『HR Data Labs』のカバーアート

HR Data Labs

HR Data Labs

著者： WRKdefined Podcast Network
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Unlock the future of HR, today with the HR Data Labs podcast! Dive into transformative insights, expert interviews, and cutting-edge practices that empower organizations to harness their workforce’s potential. Join us for engaging discussions that will inspire you to innovate, strategize, and lead with confidence! Tune in now!All rights reserved by WRKdefined マネジメント マネジメント・リーダーシップ 出世 就職活動 経済学
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  • Sushma Tripathi - The State of HCM: How HR Leaders are Modernizing People, Process and Technology in an AI- Enabled World

    Sushma Tripathi - The State of HCM: How HR Leaders are Modernizing People, Process and Technology in an AI- Enabled World
    2026/09/24
    David Turetsky and Sushma Tripathi discuss where human capital management is headed, why HR modernization is harder than simply adding new software, and what leaders need to fix first. Sushma brings more than 25 years of HCM strategy experience across product, operations, staffing software, and advisory work, so the conversation stays grounded in what organizations are actually facing.In this episode, they focus on the shift from transactional HR to AI-enabled operations, the burden of process and technology debt, and why workforce management is becoming the backbone of modern HR transformation. Key topics Sushma Tripathi’s background spans HR, benefits, actuarial work, product development, COO and CPO roles, and strategic advisory work, giving her a broad view of HCM change. The industry is moving from transactional HR to more intelligent, integrated, AI-enabled operations. Many organizations are stuck with fragmented processes, legacy systems, unclear ownership, and outdated configurations that no longer match current needs. Process debt and technology debt are major blockers, especially when old workflows and old system settings keep surviving years of change. Decision rights confusion is a recurring issue - HR, operations, finance, and IT often all touch the same workflows without clear ownership. AI readiness is limited by data quality, governance, and change management, not by the AI tools themselves. Workforce management is emerging as the anchor for operational excellence, especially around scheduling, labor models, compliance, productivity, and outcomes. Employee self-service and manager self-service still matter, but users now expect experiences that feel as simple and intuitive as consumer apps. Many organizations are asking whether to buy new technology or improve what they already have first. Sushma emphasizes that HR is becoming a strategic operations partner, not just a people-management function. Timestamps 00:32 - Welcome to the HR Data Labs podcast and introduction to the conversation 01:44 - Sushma Tripathi’s 25-plus years in HCM strategy and leadership 03:47 - A personal story about hiking and the challenge of Angels Landing 06:25 - Transitioning into the real topic: HCM modernization and AI 07:47 - Why HR is moving from transactional work to intelligent, AI-enabled operations 09:59 - Process debt and technology debt are slowing organizations down 11:57 - Why employee and manager self-service still matters 14:52 - Why maturity level changes the pace of modernization 16:52 - Where organizations should start when modernization feels overwhelming 18:29 - How AI should fit into end-to-end workflows, not just isolated tasks 19:24 - Why governance and data configuration are still foundational 21:25 - Why every organization needs continuous operating-model revision 22:33 - Cleaning, combining, and using data before expecting better outcomes 23:03 - Baby steps, outside help, and why AI tools do not fix broken processes 25:39 - Why workforce management is the biggest concern going forward 26:02 - What workforce management includes beyond time tracking 27:00 - Compliance, fines, penalties, and brand risk in workforce management 28:28 - Closing thoughts and goodbye Notable quotes “Data quality, not AI, is actually the biggest barrier.” “Because just because you have a hammer, everything is not a nail.” “You can't just go into Chat GPT and say fix me.”
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    28 分
  • Jennifer McClure - Why HR Needs Disruption

    Jennifer McClure - Why HR Needs Disruption
    2026/09/17
    Jennifer McClure joins David Turetsky to unpack how her career in HR, executive search, speaking, and coaching led to Disrupt HR. The conversation focuses on why HR gets blamed for business problems, how leaders can stop using HR as a scapegoat, and why true disruption means rethinking both broken processes and the ones that only seem fine. Jennifer McClure shares a practical case for moving HR beyond administration and into real business influence, while David Turetsky pushes on the everyday realities of performance management, remote work, compensation, and accountability. Key topics In this episode, Jennifer traces her path from nearly 20 years in corporate HR leadership to executive search, then into speaking, coaching, and launching Unbridled Talent. She explains how Disrupt HR began as a way to surface ideas from people who may not have a speaker reel or prior speaking experience but still have something meaningful to say about the future of work. Jennifer argues that HR was originally built as an administrative function, but the profession has evolved and now has a chance to influence business strategy far more directly. She challenges the old “seat at the table” mindset and says the real issue is not seating, but whether HR leaders actually understand the business and how people drive results. David and Jennifer discuss how HR often becomes the dumping ground for decisions leaders do not want to own, especially around performance management, compensation, culture, and employee relations. Jennifer emphasizes that HR should not automatically say “no” and take the blame. Instead, managers should be required to make the case and own their decisions. The conversation uses examples from remote work and compensation to show how easily leaders pass responsibility to HR without first having the difficult conversation themselves. Jennifer explains that Disrupt HR is not just about fixing broken systems. It also asks whether working processes could be simpler, faster, more human, or more useful. She compares workplace experiences to consumer experiences, like Netflix recommendations, Amazon suggestions, and frustrating phone trees, to show how people expect better design at work. David and Jennifer talk about the value of short-form ideas, different audience reactions, and why a talk or process does not need to please everyone to be worthwhile. Jennifer closes by encouraging listeners to disrupt themselves, their organizations, and even processes that appear to be working well, because innovation often starts with a better question. Timestamps 00:00 - Intro to Jennifer McClure and the HR Data Labs conversation 01:10 - From corporate HR leadership to executive search and speaking 03:34 - Why Unbridled Talent got its name and what Jennifer does now 04:37 - Executive coaching, speaking, and the origins of Disrupt HR 05:20 - A fun fact: farming, horses, and Tennessee roots 07:08 - Why the topic of HR disruption matters right now 08:12 - Why HR has been seen as ripe for disruption 09:23 - From administrative personnel work to “seat at the table” 10:20 - What “being strategic” in HR really means 11:06 - Talent strategy and business strategy should be integrated 12:04 - The real opportunity for HR influence and business impact 13:32 - Why some leaders still only want transactional HR 14:19 - Business leaders blaming HR for problems they do not want to own 16:10 - Reframing “HR always says no” into manager accountability 17:45 - A real example of remote work, blame, and chain-of-command confusion 19:48 - Compensation example: when a late request cannot be approved 21:27 - How HR can remove itself as the scapegoat and push ownership back up 23:08 - What Disrupt HR actually is and how the format works 24:30 - Bringing in voices from outside HR to improve work 25:57 - Disruption is not only for broken things 26:46 - Looking at consumer experiences to redesign workplace processes 28:32 - Why outdated phone trees and apply processes frustrate people 29:05 - The importance of asking why a process exists in the first place 30:42 - Over 11,000 five-minute Disrupt HR talks and why the format works 31:55 - Why not every presentation lands with every person 33:47 - Preparing a keynote and accepting mixed audience feedback 35:02 - Why short, focused presentations fit how people consume information now 36:39 - Where to learn more about Disrupt HR and why disagreement matters 37:07 - Laurie Ruettimann, strong opinions, and learning from disagreement 38:32 - What listeners should take from short talks and different viewpoints 40:20 - Final thoughts on disrupting work, organizations, and yourself Notable quotes “I think HR gets blamed for a lot.” "I challenge you to disrupt yourself, your organization, your people.” “This is the definition of innovation.” Action ...
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    41 分
  • Betsy Irizarry - The Compensation Risk Most Companies Don't Measure

