage folks to speak up, we make them feel as though the choice, the risk at times, and the discomfort it can take to speak up will be welcomed and worth it. My favorite story of this comes from aviation.":1,"#So, how do we create a speak-up culture? There are two steps to creating a speak-up culture. One is encouraging folks to speak up, and the other is to reward them for doing so. Let's unpack this.":1,"#Before we talk about how to create a speak-up culture, we should at least establish what is a speak-up culture. A speak-up culture is an environment in which people feel it is both psychologically safe and worth it to share what they see, what they feel, and what they know. In a speak-up culture, we can share our ideas. We can give one another feedback to help each other grow. We can admit concerns—the proverbial smoke before it becomes fire. We can debate and disagree, and we can even admit our mistakes, knowing that on the other end of all of these conversations is improvement, not punishment.":1,"#Before we talk about how to create a speak-up culture, we should at least establish what is a speak-up culture. A speak-up culture is an environment in which people feel it is both psychologically safe and worth it to share what they see, what they feel, and what they know. In a speak-up culture, we can share our ideas. We can give one another feedback to help each other grow. We can admit concerns—the proverbial smoke before it becomes fire. We can debate and disagree, and we can even admit our mistakes, knowing that on the other end of all...":1,"#The article focuses on how six founders enhanced their customer experience strategies to boost sales and retention across diverse industries. Key approaches include hiring knowledgeable staff who share customers’ passions (Bookshop.org), creating more comfortable physical spaces (SaltDrop), investing in sustainable packaging aligned with customer values (Ettitude), adding personalized touches like custom greeting cards (Bearaby), fostering proactive, long-term client relationships (Parker Management), and redesigning digital platforms to guide customers through product offerings (HigherDose). Each founder’s example illustrates practical adjustments tailored to their business and customer needs.":1,"#Andy Hunter, Kat Dey, Lindsay Nead, Kathrin Hamm, Dino Malvone, Lauren Berlingeri":1,"#Keep Your Customers Coming Back":1,"#optimizing-growth":1,"#Adopting a “precision that pays” perspective is foundational to how you build your business framework. To grow, you must shift your focus to your most attractive customers. Also important is the role of big data in your understanding of your customer insights. It’s important to collect as much information as possible that you can analyze and leverage into impactful business...":1,"#Businesses can save time and resources, lower costs, and increase revenue by designing frameworks that acknowledge and deliver the demands of highly valuable customers. The secret to these growth opportunities is <em ljsid-1=\"\">precision</em>.":1,"#The Growth Challenge":1,"#Section I: Why Greater Precision":1,"#The ability to initiate successful growth in today’s business world is a significant competitive advantage. Leaders prioritizing growth-focus principles must start by transforming their business mindsets toward a demand-based approach. In <strong ljsid-1=\"\">Optimizing Growth</strong>, Jason Green, Mark Henneman, and Dimitar Antov explain how to build and navigate a <em ljsid-3=\"\">demand-based business system</em> that harnesses the power of precision and demonstrates the value of aligning data-driven strategies across your organizational structure.":1,"#ISBN: 978-1-119-46222-4":1,"#©2018 by John Wiley & Sons, Inc.":1,"#by Jason Green, Mark Henneman, Dimitar Antov":1,"#Predictive and Profitable Strategies to Understand Demand and Outsmart Your Competitors":1,"#Mark Henneman<span ljsid-1=\"\">, </span>":1,"#Jason Green<span ljsid-1=\"\">, </span>":1,"#In Bernanke’s Test, Johan Van Overtveldt tells the history of the Federal Reserve System (the Fed), including its mission, policies, chairmen, role changes due to legislation, and evolution through 2008. Van Overtveldt focuses on the past two Fed chairs, Alan Greenspan and Ben Bernanke. Van Overtveldt tells the stories of their lives and careers, details their philosophies, and evaluates their performances. The evaluation includes the research and assessments of many economists.":1,"#Johan Van Overtveldt":1,"#Bernanke's Test":1,"#One of the top concerns for many Americans is outliving their retirement savings. Despite this fear, people often find retirement and financial planning intimidating. In Redefining Financial Literacy, Cindy Couyoumjian discusses how and why people must advocate for their financial futures. She outlines a new approach to investing: the Retail Endowment Allocation Like Strategy Model (REALM).":1,"#Redefining Financial Literacy":1,"#The ability to initiate successful growth in today’s business world is a significant competitive advantage. Leaders prioritizing growth-focus principles must start by transforming their business mindsets toward a demand-based approach. In Optimizing Growth, Jason Green, Mark Henneman, and Dimitar Antov explain how to build and navigate a demand-based business system that harnesses the power of precision and demonstrates the value of aligning data-driven strategies across your organizational structure.":1,"#Optimizing Growth":1,"#3 Results