Co-Author of Excellence in People Analytics | People Analytics leader | Director, Insight222 & myHRfuture.com | Conference speaker | Host, Digital HR Leaders Podcast

I am a globally respected writer, speaker, conference chair and executive consultant on people analytics, data-driven HR and the future of work.

My main role is as an Executive Director at Insight222. Our clients include several Fortune100 firms and through 'The People Analytics Program', we help member organisations create more value and better employee experience through the wise and ethical use of people analytics. The consumer side of Insight222 - myHRfuture.com - provides training for HR professionals in 'future-oriented' topics.

WRITING | PODCASTING
I write regularly about people analytics and its role in the future of work and the evolution of the HR function. My articles are published on LinkedIn and myHRfuture.com. Subscribe to my Digital HR Leaders newsletter and podcast via myHRfuture: https://www.myhrfuture.com/subscribe 

SPEAKING
I am fortunate to speak at and chair conferences all over the world. Recent and upcoming speaking engagements include:
- UNLEASH World (Paris, Oct 2025, 2024, 2023, 2022, 2019)
- UNLEASH America (Las Vegas, May 2025)
- Workday Rising Europe (2024, 2023 and 2022), Workday Rising US (2024)
- People Analytics World (London, 2014-2025), Zurich 2025, 2024, New York 2025, 2024 Amsterdam, 2023)
- Wharton People Analytics Conference (2025)
- Workhuman Live (London, 2025)
- People Matters TechHR India (Delhi, 2025)
- Visier Outsmart (London, 2024)
- HR4results by Gupy (São Paulo, Jun 2023)
- HR Tech by HR Nørge (Oslo, May 2023)

GET IN TOUCH
Please feel free to follow me here on LinkedIn and subscribe to my LinkedIn newsletter - Data Driven HR Monthly. 

If you would like to book me as a speaker/chair, please contact me at dgreen@zandel.org.

If you are a people analytics leader or CHRO interested in joining Insight222's People Analytics Program, or finding about more about how we upskill HR professionals in data literacy, please get in touch at david.green@insight222.com.  

For my full biography, please visit davidrgreen.com.

David Green 🇺🇦

What are the key opportunities for the HR function in 2️⃣0️⃣2️⃣6️⃣?

My article, 12 Opportunities for HR in 2026 presents the first ten (see images created through NotebookLM), which are all centred on the theme: Building Organisations That Thrive In The Agentic Age.

🎙️ HAVE YOUR SAY
As in previous years, I’m looking to you – the community – to crowdsource the final two opportunities.

If you were to add one opportunity HR must focus on in 2026, what would it be - and why?

✅ Read the article – and the ten opportunities I have detailed thus far – and then share your ideas in the comments of the main article: https://lnkd.in/eae-Kvq4

I’ll synthesise the strongest contributions into two additional opportunities - #11 and #12 - in an update of this article in the New Year.

🙏 Thanks in advance to all who decide to contribute.

🎙️ “Trust, integrity and connection aren’t soft values — they’re performance multipliers”

These words from Katarina Berg feature in the January edition of the Data Driven HR Monthly, which brings together the HR, people analytics, AI and future of work resources that caught my eye over the month.

Lenin’s observation that: “There are decades where nothing happens and there are weeks where decades happen”, certainly holds true for the first month of 2026. I’m sure – like me – many of you are worn out after a rollercoaster of a month.

🔎 Hopefully, the content in this edition of the Data Driven HR Monthly should prove a welcome distraction from world events. Selections include Josh Bersin (on the “great reinvention of HR”), the latest report from the World Economic Forum (on four scenarios for the future of jobs), McKinsey (on the need to invest in “brain capital”) and Insight222 (on how AI is shaping people analytics functions and their work).

🙏 Thank you to Chris Eigeland and the Go1 team for sponsoring the January edition of the Data Driven HR Monthly.

Perfect for a Sunday read 🥐 ☕ 🗞

🔗 If you find the newsletter valuable, please subscribe here - https://lnkd.in/g8Awizjk - and share some data-driven love by liking, commenting, or sharing 🫶

There are decades where nothing happens and there are weeks where decades happen. It’s been quite a month. Lenin’s infamous quote perfectly captures t

Open article: The best HR & People Analytics articles of January 2026 by David Green 🇺🇦 • 30 min read

The best HR & People Analytics articles of January 2026

🎙️ “If AI is introduced as a cost-cutting exercise, people will respond with fear. If it’s introduced as a capability-building exercise, people lean in.”

