Pascal Kalek

🎙️ "Today’s chief people officers are central to driving organizational resilience, business transformation and workforce readiness." A new report from the World Economic Forum offers a strategic blueprint for chief people officers (CPOs) navigating the new world of work. Based on a survey of over 130 global people leaders, the report's key finding is that the people function is playing an increasingly strategic role in shaping business transformation and growth. While the short-term labour market outlook reflects caution, with many organisations delaying hiring and restructuring decisions, CPOs see long-term opportunities for workforce transformation. The report emphasises that CPOs are now central to driving organisational resilience, business transformation, and workforce readiness. A large majority of those surveyed state that their firms rely on them to actively co-drive and co-design company direction. The top three strategic imperatives for the year ahead are: 1️⃣ Revising organisational structures. 2️⃣ Fostering culture and purpose. 3️⃣ Advancing intentional and responsible workforce AI deployment. The report concludes that to drive this transformation, people leaders must develop core competencies such as business acumen, digital fluency, and stakeholder influence. This will position the HR function as central to future business success. Kudos to the authors: Adèle Jacquard, Isabelle Leliaert, and Till Alexander Leopold. Thanks to Seth Hollander, MBA and Hanadi El Sayyed for drawing my attention to the report. 🚀 The report is featured in the September edition of the Data Driven HR Monthly, which you can access here: https://lnkd.in/eYMxaczQ 🚀 #chiefpeopleofficer #humanresources #peopleanalytics #workforceplanning #futureofwork

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What we started out building in HR: processes, policies, paperwork What we’ve been building in HR: initiatives, strategies, experiences What we need to be building now in HR: ecosystems Ecosystems are the interconnected web of tools, skills, structures, culture, and technology that keep growth going long after a single initiative ends. Shifting from building programs to building ecosystems doesn’t happen overnight. It takes small, deliberate moves that stack over time. Here are three to focus on: Connections > Silos: Stop building standalone programs. Map how initiatives link together across the employee journey (ex: recognition + performance + promotion + retention). Adaptability > Perfection: Ecosystems evolve. Pick tech, processes, and frameworks that can flex as your org changes. Focus on being able to prototype, test, and refine so the system stays relevant. Evolution > Explosion: You don’t need to blow up what you’ve built, but you also can’t cling too tightly to yesterday’s models. Keep what works and layer in the new that moves you forward. It’s not about being perfect (even though we love perfection in HR). It’s about building systems strong enough to last and flexible enough to grow.

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The most valuable skills in 2030? Not what you think. And many of today’s “safe bets”? Already falling behind 👇 The World Economic Forum analyzed the skills most likely to grow by 2030 and the results are both surprising and reassuring. Here’s what’s rising fast: → Human-first, thinking-based, and adaptive skills → Less about memorization, more about mindset So what should you be building? These 10 skills top the list: 1. Analytical Thinking ↳ Solve with structured logic, not guesswork ↳ Use frameworks to break down complex problems 2. Resilience, Flexibility & Agility ↳ Adapt to change without losing momentum ↳ Reflect before reacting when things go wrong 3. Technological Literacy ↳ Understand the tools shaping your field ↳ Ask sharper questions, even if you don’t code 4. AI & Big Data ↳ Learn how machines process, not just how they compute ↳ Use AI to amplify your work, not replace your thinking 5. Creative Thinking ↳ Generate new solutions when the old ones stop working ↳ Treat constraints as fuel, not friction 6. Curiosity & Lifelong Learning ↳ Stay relevant by staying interested ↳ Explore outside your lane to spark ideas inside it 7. Leadership & Social Influence ↳ Inspire action without needing a title ↳ Align teams around purpose, not just process 8. Empathy & Active Listening ↳ Make people feel seen before solving anything ↳ Respond to understand, not just to win 9. Motivation & Self-Awareness ↳ Track your energy, not just your time ↳ Spot your own blind spots before they cost you 10. Talent Management ↳ Build teams that scale without burnout ↳ See potential where others only see performance 11. Systems Thinking ↳ See how each piece connects to the bigger picture ↳ Solve root problems, not just surface symptoms The future won’t belong to the most technical. It’ll belong to the most adaptable, self-aware, and human. Start building now: → Take a course (many are free) → Write down where you’re under-skilled → Ask your team what skill they’d build in you ❓Which of these are you focused on for 2025–2030? _____ ♻️ Repost to help your team, your network, and yourself prepare 👋 Follow me (Dr. Chris Mullen) and join 100K+ leaders leveling up every week through my BETTER AT LIFE newsletter. This is where leadership gets real: https://lnkd.in/gJTcghKK

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Skill-based Talent Practices. This 56-page playbook has insights for implementing skill-based talent practices. The Business Roundtable Multiple Pathways Initiative developed it. Although I've shared this resource before, I still receive requests for it. It's based on insights from HR leaders implementing skill-based practices. The playbook addresses: 1️⃣ Strategic Planning ↳ Align skills-based practices with business strategy 2️⃣ Skills Validation ↳ Identify ways to assess and confirm employee skills more accurately 3️⃣ Opportunity Matching ↳ Connect employees with growth opportunities that align with their skills 4️⃣ Metrics that Matter ↳ Identify which measurements truly indicate success in skill-based approaches 5️⃣ Tech Enablement ↳ Explore how tech can help scale skill-based practices If you're moving more toward skills-based talent practices, consider first: ↳ What’s the “why” behind this shift? ↳ How is it different than what we're doing today? ↳ What business problems does this help us solve? ↳ In what ways will it create stakeholder value?   ↳ What are we basing these assumptions on? ↳ How will we measure the impact of these changes? Answering these questions upfront is critical. Special thanks to the Business Roundtable for making this playbook available. What's one key insight you took from this resource? ♻️ Repost to help others with skills-based practices 🔔 Follow Brian Heger for more P.S. - If you find value in resources like this, make sure you receive my Talent Edge Weekly newsletter. https://lnkd.in/dWThftwK #hr #humanresources #skills