found for <span ljsid-1=\"\">\"GREEN BLET\"</span>":1,"#When an employee is underperforming, it’s usually time for formal feedback. Shane Green provides tips for mastering tough conversations with employees.":1,"#Mastering Tough Performance Conversations":1,"#In Stop Guessing, Nat Greene presents a universal method of problem solving that applies to any problem in any field, from engineering and business to personal and daily life. By adopting Greene’s nine basic problem-solving behaviors, people from all backgrounds can unleash their ability to solve the most difficult problems and become a force for positive change.":1,"#Nat Greene":1,"#Stop Guessing":1,"#Most company turnover occurs within the first 90 days of hiring. Shane Green presents 4 rules to help you onboard your new hires smoothly and successfully.":1,"#Onboard New Employees Successfully":1,"#Feeling stuck at an organizational, team, or personal level could be caused by any number of things—a company that lacks vision, a team that can’t meet deadlines, or a marriage weighed down by miscommunication. Feeling stuck can lead to a cycle of negative emotions that perpetuates itself. In B State, Mark Samuel illustrates how you can escape this A State to reach a B State and break through the mental and emotional barriers to positive change.":1,"#B State":1,"#In The Green Marketing Manifesto, John Grant, a British marketing professional with over 20 years of experience, provides a green marketing blueprint for people in the field of marketing. He outlines three approaches – green, greener and greenest – for using new media technologies to convince consumers to make lifestyle changes necessary to help save the environment. Grant also stresses that green marketing and being profitable are not mutually exclusive. He proposes that all companies should embrace green marketing because it will help them make money and because it is the right thing to do.":1,"#John Grant":1,"#206 Results found for <span ljsid-1=\"\">\"GREEN BLET\"</span>":1,"#Beliefs about competition keep the practice alive. Malhotra lists five of the most pervasive beliefs about competition: that people are hardwired to compete, that competition brings out the best in everyone, that there’s only so much success to go around, that one person’s win is another’s loss, and that competition is inevitable. She unpacks each of these, illustrating that you have a choice to buy...":1,"#Competition shapes every part of modern life. Malhotra believes that economic, political, and social factors ensure that people are in constant comparison with one another, lasting from early childhood through the end of life.":1,"#Why People Compete":1,"#In <strong ljsid-1=\"\">Uncompete</strong>, Malhotra points to a healthier path, one that resists zero-sum games, scarcity mindsets, and victories by any means necessary, and instead allows everyone to succeed. Her three-pronged approach—choice, action, and resistance—can help you recognize options that are best for others and you, ways to act in the spirit of collaboration, and opportunities to resist norms that marginalize and exploit others.":1,"#Competition is deeply ingrained in how people work and interact with one another. Many view it as a means to get ahead, sharpen skills, move faster, access scarce resources, and achieve unique outcomes, but the constant race to outdo others can have harmful effects. Diversity, equity, and inclusion (DEI) practitioner Ruchika T. Malhotra asserts that people are becoming sick, anxious, exhausted, and isolated as they divide themselves from the people with whom they should be forming coalitions.":1,"#ISBN: 978-0-5938-3215-8":1,"#©2025 by Ruchika Tulshyan":1,"#by Ruchika T. Malhotra":1,"#Rejecting Competition to Unlock Success":1,"#In the workplace, mental health conversations carry a negative stigma. Stress is expected, resilience is rewarded, and personal challenges aren’t discussed. However, we can build a healthier, happier, and more productive culture by having real conversations about mental health. In Recharge, David Ko combines his personal experiences and interviews with mental health professionals to outline the modern mental health crisis and endorse the simple power of mental health conversations. By making a habit of checking your mental battery, strengthening your mind-body connection, and utilizing new technology to track your progress, you can begin every day recharged and ready to excel.":1,"#Recharge":1,"#To keep up with rapidly evolving industries, leaders are often urged to fail fast, disrupt everything, and pick up the pieces later. While innovation is necessary for growth, many companies risk destroying their value by committing to unwieldy change plans. In The Problem with Change, Ashley Goodall describes the downsides of constant disruption and advocates for the necessity of stability, predictability, and humanity as core organizational values. By prioritizing the needs of employees, reducing uncertainty, and cultivating belonging, you can lead your organization away from chaos toward positive change.":1,"#The Problem with Change":1,"#In Uncompete, Ruchika T. Malhotra illustrates the enormous societal problems and internal pressures that come from competition, as well as the benefits of choosing a more positive and empowering path. The practices she describes won’t keep you from winning. Instead, they can help you think more holistically about what you’re working toward, how success should be defined, who