In this week’s episode of the Digital HR Leaders podcast, Brian Elliott shares a clear, evidence-led perspective on why so many change initiatives stall, from hybrid work to AI adoption.

Brian is the CEO of Work Forward, a former Google and Slack executive, and now a senior advisor to BCG and executive in residence at Charter . He has spent years researching how organisations navigate major shifts in where and how work gets done. That experience comes through clearly in our conversation.

Much of the tension around return-to-office policies and new technology has less to do with performance and more to do with trust. Leaders often default to instinct over evidence, focus on presence rather than outcomes, and lose clarity on why teams come together at all.

As Brian puts it:
🎙️ “If leaders don’t trust their people, no policy is going to fix that.”

The episode also highlights a longer-term risk that is getting far less attention:
🎙️ “When you remove the early rungs of the ladder, you shouldn’t be surprised when you don’t have leaders ready later.”

Decisions being made today about hybrid work and AI are already reshaping entry-level roles and future leadership pipelines.

One theme runs throughout the conversation. Change sticks or fails based on leadership behaviour, not policy design.
🎙️ “The role of HR in all of this is not to write better policies, but to help leaders change how they lead.”

In this episode, Brian and I explore:
🔎 Why the hybrid and return-to-office debate continues to divide leaders and employees
🔎 What the evidence says about making hybrid work effective for people and the business
🔎 The similarities between hybrid work decisions and today’s AI adoption challenges
🔎 How AI is reshaping early careers and long-term talent pipelines
🔎 Why leadership behaviour ultimately determines whether change takes hold

Thanks to Brian for sharing his time and expertise, Philip Arkcoll, Laura Morris and the Worklytics team for sponsoring the episode, and Oceane, Jasmine and the Insight222 team for bringing the podcast to life.

🎧 Enjoy listening! If you do, please add your comments below and share the episode with your colleagues and network. Thank you. It really helps!

This episode should appeal to: cc. Julie, Hanadi, Dan, Shonna, Annie, Jeremy, Stela, Ruslan, Irada, Malgorzata, Narelle, Amit, Katarina, Dr Tomas, Marcela, Anne-Marie, Sophie, Lewis, Jason, Swechha, Jacqui, Devika, Nick, Alexis, Dawn, Angela, Sebastian, Patrick, Kevin, Jena, Amber, Jeff

🎙️ “AI is a force multiplier. The top performers adopt it earlier, get proficient faster, and pull further ahead.”

That insight from Philip Arkcoll, CEO of Worklytics, sets the tone for this week’s Digital HR Leaders podcast episode on what data tells us about how work is changing in 2026.

One of the clearest patterns is that many of the constraints organisations faced in 2025 have not gone away. In fact, they are becoming more visible.

As Philip puts it:
🎙️ “The same issues that slowed productivity before are now slowing down the rollout of AI.”

Collaboration and activity data shows why:
🎙️ “Traditional HR metrics miss how work flows across teams, functions, and time zones.”

Meetings are a good example. Despite new tools and automation:
🎙️ “Meetings continue to increase. Even with all the new tools and automation, we’re still seeing more time spent in meetings, not less.”

At the same time, managers are carrying more responsibility than ever:
🎙️ “We are seeing manager spans increase from five or six people to ten, fifteen, or more, and that puts huge pressure on managers.”

The implication for HR and people analytics leaders is clear. Understanding how work actually happens matters more than adopting the next tool.
🎙️ “If you don’t have a listening and measurement strategy, you’re flying blind.”

In this episode, Phil and I discuss:
🔎 Where organisations were getting stuck in 2025 and what is changing in 2026
🔎 What collaboration and activity data reveals that traditional metrics miss
🔎 Why decision making, not output, is becoming the primary bottleneck
🔎 How expanding spans of control are reshaping the manager role
🔎 What HR and people analytics leaders can do to diagnose and redesign work

🙏 Thanks to Philip for sharing his time and expertise, Laura Morris and the Worklytics team for sponsoring the episode, and Oceane, Jasmine and the Insight222 team for bringing the podcast to life.

