Latest HR Trends: Workplace polarization, Mobility functions, Zero Based Budgeting (ZBB), Meeting rooms, GenAI impacts, CEOs People challenges

?? Hello Everyone and Happy Sunday !

?? Welcome back to the 56th edition of Weekly People Research! ??

??This week has been full of HR insights! I am profoundly thankful for the steadfast support and dedication we have demonstrated. A heartfelt thank you!

?? The book of the week: Team - Getting Thing Done with Others by David Allen and Edward Lamont ?? This remarkable book is a must-have for any new manager, offering an abundance of models and tips for effective team management. It introduces the concept of GTD (Getting Things Done) and explains its significance. In summary, it comes highly recommended for any manager!

We engaged in a discussion on the following exciting HR topics:

As usual, I also wanted to thank everyone who reads me and shares these ideas!

?? In the latest edition, you will discover more about ??:

??How can a well-diversified leadership reverse the trend of diminishing employee engagement caused by workplace polarization? Canadian Marketing Association in collaboration RKI - Research + Knowledge = Insight researchers found that organizations lacking diverse leadership often see a decline in employee engagement, leading to a higher likelihood of staff turnover.

?? Why do the majority of HR leaders feel compelled to reallocate the HR budget through a zero-based budgeting (ZBB) process to create value for the company? Gartner researchers found that are CHROs are focusing on the 3'Rs : Reducing, Replacing and Rethinking their HR Budget.

?? Why do hybrid workers favor meeting rooms over open spaces and flex offices when they come into the office? Hassell and Density researchers have observed that employees who have the option to select their work location tend to spend more time in meeting rooms when they are on-site.

?? How much time do approximately half of employees report saving per week by utilizing GenAI in their workplace? 波士顿谘询公司 researchers have found that a majority of leaders are worried about their employees' current AI literacy and the future expenses associated with its implementation.

??Why are CHROs overseeing investments in mobility functions when only 25% of organizations have reached the ‘Evolved’ stage? 安永 researchers have discovered that mobility functions focusing on five key drivers are 2.3 times more likely to report enhanced organizational resilience and 1.5 times more likely to address talent shortages effectively.

??How are CEOs recognizing the People-related challenges and shifting priorities that Generative AI is introducing as the business landscape evolves swiftly? IBM researchers have observed that CEOs are planning to increase their workforce by roughly 6% over the next three years.

Dave Ulrich believes these insights continue to evolve as we all learn more and he brilliantly classify these ideas into the following four domains of Human Capability Taxonomy:

*Talent: Hybrid workers

*Leadership: Well-diversified Leadership

*Organization: Favor of Meeting rooms, utilizations of GenAI, CEOs challenges

*HR function: A zero-based budgeting (ZBB) process, investments in mobility functions

???Now, let's do a recap of the week on published research:

Workplace Polarization can diminish Employee Engagement, but a well-diversified leadership has the potential to reverse this trend!

?? Findings of researchers:

Organizations with a well-diversified leadership are more likely to foster a positive sense of inclusion.

?? A significant majority of marketers, 73%, report that polarization influences their behavior in the workplace.

?? Ageism and intersectionality are impacting the careers of marketers, resulting in increased discrimination, microaggressions in the workplace, and a greater likelihood of encountering obstacles and job loss.

?? Companies with a diverse leadership tend to have employees who are less likely to observe negative responses to polarizing conversations, according to a new interesting research published by Canadian Marketing Association in collaboration RKI - Research + Knowledge = Insight with using data ?? from 486 individuals across Canada between February 21 and March 27, 2024.

?? Recommendation of researchers:

??Finally researchers recommend below actions to build a more diverse workplace:

?? Organizations are encouraging all talent to apply when they have an opening

?? highlighting diversity in job descriptions

?? Highlighting diversity on the career site

?? Advertising jobs and recruiting through diverse channels/diverse job boards

?? Having a diverse hiring/interview panel

?? Offering targeted internships and scholarships to diverse populations

?? Requiring diverse talent slates

?? Asking for diverse referrals

??My personal View:

This insightful research examines the impact of polarization in the workplace, focusing on the marketing department in Canada. Although specific to one area, the findings could be applicable to various sectors. The study highlights the crucial role of managers and the importance of having a diverse leadership team to mitigate the effects on employees, such as increased turnover, and the direct impact on sales and consumer relations.

