What happens when artificial intelligence meets human connection in the workplace? Jesse Harriott, Executive Director of Workhuman iQ, reveals a groundbreaking approach to workplace analytics that's transforming how organizations understand their people and culture.
Dive into the Human Intelligence 2025 release from Workhuman, which leverages recognition data to uncover hidden insights about skills, leadership, and collaboration. While traditional HR technologies focus on operational metrics like headcount and turnover, this approach analyzes the human moments that drive performance – when employees recognize each other's contributions and strengths.
"Human intelligence is about unlocking the data that's been there all along," Harriot explains. "It's turning feelings into facts." By applying natural language processing to unstructured recognition moments, organizations gain visibility into their "culture graph" – how work actually gets done beyond the formal org chart. This creates powerful applications for leadership development, succession planning, and retention strategies.
The approach has particular value for identifying "hidden gems" – potential leaders whose contributions might be overlooked in traditional performance reviews. Rather than relying solely on self-reported skills or closed-door leadership discussions, Human Intelligence reveals patterns of exceptional performance based on peer recognition.
Ready to transform how you understand your organization's culture and talent? Discover why companies are turning to human intelligence to complement their talent strategies and build more inclusive, high-performing workplaces.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:03):
Welcome to the HR Chat Show, one of the world's
most downloaded and sharedpodcasts designed for HR pros,
talent execs, tech enthusiastsand business leaders.
For hundreds more episodes andwhat's new in the world of work,
subscribe to the show, followus on social media and visit
hrgazettecom and visithrgazettecom.
Speaker 2 (00:30):
Welcome to another episode of the HR Chat Show.
Hello listeners, this is yourhost today, bill Bannum, and
joining me on the show this timefor the first time is Jesse
Harriot, executive Director overat WorkHuman IQ.
Jesse's role focuses onexpanding the research efforts
of WorkHuman IQ and building outWorkHuman's data science
capabilities.
An esteemed research andanalytics professional with more
(00:52):
than 20 years of experience,jesse has advised many private
and public organizations onanalytics and labor market
issues, including the WhiteHouse, the Federal Reserve and
the US Department of Labor.
Jesse, it's my pleasure towelcome you to the show today.
How are you doing?
Speaker 3 (01:10):
I'm doing great, bill , thanks for having me.
I'm looking forward to our chattoday.
Speaker 2 (01:15):
Thanks for listening to this episode of the HR Chat
Podcast.
If you enjoy the audio contentwe produce, you'll love our
articles on the HR Gazette.
Learn more at hrgazettecom.
And now back to the show.
Beyond my wee introduction justnow, why don't you take a
minute or two and add anythingthat I've missed out?
Speaker 3 (01:37):
Yeah, absolutely Bill .
My name's Jesse and I lead datascience and AI for WorkHuman,
and WorkHuman, as some of youmay know, is a social
recognition company, so weprovide software that enables
employees to thank and recognizeone another for high
performance.
That's happening inside of theworkplace, and my team really
sits at the intersection oftechnology, culture and human
(02:01):
behavior, and so we're focusedon helping organizations
leverage that recognition datain smarter, more meaningful ways
and, as you mentioned, I'vespent my career working in
analytics and AI, but whatreally excites me and my team is
really applying thosetechniques to the human side of
work and helping leaders andpeople inside of corporate
(02:24):
America clearly build moreconnective cultures and then
really drive performance throughthe recognition and belonging.
So it's a fun job.
Speaker 2 (02:32):
Wonderful.
Thank you very much.
So we are recording thisepisode in mid-April.
Workhuman has its amazing USconference coming up next month,
the middle of May.
I'm pretty upset because Ican't make it.
Your team kindly invited me tocome and cover the event on
behalf of the HR Chat Pod andthe HR Gazette, but I am already
(02:54):
committed to a couple of otherevents.
My amazing new colleague,jackie Clayton, will be there.
Do you want to just take aminute or two and tell our
listeners a bit about theconference and, for those who
are thinking about maybeattending, why they should come
along?