you can lift up along the way, and how much you’re willing to give of yourself to get there. This book is a must-read for anyone who feels overwhelmed or outpaced at work and is ready to try a healthier approach.":1,"#Ruchika T. Malhotra":1,"#Uncompete":1,"#risk-intelligence":1,"#Every day, people face decisions small and large that must be made without a clear picture of the risks involved. In <strong ljsid-1=\"\">Risk Intelligence</strong>, Dylan Evans provides the tools and techniques to make such decisions easier and more fruitful. It turns out that different people have different levels of risk intelligence (RQ), which explains why some people consistently make wise decisions while others always make bad choices. Some aspects of RQ might be innate, but Evans's research into individuals and groups who are especially good at assessing risks shows that anyone can boost his or her RQ. All it takes is...":1,"#Dylan Evans pays special attention to the decision making surrounding the invasion of Iraq. Appendices provide additional self tests and detail the author's research data. Anyone who hopes to improve his or her decision-making abilities or better understand how to think quantitatively about problems will find much interest and value in the book.":1,"#<strong ljsid-0=\"\">Risk Intelligence</strong> combines a broad and engaging trip through the subject of risk assessment and decision making with practical tools and techniques to measure and improve one's ability to place bets and make smart choices. The chapters are intended to be read in order, beginning with a brief explanation of the concept followed by a personal risk intelligence test. Subsequent chapters explore the many obstacles to making rational choices and provide ways to overcome them.":1,"#ISBN: 9781451610901":1,"#Adapted by permission of Free Press, a division of Simon & Schuster, Inc":1,"#©2012 Dylan Evans":1,"#by Dylan Evans":1,"#Interaction safety creates an environment that encourages reasonable risk-taking, sharing ideas, and creating an inclusive, collaborative workplace. With Judith Katz’s 4 Levels of Interaction Safety, you’ll learn where you and your organization rank, and how to improve.":1,"#The 4 Levels of Interaction Safety in an Organization":1,"#The modern age has seen the rapid globalization of business, allowing for innovation, growth, and unprecedented interconnectedness. That interconnectedness has also greatly increased the likelihood and scale of potential disruptions. In Mastering Catastrophic Risk, Howard Kunreuther and Michael Useem draw on decades of real-world crises—and the approaches to those crises by organizations large and small—to highlight the importance of risk management and outline practical steps for improving your own risk-management approaches.":1,"#Mastering Catastrophic Risk":1,"#Risk management is an essential leadership skill. Risk can come from many different sources, both predictable and unpredictable. As a result, many find the discipline of risk management to be daunting. HBR’s 10 Must Reads on Managing Risk offers a curated selection of relevant articles that can help leaders at all levels identify where their organizations should focus their attention.":1,"#HBR's 10 Must Reads On Managing Risk":1,"#When business leaders think about game-changing innovation, all too often they focus their attention on coming up with new products and services or modifications to existing ones. In a commoditized and disruptive marketplace, competitive differentiation through this type of innovation is becoming increasingly more difficult, costly, and risky. This risk can make or break a business. What leaders should be looking at instead is how to leverage existing products, technologies, and markets to gain a competitive advantage. In Harvard Business School Publishing title The Risk-Driven Business Model, authors and innovation experts Karan Girotra and Serguei Netessine show how assessing and addressing risk and then making small “tweaks” to existing business models can minimize risk and maximize returns. This is the essence of risk-driven business model innovation (BMI).":1,"#The Risk-Driven Business Model":1,"#One of the most dangerous misconceptions to come out of globalization is the idea that the entire world can be treated as a single nation. This line of thinking causes most companies, investors, and foreign policymakers to fail when conducting business abroad. In Risk Rules, risk experts Marvin Zonis, Dan Lefkovitz, Sam Wilkin, and Joseph Yackley argue that in order to do globalization the right way, it is essential to first understand a foreign country’s “kimchi”–or their unique, local issues. The authors offer the fifteen main principles of how countries work along with an intuitive framework for deciphering foreign political and economic landscapes to make more informed business decisions. With the tools to understand foreign countries’ local politics and struggles, success in the global marketplace becomes possible.":1,"#In People Risk Management, Keith Blacker and Patrick McConnell provide insight and practical suggestions about how to manage people-related risks at large commercial firms. Due to their size and complexity, large companies are more prone to disastrous outcomes, such as those experienced by BP, Enron, and Lehman Brothers. The authors offer practical tools, real-world examples, and best-practice guidance about how to implement effective people risk management across an organization