???? What were the HR expert opinions:

Dave Ulrich Thanks again for sharing. I think that creating an inclusive work environment based on diversity works on two assumptions; 1. Everyone has something to offer, sometimes a lot, sometimes little, but everyone has something to offer 2. Leaders job is to use their power to empower others so that each offering is appreciated. Behind these assumptions is the premise of civility which is so lacking in our society as well as many organizations. Again, great research to show the value of these assumptions.

Jos van Snippenberg Interesting research, especially it is focused on the marketing profession. Point to ponder is the absence of taking action to create an environment that is diverse, inclusive and equal by not diversified leadership teams. Although I think that these outcomes have a lot of similarity with other departmental sentiment the impact of the manager is huge. Building on the manager's handles given, I experience that if you make genuine connection without prejudices and conditioning you build trust.

George Kemish LLM MCMI MIC MIoL There is a cost in losing talented people who take with them much of the tacit knowledge that can help provide value across and outside of an organization. This can encompass recruitment and training costs as well as a loss of productivity as new employees settle in to the posts left vacant. It is not just the person who has suffered a detriment that can be lost. Discrimination, harassment and bullying can create a toxic environment even for those who have not suffered such detriment.

Murthy Nibhanipudi VS Workplace polarization indeed poses significant challenges to employee engagement, but your emphasis on the power of well-diversified leadership to counteract these trends is spot on. Your call to action is both timely and necessary—let's continue to champion diversity and inclusivity in our workplaces!

Ahlam Bakkal What I observed from my experience is the role that leaders play to identify workplace politics, and how they manage to influence their teams to be more inclusive. That happens by them walking the talk on inclusion, for example when they hire or promote talent from backgrounds that are different from the predominant profile. This gives a strong signal to their teams and promotes inclusion.

Majority of HR leaders feel compelled to reallocate the HR budget through a zero-based budgeting (ZBB) process to create value for the company!

?? Findings of researchers:

HR leaders are focusing on Reducing, Replacing and Rethinking their HR Budget.

?? A total of 60% of HR leaders anticipate budget reductions or intend to sustain the budget from the previous year while tackling expanding HR duties without augmenting their resources. HR investments focus on driving HR efficiencies as well as retaining and reskilling critical talent.

?? HR technology continues to be the top investment priority, with 48% of HR leaders intending to boost their budget in this domain. It is followed by learning and development (L&D), total rewards, and talent management as key areas of focus.

?? Additionally, many leaders are considering the delegation of more tasks to shared services teams, according to a new interesting research published by Gartner using data ?? from a survey of around 300 HR leaders.

?? Recommendation of researchers:

?? Finally, researchers provided the following three recommendations for HR leaders: Invest in HR technology to expedite HR's digital transformation, support business growth, and enhance HR efficiency. Additionally, ensure that these investments yield returns by:

??Setting realistic goals for the technology implementation

?? Improving employee adoption

?? Adjusting spend based on constant ROI measurement

??My personal View:

This insightful research on the latest trends in HR efficiency reveals that HR leaders prioritize enhancing HR processes to ease the adoption of HR technology and shift more non-value-added tasks to Shared Services.

The strategy of reducing, replacing, and rethinking the HR budget, as proposed by researchers, is a sound approach.

It is evident that transforming the HR operating model is no longer a focal point for HR leaders.

???? What were the HR expert opinions:

Dave Ulrich Very helpful research, thanks for sharing. I believe that all functions will likely focus on "reduce, rethink, replace" to encourage efficiency. AI and technology will be a strong enabler of this efficiency focus. We found AI at about 20-25% of the "S-curve"of long term impact, with most AI work focused on "assist" which is about becoming more efficient. Hopefully, the emerging genAI and machine learning will have even more impact on HR value creation. Thanks for sharing the continuing discovery of how to upgrade organization operations through technology.

Stephen Moffitt It would be useful to explore how ZBB impacts on a company's resilience and adaptability. It's often difficult to argue that redundancy and innovation brings value, especially if the often unstated goal of ZBB is to cut costs.

Mikhail Lvovskii Zero-based budgeting is really powerful approach, much better than an incremental budgeting approach. It allows to completely rethink the entire value creation, and surely is less biased since does not assume anything "for granted".

Prabhjit Kaur Chana It isn't about reducing or cost-cutting the overall budget, but to fund what truly matters and is prioritized as a business imperative for growth, value and sustainability. On review of this report, aspects that may have been missed from HR leadership perspective that can be key in driving successful implementation of ZBB, includes employee well-being strategies, change management strategies, and risk assessment strategies. All of which are vital to consider working collaboratively from boardroom to across the organization.

