Superhuman Resources: Data, Analytics, and the Rapid Evolution of HR

Transcription
[0:00:00] John Lynch: Good morning, good afternoon, good evening. Thank you for joining us! I see the number ticking up here, so we got people coming into the room. Very welcome! Glad to see you!

If, as you come in, you drop a little note into the chat about where you are dialing in from, that would be cool. Otherwise, I'll start with a little tech table setting for what we'll cover today.

My, my name is John Lynch. I lead communications and content at TalentNeuron. And I'll be facilitating today's session. Before we start, I'll cover some of our agenda and your experience:

• Today's session will run for about 45 minutes.

• We have a presentation, then we have a Q&A session. Please ask questions as you go, drop them into the chat, etc.

• We published some research on the evolution of HR across functions. It gives the clearest view yet on what we see changing for HR professionals, what the skills are expected to, how skills are expected to develop, and what is already happening: ‍
  
  • The Evolution of HR ‍
  • Driving Workforce Transformation: A New Era in HR Tech ‍
  • Strategic Workforce Planning Master Class
    

You're already doing superhuman work. Congratulations. You deserve all the acclaim, but the research is on what's approaching for HR. So that's what we're talking about today. Also, we're giving you a sneak peek of our new capabilities in TalentNeuron's toolkit (we'll have a little demo of that, too).

As usual, we have a survey at the end of today's session. So, please stick around. It's a valuable way for us to gather feedback on your experience, what we're doing right, and what you would like to see for the webinar program in the future.

Optimizing your viewing experience will be important in a couple of places today, so I'll remind you there's a little tab in the bottom right-hand corner of the screen. You can expand your view to see some of the data and demo elements in more detail. If, at any time today, you want to learn more about how TalentNeuron can help you with some of the issues, please hit the request a demo button, and we will be sure to get back to you.

My co-presenters today are Erica Lee and Miguel Marin.

[0:03:17] Erica Lee: Thank you, and good morning, good evening, afternoon, wherever you may be. Excited to be with you today. I'm Erica Lee. I'm based in North Florida and am a part of our consulting team, serving as a senior consultant. In my current role, I partner with clients to empower their strategy through expert perspective data and insights. We can customize solutions in business transformation, strategic workforce planning [SWP], talent engagement and development, employee value proposition, and talent attraction. It involves providing thought leadership, data analysis, frameworks, and action plans to help clients and prospective clients achieve their goals. It's my pleasure to be here with you today and to introduce you to my colleague, Miguel Marin.

[0:04:11] Miguel Marin: Hi, Erica. Hello, everybody. It's great to be here with you all today, presenting alongside you, Erica. I'm joining you all from snowy Quebec City in Canada. I work with TalentNeuron as a senior product engagement consultant and have been with the organization for eight years. During this time, I've had the opportunity to assist our clients in navigating the complexities of talent intelligence and market dynamics, collaborating closely with our customers who work to understand their needs and challenges, whether it's through utilizing our self-service platform or scoping and delivering our custom curated reports that we call workforce reports. I aim to provide valuable insights that empower organizations to make informed decisions in areas such as talent acquisition [TA], workforce planning, and competitive benchmarking. I'll pass it over to John, who wants to kick us off with a poll.

[0:05:13] John Lynch: Thank you, Miguel, for joining us. We'd start with a bit of a poll to get a pulse for the feeling in the room. Do you ever feel that your job is changing daily, that your superhuman efforts are being recognized and noticed, and that you have new challenges and responsibilities? Tell us how you see your job. What is the best description of your job out of these five options? If you have an option here, choose it. If you don't, drop it in the chat. It's the beginning of a new year, so there's a whole new set of feelings to reckon with. That's pretty much how we thought it might be.

A couple of answers in the chat:

"Part therapist, part data analyst, part conflict mediator."

"Spending more time managing Excel files."

"I've become my company's unofficial change management guru. And now as a leader."

I think we can go back to our content with the knowledge that we're on the right track. These are the kinds of frustrations we anticipated hearing, and hopefully, we'll be able to talk more about how we can help you solve them.

[0:06:49] Erica Lee: That's right, John. Not surprising at all. As a matter of fact, I want to lean in and remind you that HR as a function is not absent from the future of work.

