Latest HR Trends: Age-performance Paradox, Workplace Friction, Training Effectiveness, Coaching & Development, WFH Trend, Female leaders

?? Hello Everyone and Happy Sunday !

?? Welcome back to the 25th edition of Weekly People Research! ??

?? Another great week of learning with new HR concepts and your insights have been amazing ! Thank you SO much for all your support!

Some of you have coffee while reading this newsletter, some have lunch,... in short, enjoy reading! ??

In this new edition,?you will learn more about :

??Why most business challenges identified by business leaders across countries clearly have a human component? Boston Consulting Group (BCG) and the World Federation of People Management Associations (WFPMA) researchers provide 5 recommendations for people management leaders to adopt in dealing with challenging times in 2024.

?? Why do direct reports show that female leaders outperform their male counterparts in coaching and development and why can this lead to employees leaving? Russell Reynolds Associates researchers provide some recommendations for leaders to improve their resilience through greater gender diversity in leadership.

?? Why training effectiveness is one of the biggest challenges for training leaders and why very few organizations measure ROI? D2L & Training Industry, Inc. researchers recommended best practices that are based on tackling the biggest challenges learning leaders have specifically with ROI.

??Why do most employees prefer to work in the office for 3 days but continue to spend the majority of their time on individual tasks? 仲量联行 researchers explained us this new WFH trend.

??What is the age-performance paradox? Why are employees aged 45 and over less likely to be employed than younger cohorts despite outperforming them? OECD - OCDE and Generation researchers made some great recommendations for employers and midcareer older employees to mitigate ageist bias in?hiring practices, empower job seekers, and promote greater dynamism in careers at any age

??Finally, you will understand what Workplace Friction is and why this phenomenon significantly negatively affects Employee Experience, employee disengagement, and workplace productivity. FOUNT Global, Inc. researchers explained this trend.

These insights continue to evolve as we all learn more - as Dave Ulrich said wonderfully.

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

People, HR strategy, Planning, and Analytics are the Top priorities for HR and Business Leaders in all countries !

?? Findings of researchers:

?? Leaders identify the most urgent priorities in order to improve not only their own function’s performance but also the performance of the entire company.

?? Most of the Business challenges identified by company leaders have a clear People component. Nearly three-fourths of leaders highlighted people challenges and talent gaps as the biggest business challenge they currently face, significantly more than for any other issue.

?? Interestingly, people analytics and reporting are among the top 10 topics of future importance, although leadership development remains in first place.

?? Several topics related to Talent Acquisition have risen in leaders’ rankings of future importance, according to a new joint research conducted by Boston Consulting Group (BCG) and the World Federation of People Management Associations (WFPMA) using data ?? from 6,893 participants in 102 markets, across all industries from March through October 2023.

?? Recommendation of researchers:

Researchers made five recommendations for people management leaders to adopt in dealing with challenging times in 2024:

1?? Leverage data to accurately plan for talent supply and demand

2?? Get better at talent acquisition

3?? Invest in upskilling and reskilling the current workforce

4?? Unlock value through AI

5?? Focus on change management and organizational development

???? What were the expert opinions:

Fantastic study with great insights. They confirm and extend our work where we have identified four think tanks for 2014 on major topics. .??HR value added outside in.?HR is less about HR, and more about creating organizations that succeed in the marketplace with customers, investors, and communities.??Analytics helps provide insights about which human capability initiatives deliver value to external stakeholders (beyond perception) ??Transformation..??We will explore specific skills to enable business, HR, and personal transformation.?This will move agility from ideas to actions. ??Digital technology (AI) and HR. We will discuss how HR professionals can help their organization enact a digital (AI) strategic agenda and also examine how AI advances how HR work is done. ??Employee expectations.??We will probe what’s next in employee work experience and well being with a focus forward by offering hope, according to Dave Ulrich

Great insights again - Prioritizing human capabilities, as outlined in the BCG and WFPMA research, is indeed key. Data analytics has greatly influenced strategic workforce planning, and highlighted the importance of upskilling/reskilling initiatives and talent acquisition in today's evolving business landscape. Size of a company can understandably influence priority, given that larger organizations face stricter compliance and regulations. The growing emphasis on talent sourcing and employee relations reiterates that people are truly at the heart of any successful organization. Remember, finding the right talent in an increasingly competitive market is both a challenge and an opportunity to excel, according to Steven Claes

Many organizations often perceive people analytics merely as a dashboard, neglecting its broader role. Understanding why certain events occurred, anticipating their recurrence, and strategizing to prevent them should be the focal point of people analytics. Leaders must invest quality time comprehending these components to shape the future of their workforce, optimize processes, and make informed decisions that positively impact employee engagement, productivity, and overall organizational success, according to Shiroz Hamid (CAHRI)