Busola Alofe Reduce, Rethink, Replace are time tested activities that actually need to be deployed, imho, even when the business IS doing well... and not only when the operating context is challenging, and resources scarce! We need to learn how to embed these 3R principles into the DNA of how our organizations work... so long as the bet is towards increasing value returned to various stakeholders. The 3Rs remind me of the power of Economic Value Add (EVA).

Kathie Vu To create values and transform the business in the age of AI, HR must first transform ourselves. ZBB is exciting for us to press the reset button to rethink and reimagine our approach to HR and how we create values. While ZBB can offer benefits in enhancing efficiency, HR leaders must carefully consider the potential implications for employees' well-being and take proactive steps to balance the pressures of budget constraints with driving efficiencies, retaining critical talent, and promoting employee development. Prioritizing strategic investments and fostering open communication can help mitigate risks and ensure a sustainable approach to budget management in HR.

Hybrid workers favor Meeting rooms over open spaces and Flex offices when they come into the office!

?? Findings of researchers:

Workplace utilization has decreased globally, and the effect of return-to-work (RTO) policies on office usage has been minimal.

?? Workplace policies often dictate where a person works and today, there is a wholesale reimagining of where and how work gets done.

?? Employees with the flexibility to choose their work location often spend more time in meeting rooms when they are present.

?? Switching from a laissez-faire approach to enforcing a strict three-day rule results in only a 17% rise in utilization.

?? Meeting rooms serve not only as collaborative spaces for groups but also as quiet areas for video calls and concentrated work: they are utilized as private offices or phone booths 36% of the time.

These differences in utilization all have important implications for how workplaces are designed, according to a new interesting research published by Hassell in collaboration with Density using data ?? from an analysis of 1.4M ft2 of workplaces, 1,000 meeting rooms and 16000 seats. from May 2023 to the end of May 2024.

?? Recommendation of researchers:

?? Finally researchers provided three actionable recommendations that offer valuable insights for businesses aiming to optimize their workplace utilization and design:

?? Implement innovative workplace designs that cater to the evolving needs of hybrid work models.

?? Maximize space utilization to reduce costs and environmental impact.

?? Foster a?culture of collaboration and adaptability by creating versatile work environments.

??My personal View:

This insightful research reveals that hybrid Return-To-Office (RTO) policies are not completely adopted or adhered to by employees. It also uncovers that employees often choose to work in meeting rooms when they come to the office, which negatively impacts collaboration. The increasing demand for more meeting rooms is evidently shaping future office designs. On a personal note, I believe that flex offices and open spaces represent a depersonalization of the workplace, leaving employees feeling uncomfortable, particularly managers who lack a designated space to connect with their team members.

???? What were the HR expert opinions:

Dave Ulrich Thanks for sharing fascinating research. I know that office space architects and organizations try to navigate the challenges of efficiency (more people per square meter), collaboration (where employees interact while at work), privacy (so employees can focus on their work), and personalization (so employees feel like their workspace represents them). To solve for these challenges, there are often a mix of meeting rooms, cubicles, and open office. This research, and your (and other shared experiences) suggest that this balance is difficult to make work. Some lose personalization through flex offices or make efficiency more important than privacy. I was privileged to be on the board at Herman Miller for 16 years where office space designers worked to create spaces that lead to a community feel with the right mix of efficiency, collaboration, privacy and personalization. thanks for sharing this research that shows how difficult this mix is, especially in a hybrid work world.

Purity Kajuju This makes so much sense. It aligns with my personal experience (I find myself tending towards a closed space when in the office) and also from observing colleagues and peers in the office. Organizations have invested a lot in open spaces though, and it may take time to see some change to provide a balance of both open and closed spaces. Personally, I'm all for a balance in the spirit of meeting different varied needs. However, every organization should listen to their employee thoughts on this proactively and plan accordingly.

Jessie Schofer I think this makes sense - if your hybrid you work with others not in the office so calls are bound to happen and that needs a space like a meeting room or phone booth etc. One of the reasons I don't like going to the office is there was never space for calls! I guess office design needs to catch up

Simona Panaite, EMBA, PMP Yes, definitely…. since the open space “supremacy”, there is an increased need for spaces where you can isolate for a virtual meeting, or project planning or whatever job needs quiet and concentration….. My personal opinion is that open space killed team interaction…there was more interaction when we worked in offices than now, when we need to tip-toe and whisper all the time….