Speaker 3 (03:08):
yeah, absolutely.
I mean the work human lives isa unique event.
Right, it's not a typicalvendor conference.
There's no exhibition floor.
It's really an opportunity forpeople to come together, all
grounded in the mission ofdriving culture for their
organization right, and theimportance of culture and then
how that drives businessoutcomes.
And so it's people comingtogether to take a moment of
(03:31):
reflection to hear from industryleaders you know across the
globe, on how others are doingthat, how they're building a
case of return on investment forthose initiatives, what are
some of the best practices thatthey're practicing, and then how
they can apply that to theirown organization.
So it's really a timeout momentthat really lets people step
(03:53):
back and say why is cultureimportant and how do we drive
that?
And obviously, this year therewill be a lot of focus on human
intelligence, the launch that wejust announced, which is how to
leverage that human-centereddata combined with, you know,
artificial intelligence and whatthat can tell you about your
organization.
Speaker 2 (04:10):
Yeah, well, on that note, jesse, let's talk a bit
more about WorkHumans' HumanIntelligence 2025 release.
What does it mean for the HRindustry?
Speaker 3 (04:19):
Well, you know, I mean, in the current environment
, all organizations we know arebeing asked to do more with less
right, and so there's pressureto kind of use all of the
resources that we have available.
And human intelligence isreally about taking that
recognition data that companiesalready have right and by
recognition data, who isrecognizing whom?
(04:39):
What are some of the thingsthat they're seeing in others'
performance?
And the human intelligencerelease is about how to find
that information, scale it andmake sure that it's uncovering
insights in the skills and thehuman performance area.
And it really the launchrepresents a turning point for
(05:01):
HR and kind of the HR analyticspace, where traditionally HR
technologies focus more onoperational efficiency Do we
have the right headcount?
Can we measure turnover,compensation data, things like
that critically important things.
But human intelligence is aboutkind of unlocking the data
that's been there all along thatrecognition data, those human
(05:23):
moments of connection.
So there's a lot of naturallanguage processing to pull all
of that into insights and turnit into intelligence to help you
understand you know how peopleare connecting from.
You know in the workplace, howis work really getting done?
We all know we have the orgstructure, but this is sort of
(05:44):
the culture graph right of howpeople are collaborating with
one another, who are thecritical people in the
organization and what's theimportant work that they're
getting done.
Speaker 2 (05:54):
So you're a bit of an AI expert, jesse.
How has AI helped to allow youguys to reach those new data
points, to find data thatperhaps wasn't available a few
years ago, to?
Speaker 3 (06:11):
you guys out there and they're being scaled and
made available to everybody.
But the reality is, if it'ssitting on top of bad data, it's
not going to be that useful andit can give you kind of
misguided insights.
And what we're starting with issort of that human data.
So a person saying to anotherperson I see you, you did an
(06:35):
excellent job in that clientmeeting the other day.
Without your contributions wewouldn't have gotten to where we
needed to be, those level ofdetails.
And then we're taking the AItechnology and putting it on top
of that data to uncover thingslike skills.
So somebody may mention thingslike leadership or negotiation
(06:56):
skills, or even technical skillsget mentioned in recognition
moments all the time.
So pulling apart thatunstructured information to then
put it, put some structurearound it to create a
essentially a knowledge graph ofall of the work getting done
and happening inside of thecompany and then being able to
tie that to connection, and soit's really turning the feelings
(07:20):
into facts, if you will.
So turning those soft momentsof human authentic connection
into insights around how peopleare showing up at work and what
they're being recognized for.
Speaker 4 (07:36):
Hi everybody.
This is Bob Goodwin, presidentat Career Club.
Imagine with me for a minute aworkplace where leaders and
employees are energized, engagedand operating at their very
best.
At Career Club, we work withboth individuals and
organizations to help combatstress and burnout that lead to
attrition, disengagement andhigher health care costs that
(07:56):
lead to attrition, disengagementand higher healthcare costs.