In my own opinion there are 4 elements to ensuring that value is added (to all stakeholders). (1) The Structure of the organization needs to support the innovation and creativity required to move the organization forward. (2) Strategy needs to include an overall picture of where the organization needs to be in the future. In these times of uncertainty, scenario planning is often key to successful planning as new thinking is required but I am not convinced that the majority of business leaders fully understand this process. (3) The strategy should produce an insight into the capability requirements to move the organization forward (based on skills - not posts). (4) The culture within the organization should foster employee experience and employee engagement commensurate with ensuring that the organization can manage change in an agile and timely manner. These four elements can then be utilized to plan out how human resources can enable operational performance. That then leaves a need to map out the Value Chain and supporting interactions (working back from the Customer), according to George Kemish LLM MCMI MIC MIoL

Definitely a clear top 2! And the top 4 are almost universally separate from the rest. For global organizations hopefully this may help to create alignment amongst their people planning activities. While I realize this is a report out by HR and Business leaders, I hope that this remains representative of what employees want and need. Particularly as you see employee development fall to #5, according to Hannah Yardley

I am happy to see that people are the top priority for organizations in all countries. And the top 5 of the priorities are extremely related to each other. Although I would advise to start with number 4, creating a shared understanding of the company purpose, values and principles so you are able to define a people strategy, rewarding, development related to what you are all aiming for, according to Alize Hofmeester????

Women leaders are Outperforming their male counterparts in Coaching and Development, according to their direct reports!

?? Findings of researchers:

Women managers were rated 10% points higher than their male counterparts (55% vs. 45%) on coaching and development practices.

?? There are five levers differentiate resilient organizations from less resilient ones. By analyzing these levers in depth, there is no significant perception differences between men and women leaders, according to their direct reports except for one exception : Women leaders are outperforming their male counterparts in coaching and development (+10%).

?? On every one of coaching and development activities, women managed by women report the highest levels of effectiveness. Also leaders who don't receive effective coaching and development opportunities from their direct managers are 6.5 times more likely to say they would leave their organization, according to a new interesting research published by Russell Reynolds Associates called "Global Leadership Monitor H2 2023" using data from more than 2,500 global board directors, CEOs, C-suite leaders, and next-generation leaders across various industries.

?? Recommendation of researchers:

?? Researchers recommended the actions below for organizations to improve their resilience through greater gender diversity in leadership:

??Assess for potential, not experience

??When considering succession planning, allow leaders to opt-out, rather waiting for them to actively opt-in

??Supercharge development for emerging leaders

??Train the trainer:

??Consider external development programs to address any leadership competency gaps

???? What were the expert opinions:

Again, fascinating research. I am very taken with the five levers that determine a more resilient organization:1???Creating value through others2?? Navigating uncertainly3?? Enabling change & Innovation4?? Coaching and development5?? Constructive Feedback. They confirm our work on emerging (future of work) assumptions that bridge environmental context and human capability (see chart). We see coaching/development and constructive feedback as part of a personalization agenda. Also, interesting to see that women leaders are perceived as living all of these assumptions better than men which confirms other research as well: Joe Folkman Jack Zenger, according to Dave Ulrich

Awesome share Nicolas. The study's revelation, reinforces my beliefs: This study underscores the critical prowess of women leaders in coaching & development, showcasing their instrumental role in organizational success. It's high time we acknowledge that women navigate an environment not originally tailored for them. This research reinforces the urgent need to break down systemic barriers & amplify women's voices in top roles for a more balanced & resilient future. Without development there is no future, according to Dr. Bhanukumar Parmar

A great share with interesting research. These factors contribute to the effectiveness of women leaders in specific domains like coaching and development. From my experience leadership effectiveness can vary widely among individuals, regardless of gender. The key is to recognize and leverage the unique strengths and skills each leader brings to their role and who is managing them, according to Tess Hilson-Greener

Very interesting article! I heard recently that leadership, culture and talent outdo focus on operational efficiencies. The stat was that if you focus on these 3 areas you are likely to have a 70% higher ROI. I have personally experienced this with my clients in Africa. Focusing on leadership and ways of working is definitely a game changer, according to Evan Kagan

Woop woop for female leaders! Thanks Nicolas for sharing these insights. While there is real talk of assessing for potential instead of experience, it seems to remain more like wishful thinking at this stage. We need to develop concrete strategies to effectively implement this, according to Nelly Lund

Thanks for sharing. As a female leader and an executive coach I am of the belief we all can but some choose to prioritize other areas. Coaching, developing, listening - they all take time and when we say yes to something we say no to something else. Sometimes and often women leaders say yes and rarely no. Not always and not all but often, according to Gemma Atkinson