    Betsy Irizarry - The Compensation Risk Most Companies Don't Measure
    2026/09/10
    In this episode of HR Data Labs Podcast, host David Turetsky is joined by Betsy Irizarry, CEO and founder of HR Contempo, to unpack one of the most overlooked compensation risks in modern organizations: pay compression. They also discuss how AI, labor market pressure, mergers and acquisitions, and communication gaps are reshaping workforce strategy and employee trust. Betsy brings 25-plus years of HR experience across industries including technology, professional services, agriculture, and energy, making this a practical conversation about what leaders are missing and what they need to do next. Key topics Betsy Irizarry shares how HR Contempo helps organizations with human capital issues, especially mergers and acquisitions and compensation work. Pay compression is becoming more common as companies raise pay to compete for new hires while leaving long-tenured employees behind. Labor market pressure is intensifying the problem, especially in skilled trades like plumbing and electrical work tied to data centers and other growth sectors. David and Betsy connect today’s compensation challenges to pandemic-era pay decisions that created long-term ripple effects. Mergers and acquisitions often focus on financial and operational integration while overlooking compensation structure and job analysis. Simply matching job titles is not enough in M&A work because the actual work, scope, and responsibilities may be very different. AI is creating a new kind of compensation pressure as companies pay more for employees who can use AI tools to generate insights and move faster. Betsy argues that organizations must balance AI adoption with institutional knowledge, since experienced employees still bring critical context. Workforce readiness for AI is uneven, so organizations need to assess who can reskill and who may struggle to adapt. Total rewards matters more than base pay alone, including benefits, 401(k), employee assistance programs, development, and other perquisites. Communication is a major theme throughout the conversation, especially around pay transparency, manager training, and helping employees understand total compensation. The episode closes on the idea that compensation conversations should become more open, business-oriented, and positive. Timestamps 00:00 - Welcome to HR Data Labs Podcast and introduction to Betsy Irizarry 01:07 - Betsy’s background and HR Contempo’s focus on human capital and M&A 02:14 - Betsy’s travel habit of studying how businesses operate in different places 04:22 - Episode topic: pay compression and AI reshaping workforce strategy 05:30 - The most common compensation challenge Betsy sees across clients 06:42 - How pandemic-era pay decisions still affect compensation today 07:19 - Labor market pressure and why skilled trades are at risk of compression 08:49 - Solar and IT examples of demand spikes driving wage pressure 10:02 - Why M&A can create major pay compression if compensation is ignored 11:06 - Job description management and why titles alone do not tell the full story 12:35 - AI skills becoming a premium and the risk of losing institutional knowledge 13:37 - Should companies hire AI talent or reskill current employees? 15:23 - Why outcome-based AI use matters more than activity metrics 16:50 - Walmart self-checkout as a cautionary tale about automation and human oversight 18:49 - HR’s role as the sounding board for leaders on cost-cutting and people strategy 20:07 - What pay compression means, with a practical salary example 21:50 - Ways to address compression without giving everyone the same raise 23:27 - Why total rewards is broader than base pay and benefits 24:04 - Differences between companies with strong total compensation packages and those without 25:36 - The need to overcommunicate total rewards through statements and ongoing manager conversations 26:50 - Why merit review should include the full compensation picture 27:48 - Does pay transparency actually improve equity? 29:33 - Training managers and employees to have business-oriented pay conversations 31:04 - AI makes pay and company information easier to find, increasing the need for honest communication 32:18 - HR’s responsibility to advise leaders and support employees’ basic need to be paid fairly Notable quotes “AI won't replace you. Someone who understands AI and uses it as a tool will replace you if you don't.” “At the end of the day, they just want to get paid so that they can go back home and have a good life.” “Let's have continue to have conversation, meaningful conversations with our leaders and our employees.”
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    33 分
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