{"id":626,"date":"2019-08-05T16:57:58","date_gmt":"2019-08-05T16:57:58","guid":{"rendered":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/?post_type=chapter&#038;p=626"},"modified":"2024-04-24T23:22:43","modified_gmt":"2024-04-24T23:22:43","slug":"adoption-trends","status":"publish","type":"chapter","link":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/chapter\/adoption-trends\/","title":{"raw":"Adoption Trends","rendered":"Adoption Trends"},"content":{"raw":"<div class=\"textbox learning-objectives\">\r\n<h3>Learning Outcomes<\/h3>\r\n<ul>\r\n \t<li>Discuss people analytics adoption trends<\/li>\r\n<\/ul>\r\n<\/div>\r\n<img class=\"alignright wp-image-715\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4056\/2019\/08\/06210711\/you-x-ventures-Oalh2MojUuk-unsplash-1024x683.jpg\" alt=\"A person pointing at a wall covered in organized sticky notes. They're standing in front of a table, which is filled with people sitting at laptops.\" width=\"400\" height=\"267\" \/>Deloitte\u2019s 2018 Global Human Capital Trends survey results indicate that \u201cthe use of workforce data to analyze, predict, and improve performance has exploded in practice and importance over the last few years,\u201d with 84% of respondents rating people analytics as important or very important.[footnote]Abbatiello, Anthony, Dimple Agarwal, Josh Bersin, Gaurav Lahiri, Jeff Schwartz, and Erica Volini. \"<a href=\"https:\/\/www2.deloitte.com\/content\/dam\/Deloitte\/at\/Documents\/human-capital\/at-2018-deloitte-human-capital-trends.pdf\" target=\"_blank\" rel=\"noopener\">2018 Deloitte Global Human Capital Trends.<\/a>\" Deloitte Insights. 2018. Accessed August 06, 2019.[\/footnote] According to Bersin by Deloitte\u2019s High-Impact People Analytics Study, 69% of large organizations have formed a people analytics team and are building an associated database. Bersin notes that in prior years, the percentage was a relatively constant 10\u201315%.\r\n\r\nIn a related article titled \u201cPeople Analytics: Here With A Vengeance,\u201d Bersin highlights key study findings that illustrate the accelerating pace of adoption:[footnote]Bersin, Josh. \"<a href=\"https:\/\/joshbersin.com\/2017\/12\/people-analytics-here-with-a-vengeance\/\" target=\"_blank\" rel=\"noopener\">People Analytics: Here With A Vengeance<\/a>.\" JOSH BERSIN. December 19, 2017. Accessed August 06, 2019.[\/footnote]\r\n<ol>\r\n \t<li style=\"font-weight: 400;\">People Analytics has grown up\u2014it is now an established discipline in business.\r\n<ul>\r\n \t<li style=\"font-weight: 400;\">As the statistics cited above illustrate, CEOs and CHROs now understand the link between people analytics and business performance. There\u2019s also a recognition that people analytics can do so much more than simply \u201ccost-justify HR investments;\u201d indeed, people analytics supports effective action on a range of high-priority issues including diversity, gender pay equity, skills gaps and retention rates.<\/li>\r\n<\/ul>\r\n<\/li>\r\n \t<li style=\"font-weight: 400;\">The problems of data quality, integration, and integrity are being addressed.\r\n<ul>\r\n \t<li style=\"font-weight: 400;\">Businesses report significant progress in addressing data quality and integrity issues that have historically been an obstacle. Specifically, 39% of respondents reported having \u201cvery good\u201d or \u201cgood\u201d quality data to support people-related decisions and 31% reported an understanding of \u201cbest-in-class\u201d people analytics.<\/li>\r\n<\/ul>\r\n<\/li>\r\n \t<li style=\"font-weight: 400;\">Companies are greatly expanding the type, nature, and level of data to analyze.