I have to say that all of my female bosses have encouraged and supported me in my career. However, I have had some good male bosses too (emphasis on the some). When I read this post it made me smile. I remembered back to a time when one of my female members of staff said that I was the best boss she had ever had - somewhat surprising as she was the only member of staff that I made cry (when I told her that she was being promoted). I know that she has done extremely well in her military career (surpassing my rank) and it is thoroughly deserved. Perhaps we need to look at the way in which leaders are developed and supported (in general) and to encourage all who hold leadership positions to pass on their skills and experience (irrespective of gender)?, according to George Kemish LLM MCMI MIC MIoL

Very interesting article. I like particularly some statements such as Value more Potential, not only Experience - I see some difficulties here based on my experience with HR Recruiters. Also important is to recognize that many organizations are not designed for women, as the article says. I think here, too, we have too many organizations who are a bit superficial on the topic, according to Stefano Le Pera

Training effectiveness is one of the biggest Challenge for learning Leaders but only 33% of organization assess ROI !

?? Findings of researchers:

Almost half of organizations believe that demonstrating the impact of learning programs is one of their biggest challenges after keeping learners engaged during training.

?? But what is concerning is that the lack of leadership support and prioritization of learning comes in 3rd place, and this obviously blocks the learning culture in organizations.

?? Only 33% of organizations formally assess ROI of learning but only 26% say their learning programs are always effective, according to a new interesting research published by D2L in partnership with Training Industry, Inc. using data from 329 learning leaders.

?? Recommendation of researchers:

?? Finally researchers recommended best practices that are based on tackling the biggest challenges learning leaders have specifically with ROI:

??Consistently measure program benefits

?? Calculate productivity and efficiency gains

?? Understand variable costs

?? Recognize disruption costs

??Identify behaviors that can me monetized

???? What were the expert opinions:

Great research for enhancing learning. The research confirms our 10 tips for improving learning. All the research findings (and our 10 tips) are relevant to improve efficacy of learning. We see the perceived impact of these items in the research, but it would be interesting to see which of these items deliver stakeholder value the most, according to Dave Ulrich

Again insightful research! I think we all agree that an investment in knowledge pays the best interest. Companies get the most out of their learning programs when they are deeply integrated into the organization's culture and linked to specific, measurable outcomes. As for the generation of ROI, transparency in showcasing the tangible impacts of these programs can motivate the workforce by providing a clear path from learning to tangible achievements. We must also stress that learning isn't a one-off event, but a continuous process intertwined with daily activities and broader company ethics. Embracing a growth mindset. Step by step, according to Steven Claes

In my perspective, the intertwining of deliberate learning, execution, and a robust learning culture forms the bedrock of organizational growth. Training isn't just about commitment; it's the pathway to concrete, intentional results that shareholders seek. Transforming an organization into a learning hub involves nurturing internal experts and providing incentives for employees to apply their newfound knowledge, according to Shiroz Hamid (CAHRI)

With the introduction of remote/hybrid working people have lost the ability to pick up implicit learning in the workplace (learning that is gained by listening to, and watching, what is happening in the workplace). People still pick up learning (from customers, suppliers, perhaps even from people they know undertaking similar work in another organization). However, as implicit learning is picked up naturally in a 'normal' workplace, employees now need to make a concerted effort to understand 'what' learning needs to be passed on to others in order to provide development (to staff and the organization). Furthermore, such learning needs to be put into context if it is to add real value to all stakeholders. In my view, hybrid working provides an opportunity for discussion (face to face) that can bring learning into line with the developmental needs of both the organization and the employee. Some research seems to suggest that staff are not finding their time 'in the office' productive - perhaps, then, employers are not utilizing such time in a way that encourages development?, according to George Kemish LLM MCMI MIC MIoL

Thanks for compiling these insights. One key aspect is an organization's approach to measuring ROI in learning interventions. The 'ROI glasses' often focus on initial Kirkpatrick levels, reflecting historical L&D practices. What caught my attention is the shift toward a business-oriented perspective in applying learned skills and their impact on performance. Your insights stress the need for leaders to pose the ROI question and allocate resources for data connections. I propose an emphasis on educating the business to ask the right questions and a more thoughtful approach to seeking learning solutions. I believe it's essential for L&D professionals to adopt a consulting role, focusing on clarity, aligned measurements and securing resources. This 'over time' strategy highlights the true value and fosters a culture of continuous improvement. Your findings underscore the importance of this holistic, business-centric approach to learning interventions, according to Karen Stone

I saw a stat on Forbes that 98% of managers feel they need more training. Being able to demonstrate your leadership effectiveness is important to keep developing, according to Michael Alexis