Dr. Bhanukumar Parmar My Views: The future of office space will resemble a café-style workstation area with ample tech support, convertible spaces for Meetings & Town Halls, + dedicated wellness & fitness areas. It will definitely be Green (Sustainable) - with Flexibility & Versatility leading the way.

Approximately half of employees report saving a minimum of 5 hours weekly by utilizing GenAI in their workplace!

?? Findings of researchers:

?? Employees who regularly use GenAI tools are more likely than others to worry about job loss.

?? Approximately 64% of leaders have reported that they are beginning to employ Generative AI to transform their organizations.

?? GenAI is enhancing employee efficiency, not just by eliminating monotonous tasks.

?? GenAI is delivering tangible benefits, especially in enhancing productivity but regular usage of Generative AI is more prevalent in the Global South (includes Brazil, India, Nigeria, South Africa, and the Middle East) compared to the Global North (Australia, Belgium, France, Germany, Italy, Japan, Netherlands, Spain, the UK, and the US), according to a new interesting research published by 波士顿谘询公司 using data ?? from 13,102 employees from executive suite leaders to frontline employees in 15 countries and regions.

?? Recommendation of researchers:

?? Finally researchers provided five recommendations for leaders to harness the transformative power of Generative AI (GenAI) in their organizations:

?? Establish a transformation-first mindset.

?? Manage all your transformations.

?? Build training muscle at scale.

??Emphasize how GenAI can increase value creation and employee joy.

?? Anticipate the evolution of roles, skills, operating model, data, and governance.

??My personal View:

This interesting research done by BCG with a global data sample, shows that the implementation of GenAI has progressed from a pilot phase to a primary stage within adopting organizations.

Leaders are witnessing productivity benefits, notably the five hours gained per week per employee. While this may appear modest, when aggregated across an organization, the cumulative productivity gains are substantial. Consequently, managers must strategize effectively to utilize these gained hours to enhance efficiency rather than allowing them to become idle.

At this stage, we can conclude that the advantages of using AI in the workplace include increased efficiency and productivity, enhanced decision-making, cost savings, and the ability to provide personalized customer experiences.

???? What were the HR expert opinions:

Dave Ulrich BCG continues to do great work. What I like about this research is that it shows the current state of GenAI as a way to "assist" employees and to improve productivity. This is early in the s-curve with more to come. We have prepared an assessment of 10 criteria for how you organization is doing at implementing AI for HR. So much more can and will be done in this space. Thanks for sharing!

Sarah McGowan I really love this research. If companies look at this through the lens of innovation and engagement, in addition to productivity, they could see that unleashing employees to focus on more valuable tasks will create shareholder value in the long-run. Alternatively, companies who use this tech only to streamline the operation and lay-off scores of employees could suffer in the long-run. Thanks for sharing!

Diana Carolina Perez Cabas GenAI is here to stay. It has the power to change how we work across teams. If we foster a culture of knowledge and responsible usage of GenAI, we can empower people and also unlock creativity.

Marc Lawn This is fascinating. I’d love to see a ‘quality’ dynamic. Speed & efficiency is one thing, but what about the quality of outputs?

George Kemish LLM MCMI MIC MIoL Another great piece of research Nicolas. I was surprised at the differences between Global South and Global North but then I have noticed that many countries in Global South are utilizing technology to a greater extent - just didn't realize how much. Perhaps the extra hours could be utilized to manage human performance, thereby ensuring that employees are gaining the skills required to facilitate growth and add value to all stakeholders.

Rob McPhillips I could see AI upsetting the dynamics of organizations, but also nations as the gap between those who adopt and lag behind grows.

Samoual Hassan It’s fascinating to see how Generative AI (GenAI) is making an impact in the workplace. While GenAI tools can enhance productivity, it’s essential to address employee concerns about job security. Open communication and transparency can help alleviate worries. The fact that 64% of leaders are embracing Generative AI highlights its growing importance. Organizations recognize its potential for transformation.

Ahlam Bakkal Nice research findings Nicolas. I see that strategic focus will be the biggest gain from early adoption of genAI. In other words, in all types of jobs, the job holder, with AI skills, can gain time from "transactional part" of the job, through the use of AI. And reinvest that time in designing more strategic solutions that add more value to the company.

Lola Bailey Eye opening Nicolas. I'd like the AI experts to disseminate more widely what "responsible" use looks like.