\r\n<ul>\r\n \t<li style=\"font-weight: 400;\">In addition to traditional data regarding candidates, pay, performance, training and other lifecycle data, organizations are compiling an extensive amount of data\u2014increasingly in real-time\u2014that reflects employee engagement, sentiment, behavior, well-being and other data that can be used to profile high-performers, identify patterns of behavior and inform decisions and interventions.<\/li>\r\n<\/ul>\r\n<\/li>\r\n \t<li style=\"font-weight: 400;\">Data and analytics literacy has become an imperative for HR professionals.\r\n<ul>\r\n \t<li style=\"font-weight: 400;\">Most business managers recognize that data is key to their success. They won\u2019t listen to unsubstantiated claims of bias or culture issues. What they\u2019re seeking is the data to prove what\u2019s not working and data-driven recommendations for improvement.<\/li>\r\n<\/ul>\r\n<\/li>\r\n \t<li style=\"font-weight: 400;\">AI and Machine Learning have arrived \u2013 and People Analytics teams are using these algorithms to partner with the business\r\n<ul>\r\n \t<li style=\"font-weight: 400;\">Bersin observes that \u201cwe used to think the secret to productivity at work was \u2018skills.\u2019 Now, through the use of machine learning, we can understand that the secret is also \u2018behaviors,\u2019 \u2018habits,\u2019 and \u2018patterns\u2019 that highly successful people adopt. Many of these are unconscious [and can\u2019t be observed] by the experts, but can be analyzed and understood by software.\u201d<\/li>\r\n<\/ul>\r\n<\/li>\r\n<\/ol>\r\nFor a visual view of adoption, refer to Figure 1, which illustrates people analytics adoption based on an organization\u2019s level of maturity or implementation of people analytics. The model, created by Bersin, categorizes adoption based on four progressive levels of \u201cmaturity,\u201d ranging from Level 1 through 4. In Level 1, which represents 14% of the organizations surveyed, data is not considered a value-driver and decision-making is still driven by intuition, experience and precedence.[footnote]Bersin, Deloitte Consulting LLP. \"<a href=\"https:\/\/www.trendata.com\/wp-content\/uploads\/2019\/02\/People-Analytics-Maturity-Model.png\" target=\"_blank\" rel=\"noopener\">Figure 1. People Analytics Maturity Model.<\/a>\" 2017.[\/footnote] In Level 2, representing 69% of the organizations surveyed, there is a focus on building people analytics capabilities and a consistent use of analytic tools\u2014primarily in support of HR. In Level 3, approximately 15% of those surveyed, organizations are using advanced tools and technologies to collect, integrate and analyze data relevant to the business broadly. In Level 4, representing maturity, organizations are using real-time, AI-aided tools and technologies to college, integrate and analyze data and people analytics is integral to business, HR and management decisions; 2% of the organizations surveyed are operating at this level.\r\n\r\n[caption id=\"attachment_1706\" align=\"aligncenter\" width=\"650\"]<img class=\"wp-image-1706\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4056\/2019\/08\/14183025\/PeopleAnalyticsMaturityModel-1024x788.png\" alt=\"Alternative text for this image can be found in the preceding text.\" width=\"650\" height=\"501\" \/> Figure 1. Bersin People Analytics Maturity Model[\/caption]\r\n\r\nIn their \u201cRise of Analytics\u201d report, LinkedIn notes that people analytics adoption is concentrated in specific industries (see Figure 2). The overall adoption of HR-focused analytics teams is still relatively low, with only 22% of companies using HR analytics and 11% with an HR analytics role.\r\n\r\n[caption id=\"attachment_2796\" align=\"aligncenter\" width=\"1400\"]<img class=\"wp-image-2796 size-full\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4056\/2019\/08\/01013810\/AnalyticsUseinHR_update.png\" alt=\"See table below for alternative text equivalent of this image.