We can help your organizationand your workforce thrive,
boosting both productivity andmorale across the board.
To learn more about how wemight help you and your company,
visit us at careerclub.
Speaker 2 (08:14):
Okay, so you're collecting all of this wonderful
data.
It's giving the seniormanagement a better idea of what
their people are doing and howthey're doing it and who's
achieving what.
What does that mean to thebottom line, Jesse?
What does that mean to acompany that's looking to, for
example, build up leaders fortomorrow based on the data that
(08:38):
they're collecting about theiremployees at the moment?
Speaker 3 (08:41):
Yeah, that's a great question.
I mean you think aboutsuccession planning or you think
about leadership developmentand all companies right, we're
always on the lookout for whoare those next generation
leaders, and this kind ofrecognition data is a real and
human intelligence is a real,unique complement to that.
So many times we're relying on360s, we're relying on, maybe,
(09:02):
closed door sessions among aleadership team, we're relying
on who's seen the most inmeetings, but the reality is
there are lots of differenttypes of contributions and ways
that people show up to add value, and that human intelligence
can help you create a benchstrength of hidden gems and
hidden leaders that might not beas obviously visible, and do it
(09:25):
in a way that's instantaneous,using AI on top of this data,
and then help you createcandidates for promotion,
candidates for development.
Also create self-awarenessamong those leaders of how are
they showing up, how are theyseen, what's their reputation
inside the organization.
So doing this at scale is agreat complement to a
(09:48):
traditional performance reviewprocess and we see clients using
it that way all the time.
Speaker 2 (09:54):
OK, so it's a great tool for succession planning.
It's a great tool forleadership development.
I'm assuming also that HRleaders can use human
intelligence to improve talentretention generally and, of
course, reduce over throughoutthe workforce, whether or not
that workforce are going to beleaders or not.
Is that fair to say?
Speaker 3 (10:19):
fair to say yeah, absolutely, I mean certainly.
We know that when peoplereceive recognition they're much
more likely to stay, they'remuch more likely to say I feel
included or I belong.
They're much more likely toincrease their performance level
or kind of increase thatdiscretionary effort right in
their job function.
So you can use that humanintelligence data to find the
(10:39):
bright and dark spots of wherethat's happening and where it's
not.
So we have clients, for example, that will combine their
performance ratings with therecognition data to see well,
making sure all of those highperformers are being recognized
and maybe there's some gapsthere that we need to close.
Or make sure that you knowwe're creating state plans with
some of those high performers aswell, and so using it for
(11:03):
retention.
You know the multiple ways thatclients are using that human
intelligence for retention.
Speaker 2 (11:07):
And, let's be real, I guess the flip side of this as
well is that the data that'soffered by a tool such as, or by
reports by, you know, humanintelligence, intelligence 2025
release, and and others.
It can also provide thematerials for an hr team if
they're unsure about whether ornot a particular employee is
(11:30):
achieving within their role andand if they're not, I guess that
gives them an opportunity tohave that conversation to help
them develop, but also, you know, if it then doesn't work out to
part ways and and to switchfocus.
Is that fair to say?
Speaker 3 (11:45):
Yeah, I mean the human intelligence data really
is used to amplify the positive.
We would never advocate forkind of relying on recognition
data to make separationdecisions.
This is about how people areshowing up and representing
their strengths at work, and soit can be a great tool for
(12:06):
helping people understand.
Well, if there are areas ofperformance expectation that
aren't showing up in recognition, there's a conversation to be
had about why that might be thecase.
But it also helps identifythose real star performers and
people who are really providingoutside contributions, beyond
beyond maybe even what'sexpected in their role.
So having those developmentalconversations that help you
(12:29):
understand you know how you'reshowing up, that's the way that
that the human intelligence datais is most powerful and in
terms of your company's culture,the company culture at work
human, uh, do you guys?
Speaker 2 (12:42):
do you guys live what you espouse?