and thereby improve decision-making processes.":1,"#People Risk Management":1,"#106 Results found for <span ljsid-1=\"\">\"Integrated Risk Assessment AND Ergonomics\"</span>":1,"#Talent, Strategy, Risk":1,"#Risk Rules":1,"#Fatal Risk":1,"#Handbook for an Integrated Life":1,"#Eliminate Fear and Encourage Risk-Taking":1,"#<a ljsid-0=\"\">Bernard Marr</a> is a futurist, influencer, and thought leader in the fields of business and technology. He’s a best-selling author of over 20 books, writes a regular column for <em ljsid-2=\"\">Forbes </em>magazine, and advises and coaches many prominent businesses and other global organizations. LinkedIn has listed Marr as one of the top five business influencers in the world.":1,"#Now that you know how to implement your data and AI strategy, your organization will be well-positioned to make the most of the rapid changes happening in our world. Still, the rate of change in AI and other fields will only accelerate. HR will lead the charge in navigating this transformation, and the skills and strategies you’ve gained can help ensure a positive outcome.":1,"#The Future of HR":1,"#Ensure your organization’s wider strategy and tech capabilities align with your plans. Also, make sure your strategy remains agile and flexible. Allow IT to handle the technical side of implementation but keep HR’s goals at the center of this process and assert your strategic expertise. Since most organizations already have tech infrastructure in place, think of how you can leverage this existing infrastructure and maximize its potential.":1,"#Now that you have a data strategy, use cases, and a culture committed to AI and data, you’ll need to consider the technical side of implementation. Collecting, storing, and analyzing data are each handled by a separate layer of infrastructure. When identifying what technology you’ll need, consider how to use all three layers.":1,"#Creating the Technology and Data Infrastructure":1,"#As you take these steps to manage change, clear communication will help you ensure a successful cultural shift.":1,"#Redefining learning and training as ongoing processes.":1,"#Developing human potential.":1,"#Improving workers’ technical skills.":1,"#Redefining work and the role of people in your organization.":1,"#You can secure increased support for these cultural changes by:":1,"#Data literacy and other modern skills are also essential to enacting your strategy. To ensure your organization recognizes data as a key asset and knows how to handle it, you can hire experts, outsource certain tasks, and/or upskill current employees. Any of these options will help you build a data and AI culture, but your fellow employees will likely need help adjusting to these changes.":1,"#Building Skills and Aligning Culture":1,"#Once you’ve looked closely at each use case, ensure that it’s linked to your wider data and AI strategy.":1,"#What skills and capabilities are required?":1,"#What technology is needed for this use case?":1,"#How can you analyze this data and produce insights?":1,"#What data governance issues need to be addressed?":1,"#What data do you need?":1,"#Who will be the data customers?":1,"#Who will own this use case?":1,"#How can you measure the success of this use case?":1,"#What’s this use case’s objective?":1,"#How does this link to a strategic goal?":1,"#Use cases for data and AI will help you enact your data strategy. As you brainstorm these use cases, think of your organization’s biggest challenges. Narrow these possibilities down to your biggest priorities, which will inform your use cases. Then, ask these 10 questions about each use case:":1,"#Identifying the Use Cases for Your Organization":1,"#Part Three: Making Data-Driven and AI-Enabled HR Happen":1,"#These tools also support mental and physical well-being, key factors in productivity, by guiding wellness programs and using predictive analytics to catch mental and physical health concerns at early stages. Additionally, AI chatbots can support employees with health concerns and offer personalized health recommendations. Still, human empathy, responsibility, and robust data protection are essential, especially when handling sensitive information.":1,"#Data analytics and AI can enhance workplace safety and satisfaction. For example, sensors and wearables that transmit real-time data help boost productivity by allowing quick responses to safety violations and other issues. Safety can also be improved through engaging, VR-based training.":1,"#Employee Safety and Well-Being":1,"#Be sure to track employee progress to make sure your training approach is effective.":1,"#Consider other educational tools, such as massive open online courses (MOOCs) and <em ljsid-1=\"\">blended learning</em>, which combines in-person and digital instruction. VR can also provide immersive training experiences. AI is also poised to play a bigger role in the training sphere, as it can be used to create course content and provide personalized support.":1,"#Along with traditional skills such as creativity, leadership, and flexibility, your organization also needs workers with newer skills, such as data literacy and digital threat awareness. Given the need for these skills, you should use any tools that suit the people at your organization. For example, AI makes it easier to offer personalized trainings that employees can complete at their own pace.":1,"#Data-Driven Employee Training and Development":1,"#Following these steps can reduce the likelihood