\" width=\"1400\" height=\"923\" \/> Figure 2. North American Companies\u2014Percentage of Companies Applying Analytics in HR by Industry[\/caption]\r\n<table><caption>Analytics Usage in HR by Industry (Table)<\/caption>\r\n<thead>\r\n<tr>\r\n<th scope=\"col\">Industry<\/th>\r\n<th scope=\"col\">Companies leveraging analytics in HR<\/th>\r\n<th scope=\"\u201dcol\u201d\">Companies with dedicated HR analytic roles<\/th>\r\n<\/tr>\r\n<\/thead>\r\n<tbody>\r\n<tr>\r\n<td>Financial Services<\/td>\r\n<td>11%<\/td>\r\n<td>16%<\/td>\r\n<\/tr>\r\n<tr>\r\n<td>Technology \u2013 Software<\/td>\r\n<td>11%<\/td>\r\n<td>14%<\/td>\r\n<\/tr>\r\n<tr>\r\n<td>Oil and Energy<\/td>\r\n<td>11%<\/td>\r\n<td>12%<\/td>\r\n<\/tr>\r\n<tr>\r\n<td>Healthcare &amp; Pharmacies<\/td>\r\n<td>12%<\/td>\r\n<td>12%<\/td>\r\n<\/tr>\r\n<tr>\r\n<td>Technology \u2013 Hardware<\/td>\r\n<td>10%<\/td>\r\n<td>11%<\/td>\r\n<\/tr>\r\n<tr>\r\n<td>Retail &amp; Consumer Products<\/td>\r\n<td>10%<\/td>\r\n<td>11%<\/td>\r\n<\/tr>\r\n<tr>\r\n<td>Professional Services<\/td>\r\n<td>11%<\/td>\r\n<td>8%<\/td>\r\n<\/tr>\r\n<tr>\r\n<td>Aero\/Auto\/Transport<\/td>\r\n<td>10%<\/td>\r\n<td>7%<\/td>\r\n<\/tr>\r\n<tr>\r\n<td>Telecommunications<\/td>\r\n<td>10%<\/td>\r\n<td>9%<\/td>\r\n<\/tr>\r\n<tr>\r\n<td>Media &amp; Entertainment<\/td>\r\n<td>8%<\/td>\r\n<td>8%<\/td>\r\n<\/tr>\r\n<tr>\r\n<td>Manufacturing\/Industrial<\/td>\r\n<td>7%<\/td>\r\n<td>7%<\/td>\r\n<\/tr>\r\n<tr>\r\n<td>Architecture &amp; Engineering<\/td>\r\n<td>8%<\/td>\r\n<td>6%<\/td>\r\n<\/tr>\r\n<\/tbody>\r\n<\/table>","rendered":"<div class=\"textbox learning-objectives\">\n<h3>Learning Outcomes<\/h3>\n<ul>\n<li>Discuss people analytics adoption trends<\/li>\n<\/ul>\n<\/div>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"alignright wp-image-715\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4056\/2019\/08\/06210711\/you-x-ventures-Oalh2MojUuk-unsplash-1024x683.jpg\" alt=\"A person pointing at a wall covered in organized sticky notes. They're standing in front of a table, which is filled with people sitting at laptops.\" width=\"400\" height=\"267\" \/>Deloitte\u2019s 2018 Global Human Capital Trends survey results indicate that \u201cthe use of workforce data to analyze, predict, and improve performance has exploded in practice and importance over the last few years,\u201d with 84% of respondents rating people analytics as important or very important.<a class=\"footnote\" title=\"Abbatiello, Anthony, Dimple Agarwal, Josh Bersin, Gaurav Lahiri, Jeff Schwartz, and Erica Volini. &quot;2018 Deloitte Global Human Capital Trends.&quot; Deloitte Insights. 2018. Accessed August 06, 2019.\" id=\"return-footnote-626-1\" href=\"#footnote-626-1\" aria-label=\"Footnote 1\"><sup class=\"footnote\">[1]<\/sup><\/a> According to Bersin by Deloitte\u2019s High-Impact People Analytics Study, 69% of large organizations have formed a people analytics team and are building an associated database. Bersin notes that in prior years, the percentage was a relatively constant 10\u201315%.<\/p>\n<p>In a related article titled \u201cPeople Analytics: Here With A Vengeance,\u201d Bersin highlights key study findings that illustrate the accelerating pace of adoption:<a class=\"footnote\" title=\"Bersin, Josh. &quot;People Analytics: Here With A Vengeance.&quot; JOSH BERSIN. December 19, 2017. Accessed August 06, 2019.\" id=\"return-footnote-626-2\" href=\"#footnote-626-2\" aria-label=\"Footnote 2\"><sup class=\"footnote\">[2]<\/sup><\/a><\/p>\n<ol>\n<li style=\"font-weight: 400;\">People Analytics has grown up\u2014it is now an established discipline in business.