HR should be able
to prove what
it is worth.
I have been making that argument since 2006, and building the software that lets HR win it. Two companies, one sold to PwC. A hundred-odd keynotes. Still teaching.
Working the argument out in public.
Finance can put a number on its opinions. HR still cannot.
Every serious decision a company makes about people is made without evidence. Which roles to cut. What a reorganisation costs eighteen months out. Whether the pay round is affordable. HR is in the room for all of it and cannot answer.
That is not a talent problem. Nobody built the thing that would let them. It is now buildable, which is why I spend my time on it and why the next few years decide whether HR leads those conversations or is handed the outcome.
You do not need to become an engineer to be part of that. You need to have opened the tools once.
Build an HR assistant yourself, on your own laptop →Keynotes, teaching, coaching and inspiration.
Keynotes
Over a hundred, internationally. Practical rather than visionary, and never a lecture on the obvious.
Teaching
Guest teaching people analytics at NYU, Columbia, the University of Amsterdam and Rotterdam School of Management.
Read more →Coaching
Through the Society for People Analytics, since its first cohort. Also founders building where technology, data and HR meet.
Read more →Inspiration
Sessions with a leadership team on what is actually possible now. Usually with something working on screen rather than a slide about it.
Also happy to talk about people analytics generally, research, articles and podcasts. Advisory roles are open but selective, since I have a company to run.