As we've seen, we are now the gurus of many things. It looked like some folks said they were still doing exactly what their job description required, but there is a rapid evolution in our functional area as well. Your survey responses confirm it for us. The market is demanding and revealing the same, and the HR function as a cemented role is a superhero in the organization, which is for sure what we're looking at. If you've ever had the pleasure of watching a superhero movie — and I have a whole lot of them, as a matter of fact — you know that part of the superhero movie where the hero is really great, and they have a dream, and they have powers, but they don't quite have all the cool gadgets that they need, and maybe they don't necessarily have their look put together. That's where we are. They're disguised in a winter beanie, stuffed in a pocket, and a pair of their grandma's borrowed shades. This is where we are.

We're superheroes without those gadgets. Long been seen as primarily administrative cost centers, and this isn't something we haven't heard before. It's that assumption that we handle paperwork and benefits and ensure compliance. And it still exists, and we still do those things, but we do so much more because our destiny has called. The reality is that HR, talent management, people operations, whatever name you want to give the function is a powerhouse partner in driving strategic workforce planning. And we're not just talking about better hiring processes or efficient payroll systems. We still do all of that. But we're caped crusaders of using data to drive business strategy, predict workforce trends, and shape the future of work.

The change is already underway. The question is, TalentNeuron, how do you know? The fact is the change in demand over the past six years is a signal, and we can see this evolution in TalentNeuron data.

We collect over 700,000,000 data points from the global job market every day and recently crossed the threshold of over 40,000 skills in our taxonomy. It gives us a unique level of insight into how the job market is evolving across the functions, particularly this function. Also, from the perspective of industries and skill sets since 2018, the makeup of the HR function as a whole has changed significantly.

Go back with me for a moment. Remember, during COVID and the great resignation, we overhired, and then we had to pull back, And that meant pulling back on talent acquisition. But it didn't mean pulling back on HR strategy. In fact, workforce planning demand has gone up since 2018. Think about it: ten years ago, do any of you even remember a role called workforce planning? And now it's grown by 22%, as you can see over the past six years. It tells us that we, as HR professionals, are doing strategic workforce planning in different pockets of the organization. So, for any of the highlighted roles that touched the process, we want to ensure they're in a position to be great at SWP. So it's done better to create a steady state, to ensure our long-term improvement, and that it's appropriate in terms of the strategic tools.

Despite its decline, which you probably have noted in demand, talent acquisition continues to be a core function of HR. It's not going away. It's becoming more strategic as well. Cue the title: talent advisor. And TA's demand for skills within human resources are becoming kind of a standard expectation and therefore not as pronounced in demand. The data shows that SWP demand for people analytics and total rewards have all gone up, confirming the shape of HR is becoming more diverse. The evident decline again in TA is depicted here, and I kind of mentioned already that the rise in strategic workforce planning or SWP roles indicates the start of the evolution. But why is this really happening? It's indicative of this business's need to take action towards strategic workforce planning.

TalentNeuron surveyed leaders and professionals last year to understand the importance of strategic workforce planning. 67% of our respondents rated it as important. And when we asked our clients specifically, 83% felt it was extremely important. The chart we're sharing here is a mapped indicator of HR leaders' strategic priorities and their current maturity on a number of key topics related to the survey I just mentioned. Now, I know you feel like already, "Whoo, Erica, you're getting me with the data, but hang in for us because this data is really relevant to the work that you do every day."

We care about the bottom right box, the purple one. See, the importance of access goes from low to high when you're looking from bottom to top, and the maturity of access goes from high to low when you're reading left to right. So, at first glance, you would assume scenario planning maturity is improving, but it's still declining.

See the tiny x in the purple box for low importance, low maturity? It tells us that our survey respondents recognize maturity and scenario modeling is still low, but it's foundational for effective strategic workforce planning or the expectations of our HR of the future. Essentially, the strategic needs of the organization matter, but our capabilities don't always match the importance. Who better to speak to what matters than the superhuman resource teams? We're talking about future talent landscape analysis, demand planning, location planning, and strategy. These are not near term responsive priorities. These are long-term goals, and they require new skills and capabilities within the HR function. It's a change that's already underway. Your poll answers confirmed it. So, Miguel, what are your thoughts on how job postings also confirm the shift?

[0:13:48] Miguel Marin: Well, Erica, you mentioned the need for scenario modeling and long-term strategic thinking. This perfectly aligns with what we're seeing in the job market. A quick look at job postings reveals a significant shift. As we can see on the slide right now, over 40% of human resources roles now explicitly require data analysis and analytical skills. I wonder how many of you in the audience today have seen this shift in either your roles or within your HR teams.