🎧 Enjoy listening! If you do, please add your comments below and share the episode with your colleagues and network. Thank you. It really helps! 🫶

This week's episode will likely appeal to: Jeremy, Stela, Brydie, Courtney, Ashar, Aimee, Michael, Greg, Shujaat, Brian, Adam, Phil, Dan, Jacob, Andrés, Brenda, Kyle, Richard, Dan, Alexis, John, Marta, Paola, Ian, Blaine, Andrew, Manish, Ralf, Patrick, Michal, Amit, Abhilash, Nicole, Jaap

🎧 What Tesla taught one HR leader about courage, power and agency

In this week’s episode of the Digital HR Leaders podcast, Kristen Kavanaugh shares a stark perspective on leadership, power, and agency, shaped by her time as Head of DEI, Talent Management and Learning at Tesla.

Kristen is the co-author, with Mike Randolph, of Courage Over Fear: Harness the Power of Agency to Lead in Uncertain Times, and the themes of that book run strongly through this conversation.

Kristen starts with a reminder that will resonate with many HR leaders:
🎙️ “Leaders do have a lot more agency than they think. What gets in the way of that agency is fear.”

The discussion explores what happens when fear quietly becomes the operating system inside organisations. Fear can drive short-term gains, but it weakens trust, narrows judgement, and limits people’s willingness to speak up or act with integrity.

Kristen introduces The Agency Loop as a practical framework to help leaders navigate tension, misalignment, and difficult decisions without losing sight of their values.

As technology reshapes roles, skills, and power at work, Kristen is clear about what courageous leadership requires:
🎙️ “We have to be willing to level-set with our employees about what AI is and what it isn’t, and be honest about what’s changing.”

She also reflects on the moment HR leaders are facing:
🎙️ “We are on the front edge of a transformation inside our companies that is once in a generation, and HR has to have a seat at the table.”

Kristen closes with a message that sits at the heart of this episode:
🎙️ “You have a lot more agency than you think you do. Don’t be afraid to use it, because you’ll regret it if you don’t.”

In this episode, we discuss:
🔎 Why fear-based leadership creates short-term gains but long-term damage
🔎 Why HR leaders often underestimate the agency they actually have
🔎 How the Agency Loop supports better decisions under pressure
🔎 What courageous leadership looks like as work and power structures change
🔎 Why HR has a rare opportunity to help shape a more humane future of work

🙏 Thanks to Kristen for sharing her time and expertise, Philip Arkcoll, Laura Morris and the Worklytics team for sponsoring the episode, and Oceane, Jasmine and the Insight222 team for bringing the podcast to life.

🎧 Enjoy listening! If you do, please add your comments below and share the episode with your colleagues and network. Thank you. It really helps! 🫶

This week's episode should appeal to: Manjuri, Memory, Shlomit, Katarina. Johanna, Dr Tomas, Dan, Sanja, Shonna, Erin, Al, Anna, Heather, Hanadi, Swechha, Brian, Irada, Amit, Shujaat, Marcela, Sophie, Lewis, JESS, Jason, Nick, Alexis, Dave, Catherine, Serena, Dorothy, Alexandra, Brian

Companies are flooded with HR data… but it’s messy, scattered, and often confused with simple reporting.

This chaos costs money, credibility, and slows down digital transformation. I help turn that chaos into clarity: transforming HR data into strategic decisions that allow HR to redesign its operating model and be recognized as a true business partner.

I operate at the intersection of Business Strategy, Academia, and Global Trends, combining three fronts of action:

1️⃣ As HR Specialization Program Director at Texas Tech University-CR: I don't just practice HR; I teach the standard. I prepare professionals to master the methodology behind the data, ensuring scientific rigor in business decisions.

2️⃣ As Chapter Lead for Central America & Caribbean at the Society for People Analytics: I connect the region with global innovations, ensuring my clients apply world-class trends in data and technology, not just local workarounds.

3️⃣ As Founder of HumanWorks (The First Boutique People Analytics Firm in CR): I help organizations move beyond "buying software" to building strategy. We organize HR data, redesign operating models, and prepare for responsible AI adoption.

📊 My experience

20+ years leading HR transformation projects across 16 Latin American countries, Europe, and the USA.

Supported companies with 5,000+ employees in redesigning HR structures and optimizing workforce budgets.

Expertise: Connecting the "Human" (culture, compensation, talent management) with the "Technical" (People Analytics, AI, Workforce Planning).

💡 My purpose is clear: To elevate the HR profession in Latin America, bridging data, strategy, and humanity.