Uh, talk to us a bit thecompany culture at WorkHuman.
Do you guys live what youespouse?
Talk to us a bit about thecompany culture there, how it
analyzes its existing employees,how it tries to encourage them
to make new connections, try newthings based on their skill
sets.
Talk to us a bit about yourcompany culture and how you try
to live that.
Speaker 3 (13:01):
Yeah, absolutely.
I mean many companies when theyset a recognition program,
right, they have a budget.
They might pick 1% of theirpayroll and say, okay, we're
going to allocate this to socialrecognition.
We've seen and we're studyingthe science of that, so we know
it works and so we don't evencap our budget.
We have basically an organicapproach to when employees see
(13:21):
something good happening,they're able to make that
recognition moment and thatcreates a culture that's very
dynamic, it's very supportive,it's very business and outcome
focused, and so you know you'llsee some employees receiving,
you know, five, 10 recognitionmoments per month and that's.
We encourage that.
That's that's okay, because weknow they're authentic, we know
(13:42):
it's deepening the humanconnection at work and we know
it's driving businessperformance.
So we're kind of a laboratoryin action for that, which is
cool, and so a lot of peoplefind that invigorating working
in that kind of environment.
And the reality is, is the dataon top of that really helps you
understand, as an employee,what does good look like in your
(14:03):
team?
What does good look like foryou?
Are you charting a careerthat's going to be where you?
You know it's going to take youwhere you want to go, or, you
know, shining a mirror up tothat, to say, ok, maybe I need
to lean in in this way,differently, or show up
differently that way, and socreating that live, exciting,
dynamic, positive culture iswhat WorkHuman is all about.
Speaker 2 (14:24):
Okay, wonderful.
Thank you very much.
We are already coming towardsthe end of this particular
conversation, so I'll just haveto get you on again pretty soon,
Jesse.
Just two more questions for youbefore we wrap up for today,
though.
I guess the next question iswhat else, and what I mean by
that is how does the humanintelligence 2025 release align
(14:46):
with broader trends in theworkplace culture and employee
experience and anything elsethat maybe we've missed about
the release so far?
Speaker 3 (14:55):
Yeah, that's a great question.
I think we're entering an erawhere employee performance and
culture inside of anorganization they've often been
separate conversations but thereality is they're blending
right and they're becoming oneconversation.
So you can't extract culturefrom employee performance,
employee experience, and sohuman intelligence as a kind of
(15:16):
an additional lens onto whatculture looks like for your
organization, for your team,combined with you know how that
data can be used to chart yourown path and understand what
your skills are inside anorganization.
That's, you know, certainly inline with a lot of those broader
trends, and we know, you knowevery company saying they want
(15:37):
to transform into a skills-basedculture.
But the reality is a lot of theskills measurement is sort of
somebody raising their hand andsaying I have this skill, you
know, and or somebody givingthem that label.
But with that recognition data,with the human intelligence,
it's performance in action.
So it's creating a skills map,your personal skills profile
(16:01):
using your actual work,happening in real time.
So it's a unique compliment andfits well into a lot of those
broader trends that we're seeing.
Speaker 2 (16:08):
Rock and roll.
Thank you very much.
And just finally for today, howcan our listeners connect with
you by the way, I've just sentyou a LinkedIn connection
request myself and, of course,how can they learn more about
the Human Intelligence 2025release?
Speaker 3 (16:22):
Yeah, absolutely, bill, and thanks for that.
Anybody can go to WorkHuman andsee all of the information
about the Human Intelligencerelease.
There's a short video on thatwith a few industry guest folks
that you'll recognize and learnmore about human intelligence,
and I certainly would love toconnect with any of our
listeners on LinkedIn at anypoint.
(16:43):
So, thank you.
Speaker 2 (16:45):
Excellent.
Thank you, Jesse, and this isjust as a reminder, if you have
not got your tickets yet to workhuman live, be there or be a
rectangle.