So this isn't just about crunching numbers. It's about using data to anticipate future trends, identify emerging skill gaps, and inform strategic workforce planning. Essentially, we're already deep into the process of becoming superhuman HR professionals. This is something that John mentioned at the beginning of our presentation.

We've organically learned to lead with data, seeking opportunities for learning and challenging assumptions. We've become masters at using our data and the data available to us to provide valuable insights to our business partners. But the next stage of the evolution will demand an even deeper skill set. We need to embrace new technologies, develop our analytical and predictive capabilities, and become true strategic partners who can guide our organizations through the complexities of the future of work. Now we have some more numbers for you today. Bear with us, but this is what we do — data, and data is very important

Let's take a closer look at how the demand for different skills is evolving. This chart shows the growth in demand for core HR and data-related skills since 2018. Notice the striking difference in growth rates. The blue bars represent data skills, and they're soaring. Data analytics market trends and analytical thinking are growing significantly faster than core HR skills like talent management and employee development. This underscores the critical need to develop strong data analysis and interpretation capabilities. We need to be able to distill meaningful insig

And don't worry because core HR skills are still in demand. They're growing, too, but at a slower pace. This highlights the importance of a well-rounded skill set, a combination of strong core HR knowledge, and advanced data analysis capabilities. There are more numbers and proportions in the next slide based on those trends we've seen since 2018. This slide gives us a glimpse into the future of HR. While we've traditionally focused on developing our team's core HR skills, we now see a significant demand for new capabilities. Notice the dramatic growth in data literacy, data storytelling, AI, and automation tools, which we will mention later in our presentation today. This reflects the evolving needs of our organizations and the increasing importance of data-driven decision-making. The challenge now is to equip ourselves and our teams with these skills that are in demand.

How do we bridge this gap? How do we ensure that our HR function remains agile and adaptable in this rapidly changing landscape? I love maps, and here we have a world map. So, let's use it to talk about the reality of hiring for these in-demand skills. If we take a look at this map, it shows the hiring difficulty scores for AI skills across the globe. Our hiring difficulty score here at TalentNeuron goes from 1 to 10, with 10 being the most difficult, the toughest role to fill.

So you can see this slide is populated by tens, some nines, I believe, but mostly tens. Notice those high scores, very high scores in major tech hubs like San Francisco, London, and Beijing. This isn't surprising. These cities are real magnets for top talent in the tech industry. Now, imagine you're trying to hire someone with advanced AI skills. And for some of you in the audience, this wouldn't be too hard to imagine because you're already doing that for your organizations. We're not just competing with other companies in our industry. We compete with every major tech company globally, creating an incredibly competitive hiring market. We're talking about significant investments in recruitment and competitive compensation packages to attract this talent. And let's be honest, maybe not all or even most HR teams have the resources to compete in this kind of talent war. The question comes back. I already asked this: how do we bridge this gap? How do we access and develop the AI and automation skills that we need to succeed in the future of work? There has to be a better way.

There has to be a more sustainable and strategic approach. We can do so with the superhuman team, the HR team of the future, or, in this case, our super neuron team of the future representing different job families within HR. We're not just talking about hiring. We're talking about building a truly superhuman HR team, just like those in the Marvel movies that Erica referred to earlier today. So, just as these neurons have their unique superpowers, we need to leverage a multifaceted approach. This will include all of us from total rewards, rewarding and incentivizing the development of new skills within our teams to L&D [learning and development] at the top in the center, investing in robust training programs to upscale our existing workforce, TA, strategically sourcing and attracting talent with the in-demand skills. Talent management, of course, identifies and develops high-potential individuals with, again, the potential to lead in the future.

Our HR VPs must become strategic advisers. They need to champion that change within their respective business units. And, of course, people analytics [experts] who are very used to working with data need to leverage that data and analytics to identify skill gaps and inform our development strategies. Workforce planning, which Erica mentioned before, involves anticipating future needs and proactively developing talent pipelines. By combining all of these approaches, we can build a truly superhuman HR team capable of navigating the complexities of the future of work. And how can we do this? Erica, how can we at least get started doing this?

[0:21:57] Erica Lee: Well, that’s a $1,000,000 question, Miguel. A team of that magnitude needs a clear framework. Your organization and its operating model have to be positioned to utilize that diverse, connected talent and extensive skills in the most valuable way possible.