of your reforms being met with backlash and help secure wider buy-in across your organization.":1,"#Demonstrate clear benefits from the data.":1,"#Maintain dialogue and inform employees of any changes in data collection practices.":1,"#Work with the union (if your organization’s workers belong to one.)":1,"#Obtain consent.":1,"#Minimize the data you collect.":1,"#Be transparent about what performance data you collect and how you’ll use it.":1,"#Since performance monitoring can provoke anxiety, Marr presents six steps for striking the right balance between monitoring and maintaining trust:":1,"#Compared to other HR functions, performance management can be particularly challenging. Traditional approaches, such as performance reviews, often fall short. This makes performance monitoring and management well-suited to enhancement through data and AI. Thoughtful data collection can reveal what motivates or discourages employees. However, this data shouldn’t be used to punish low performers; instead, you should use it to inspire improvements across your organization.":1,"#Performance Monitoring and Management":1,"#There are many benefits to an automated onboarding process, including reducing the time, labor, and money spent on each new hire. However, while AI can be great for automating mundane, repetitive tasks, be sure to recognize when a human touch may be helpful or warranted during onboarding.":1,"#AI can also help personalize onboarding for individual hires based on their needs and preferences.":1,"#Managing the training workflow process.":1,"#Gathering feedback regarding the onboarding experience.":1,"#Creating onboarding checklists, accounts, profiles, and other items from new hires.":1,"#Collecting data from new employees.":1,"#Onboarding processes tend to be objective and standardized, making them well-suited for AI enhancement. Specific tasks include:":1,"#Improving Employee Onboarding":1,"#While automation offers many upsides, there are also disadvantages you should be aware of, such as algorithmic bias. To avoid bias and other issues, be sure to practice awareness, oversight, and transparency.":1,"#Using predictive analytics to identify possible skill gaps and future workforce needs.":1,"#Automating interview scheduling.":1,"#Establishing preset criteria and using them to rank applicants.":1,"#Prescreening and filtering out unqualified candidates.":1,"#Creating and posting job advertisements.":1,"#Other ways AI can automate and streamline the recruitment process include:":1,"#There are multiple ways data and AI can aid your efforts to attract new talent. For example, data and AI can monitor perception of your brand and are useful for identifying effective recruitment channels. AI and data can also help with candidate selection, source freelancers, and identify suitable internal candidates for promotion.":1,"#Recruitment and Candidate Selection":1,"#Dashboards can be a great way to easily analyze and communicate this information to the people who need it.":1,"#Revisit your HR analytics frequently to make sure they’re actually useful.":1,"#Ask decision makers what information they need.":1,"#Identify the audience for each metric.":1,"#When reporting your insights, follow these three steps:":1,"#The metrics you focus on will depend on your specific strategy and goals. As with all types of HR insights, you’ll need to communicate your findings with the rest of your organization.":1,"#Training and development metrics, such as training completion rate.":1,"#Satisfaction metrics, such as retention rate.":1,"#Performance metrics, such as goal completion tracking.":1,"#Recruitment metrics, such as cost per hire.":1,"#HR analytics can measure almost any metric related to people at your organization, including:":1,"#Producing people-related insights and assisting decision-making are two of the most important functions of HR, and HR analytics enables turning data into insights that drive positive outcomes. Originally focused on describing past and current trends, HR analytics now includes predictive and prescriptive tools that forecast results, recommend actions, and inform strategy.":1,"#Better HR Insights and Decision-Making":1,"#Part Two: Data-Driven and AI-Enabled HR in Practice":1,"#Once your data strategy is in place, continually revise it to ensure you’re remaining aligned with your core objectives.":1,"#While answering these questions, secure support by communicating across your organization.":1,"#What action needs to be taken?":1,"#What are the infrastructure applications?":1,"#How will we report and present insights from the data?":1,"#How will we analyze that data?":1,"#What data do I need to answer those questions or solve those problems?":1,"#What questions do we need to answer to achieve our goals?":1,"#Define your strategic HR objectives by identifying something you want to achieve that adds value and aligns with your organization’s wider goals. Limit your goals to three core objectives. Once you’ve defined your objectives, build your HR data strategy by collaboratively answering the following six questions:":1,"#Increasing efficiency of HR services, which includes automating certain processes.":1,"#Improving quality of service for employees and potential hires.":1,"#Generating insights to aid company-wide decision-making.":1,"#The three areas of HR where data and AI can add the most value are:":1,"#Given the numerous opportunities and challenges, it’s essential to develop a data and AI implementation