It's looking like an amazingevent.
I'm very jealous.
If you are going, please try toconnect with my colleague,
Jackie Clayton, who will be onthe floor wandering around
trying to do interviews and such.
(17:06):
But for today, Jesse, thank youvery much for being my guest.
Thank you, Bill, had a greattime and listeners as always.
Until next time, happy working.
Speaker 1 (17:18):
Thanks for listening to the HR Chat Show.
If you enjoyed this episode,why not subscribe and listen to
some of the hundreds of episodespublished by HR Gazette and
remember for what's new in theworld of work?
Subscribe to the show, followus on social media and visit
HRGazettecom.
Welcome to the HR Chat Show, one of the world's
most downloaded and sharedpodcasts designed for HR pros,
talent execs, tech enthusiastsand business leaders.
For hundreds more episodes andwhat's new in the world of work,
subscribe to the show, followus on social media and visit
hrgazettecom and visithrgazettecom.
Speaker 2 (00:30):
Welcome to another episode of the HR Chat Show.
Hello listeners, this is yourhost today, bill Bannum, and
joining me on the show this timefor the first time is Jesse
Harriot, executive Director overat WorkHuman IQ.
Jesse's role focuses onexpanding the research efforts
of WorkHuman IQ and building outWorkHuman's data science
capabilities.
An esteemed research andanalytics professional with more
(00:52):
than 20 years of experience,jesse has advised many private
and public organizations onanalytics and labor market
issues, including the WhiteHouse, the Federal Reserve and
the US Department of Labor.
Jesse, it's my pleasure towelcome you to the show today.
How are you doing?
Speaker 3 (01:10):
I'm doing great, bill , thanks for having me.
I'm looking forward to our chattoday.
Speaker 2 (01:15):
Thanks for listening to this episode of the HR Chat
Podcast.
If you enjoy the audio contentwe produce, you'll love our
articles on the HR Gazette.
Learn more at hrgazettecom.
And now back to the show.
Beyond my wee introduction justnow, why don't you take a
minute or two and add anythingthat I've missed out?
Speaker 3 (01:37):
Yeah, absolutely Bill .
My name's Jesse and I lead datascience and AI for WorkHuman,
and WorkHuman, as some of youmay know, is a social
recognition company, so weprovide software that enables
employees to thank and recognizeone another for high
performance.
That's happening inside of theworkplace, and my team really
sits at the intersection oftechnology, culture and human
(02:01):
behavior, and so we're focusedon helping organizations
leverage that recognition datain smarter, more meaningful ways
and, as you mentioned, I'vespent my career working in
analytics and AI, but whatreally excites me and my team is
really applying thosetechniques to the human side of
work and helping leaders andpeople inside of corporate
(02:24):
America clearly build moreconnective cultures and then
really drive performance throughthe recognition and belonging.
So it's a fun job.
Speaker 2 (02:32):
Wonderful.
Thank you very much.
So we are recording thisepisode in mid-April.
Workhuman has its amazing USconference coming up next month,
the middle of May.
I'm pretty upset because Ican't make it.
Your team kindly invited me tocome and cover the event on
behalf of the HR Chat Pod andthe HR Gazette, but I am already
(02:54):
committed to a couple of otherevents.
My amazing new colleague,jackie Clayton, will be there.
Do you want to just take aminute or two and tell our
listeners a bit about theconference and, for those who
are thinking about maybeattending, why they should come
along?
Speaker 3 (03:08):
yeah, absolutely.
I mean the work human lives isa unique event.
Right, it's not a typicalvendor conference.
There's no exhibition floor.
It's really an opportunity forpeople to come together, all
grounded in the mission ofdriving culture for their
organization right, and theimportance of culture and then
how that drives businessoutcomes.
And so it's people comingtogether to take a moment of
(03:31):
reflection to hear from industryleaders you know across the
globe, on how others are doingthat, how they're building a
case of return on investment forthose initiatives, what are
some of the best practices thatthey're practicing, and then how
they can apply that to theirown organization.