\n<ul>\n<li style=\"font-weight: 400;\">As the statistics cited above illustrate, CEOs and CHROs now understand the link between people analytics and business performance. There\u2019s also a recognition that people analytics can do so much more than simply \u201ccost-justify HR investments;\u201d indeed, people analytics supports effective action on a range of high-priority issues including diversity, gender pay equity, skills gaps and retention rates.<\/li>\n<\/ul>\n<\/li>\n<li style=\"font-weight: 400;\">The problems of data quality, integration, and integrity are being addressed.\n<ul>\n<li style=\"font-weight: 400;\">Businesses report significant progress in addressing data quality and integrity issues that have historically been an obstacle. Specifically, 39% of respondents reported having \u201cvery good\u201d or \u201cgood\u201d quality data to support people-related decisions and 31% reported an understanding of \u201cbest-in-class\u201d people analytics.<\/li>\n<\/ul>\n<\/li>\n<li style=\"font-weight: 400;\">Companies are greatly expanding the type, nature, and level of data to analyze.\n<ul>\n<li style=\"font-weight: 400;\">In addition to traditional data regarding candidates, pay, performance, training and other lifecycle data, organizations are compiling an extensive amount of data\u2014increasingly in real-time\u2014that reflects employee engagement, sentiment, behavior, well-being and other data that can be used to profile high-performers, identify patterns of behavior and inform decisions and interventions.<\/li>\n<\/ul>\n<\/li>\n<li style=\"font-weight: 400;\">Data and analytics literacy has become an imperative for HR professionals.\n<ul>\n<li style=\"font-weight: 400;\">Most business managers recognize that data is key to their success. They won\u2019t listen to unsubstantiated claims of bias or culture issues. What they\u2019re seeking is the data to prove what\u2019s not working and data-driven recommendations for improvement.<\/li>\n<\/ul>\n<\/li>\n<li style=\"font-weight: 400;\">AI and Machine Learning have arrived \u2013 and People Analytics teams are using these algorithms to partner with the business\n<ul>\n<li style=\"font-weight: 400;\">Bersin observes that \u201cwe used to think the secret to productivity at work was \u2018skills.\u2019 Now, through the use of machine learning, we can understand that the secret is also \u2018behaviors,\u2019 \u2018habits,\u2019 and \u2018patterns\u2019 that highly successful people adopt. Many of these are unconscious [and can\u2019t be observed] by the experts, but can be analyzed and understood by software.\u201d<\/li>\n<\/ul>\n<\/li>\n<\/ol>\n<p>For a visual view of adoption, refer to Figure 1, which illustrates people analytics adoption based on an organization\u2019s level of maturity or implementation of people analytics. The model, created by Bersin, categorizes adoption based on four progressive levels of \u201cmaturity,\u201d ranging from Level 1 through 4. In Level 1, which represents 14% of the organizations surveyed, data is not considered a value-driver and decision-making is still driven by intuition, experience and precedence.<a class=\"footnote\" title=\"Bersin, Deloitte Consulting LLP. &quot;Figure 1. People Analytics Maturity Model.&quot; 2017.\" id=\"return-footnote-626-3\" href=\"#footnote-626-3\" aria-label=\"Footnote 3\"><sup class=\"footnote\">[3]<\/sup><\/a> In Level 2, representing 69% of the organizations surveyed, there is a focus on building people analytics capabilities and a consistent use of analytic tools\u2014primarily in support of HR. In Level 3, approximately 15% of those surveyed, organizations are using advanced tools and technologies to collect, integrate and analyze data relevant to the business broadly. In Level 4, representing maturity, organizations are using real-time, AI-aided tools and technologies to college, integrate and analyze data and people analytics is integral to business, HR and management decisions; 2% of the organizations surveyed are operating at this level.