strategy. Starting with a clearly defined strategy will ensure any changes are aligned with your organization’s goals.":1,"#Finding the Right Ways to Use Data and AI in HR":1,"#Data governance policies ensure transparency, compliance, and secure handling of data. They also help address ethical concerns and reduce the likelihood of data breaches.":1,"#AI carries its own risks, including ethical concerns, copyright issues, and environmental damage. Algorithmic bias is another risk, but it can be offset with awareness.":1,"#Employee training to raise awareness of phishing scams and other security risks.":1,"#Breach-detection systems and similar safeguards.":1,"#Restricting access.":1,"#Using clean, accurate data.":1,"#Data encryption.":1,"#<em ljsid-0=\"\">Data </em><em ljsid-1=\"\">minimization</em>, or only collecting essential data.":1,"#Essential data defense strategies include:":1,"#Data analytics carries risks as well as rewards. Sensitive personal data is attractive to hackers, which means you need a thorough data governance policy.":1,"#Challenges and Pitfalls of AI and Data-Driven HR":1,"#With all this variety, it’s important to remember that no one type of data is inherently more useful. You should collect (and analyze) whatever type best serves your goals.":1,"#You can also use ready-made (and customizable) AI tools, such as the ChatGPT text generator, which can help automate recruitment, training, and other tasks. VR tools, such as the Metaverse, and blockchain technology, which has data-storing functions, also have HR applications. Regardless of what analytics you use, remember that there’s many types and subtypes of data, including <em ljsid-1=\"\">structured</em> (classifiable in a spreadsheet/database) or unstructured.":1,"#Analytics can complement or even replace traditional HR practices, such as performance reviews, by allowing you to look directly at what employees are doing and saying.":1,"#Voice and speech analytics.":1,"#<em ljsid-0=\"\">Sentiment analysis</em>, which identifies opinions by looking at employee-generated data.":1,"#Text analytics.":1,"#Image and video analytics.":1,"#<em ljsid-0=\"\">Analytics</em>—the process of gathering, processing, and reporting data—is essential for modern HR decision-making. Analyzing the quantity and variety of modern data requires a range of analytical tools, including:":1,"#<em ljsid-0=\"\">Analytics</em>—the process of...":1,"#The Data, Analytics, and AI Tools Available to HR":1,"#HR has already taken on greater responsibility for analyzing employee data, and management of this data will only grow more important as time goes on.":1,"#Starting in the 1960s, HR evolved from an administrative body into a strategic planning partner aligned with organizational goals. HR increasingly adopted <em ljsid-1=\"\">people analytics</em>, which uses workforce data to guide decisions and improve outcomes. Now, emerging technologies, such as AI, blockchain, and virtual reality (VR), have further revolutionized HR practices.":1,"#How Data and AI Have Come to Revolutionize HR":1,"#Part One: Laying the Groundwork for Data-Driven, AI-Enabled HR":1,"#While data and AI carry risks and challenges, these can be managed and are far outweighed by the potential rewards.":1,"#Data and AI have applications across a range of key HR functions, including recruitment, training, and performance management.":1,"#HR teams need a unified data and AI strategy aligned with wider organizational goals.":1,"#Amid the ongoing digital revolution, data and artificial intelligence (AI) can help human resources (HR) professionals add value to their organization.":1,"#In our digital world, no human resources (HR) team can thrive without data analytics, artificial intelligence (AI), and other modern tools. In this second edition of <strong ljsid-1=\"\">Data-Driven HR</strong>, Bernard Marr explains how HR professionals can use data-based insights to add value across their organizations. He also offers a step-by-step guide to crafting a comprehensive data and AI strategy that will help professionals achieve their most important goals.":1,"#ISBN: 978-1-3986-1456-7":1,"#©2018, 2024 by Bernard Marr":1,"#by Bernard Marr":1,"#How to Use AI, Analytics, and Data to Drive Performance":1,"#Clicking this link will redirect to relevant products for the Author Bernard Marr.":1,"#Anna Tong":1,"#Lisa Bodell explains why the real value of AI isn’t in the first answer—it’s in how you challenge it. By pushing back, questioning assumptions, and demanding proof, you can turn AI into a tool for sharper thinking, stronger insights, and better decisions.":1,"#How to Improve Your Critical Thinking with AI":1,"#<a ljsid-0=\"\">Elias Aboujaoude</a> is a psychiatry professor, researcher, and author at Stanford University, where he heads the Anxiety Disorders Section and the OCD Clinic. He has also held positions at Cedars-Sinai Medical Center, the University of California in Berkeley, the University of California in San Francisco, and the University of York in the United Kingdom. Dr. Aboujaoude has conducted pioneering research on the interface between technology and psychology, served in several roles in the tech startup sector, and cofounded the first telemedicine company in Silicon Valley to deliver remote mental health care.":1,"#Ultimately, life’s meaning should not be tied to leading but to learning, discovering, and growing over the course of a person’s life. Individuals should be encouraged to pursue paths