👉 If you want HR to move from transactional to strategic, let’s connect.

Paola Alpízar

Técnicas de People Analytics: ONAs

Hoy quiero iniciar una parrilla de contenido sobre una de las herramientas más poderosas —y menos entendidas— de People Analytics:

las ONAs (Organizational Network Analysis) o Redes Organizacionales.

La mayoría de las empresas cree que funciona así 👇 (organigrama)
Pero en realidad, casi todas funcionan así 👉 (red informal). Como se muestra en la imagen adjunta.

Eso es exactamente lo que mide una ONA.

ONA no analiza puestos, sino que analiza cómo fluye el trabajo, la información y la influencia entre las personas.

Porque en la vida real:
✔️ Las decisiones no siempre las toma quien ocupa el cargo jerárquico
✔️ El conocimiento no siempre vive donde dice el organigrama
✔️ Los cuellos de botella casi nunca están donde miran los KPI tradicionales

En organizaciones híbridas, matriciales y altamente interdependientes, el poder de avanzar está en las redes, no necesariamente en las jerarquías.

¿Para qué se usa una ONA en la práctica?

Las organizaciones que ya usan ONA la aplican para:
✔️ Detectar líderes informales que realmente mueven el cambio (embajadores de marca, voceros, mentores, buddy traineer)
 ✔️ Identificar silos y cuellos de botella que frenan la productividad
 ✔️ Reducir burnout y sobrecarga en personas clave
 ✔️ Diseñar onboarding que acelera la integración
 ✔️ Evaluar el impacto real de reorganizaciones y despidos
 ✔️ Entender si la diversidad también se traduce en inclusión real
 ✔️ Proteger talento crítico que no aparece en los organigramas

Por eso en 2026 ONA dejó de ser un experimento de People Analytics y se está convirtiendo en una capacidad estratégica para tomar decisiones organizacionales.

Esta semana voy a empezar a mostrar qué revela una ONA cuando se implementa como parte de una solución real de People Analytics, como las que trabajamos en HumanWorksCR, en alianza con Cognitive Talent Solutions.

Si hoy tuvieras que apostar por 10 personas clave para que un cambio funcione en tu organización… ¿las elegirías por su cargo o por su impacto real en la red?

Paola Alfaro Alpízar 

People Analytics & HR Strategy Consultant | @HumanWorksCR Founder | Chapter Lead Central America & Caribbean @ Society for People Analytics | HR Program Director @ Texas Tech-CR

Feliz año 2026! Iniciamos de nuevo con HumanWork Bites.

El tema que traigo está relacionado con la importancia que està teniendo cada vez más, el que los profesionales de Recursos Humanos de las organizaciones, sean capacitados en al menos fundamentos de People Analytics.

Hoy el contexto, nos está exigiendo esto para poder dar mayor valor a las organizaciones.

Acá les dejo la reflexión! Gracias por sintonizarnos

HumanWorksCR 
Su asesor en People Analytics!📊

🚀 El mercado laboral de Costa Rica ya está mostrando hacia dónde va RRHH (2025–2026)

👉 Lo que están contratando las empresas hoy:
✔️ HR Business Partner
 ✔️ HR Manager
 ✔️ Talent Acquisition Specialist
✔️  HR Analyst
 ✔️ Employee Relations
 
Lo que esto significa:

Las organizaciones están invirtiendo en roles que toman decisiones sobre talento, no solo en quienes ejecutan procesos.

La pregunta es: ¿estamos preparados para ocupar esas sillas?

📊 El GAP que nadie quiere ver
El mercado ya no quiere RRHH que administre...Quiere RRHH que genere impacto medible.

Hoy las organizaciones esperan que RRHH pueda:
✔️ Cuantificar el costo real de la rotación
✔️ Anticipar escasez de talento crítico
✔️ Justificar inversión en desarrollo con datos
✔️ Conectar experiencia del empleado con productividad
✔️ Traducir cultura en métricas de negocio

Pero muchos seguimos usando un toolkit del 2010:

✔️ Opinión donde debería haber evidencia
 ✔️ Excel donde deberían haber modelos
 ✔️ Reportes donde deberían haber decisiones
✔️  Intuición donde deberían haber patrones

Esto ya no es un gap de conocimiento... Es un gap de EMPLEABILIDAD. 