Arpit Apoorva From automating routine processes to providing instant insights and support, GenAI helps employees focus on more strategic and creative activities. As these tools become more integrated into daily workflows, the potential for even greater time savings and enhanced work quality continues to grow, benefiting both employees and organizations. Great share

Layla Halabi As the rate of adoption increases, I think it's critical that organizations ensure that these technologies are used responsibly and ethically. Areas like biases in AI systems, maintaining transparency in AI decision-making, and safeguarding employee data - all need to be addressed so companies can build trust and foster a more inclusive approach to AI adoption. On a side note, the findings about the higher prevalence of GenAI usage in the Global South are particularly interesting. This suggests that these regions may be more open to adopting new technologies rapidly, potentially giving them a competitive edge in certain industries.

Munyaradzi Chikwanha Early adopters may also see gains in employee satisfaction and creativity, as well as streamlined workflows and better resource allocation. These benefits can lead to substantial productivity improvements across the organization

CHROs are overseeing investments in mobility functions, yet merely 25% of organizations have reached the "Evolved" stage !

?? Findings of researchers:

As CHROs look to drive workforce transformation suited for this climate, the Mobility function can evolve to be high-impact, efficient, and cost-effective while promoting growth for the business and for people.

?? Employers have reported an uptick in investment and monitoring of their mobility functions compared to the previous year.

?? Mobility functions can have influence across key focus areas for CHROs (talent development, cost efficiency, and creating an exceptional employee experience), if there is thoughtfulness around mobility investment and its strategic influence within organizations.

?? Mobility functions concentrating on five key drivers are 2.3 times more likely to report that mobility enhances organizational resilience, 1.5 times more likely to state it addresses talent shortages, and 1.3 times more likely to acknowledge a positive return on investment from mobility initiatives, according to a new interesting research published by 安永 using data ?? from more than 1,000 mobility professionals and employees across 21 global geographies.

?? Recommendation of researchers:

?? Researchers suggest five actions that organizations can take to move beyond transactional isolation:

?? Act strategically

?? Integrate with talent

???Focus on digital

?? Build people-first mobility programs

?? Develop resilient operating models

??My personal View:

This insightful research sheds light on the expensive HR process of international and domestic mobility, indicating that CHROs are reevaluating the metrics concerning the return on investment for mobility. The emergence of new opportunities and risks associated with cross-border and hybrid work necessitates a fresh perspective on the objectives and possibilities of workforce mobility programs. As researchers highlighted, CHROs possess data that suggest improved results when they transform their mobility functions to become more resilient, flexible, and integrated into a sustainable workforce strategy.

???? What were the HR expert opinions:

Dave Ulrich Wonderful research about "mobility". In our work, we have seen an evolution of 'change' models that help organizations create the "mobility" talked about. "Mobility agility" has been a dominant logic for some time, but we want to extend this to value creation to ensure that the transformation (or mobility in this research) creates value for all stakeholders. Having a direction for the agility ensures that the outcome of change matters. Thanks again for sharing this research. CHRO's become the architects of this mobility (or transformation)

Liz Rider I’m constantly amazed at how often we treat talent mobility as something transactional rather than strategic. I’ve seen leaders take on a 2 year international assignment, only to return home to a “made up” job. Their learnings about the market they were in are ignored yet they are bubbling with knowledge and new skills. What a missed opportunity!

Namita Gopinathan,MBA This is a very insightful and thought-provoking perspective! While the traditional perspective focuses on aligning mobility with organizational strategy and leveraging digital tools, exploring a decentralized approach could further enhance mobility functions. Empowering teams to customize mobility initiatives to their specific needs could stimulate greater innovation and agility.

Arun Paul, PMP? This is a fantastic breakdown of the current state of mobility functions! The stat about only 25% reaching the "Evolved" stage is eye-opening. I especially like your point about the five key drivers. Focusing on strategic alignment and digital transformation seem crucial for maximizing ROI on mobility programs.

Johan Ludike Many CHRO’s have neither rotated cross functionally and or been deployed internationally which always impacts credibility . The best CHRO’s I have worked had at least two cross functional and one international expat deployment . Ask many a “ deployment specialist “ how many countries they have traveled to personally or been based in internationally and one becomes mesmerized by depth of knowledge re compliance and lack of width re cross culture etc. One US Expat in Austria where are the Kangaroos ?

