When you’re talking about a people-driven function like Human Resources (it’s in the name, after all), Big Data might not be the first thing that comes to mind. But the HR function has actually moved at a faster pace than many others in integrating analytics and business intelligence into its practices.

A study by Oracle found that 98% of respondents agreed that they can use data to predict workforce needs, 94% use it to predict turnover, and 94% say it gives them insight into employees’ career goals.

However, one of the authors of that study cautions that this doesn’t mean everything’s “rosy in the world of HR analytics.”

At our core, we are a diversity company. Our specific focus at Herrmann is on cognitive diversity, but ultimately, our technology and tools are about helping people value and leverage diversity and create more inclusive organizations. This is what we do for clients, and it’s something we’re continually working on internally as a fully remote team ourselves.

Over the last six months or so, we’ve had some candid and eye-opening discussions as a team about diversity in all its dimensions and what it means to be equitable and inclusive, both at an individual level and as an organization.

We’ve seen firsthand how powerful it is when you give people a safe space for these sometimes difficult but necessary conversations and the opportunity to expand their worldview.

We’ve seen more interest and attention lately around diversity and inclusion in the workplace than we have in years — maybe ever. Even so, in many organizations, it’s still an uphill battle to move beyond a statement of commitment to actual action.

If you’re struggling to get top-level buy-in for broader diversity and inclusion efforts, it may be time to rethink your approach. Read on for some tips on how to be more persuasive in your conversations with executives and to learn how you can use technology and data to strengthen your argument.

People don’t like change. That’s just a fact of life.

Unfortunately, change is also a fact of life. And as you’ve probably noticed, it’s also a huge part of business.

Even before all the turbulence that was brought on by the pandemic, change management practices were being put to the test in recent years, as these shifts have been coming faster, and with more complexity and broader consequences.

Leading a team meeting can be tough even in the best of circumstances. You have to make sure everyone stays engaged, feels welcome to participate and can comfortably raise any issues. But you also have an agenda you need to get through and objectives to accomplish.

Meetings with remote teams can be even trickier to manage.

When was the last time you multitasked in a meeting? Drifted off? Got annoyed? Wished you were anywhere else but there? Or come down with a case of Zoom fatigue you just couldn't shake?

If any of that rings true for you, you’re not alone. In a Verizon Conferencing study, 91% of respondents admitted to daydreaming during meetings, and 39% said they’ve napped in them. Overall, research shows that employees waste a staggering 31 hours of unproductive time in meetings every month.

If creating better team management wasn’t already a priority, investing in resilient leadership development programs appears top of mind for more organizations this year. Companies realize the need to create resilient leadership to help guide teams through the year’s challenges and uncertainty.

As Certified Practitioners, one of the most common questions we ask is, “What’s next?”

After our Thinkers have taken the HBDI® and we go over their results and help them experience their own personal ‘AHA’ moments in a debrief session, where do they go from there? How can we help them continue on their journey of awareness and application of Whole Brain® Thinking on a daily basis?

These days, resilience is something that’s on all of our minds. We often hear it talked about in the context of how well we can “bounce back” from a setback or crisis. In some ways, though, bouncing back implies that we’re at the mercy of everything that’s going on around us. Or as Ann Herrmann-Nehdi put it in a recent LinkedIn post, “It feels like I am in a pinball machine.”

This article is a guest post from Susanne Duke the founder of MARNI&Co., a consultancy that helps small and medium-sized companies sell and market like big brands.

Cognitive diversity is the inclusion of not only people with different ways of thinking but backgrounds, skills, strengths, and opinions. Teams that come together from differing departments encourage collaboration and innovation, creating a competitive advantage with customers.