Esa es la preocupación que desde hace más de 2 años, vengo tratando de transmitir acá en el mercado laboral de CR y que seguiré impulsando hasta que más profesionales en RRHH, puedan hacer el upskilling necesario.

¿Cómo se ve ese upskilling? Así:
✔️ HRBP → ¿recomiendas con datos o con experiencia pasada?
 ✔️ HR Manager → ¿cómo priorizas inversión en talento?
 ✔️ TA Lead → ¿sabes cuánto cuesta una vacante abierta 60 días?
 ✔️ HR Analyst → ¿generas decisiones o solo reportes?
 ✔️ People & Culture → ¿diseñas desde creencias o desde datos?

Todos estos roles toman decisiones sobre dinero, personas y riesgo.

 Acá es donde entra People Analytics:

📈 People Analytics (no es lo mismo que HR Analytics)
✔️ HR Analytics = métricas operativas:  (rotación, ausentismo, nómina, tiempo de llenado)
✔️ People Analytics = disciplina estratégica

Conecta personas con desempeño, productividad, cultura y resultados financieros.

Eso es Data Judgment: convertir información sobre personas en decisiones de negocio.

 No es un nice-to-have. Es la competencia central del RRHH moderno.

🌎 Lo que ya muestra LinkedIn Jobs on the Rise 2026
Los roles de mayor crecimiento en RRHH ya son:
✔️ People Analytics Lead
 ✔️ Workforce Analyst
 ✔️ Talent Intelligence Manager
 ✔️ HR Product Manager
 ✔️ HR Technology & Automation Lead
 ✔️ Employee Experience & Insights
 ✔️ Workforce Planning & Forecasting

No son roles “futuros”.
 Son la evolución natural de lo que RRHH ya debería estar haciendo.

💡 La verdad incómoda
El mercado no está castigando a RRHH, está premiando a quienes evolucionan.

Y evolucionar significa:
✔️ People Analytics
✔️ IA aplicada a talento
✔️ Pensamiento crítico basado en datos
✔️ Operar como socio de negocio

Porque las carreras que se respetan… se ACTUALIZAN.

Radiografía del talento costarricense en 2026

Ya analizamos cómo está estructurado el mercado laboral.

Ahora la pieza clave: la gente que lo compone.

Con datos de INEC, MTSS, EF EPI, OIT y ACNUR, este es el retrato del capital humano de Costa Rica.

1️⃣ Un país de talento adulto y experimentado
Más del 55% de la población ocupada tiene entre 35 y 59 años (INEC).

Es el segmento que concentra experiencia, criterio y conocimiento operativo, justo cuando el país envejece y la natalidad cae.

Aun así, el edadismo sigue expulsando del mercado a personas que hoy pueden entrenar tanto a la AI como al talento joven.

2️⃣ Mujeres: una gran reserva de talento subutilizado
Aunque están más educadas que nunca, representan solo 38% de la fuerza laboral (INEC, MTSS).

No es falta de capacidad, es diseño social del cuido: sí, en pleno 2026 aún la mayoría de las mujeres tienen a su cargo la responsabilidad de cuido de menores de edad y adultos mayores.

3️⃣ El idioma como filtro de movilidad
Costa Rica lidera Centroamérica en inglés, pero el EF EPI 2025 muestra una caída de 18 puntos.

El bilingüismo se ha convertido en un cuello de botella de acceso a la economía de mayor valor, sobre todo para personas +40 y fuera del GAM.

4️⃣ Mucho talento sin títulos, pero con habilidades reales
Más del 57% de la población ocupada no tiene título universitario (INEC).

No es baja capacidad: son trayectorias educativas interrumpidas.

En miles de roles, las competencias predicen mejor el desempeño que el diploma, por lo que evaluar por skills es clave para no excluir talento productivo y no solo por títulos académicos, es un mix de ambos donde haga sentido.

5️⃣ Jóvenes con pocas puertas de entrada
Solo 9.9% de los ocupados tiene menos de 24 años (INEC).

Sin educación dual y primeras experiencias, Costa Rica debilita su pipeline futuro de talento especializado.

6️⃣ Personas refugiadas y migrantes: talento invisible
Más de 120.000 personas refugiadas y solicitantes de refugio viven en el país (ACNUR).

Muchas tienen formación y experiencia, pero enfrentan barreras de reconocimiento y formalización.

Costa Rica es una economía dual: una economía local que se desacelera y una de exportación que crece más rápido.