Shiva Venkateswaran I love the idea of Mobility Agility as a measure of the extent to which the strategic initiatives and internal frameworks allow for mobility of employees within and outside of the organization. Archaic and outdated org structures and reporting matrix have to give way to agile ways of maximizing the inherent strengths of employees globally. This will lead to the general ability of progressive organizations to release the enormous value that is currently locked within its workforce due to locational constraints.

CEOs recognize the People-related challenges and shifting priorities that Generative AI is introducing as the business landscape evolves swiftly!

?? Findings of researchers:

CEOs understand that their people will make all the difference.

?? Over half of CEOs are recruiting for generative AI-related positions that were nonexistent last year, yet only 44% of CEOs have evaluated the impact of generative AI on their workforce.

?? On average, there is a plan to expand the workforce by approximately 6% over the coming three years.

?? Disruption requires CEOs to adjust their focus. With emerging challenges, CEOs are re-prioritizing strategic objectives and leveraging rapidly advancing technologies, such as innovative AI forms, to achieve business outcomes.

?? CEOs say a focus on short-term performance is their #1 barrier to innovation, according to a new interesting research published by IBM using data ?? from 2,500 CEOs from 30+ countries and 26 industries and was conducted from December 2023 through March 2024.

?? Recommendation of researchers:

?? Researchers have provided the following recommendations for CEOs to advance boldly and decisively in the era of generative AI:

?? Take a fresh look at your talent.

?? Give these people a platform to teach others.

?? Make people your most important tech investment.

?? Eliminate friction from the employee experience.

?? Invest in what will inspire change.

?? Stoke the fire

??My personal View:

This compelling IBM research, which includes a diverse group of global CEOs, reveals that despite technological and AI advancements, the primary challenge for CEOs continues to be their workforce.

CEOs who place a high priority on talent development are nearly 50% more advanced than their peers, underscoring the critical importance of a people-centric strategy.

???? What were the HR expert opinions:

Dave Ulrich Thanks for sharing this research on how CEO's see the value of "HR" in todays world. Each of the 7 trends highlights why business leaders (CEOs in this research) are paying more attention to HR issues. With this increase attention, "HR" is "at the table" in terms of issues, now it behooves HR professionals to add value to this discussions. Thanks again for sharing research to confirm the changing agenda and role for HR

George Kemish LLM MCMI MIC MIoL CEOs have had a lot to contend with over the past few years. Some in the UK have had to contend with the bureaucracy of Brexit (the owner of an engineering company 3 door down from me is currently closing his business due to this). Then there has been the COVID epidemic and the rate of inflation affecting businesses in most countries. This would suggest that there is a need for both a people-centric strategy in addition to a customer-centric strategy. This should be the case irrespective of the advancement of technology.

Lisa Carlin Interesting to see the number one challenge the of CEOs as business model innovation. Why do you think this is number one? From what I hear from CEOs, the problem lies more in getting ideas implemented, rather than coming up with the ideas themselves. Interested in your view.

Alessandro Antonini Personally, I believe that before thinking about how to exploit AI-based technology (e.g. generative) for talent development and retention, many companies should do some serious thinking about their strategies, policies and processes. From my experience, retention is often handled reactively and when people have already decided to leave. Or with actions (e.g. Masters, MBAs) that are only effective for the duration of the action itself.

Jose Santiago Thank you for yet another interesting post and which raises important questions. Once more we see short term issues performance and innovation and hiring for AI roles while perhaps not debating and engaging with their employees and managers in a deep meaningful way as this will have long lasting impact on the people and the organizations culture and values. Which raises my other questions about AI governance, security and accessibility and how transparent it's purpose is and it's sources of data that will impact decision making

Sarah McLellan Being able to understand and facilitate the people ecosystem to deliver value for people and business, now and in the future - seems to be the big differentiator!

???? If you've enjoyed this piece and want to be in the next newsletter next Sunday, comment on post next week and share with your network.

?? Follow me as a Top Voice person on LinkedIn , and click the ?? at the top of my profile page to stay on top of the latest on new best?HR, People Analytics, Human Capital and Future of Work research, become more effective in your HR function and support your business, and join the conversation on my posts.

Everyday, I share a new research article about?People Analytics, Human Capital, HR analytics, Human Resources, Talent,….

Let's spread the HR knowledge together and understand the Future of Work!

That's it for last week's recap - Happy Sunday and wishing you health and success?!???

?? if you haven't already, subscribe to receive my Weekly People Research and join +18,00 HR passionate !

Thank you so much for your support and Happy Sunday !

Nicolas BEHBAHANI

#futureofwork #peopleanalytics #hr #research