Part 1 Data owners matter more than dashboards A measure without an owner becomes a slide. The owner is the person who must be able to explain the definition, the movement, and the implication. That is not always the analyst who built the report. It is the leader who can say whether the number should change a decision. Clear ownership prevents three common failures: HR owns every people number while the business treats them as optional Operations owns delivery numbers with no

Most organizations are not short on reports. They are short on a small set of measures that leaders actually own, understand, and use. Analytics should help an organization see whether people, work, risk, and mission are moving in the right direction. They should not become a second job. The useful standard is simple: fewer measures, clearer owners, and a honest split between leading signals and lagging results. This is not a how-to for building dashboards. It is a view of wh

Data literacy is not the ability to build a dashboard. It is the ability to treat numbers, reports, and AI-generated figures as claims that must be understood before they are used. In a business, that matters because data now shows up in hiring reviews, budget meetings, customer conversations, compliance questions, and everyday manager decisions. A fluent chart can still be the wrong chart. An AI summary can still be built on a weak definition. When people cannot read data wi

Organizations are not short on AI tools. They are short on people who know what those tools should and should not be allowed to decide. That is why McPherson|Berry starts with readiness, not software. AI changes hiring, performance, employee relations, and everyday judgment. When employees lack a shared foundation, risk rises even when the technology “works.” The skills below are not coding skills. They are workplace skills. They belong to HR partners, managers, individual co

The traditional annual performance review — long forms, vague ratings, and a once-a-year conversation — is evolving fast. In 2026, leading organizations are shifting toward approaches that deliver real-time insight, support development, and drive business results. Here’s what’s changing and what actually works. From annual events to continuous conversations Companies are replacing (or heavily supplementing) the single year-end review with regular check-ins, quarterly structur

A new report, Navigating the Talent Acquisition Revolution: A Strategic Playbook, released by The Josh Bersin Company in collaboration with AMS, shows that leading employers are fundamentally rethinking what they expect from talent acquisition (TA) teams. TA is no longer viewed as a transactional hiring function focused on filling requisitions. It is evolving into an AI-enabled, business-critical system that drives talent density, capability, and measurable organizational imp

Many employees leave paid time off unused — often due to workload concerns, guilt, unclear expectations, or a culture that subtly prioritizes constant availability. In 2026, encouraging full use of PTO is both a wellbeing imperative and a retention strategy. Rested employees return more productive, creative, and engaged. Here’s what works. Lead by example and normalize rest When leaders take time off and talk openly about it (without checking email constantly), teams follow.

In 2026, “culture” is everywhere — plastered on office walls, woven into job postings, and highlighted in annual reports. Yet too many organizations invest in polished slogans and generic mission statements while missing the deeper reality: authentic culture is the invisible force that drives performance, retention, and resilience. At McPherson|Berry, we partner with leaders to Build Culture that is lived every day, not just declared. Real culture emerges from consistent beha

The AI revolution in hiring is a double-edged sword. While it empowers candidates, it’s overwhelming recruiters and HR professionals with volume and noise. In the Middle East, 70% of employers have seen a surge in job applications driven by AI tools, according to a recent Robert Walters survey. Globally, the pattern is similar — and it’s only accelerating. Why the flood? Around 65% of professionals now use AI chatbots, CV builders, and generators to craft applications, enabli

In today’s fast-evolving business landscape, leadership isn’t just for the C-suite. Every organization needs capable leaders at every level to navigate change, drive performance, and build resilient cultures. At McPherson|Berry, our mission is clear: Grow Leaders | Build Culture | Align People & Processes. Developing talent internally through targeted training and coaching isn’t a nice-to-have — it’s a strategic imperative. Why Leadership Development Matters More Than Ever Th

July 1, 2026, brought another wave of minimum wage adjustments across the United States. With inflation indexing and scheduled hikes in multiple states and localities, HR and payroll teams are working quickly to ensure compliance, update systems, and communicate changes effectively. Even small increases can have ripple effects on budgets, pay equity, and employee morale — particularly for midsize organizations operating across jurisdictions. Key Minimum Wage Increases Effecti

2026 marks the shift from basic generative AI to agentic AI — systems that don’t just respond but proactively take actions toward defined goals. For HR, this means moving beyond chatbots to agents that handle end-to-end processes like interview scheduling, personalized learning path creation, or even initial candidate outreach. Practical Applications for HR Teams Talent Acquisition: Autonomous agents screen, engage, and qualify candidates 24/7. Learning & Development: AI co

As we approach the halfway point of 2026, it’s the perfect time for a talent health check. With ongoing AI disruption, economic pressures, and shifting employee expectations, proactive mid-year reviews prevent end-of-year surprises. Focus Areas for June Retention Risk Assessment: Identify flight risks through stay interviews or engagement data. Well-being Integration: Address men’s health, burnout, and work-life balance (June observances like Men’s Health Month and Professio

In an era of rapid technological change, resumes often fail to tell the full story of a candidate’s capabilities. Forward-thinking organizations are turning to AI-powered skills assessments to gain deeper, more objective insights — especially for hard skills that drive immediate performance. Why AI Skills Assessment Matters Now Traditional hiring relies heavily on self-reported experience and credentials. AI changes this by analyzing portfolios, code samples, simulations, and

In our last post , we shared how AI is transforming the search for hard skills talent. To maximize value while minimizing risks, follow these best practices: Start with Clear Skills Definitions Update job descriptions to prioritize must-have hard skills (with measurable examples) over vague requirements or degree proxies. AI performs best when it has precise criteria to match against. Layer AI into a Multi-Stage Process Use AI for initial high-volume screening and sourcing.

In our last post , we explored the growing emphasis on hard skills — those specific, measurable technical abilities that enable candidates to hit the ground running. As organizations shift toward skills-based hiring amid rapid technological change and talent shortages, artificial intelligence (AI) has emerged as a powerful ally in identifying and assessing these competencies. At McPherson|Berry, we help clients build high-performing teams through smarter recruiting and organi

In the first article , we talked about the difference between hard skills and soft skills and the shift in hiring for hard skills. In part 2 , we shared the why. In the final post of our series, we tell you what this means. What This Means for Employers and Job Seekers For Organizations (HR Leaders & Hiring Managers): Audit your job descriptions: Prioritize must-have hard skills upfront while listing desired soft skills. Use skills assessments early to create a more object

Last week we talked about the difference between hard skills and soft skills and the shift in hiring for hard skills. In part 2, we share the why. Here's why this shift is accelerating: Skills-Based Hiring is Rising More companies are moving away from degree requirements toward verifiable competencies. Skills-based approaches are reported to be far more predictive of job performance than traditional credentials alone. This allows organizations to broaden talent pools, reduce

In today's fast-evolving workplace, the conversation around talent acquisition has never been more critical. As HR consultants who help organizations build capacity and recruit effectively, we at McPherson|Berry often hear the question: What really makes a candidate successful — hard skills or soft skills? The answer isn't one or the other. Both matter. But the balance is shifting. Employers are placing greater emphasis on verifiable hard skills (technical, measurable abiliti

Equal Pay Day 2026 arrives on March 26 — a symbolic reminder that, on average, women in the U.S. must work over three extra months into the year to match what men earned in the prior year. This date reflects a stubborn gender pay gap: women earn 81 cents for every dollar men earn among full-time, year-round workers, dropping to 76 cents when factoring in all workers (including part-time and seasonal). For women of color and other marginalized groups, the disparities are even