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— Personality and Occupations — Fascinating Personality research suggests that individuals tend to develop more homogeneous—or similar—personalities within, rather than between, occupations due to attraction and selection, attrition, and socialization effects. We expand this perspective using a distance-based methodological approach that relates similarities between combinations of individuals' personality traits to similarities between their occupations. Leveraging German panel data tracing individuals' careers from 2005 to 2017, we test how attraction and selection, attrition, and socialization effects contribute to the emergence of similar personalities in similar occupations over time. Our results reveal that individuals with more similar Big Five personality traits join more similar occupations, whereas those with personalities less similar to those of other occupational incumbents are more likely to leave the occupation. Moreover, individuals staying in more similar occupations develop more similar personalities. These findings enhance our understanding of the intricate interplay between individuals' personalities and occupations, providing evidence that similar personality traits emerge not only within the same occupation but also between similar occupations over time. ——- I find this fascinating. To all those leaders who proclaim “one culture”, it simply is impossible. Unless you have a very focused business with one kind of profile that attracts the same kind of people. But is that any good? To all those who strive for #diversity and complementarity, hold your horses. You might attract and retain the same people more and push away people with different personalities. Understanding #personality and its dynamics helps to understand and design organizations and teams. #organizationalculture #leadership Otolith® Consulting https://lnkd.in/eb4F9k2G

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𝗛𝘂𝗺𝗮𝗻 + 𝗠𝗮𝗰𝗵𝗶𝗻𝗲 = 𝗥𝗲𝗮𝗹 𝗢𝘂𝘁𝗰𝗼𝗺𝗲𝘀 If there's one shift L&D leaders need to embrace right now, it’s this: Success isn’t about training programs, 𝘪𝘵’𝘴 𝘢𝘣𝘰𝘶𝘵 𝘯𝘦𝘵 𝘱𝘦𝘳𝘧𝘰𝘳𝘮𝘢𝘯𝘤𝘦. It’s about what humans and AI deliver together, not separately. A researcher in Lithuania repurposed AlphaFold, the AI tool originally designed for protein structure prediction, and used it to solve a different, more complex problem. Previously, human-only methods yielded about 74% accuracy, but they took weeks of painstaking work. AI alone was effectively useless for this task. But when human creativity and AI processing joined forces? They hit 88% precision -- 𝘪𝘯 𝘫𝘶𝘴𝘵 𝘢 𝘧𝘦𝘸 𝘩𝘰𝘶𝘳𝘴. This is the power of human + machine collaboration. Not stacking talent on top of AI, but weaving them together for multiplied results. But here’s the rub: not all tasks benefit equally. Research from MIT Sloan shows that Human + AI teams don’t always outperform humans or AI alone for decision-heavy work. Yet, in creative and content-generation tasks, the combinations often excel. The takeaway? We must design teams and workflows where AI & human strengths complement each other, not just mash them together. I see a lot of this happening today, where access to AI is seen as the finish line. 𝗪𝗵𝗮𝘁 𝗧𝗵𝗶𝘀 𝗠𝗲𝗮𝗻𝘀 𝗳𝗼𝗿 𝗟&𝗗 Stop measuring “hours trained.” Start measuring outcomes delivered. 𝘓&𝘋 𝘮𝘶𝘴𝘵 𝘳𝘦𝘥𝘦𝘧𝘪𝘯𝘦 𝘪𝘵𝘴𝘦𝘭𝘧 𝘢𝘴 𝘢𝘯 𝘰𝘶𝘵𝘤𝘰𝘮𝘦 𝘥𝘦𝘭𝘪𝘷𝘦𝘳𝘺 𝘧𝘶𝘯𝘤𝘵𝘪𝘰𝘯, 𝘯𝘰𝘵 𝘢 𝘤𝘰𝘯𝘵𝘦𝘯𝘵 𝘥𝘦𝘭𝘪𝘷𝘦𝘳𝘺 𝘰𝘯𝘦. Ask: ▪️What learner outcomes matter? ▪️Faster onboarding, error reduction, autonomous support? ▪️How do humans + AI co-deliver that result? 𝗛𝘂𝗺𝗮𝗻 + 𝗠𝗮𝗰𝗵𝗶𝗻𝗲 𝗣𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲 = 𝗡𝗲𝘄 𝗠𝗲𝗮𝘀𝘂𝗿𝗲𝘀 You will track: ▪️Cost per Outcome (CPO) ▪️Time to Outcome (TTO) ▪️Outcome Quality Score (OQS) These replace old measures like “completion rate” or “hours watched.” Want to see new measures in practice? Join me at AI Intensive for L&D, Online — Septmeber 8-10, 2025. In just 3 days, you’ll build real human + AI performance workflows, including: ▪️A live performance-support chatbot ▪️A prompt library + automations ▪️Multi-modal AI workflows: text, image, audio, video (ChatGPT, Copilot, Gemini, Claude, Midjourney; ElevenLabs; Runway/Synthesia) ▪️Your personalized roadmap to becoming a Human-Machine Performance Analyst™ Seats are limited and it’s all hands-on. Join Cohort #5! Link in the comments.

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