aligned with their innate psychology, personality, and temperament and be encouraged to live healthier and happier lives.":1,"#To make this necessary cultural shift, education must start to prioritize character, responsible citizenship, and supporting all talents rather than forcing students into an executive mold. An educational system that is truly dedicated to training the next generation of leaders would bring back the liberal arts majors and ensure that history, psychology, and English remain intact subjects for all students. Studies show that the erosion of liberal arts programs is detrimental, as these subjects teach the critical thinking, nuance, and humility necessary for good leadership.":1,"#The cure, however, lies in a total rethinking of leadership. A healthy leadership culture starts with a committed and inspired followership and by dismantling the notion that nonleaders are failures. Unfortunately, our current educational system, from daycare centers through universities, perpetuates the leadership cult, instilling the misleading and unhealthy message that success can only be achieved by rising to the top.":1,"#The profile of the ideal leader is rare and paradoxical, requiring a perfect blend of high IQ, EQ (empathy and self-regulation), confidence, humility, and CQ—charisma quotient. The narcissism of the leadership industry lies in thinking it can reliably produce this complex mix, yet it ends up offering only expensive anti-burnout programs to top executives.":1,"#The Cure (If You Can Afford It): An Ode to Flowers":1,"#Aspiring leaders should cultivate humility; embrace patient, long-term building; and prioritize internal reflection over focusing on standardized tests. A healthier approach involves self-screening using scales like the Narcissistic Personality Inventory (NPI) or the Levenson Self-Report Psychopathy Scale (LSRP), followed by genuine self-change.":1,"#In addition, leaders should abandon “short-termism,” the obsession with quarterly returns, and the idolization of disruption. While disruption may be necessary for survival, a fixation on it often becomes a goal unto itself, driven by the desire for attention and virality, sometimes resembling symptoms of disruptive behavior disorders found in the DSM.":1,"#The path forward requires you to accept immutable traits like charisma or emotional intelligence (EQ) while changing malleable ones such as body language or online communication. Leaders must reject the notion of an achievable “character transplant” and focus on honesty and humility while making room for serendipity and chance. Some of the most inspiring leadership eras, like those of Volodymyr Zelenskyy and Winston Churchill, occurred because history found them, not the other way around.":1,"#The Leadership Character Stress Test: Ace It, Don’t Fake It":1,"#Part III: The Way Forward":1,"#The leadership culture attempts to “solve” deeply rooted bias with surface-level, tokenistic efforts, such as through diversity, equity, and inclusion (DEI) initiatives. DEI training is often mandatory but also lacks solid evidence of effectiveness; it’s sometimes reported to even make things worse. Critics argue that this approach amounts to “good optics” and a “diversity defense” driven by leaders who need to appear sensitive rather than enacting real change. The cost of these efforts is financially substantial, yet the C-suite continues to remain homogeneous.":1,"#Ingrained, often unconscious bias complicates the rise of good leaders and shrinks the pool of potential candidates. Female leaders face the <em ljsid-1=\"\">glass cliff</em>, where they’re preferentially selected to lead during times of crisis, poor performance, or major scandal, setting them up for failure. Theresa May’s tenure as UK Prime Minister, tasked with the “impossible choice” of delivering Brexit, serves as a poignant example of the glass cliff phenomenon. When women fail, they rarely have comeback stories like those of toxic male leaders.":1,"#Leaders and the Unconscious: The Challenge of Ingrained Bias":1,"#Similarly, corporations often overlook qualified internal candidates in favor of unknown outside candidates because the known history of internal staff impedes the ability to project unreasonable expectations. For example, one modern leader who understood the importance of mystery was Steve Jobs, whose legendary secrecy and focus on privacy helped sustain his mythical reputation. Studies show that leaders who overshare—through constant stream-of-consciousness postings and overexposure—diminish their leadership.":1,"#However, because we currently live in a “post-privacy” age where an ever-expanding digital footprint tells all, mystery becomes nearly impossible to maintain. For example, Barack Obama benefited from being a relative newcomer onto whom organizations could project limitless potential, while in contrast, Hillary Clinton was one of the most well-known people ever to run for president and therefore lacked this mystique.":1,"#Most successful leaders today often need an aura of mystery and unknowability for followers to project their hopes and aspirations onto them. This process, which psychiatry terms <em ljsid-1=\"\">magical thinking</em>, allows followers to engage in fanciful, unrealistic assessments of a leader’s abilities.":1,"#Magical Thinking: Leading in a Post-Privacy Age":1,"#According to Aboujaoude, narcissists thrive on platforms like X (formerly Twitter), who seek unwarranted admiration and display