So it's really a timeout momentthat really lets people step
(03:53):
back and say why is cultureimportant and how do we drive
that?
And obviously, this year therewill be a lot of focus on human
intelligence, the launch that wejust announced, which is how to
leverage that human-centereddata combined with, you know,
artificial intelligence and whatthat can tell you about your
organization.
Speaker 2 (04:10):
Yeah, well, on that note, jesse, let's talk a bit
more about WorkHumans' HumanIntelligence 2025 release.
What does it mean for the HRindustry?
Speaker 3 (04:19):
Well, you know, I mean, in the current environment
, all organizations we know arebeing asked to do more with less
right, and so there's pressureto kind of use all of the
resources that we have available.
And human intelligence isreally about taking that
recognition data that companiesalready have right and by
recognition data, who isrecognizing whom?
(04:39):
What are some of the thingsthat they're seeing in others'
performance?
And the human intelligencerelease is about how to find
that information, scale it andmake sure that it's uncovering
insights in the skills and thehuman performance area.
And it really the launchrepresents a turning point for
(05:01):
HR and kind of the HR analyticspace, where traditionally HR
technologies focus more onoperational efficiency Do we
have the right headcount?
Can we measure turnover,compensation data, things like
that critically important things.
But human intelligence is aboutkind of unlocking the data
that's been there all along thatrecognition data, those human
(05:23):
moments of connection.
So there's a lot of naturallanguage processing to pull all
of that into insights and turnit into intelligence to help you
understand you know how peopleare connecting from.
You know in the workplace, howis work really getting done?
We all know we have the orgstructure, but this is sort of
(05:44):
the culture graph right of howpeople are collaborating with
one another, who are thecritical people in the
organization and what's theimportant work that they're
getting done.
Speaker 2 (05:54):
So you're a bit of an AI expert, jesse.
How has AI helped to allow youguys to reach those new data
points, to find data thatperhaps wasn't available a few
years ago, to?
Speaker 3 (06:11):
you guys out there and they're being scaled and
made available to everybody.
But the reality is, if it'ssitting on top of bad data, it's
not going to be that useful andit can give you kind of
misguided insights.
And what we're starting with issort of that human data.
So a person saying to anotherperson I see you, you did an
(06:35):
excellent job in that clientmeeting the other day.
Without your contributions wewouldn't have gotten to where we
needed to be, those level ofdetails.
And then we're taking the AItechnology and putting it on top
of that data to uncover thingslike skills.
So somebody may mention thingslike leadership or negotiation
(06:56):
skills, or even technical skillsget mentioned in recognition
moments all the time.
So pulling apart thatunstructured information to then
put it, put some structurearound it to create a
essentially a knowledge graph ofall of the work getting done
and happening inside of thecompany and then being able to
tie that to connection, and soit's really turning the feelings
(07:20):
into facts, if you will.
So turning those soft momentsof human authentic connection
into insights around how peopleare showing up at work and what
they're being recognized for.
Speaker 4 (07:36):
Hi everybody.
This is Bob Goodwin, presidentat Career Club.
Imagine with me for a minute aworkplace where leaders and
employees are energized, engagedand operating at their very
best.
At Career Club, we work withboth individuals and
organizations to help combatstress and burnout that lead to
attrition, disengagement andhigher health care costs that
(07:56):
lead to attrition, disengagementand higher healthcare costs.
We can help your organizationand your workforce thrive,
boosting both productivity andmorale across the board.
To learn more about how wemight help you and your company,
visit us at careerclub.
Speaker 2 (08:14):
Okay, so you're collecting all of this wonderful
data.
It's giving the seniormanagement a better idea of what
their people are doing and howthey're doing it and who's
achieving what.
What does that mean to thebottom line, Jesse?
What does that mean to acompany that's looking to, for
example, build up leaders fortomorrow based on the data that
(08:38):
they're collecting about theiremployees at the moment?