I love starting simple. So we're going to start with two high-level considerations. First, start by making strategic decisions for your own workforce. Like when you're on a plane and you're flying, they instruct you to place the mask on your face first and then help others around you that may need help. HR is in an age of disruptive evolution, and you must put your mask on first. And to do that, you're going first to focus on identifying the high-priority skills that your team demands. Then, you're going to use data to make necessary decisions on how to develop those skills by seeking help from others around you, also looking at experienced evolution and digital disruption and other areas and functions to design your own next steps. Data is all commas and zeros without a plan, and skill signals help you to start designing that plan. They're needed for the next step in your organization. It's used in the early stages for foundational understanding, and you use skill signals to guide those considerations. It can be applied to any role within the organization.

This is not exclusive to the HR evolution, but we're talking about HR here. We're going to stay focused a little bit on ourselves right now, and remember, since the superhuman resources team needs a little bit of attention to evolve. We're going to really think about how we use our skills signals for our own internal skills data and taxonomies. We're going to understand our cross-functional skills, looking at external skills to answer the questions on what skills are needed or being demanded within the market. And furthermore, “Where,” “How,” “Who,” or “What” in cross-functional teams might hold the talent we need to build our superhuman team.

It's about informing the Bs, the “Buying,” the “Building,” the “Borrowing,” “Binding,” “Breaking,” or “Bot” framework with that skill signal to identify your high priorities and then take you to unexpected places. Our clients have found some of their best talent among teachers and educators. We've helped organizations recruit digital marketers into HR based on really aligning those skills, matching adjacent skills of drama and theater majors to content creation roles and learning and development, and bringing IT folks with adjacent skills across to HR to support the development of the volume of tools and tech that the function requires.


The companies within the TalentNeuron family possess a vast amount of data to deliver actionable insights for all aspects of what we've been talking about today. Our capabilities with our platform and our consulting allow us to pivot and support in numerous topic areas. We kind of mentioned many of them, but that early competition and market analysis helps us to think about ways to design and start the workforce planning skills analysis, location optimization, diversity and inclusion initiatives, sourcing strategies. Our expansion has positioned us towards trailblazing as a provider of strategic workforce planning skills and software management, further strengthening our position as a market leader. This combination of our capabilities creates the industry's most comprehensive software and dataset, both for strategic workforce planning and for the tactical partnership to drive your evolutionary journey and ensure that your superhuman tool belt is stocked with the support of resources as you move into this evolution. We know you can't do it alone, but we also know you can create it with a partnership like the one that TalentNeuron provides.


The puzzle simply means we partner with you first to identify those high-priority skills using data to make decisions based on what we have learned. Then, we will stick with you and help you along the journey with agility and flexibility to pivot as you discover your needs and competitors' patterns and determine your skill gaps. We know every team is starting from a different place, and our team focuses on meeting you and your teams where you are on the spectrum of capabilities and data maturity, both from a quantitative perspective. Like, "What data do I need, and how do I get it?" But also that qualitative consideration. Like, "What does all of this mean?" So that you can use data to make decisions on risk. And internal town identification, strategy alignment, and other components around skills to rightsize your team structure and workflow.


They're back. Our adorable little neurons because this is the HR team of the future. It's not alone superhuman in Grandma's shades. It's a superhero collective with skills across a function that support the future of the workforce and capabilities to support where the workforce is headed.

Miguel and I spent time preparing for this and our time together, but our goal was to be tactical so that everyone with us walks away with a genuine grasp of how this discussion can be a part of your reality. And I'm a practitioner at heart. I spent a decade and a half in this space and in the seat where you are, and I would have loved to have access to tools that help me do all of this faster and smarter. And we've developed some of those tools to add to your superhuman gadget belt. So let's take a little bit of time. And Miguel, do you mind sharing with our audience about Synappy?

[0:28:22] Miguel Marin: Synappy is that tool that will allow us to get started gathering data to make those data-driven decisions in a very short period of time, potentially with the conversational approach, is our AI chatbot. As we can see on this screen, I'll go and show a video, a 2-minute video, in just a moment. I know we're tied with time, and we're going to Q&A next.

Synappy has been designed by our own AI and machine learning team. Of course, we've been talking about these capabilities today, and it has been designed with you in mind to help you get started gathering some of these data. You're juggling a number of different tools in your daily work. We don't want you to spend lots of time on our platform, but we know that you need data. And this is a very easy way where you can actually start gathering data, download intelligence, etc.