exaggerated self-importance, aligning perfectly with the Diagnostic and Statistical Manual for Mental Disorders (DSM) criteria for narcissistic personality disorder.":1,"#Despite rejecting hierarchy, humans remain hardwired to crave primal security and tribal leadership. This contradiction creates a confusing double bind. The Internet provides a shortcut back to the cave, enabling the rise of “paleo leaders,” while social media serves as a swamp that facilitates the rise of the <em ljsid-1=\"\">id</em>—the instinct-driven, aggressive part of the personality that seeks instant gratification—and where traits like aggression and narcissism are magnified.":1,"#The rise of Internet-related technologies creates a cultural moment where you can feel too empowered to consent to be led, resulting in a culture-wide “allergy to hierarchy.” Online, normal trappings of power, like professional qualifications or age, seem to matter less than the number of likes you can attain. This pseudo-equality has shaken traditional hierarchies such as the student/teacher or patient/doctor relationships.":1,"#Out of the Wild and Into the Social Media Swamp: Equality, Democracy, and Paleo Leaders":1,"#Part II: Why Leadership Is So Damn Difficult":1,"#Yet, radical personality change is futile and potentially harmful, forcing leaders into a mold that creates a “brand bland” or homogenized, characterless output.":1,"#Mental health professionals describe personality by using the “big five traits”: <em ljsid-1=\"\">openness, conscientiousness, extraversion, agreeableness</em>, and <em ljsid-3=\"\">neuroticism</em>, or <em ljsid-5=\"\">OCEAN</em>. Research indicates that these traits tend to set in early and are remarkably stable over time. Today’s leadership industry, however, attempts to circumvent this rigidity by promoting a plethora of acceptable yet contradictory leadership styles (e.g., autocratic, democratic, transformational, servant) and claims leaders can simply “jump” between them.":1,"#The fundamental psychological tenet that personality is “sticky and stubborn” runs roughshod over the executive coach industry’s claims. Traits like charisma are difficult to teach and must be constantly earned. The inherent instability of charisma, however, is evidenced by its capacity to hide its chilling underside as seen throughout history in totalitarian leaders.":1,"#Introvert or Social Animal: Knowing Who You Are":1,"#This reductionist approach, however, confuses leadership (vision, inspiration, purpose) with management (direction, execution, nuts and bolts). In addition, scientific research contradicts the industry’s malleability claims and shows leadership to be up to 60 percent heritable because of the fixed nature of underlying traits like personality and intelligence. Weekend workshops therefore cannot deliver you a personality transplant or leadership guarantee as promised.":1,"#The leadership industry operates on the false claim that leaders are made, not born; markets leadership as a simple user-friendly science; and leverages repetition and accessible tools. This approach is symbolized by the proliferation of the mnemonics meant to simplify complex behaviors.":1,"#Nature or Nurture: The ABCs of Leadership, Deconstructed":1,"#Executive coaches, on the other hand, often supported by Human Resource (HR) departments, frequently function as proxy therapists by dealing with psychological issues like impulsive decision-making, temperament issues, or self-sabotage. The International Coaching Federation’s definition of coaching—partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential—sounds remarkably like therapy. However, coaches lack the formal training necessary to recognize serious mental health issues like narcissism or antisocial personality. It’s no wonder that psychopathic traits are overrepresented in leaders, with up to 12 percent of CEOs potentially exhibiting these characteristics.":1,"#Psychology is the determinant force in how leaders lead, yet the leadership industry minimizes its role, prioritizing the “executive coach” instead. Current coaching and how-to books often employ the sports metaphor that “Leaders aren’t born; they are made,” which minimize the role of psychology in success and failure.":1,"#Bring Me Your Toxic Leaders and Fast-Trackers: Therapists, Coaches, and Imposters":1,"#However, this industry, including respected business schools, sends the misleading message that leadership can be easily learned, causing you to have guilt and feelings of inferiority if you fail to achieve executive status. For example, Harvard Business School Executive Education promotes courses, costing over $50,000 for the basic modules, that communicate that leadership training is universally relevant and doable, often requiring no formal educational prerequisites. This obsession ignores the mathematical corollary that not everyone can become a leader. Leadership “failures,” such as Samuel Bankman-Fried or Uber founder Travis Kalanick (who later admitted he needed “leadership help”) serve as evidence that the system is broken, and that character and innate traits are critical yet missing ingredients.":1,"#However, this industry, including respected business schools, sends the misleading message that leadership can be easily learned, causing you to have guilt and feelings of inferiority if you fail to achieve executive status. For example, Harvard Business School Executive Education promotes courses,...":1},"version":203570}]