Speaker 3 (08:41):
Yeah, that's a great question.
I mean you think aboutsuccession planning or you think
about leadership developmentand all companies right, we're
always on the lookout for whoare those next generation
leaders, and this kind ofrecognition data is a real and
human intelligence is a real,unique complement to that.
So many times we're relying on360s, we're relying on, maybe,
(09:02):
closed door sessions among aleadership team, we're relying
on who's seen the most inmeetings, but the reality is
there are lots of differenttypes of contributions and ways
that people show up to add value, and that human intelligence
can help you create a benchstrength of hidden gems and
hidden leaders that might not beas obviously visible, and do it
(09:25):
in a way that's instantaneous,using AI on top of this data,
and then help you createcandidates for promotion,
candidates for development.
Also create self-awarenessamong those leaders of how are
they showing up, how are theyseen, what's their reputation
inside the organization.
So doing this at scale is agreat complement to a
(09:48):
traditional performance reviewprocess and we see clients using
it that way all the time.
Speaker 2 (09:54):
OK, so it's a great tool for succession planning.
It's a great tool forleadership development.
I'm assuming also that HRleaders can use human
intelligence to improve talentretention generally and, of
course, reduce over throughoutthe workforce, whether or not
that workforce are going to beleaders or not.
Is that fair to say?
Speaker 3 (10:19):
fair to say yeah, absolutely, I mean certainly.
We know that when peoplereceive recognition they're much
more likely to stay, they'remuch more likely to say I feel
included or I belong.
They're much more likely toincrease their performance level
or kind of increase thatdiscretionary effort right in
their job function.
So you can use that humanintelligence data to find the
(10:39):
bright and dark spots of wherethat's happening and where it's
not.
So we have clients, for example, that will combine their
performance ratings with therecognition data to see well,
making sure all of those highperformers are being recognized
and maybe there's some gapsthere that we need to close.
Or make sure that you knowwe're creating state plans with
some of those high performers aswell, and so using it for
(11:03):
retention.
You know the multiple ways thatclients are using that human
intelligence for retention.
Speaker 2 (11:07):
And, let's be real, I guess the flip side of this as
well is that the data that'soffered by a tool such as, or by
reports by, you know, humanintelligence, intelligence 2025
release, and and others.
It can also provide thematerials for an hr team if
they're unsure about whether ornot a particular employee is
(11:30):
achieving within their role andand if they're not, I guess that
gives them an opportunity tohave that conversation to help
them develop, but also, you know, if it then doesn't work out to
part ways and and to switchfocus.
Is that fair to say?
Speaker 3 (11:45):
Yeah, I mean the human intelligence data really
is used to amplify the positive.
We would never advocate forkind of relying on recognition
data to make separationdecisions.
This is about how people areshowing up and representing
their strengths at work, and soit can be a great tool for
(12:06):
helping people understand.
Well, if there are areas ofperformance expectation that
aren't showing up in recognition, there's a conversation to be
had about why that might be thecase.
But it also helps identifythose real star performers and
people who are really providingoutside contributions, beyond
beyond maybe even what'sexpected in their role.
So having those developmentalconversations that help you
(12:29):
understand you know how you'reshowing up, that's the way that
that the human intelligence datais is most powerful and in
terms of your company's culture,the company culture at work
human, uh, do you guys?
Speaker 2 (12:42):
do you guys live what you espouse?
Uh, talk to us a bit thecompany culture at WorkHuman.
Do you guys live what youespouse?
Talk to us a bit about thecompany culture there, how it
analyzes its existing employees,how it tries to encourage them
to make new connections, try newthings based on their skill
sets.
Talk to us a bit about yourcompany culture and how you try
to live that.
Speaker 3 (13:01):
Yeah, absolutely.
I mean many companies when theyset a recognition program,
right, they have a budget.
They might pick 1% of theirpayroll and say, okay, we're
going to allocate this to socialrecognition.
We've seen and we're studyingthe science of that, so we know
it works and so we don't evencap our budget.