I'm going to go next, and if you allow me, I'm going to share my screen to share this video with you. I recommend to our audience once again that you put the video in full screen so that you can really see what the tool is doing, and we'll get started this way. Hopefully, you can see a short video showing the future of HR analytics.

The AI-powered chatbot is designed to make your data analysis effortless. So you can see that it leveraged the power of TalentNeuron to instantly deliver insights. You can simply ask a question, as we can see the tool is doing for us, and it will sort this through our vast data repository to provide relevant answers. So, information such as what the top employers hiring for these types of talent are that we can see on the screen right now, or what other skills this talent typically has. This is what we're going to be seeing in a moment. From this conversation to the chatbot, you can jump into our self-service platform and see those insights more in-depth. Hopefully, the screen is still moving, and you can see it. I saw a comment on the chat box, but I think we're good.

So, again, it allows us to get that information such as:

• What are the knowledge areas that this type of talent has?

• What are the tools and technologies that they work with?

• What is their expertise within this talent pool?

You can easily explore job postings, analyze sample job descriptions, and gain a comprehensive understanding of the talent landscape. Overall, this tool provides quick answers to your most pressing questions and saves you valuable time and effort.

It collaborates very well with our self-service environment, allowing you to easily export your findings into professional reports for sharing with your team or stakeholders. This is something that we'll see in just a moment. But as you can see, other questions were answered, such as what the top cities are to find this type of talent. It will take us to our dashboard for alternative locations. We can again export the data into an Excel file, as you can see on the screen right now, onto a PDF or a PowerPoint presentation, and all of these with the branding of your organization if you're a calendar-on user. So, hopefully, you enjoyed this brief presentation of Synappy.

With this tool, with this chatbot, you'll have that on-demand access to intelligence, streamlined efficiency, and that enhanced user experience is a powerful tool that will empower HR professionals to make those data-driven decisions and drive business success. And I think, John, now is the time for questions. So I'll pass it over to you.

[0:32:59] John Lynch: Thank you so much, Miguel. I think we have plenty of time for questions, which is great. We've also had some really interesting conversations in the chat around AI, so maybe we'll spend a little time talking about that. But perhaps I can start by addressing one or two questions.

There's some really good early feedback from our attendees — Kim, thank you. Sam is looking to understand which skills are emerging in HR. If you click under the Docs tab, there is some research there that I hope will be helpful. This is where we're seeing the highest demand for new skills in HR roles across different functions.

There are also some interesting questions on the next set of skills for HR, grounded in the research and the presentation, Erica. What are the primary analytics skills that HR professionals should upskill in? I suppose there are a few variations of that question — what skills do we think will be most in demand?

Maybe I'd frame it as: What are you seeing in the market as you work with customers every day? Where do they see the next level of HR skills coming from? Erica, that's a question for you.

[0:34:23] Erica Lee: So, to your point, I think it's interesting how HR functions are transitioning into the next level of skills across industries. Part of what we're seeing is that skills HR professionals have always getting new labels. One of them I'll highlight from our research is emotional intelligence. There was a significant increase in demand for emotional intelligence.

As an HR professional, emotional intelligence has always been part of our tool belt and skill set, but now it's being labeled that way. The other piece, going back to Miguel's comment earlier in the presentation, is that we're seeing a clear shift toward data analytics. There's an expectation for tools, technologies, and capabilities to tie things together. Not necessarily coding, as mentioned in the comments, but AI is being mentioned more consistently as an in-demand skill.

It's one of the areas we can deep dive into for our clients to better understand. And, John, you will share more about some additional downloads that provide a deeper look into this.

[0:35:41] John Lynch: For sure. I think it's really interesting that any conversation about the future of HR always diverts into an AI conversation, which happened in our last webinar and is happening again today in the chat because it's at the top of everyone's mind.

Miguel, you're working with and speaking to clients every day, getting a sense of the conversation. What are you hearing from clients about AI? In particular, Agentic AI is a hot topic right now. How are they making decisions or planning around which roles to automate and what to do there?

[0:36:22] Miguel Marin: That is certainly a hot topic we're hearing in our conversations often. I have a lot of clients looking for generative AI insights from our self-service platform. We can gather a lot of data, see market trends on historical demand, identify which organizations are hiring for that talent, and highlight hot markets. All of that information is at our users' fingertips.

By the way, I think I forgot to mention earlier that our chatbot, Synappy, is now available to all TalentNeuron users. As long as you have an account with us, you'll have access to our chatbot.