<\/p>\n<div id=\"attachment_1706\" style=\"width: 660px\" class=\"wp-caption aligncenter\"><img loading=\"lazy\" decoding=\"async\" aria-describedby=\"caption-attachment-1706\" class=\"wp-image-1706\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4056\/2019\/08\/14183025\/PeopleAnalyticsMaturityModel-1024x788.png\" alt=\"Alternative text for this image can be found in the preceding text.\" width=\"650\" height=\"501\" \/><\/p>\n<p id=\"caption-attachment-1706\" class=\"wp-caption-text\">Figure 1. Bersin People Analytics Maturity Model<\/p>\n<\/div>\n<p>In their \u201cRise of Analytics\u201d report, LinkedIn notes that people analytics adoption is concentrated in specific industries (see Figure 2). The overall adoption of HR-focused analytics teams is still relatively low, with only 22% of companies using HR analytics and 11% with an HR analytics role.<\/p>\n<div id=\"attachment_2796\" style=\"width: 1410px\" class=\"wp-caption aligncenter\"><img loading=\"lazy\" decoding=\"async\" aria-describedby=\"caption-attachment-2796\" class=\"wp-image-2796 size-full\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4056\/2019\/08\/01013810\/AnalyticsUseinHR_update.png\" alt=\"See table below for alternative text equivalent of this image.\" width=\"1400\" height=\"923\" \/><\/p>\n<p id=\"caption-attachment-2796\" class=\"wp-caption-text\">Figure 2. North American Companies\u2014Percentage of Companies Applying Analytics in HR by Industry<\/p>\n<\/div>\n<table>\n<caption>Analytics Usage in HR by Industry (Table)<\/caption>\n<thead>\n<tr>\n<th scope=\"col\">Industry<\/th>\n<th scope=\"col\">Companies leveraging analytics in HR<\/th>\n<th scope=\"\u201dcol\u201d\">Companies with dedicated HR analytic roles<\/th>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<td>Financial Services<\/td>\n<td>11%<\/td>\n<td>16%<\/td>\n<\/tr>\n<tr>\n<td>Technology \u2013 Software<\/td>\n<td>11%<\/td>\n<td>14%<\/td>\n<\/tr>\n<tr>\n<td>Oil and Energy<\/td>\n<td>11%<\/td>\n<td>12%<\/td>\n<\/tr>\n<tr>\n<td>Healthcare &amp; Pharmacies<\/td>\n<td>12%<\/td>\n<td>12%<\/td>\n<\/tr>\n<tr>\n<td>Technology \u2013 Hardware<\/td>\n<td>10%<\/td>\n<td>11%<\/td>\n<\/tr>\n<tr>\n<td>Retail &amp; Consumer Products<\/td>\n<td>10%<\/td>\n<td>11%<\/td>\n<\/tr>\n<tr>\n<td>Professional Services<\/td>\n<td>11%<\/td>\n<td>8%<\/td>\n<\/tr>\n<tr>\n<td>Aero\/Auto\/Transport<\/td>\n<td>10%<\/td>\n<td>7%<\/td>\n<\/tr>\n<tr>\n<td>Telecommunications<\/td>\n<td>10%<\/td>\n<td>9%<\/td>\n<\/tr>\n<tr>\n<td>Media &amp; Entertainment<\/td>\n<td>8%<\/td>\n<td>8%<\/td>\n<\/tr>\n<tr>\n<td>Manufacturing\/Industrial<\/td>\n<td>7%<\/td>\n<td>7%<\/td>\n<\/tr>\n<tr>\n<td>Architecture &amp; Engineering<\/td>\n<td>8%<\/td>\n<td>6%<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n\n\t\t\t <section class=\"citations-section\" role=\"contentinfo\">\n\t\t\t <h3>Candela Citations<\/h3>\n\t\t\t\t\t <div>\n\t\t\t\t\t\t <div id=\"citation-list-626\">\n\t\t\t\t\t\t\t <div class=\"licensing\"><div class=\"license-attribution-dropdown-subheading\">CC licensed content, Original<\/div><ul class=\"citation-list\"><li>Adoption Trends. <strong>Authored by<\/strong>: Nina Burokas. <strong>Provided by<\/strong>: Lumen Learning. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by\/4.0\/\">CC BY: Attribution<\/a><\/em><\/li><\/ul><div class=\"license-attribution-dropdown-subheading\">CC licensed content, Specific attribution<\/div><ul class=\"citation-list\"><li>Untitled. <strong>Authored by<\/strong>: You X Ventures. <strong>Provided by<\/strong>: Unsplash. <strong>Located at<\/strong>: <a target=\"_blank\" href=\"https:\/\/unsplash.com\/photos\/Oalh2MojUuk\">https:\/\/unsplash.com\/photos\/Oalh2MojUuk<\/a>. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/about\/cc0\">CC0: No Rights Reserved<\/a><\/em>. <strong>License Terms<\/strong>: Unsplash License<\/li><\/ul><\/div>\n\t\t\t\t\t\t <\/div>\n\t\t\t\t\t <\/div>\n\t\t\t <\/section><hr class=\"before-footnotes clear\" \/><div class=\"footnotes\"><ol><li id=\"footnote-626-1\">Abbatiello, Anthony, Dimple Agarwal, Josh Bersin, Gaurav Lahiri, Jeff Schwartz, and Erica Volini. \"<a href=\"https:\/\/www2.deloitte.com\/content\/dam\/Deloitte\/at\/Documents\/human-capital\/at-2018-deloitte-human-capital-trends.pdf\" target=\"_blank\" rel=\"noopener\">2018 Deloitte Global Human Capital Trends.<\/a>\" Deloitte Insights. 2018. Accessed August 06, 2019. <a href=\"#return-footnote-626-1\" class=\"return-footnote\" aria-label=\"Return to footnote 1\">&crarr;<\/a><\/li><li id=\"footnote-626-2\">Bersin, Josh. \"<a href=\"https:\/\/joshbersin.com\/2017\/12\/people-analytics-here-with-a-vengeance\/\" target=\"_blank\" rel=\"noopener\">People Analytics: Here With A Vengeance<\/a>.\" JOSH BERSIN. December 19, 2017. Accessed August 06, 2019. <a href=\"#return-footnote-626-2\" class=\"return-footnote\" aria-label=\"Return to footnote 2\">&crarr;<\/a><\/li><li id=\"footnote-626-3\">Bersin, Deloitte Consulting LLP. \"<a href=\"https:\/\/www.trendata.com\/wp-content\/uploads\/2019\/02\/People-Analytics-Maturity-Model.png\" target=\"_blank\" rel=\"noopener\">Figure 1. People Analytics Maturity Model.<\/a>\" 2017. <a href=\"#return-footnote-626-3\" class=\"return-footnote\" aria-label=\"Return to footnote 3\">&crarr;<\/a><\/li><\/ol><\/div>","protected":false},"author":17,"menu_order":4,"template":"","meta":{"_candela_citation":"[{\"type\":\"original\",\"description\":\"Adoption Trends\",\"author\":\"Nina Burokas\",\"organization\":\"Lumen Learning\",\"url\":\"\",\"project\":\"\",\"license\":\"cc-by\",\"license_terms\":\"\"},{\"type\":\"cc-attribution\",\"description\":\"Untitled\",\"author\":\"You X Ventures\",\"organization\":\"Unsplash\",\"url\":\"https:\/\/unsplash.com\/photos\/Oalh2MojUuk\",\"project\":\"\",\"license\":\"cc0\",\"license_terms\":\"Unsplash License\"}]","CANDELA_OUTCOMES_GUID":"608d9fb1-fd2d-49a5-984e-25899810e213, d9436d46-a257-435a-b9f2-bd87ed6c4c0a","pb_show_title":"on","pb_short_title":"","pb_subtitle":"","pb_authors":[],"pb_section_license":""},"chapter-type":[],"contributor":[],"license":[],"class_list":["post-626","chapter","type-chapter","status-publish","hentry"],"part":621,"_links":{"self":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters\/626","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters"}],"about":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/types\/chapter"}],"author":[{"embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/users\/17"}],"version-history":[{"count":16,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters\/626\/revisions"}],"predecessor-version":[{"id":3304,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters\/626\/revisions\/3304"}],"part":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/parts\/621"}],"metadata":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters\/626\/metadata\/"}],"wp:attachment":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/media?parent=626"}],"wp:term":[{"taxonomy":"chapter-type","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapter-type?post=626"},{"taxonomy":"contributor","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/contributor?post=626"},{"taxonomy":"license","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/license?post=626"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}