We have basically an organicapproach to when employees see
(13:21):
something good happening,they're able to make that
recognition moment and thatcreates a culture that's very
dynamic, it's very supportive,it's very business and outcome
focused, and so you know you'llsee some employees receiving,
you know, five, 10 recognitionmoments per month and that's.
We encourage that.
That's that's okay, because weknow they're authentic, we know
(13:42):
it's deepening the humanconnection at work and we know
it's driving businessperformance.
So we're kind of a laboratoryin action for that, which is
cool, and so a lot of peoplefind that invigorating working
in that kind of environment.
And the reality is, is the dataon top of that really helps you
understand, as an employee,what does good look like in your
(14:03):
team?
What does good look like foryou?
Are you charting a careerthat's going to be where you?
You know it's going to take youwhere you want to go, or, you
know, shining a mirror up tothat, to say, ok, maybe I need
to lean in in this way,differently, or show up
differently that way, and socreating that live, exciting,
dynamic, positive culture iswhat WorkHuman is all about.
Speaker 2 (14:24):
Okay, wonderful.
Thank you very much.
We are already coming towardsthe end of this particular
conversation, so I'll just haveto get you on again pretty soon,
Jesse.
Just two more questions for youbefore we wrap up for today,
though.
I guess the next question iswhat else, and what I mean by
that is how does the humanintelligence 2025 release align
(14:46):
with broader trends in theworkplace culture and employee
experience and anything elsethat maybe we've missed about
the release so far?
Speaker 3 (14:55):
Yeah, that's a great question.
I think we're entering an erawhere employee performance and
culture inside of anorganization they've often been
separate conversations but thereality is they're blending
right and they're becoming oneconversation.
So you can't extract culturefrom employee performance,
employee experience, and sohuman intelligence as a kind of
(15:16):
an additional lens onto whatculture looks like for your
organization, for your team,combined with you know how that
data can be used to chart yourown path and understand what
your skills are inside anorganization.
That's, you know, certainly inline with a lot of those broader
trends, and we know, you knowevery company saying they want
(15:37):
to transform into a skills-basedculture.
But the reality is a lot of theskills measurement is sort of
somebody raising their hand andsaying I have this skill, you
know, and or somebody givingthem that label.
But with that recognition data,with the human intelligence,
it's performance in action.
So it's creating a skills map,your personal skills profile
(16:01):
using your actual work,happening in real time.
So it's a unique compliment andfits well into a lot of those
broader trends that we're seeing.
Speaker 2 (16:08):
Rock and roll.
Thank you very much.
And just finally for today, howcan our listeners connect with
you by the way, I've just sentyou a LinkedIn connection
request myself and, of course,how can they learn more about
the Human Intelligence 2025release?
Speaker 3 (16:22):
Yeah, absolutely, bill, and thanks for that.
Anybody can go to WorkHuman andsee all of the information
about the Human Intelligencerelease.
There's a short video on thatwith a few industry guest folks
that you'll recognize and learnmore about human intelligence,
and I certainly would love toconnect with any of our
listeners on LinkedIn at anypoint.
(16:43):
So, thank you.
Speaker 2 (16:45):
Excellent.
Thank you, Jesse, and this isjust as a reminder, if you have
not got your tickets yet to workhuman live, be there or be a
rectangle.
It's looking like an amazingevent.
I'm very jealous.
If you are going, please try toconnect with my colleague,
Jackie Clayton, who will be onthe floor wandering around
trying to do interviews and such.
(17:06):
But for today, Jesse, thank youvery much for being my guest.
Thank you, Bill, had a greattime and listeners as always.
Until next time, happy working.
Speaker 1 (17:18):
Thanks for listening to the HR Chat Show.
If you enjoyed this episode,why not subscribe and listen to
some of the hundreds of episodespublished by HR Gazette and
remember for what's new in theworld of work?
Subscribe to the show, followus on social media and visit
HRGazettecom.
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