La estrategia sostenible es un mix inteligente:
- BUILD (reskilling del talento que ya vive aquí)
- BUY (atraer habilidades escasas)
- BOT (automatización con AI)

Costa Rica no tiene escasez de talento, sino de una estrategia REAL de empleabilidad PAIS, por que tiene un sistema que aún no logra activar todo su capital humano.

¿Qué parte de este retrato del talento costarricense te hace más sentido hoy?

Mapa de Talento Puntarenas: subregiones y brechas de talento

Puntarenas es una de las provincias más diversas y estratégicas de Costa Rica, su mercado laboral se sostiene en tres subregiones productivas, cada una con dinámicas propias de empleo, industria y encadenamientos:

🟦 1) Pacífico Central (incluye Puntarenas–Esparza–Parrita)
Puerto Caldera, el puerto más relevante del Pacífico costarricense, que mueve contenedores, carga general, graneles y comercio exterior hacia Asia, América y Europa.

Navieras de servicio internacional que operan rutas con escala en Caldera (por ejemplo, Maersk y otras líneas globales).

Una economía de servicios logísticos, transporte terrestre, aduanas y bodegaje.

👉 Empleos tradicionales:
✔️ estibadores, montacargas, control de inventarios, coordinación de transporte, servicios portuarios, apoyo administrativo-logístico.

👉 Empleos en demanda:
✔️ coordinadores de logística, analistas de cadena de suministro, supervisión de operaciones, documentación aduanera y cumplimiento.

🟪 2) Pacífico Sur (incluye Osa, Uvita, Marino Ballena, Golfito)
Aquí el motor económico dominante es turismo internacional de naturaleza y marino, con focos reconocidos como: Uvita y el Parque Nacional Marino Ballena, punto de avistamiento de ballenas, delfines y vida marina; atractivo de alto valor para turismo sostenible.

👉 Roles tradicionales:
✔️ recepción hotelera, cocina, housekeeping, guías especializados, transporte turístico y atención al cliente.

👉 Roles emergentes:
✔️ coordinadores de experiencias turísticas, gestión de proyectos de turismo sostenible.

🟨 3) Eje Productivo (Pesca, Agro, Industria y Comercio)
Pesca y acuicultura con planteles de cultivo, procesamiento y logística.
Agropecuaria y agroindustria (palma aceitera, arroz, caña, plátano, ganadería).

Manufactura y transformación (industria del aluminio en Esparza, industria química/fertilizantes en Barranca).

Comercio de mayor volumen, incluyendo el Depósito Libre Comercial de Golfito como polo de comercio especializado.

Roles tradicionales:
👉 pescadores, operarios de planta, cuadrillas agrícolas, mantenimiento, logística interna y retail.

👉 Roles demanda:
 ✔️ control de calidad industrial, supervisores de planta, técnicos de mantenimiento industrial y logística de bodega.

Aunque Puntarenas ya tiene actividad económica y empleadores reales en cada subregión, el principal cuello de botella es el talento:
🔹 Inglés funcional (crítico en turismo y comercio exterior)
 🔹 Formación técnica en logística y operaciones
 🔹 Habilidades digitales básicas (sistemas de inventarios / documentación)
 🔹 Cultura de servicio y trabajo estructurado

Puntarenas es una provincia multisectorial que articula turismo internacional, comercio exterior, logística y encadenamientos productivos en tres subregiones con perfiles laborales distintos.

Reto: fortalecer el talento existente para que puedan insertarse en empleos de mayor valor y mayor conexión con el mercado global.

Las ONAs revelan cómo realmente fluye el trabajo.

Mientras los organigramas dicen quién reporta a quién, las redes organizacionales (ONA) muestran quién conecta, quién desbloquea, quién queda aislado y quién influye sin cargo. 

Con ONAs podemos detectar silos invisibles, identificar a los verdaderos embajadores de marca y voceros naturales, y descubrir a esos mentores o buddy trainers que ya están enseñando y acompañando… aunque nadie se los haya pedido. 

Es la red real que mueve a la organización, convertida en data para decidir mejor.

De esto conversamos en el HumanWorks Bites, de esta semana!

Si deseas aplicar esta herramienta, en su organización, en HumanWorksCR le brindamos la plataforma y la asesoría, para que aprenda a cómo hacerlo y sacarle el mayor provecho a estas redes que ya funcionan en su organización!

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