On your second question, some people wonder about automation, what roles could be automated, and where should we look for automation in the future? In the past, we've run custom research reports to analyze this in-depth for specific roles. Our team examines the skills in job descriptions and identifies the potential for automation in each role.

It's a great question for Erica's strategic consulting team, which excels at working on these questions with our researchers.

[0:38:04] Erica Lee: Hey, Miguel. Along those lines, I see a question here that asks about our skills taxonomy. We could spend another 45 minutes talking about that, but would you mind briefly highlighting how we build our skills taxonomy? I see a question here about understanding the source of the skills taxonomy that powers Synappy.

[0:38:25] Miguel Marin: Absolutely. Our skills taxonomy includes over 40,000 skills at the moment. We've been working on it for 15 years. In the very beginning, it started with a set of skills from the Bureau of Labor Statistics in the United States.

Over the years, our data science team has collected thousands of skills from job postings, job descriptions, online profiles, resumes, and proprietary databases to ensure we encompass most of the skills in the market. This allows us to predict and present information on demand, supply, and other elements.

It's a partly automated process; our AI and machine learning team works on it, but it's also curated to identify synonyms for certain skills and certifications. It continues to grow. Notice I said we have the most skills in the market because new skills emerge daily.

The tools also allow you to run searches with keywords, and you can even create a skill and search for it. The results might not always be perfect, but it provides a lot of flexibility.

[0:39:58] John Lynch: Awesome. Thanks, Miguel.

Sachin, you asked that question, so let us know if this answers it regarding the skills taxonomy. If not, hit the Request a Demo button, and we'll be happy to provide more details.

There's another question I'll direct to you, Erica, as a former practitioner. But first, I want to highlight a great answer in the chat.

Someone asked whether HR professionals should be training in Python and SQL essentially and if that is the future of HR. We have a great response from Stephanie:

"Emotional intelligence is a very important skill for HR professionals. The issue I've seen is that many HR professionals don't understand how it relates to their role. For example, in talent acquisition, when speaking with external or internal candidates, high EQ is crucial. Many people have different situations going on in life, and I always try to put myself in their shoes to relate better."

There's no exaggeration: those skills aren't going away. What's your perspective on this? Would you agree, and is there anything you'd add to Stephanie's answer?

[0:41:13] Erica Lee: I wholeheartedly agree with Stephanie's answer. I actually heard it because, as an HR professional, being able to step into others' shoes and empathize will continue to be a critical skill for success.

Tied to that was the question of whether HR professionals should learn Python and SQL. The answer is: if you're passionate about it, if you have adjacent skills that align with it, and if learning Python and SQL is valuable for your functional team, then maybe so.

The key is that HR is now a superhuman team, and you can look across other cross-functional teams that may be growing or shrinking to find talent that fits within HR and supports Python and SQL needs across platforms, whether it's our HRS, ATS, or integrating data and analytics.

So, if your adjacent skills align with that, it might be of interest to you. The real takeaway is recognizing which skills the future of HR demands and aligning your skills accordingly.

[0:42:42] Erica Lee: I just said that it's important that you always think about your adjacent skills and ensure that the skills you're seeking to grow align with your capabilities and the needs of the business. It might not be Python as equal.

[0:43:11] John Lynch: Alright, I think we're coming up to our allotted time. We have a bunch more questions, and I'm sorry, we won't get to all of them, but we'll answer as many as we can.

There's a lot of interest in AI and Agentec AI. I think it would be great to have a dedicated webinar soon to discuss identifying notable roles and which roles are most exposed to AI. I'll take that as an action item.

Just as a reminder, a lot of the research and data we discussed today is available in our Docs section. You can download the asset on “The Evolution of HR” — it's an e-book based on a massive dataset with research from the last four to five years on demand for specific roles and skills across functions. Whatever your function, you'll find insights on where the role is now, where it's evolving, and our perspective on what's coming next.

We've covered a lot today and could easily go another 45 minutes, but I'll take this opportunity to say thank you, Miguel and Erica, for your time. I appreciate all the questions you've answered. Anything either of you would like to add?

[0:44:47] Erica Lee: Thanks, everyone, for your time. I encourage you to like and follow us on LinkedIn. It's a great way to see the news, information, and data we share. John and Miguel, it's always a pleasure to be together. So thank you.

[0:45:01] Miguel Marin: It's been great. Thank you, Erica, John, and our audience. Good to be here. Thanks a lot, folks. Bye.

[0:45:09] John Lynch: Bye. Bye.

‍