Great insights, Nicolas The research indeed highlights the hurdles in showcasing learning's impact & underscores the pivotal role of leadership in fostering a robust learning culture. Here's a fact: L&D pros need to progress beyond the traditional Donald Kirkpatrick 4 levels at least to Jim Kirkpatrick's New World Model, it starts with Level 4 – Business Results/Impact. This approach ensures a clearer focus on learning that directly influences desired business behaviors for impactful results. Aligning learning initiatives with organizational objectives is a must in today's fast-paced environment. It's crucial to predefine the measurement levels (ROI), tailoring them to suit the specific needs of each learning initiative. Having said that, it's not required to measure every learning on 4/5 (Results /ROI) level, have it pre-decided, according to Dr. Bhanukumar Parmar

Great research on L&D Nicolas . Measuring and working with impact of L&D programs are key going forward! I’d recommend to have pre, post (right after) and long-term (~6 months after) measurements, e.g. for leadership programs 180s or 360s surveys and looking to engagement results as well for that area in terms of development. For building learning culture, I’ll highlight these important pointers:1. Individual should be curious and take ownership for own L&D.2. Managers should role model and support L&D for employees.3. Both have responsibility for creating psychological safety to be able to learn.4. Organization should make learning options easily available for current and future skills needs, according to Christian Madsen

Latest WFH Trend: Most employees prefer to work in the office 3 days but continue to spend the majority of their time (51%) on individual tasks!

?? Findings of researchers:

More organizations mandate office attendance and potential productivity gains is one of the main reasons for asking people to work in the office. Globally, only 11% have implemented fixed days in the office. While North American organizations prefer a more structured approach, fixed days are less popular in EMEA. And employees continue to spend the majority of their time (51%) on individual tasks and at their desk (52%) when they come to the office...

?? Even within the same organization, there is no blanket solution to perfecting the hybrid workplace, the approach needs to be tailored to each team and each job type and requires constant adjustments over time - in other word hybrid work need a personalized approach. Employers should also not overlook aspects of the human experience when encouraging their employees to return to the office. Factors with the highest improvement scores following office redesign can be directly linked to improved performance and wellbeing, according to a new interesting research entitled "Is hybrid really working?" published by JLL using data from 20,121 office workers who are employed by international companies between October 2022 to September 2023 and 208 CRE decision-makers across the globe.

?? Recommendation of researchers:

Researchers conclude that managers should take the lead and open the discussion with their team to clarify when they are expected to be on site and when they can work remotely. This is an opportunity for companies to define their approach to hybrid working and to adapt to each team’s constraints and job functions alongside an individual’s desire for flexibility.

???? What were the expert opinions:

I like this research because it begins to focus the discussion about where people work with the three key findings. Companies are evolving work policies that fit the circumstance. Where people work is a highly personalized choice that varies by organization, job, and individual. I feel that where people work is less relevant than why and what they work on which is their first point. If an employee can add sustained value to a customer, if they work in the office, at home, in a coffee shop, in a hotel, or in an airplane (like many knowledge workers, I have done all of these), they are adding value. Managing remote employees and ensuring that remote employees feel connected to the organization continues to matter, according to Dave Ulrich

My experience of a government mandated 4-day working week in Sharjah aligns to your findings. The peak of meaningful work occurs Tuesdays to Thursdays. And as an executive school leader, the split of focused work to f2f collaboration to virtual collaboration was around 50, 40, 10, according to Zoubiya Ahmed

It’s not just about the physical workspace; every facet of the employee experience should be personalized to maximize outcomes. The challenge lies in aligning this personalized experience with the broader organizational strategy. Regardless of the interventions introduced, the fundamental principle should be alignment – either get aligned or risk losing impact and effectiveness. It's the seamless synergy between personalized experiences and organizational objectives that cultivates a thriving and purposeful work environment, according to Shiroz Hamid (CAHRI)

Agree. If we truly care about employee experience, one of the best ways is to survey employees and ask what is important to them. Based on those findings create options for the different types of workers in your organization balanced with organizational goals. This Includes data driven decisions based on why this is important and what outcomes it will achieve. Transparency and clear communication is key. There isn't a one size fits all solution so personalize it to the organization and its people, according to Kiran Nar

I am surprised that employees spend the majority of time in the office working on individual tasks. I recently wrote an article talking about whether or not employers and employees were making the most of time spent in the office. I was encouraged to do so after reading several research outcomes such as: HR Review - '48% of Millennials had problems communicating with colleagues; WeWork: 41% of Gen Z are missing out on mentoring; Forbes: 44% of respondents reported that remote work can make them feel lonely and disconnected. My own research found that 43% of employees felt that they were not receiving the development that they perceived necessary to further their careers, according to George Kemish LLM MCMI MIC MIoL

Interesting research findings! Nicolas . 1?? The evolving landscape of hybrid work certainly demands a personalized approach for optimizing productivity (with performance drivers) & well-being. 2?? The peak attendance on certain days indicates a preference.3?? Remote work (WFH) transcends industry, business size, geographical location, cultural nuances, job roles & leadership. A ‘one-size-fits-all’ solution poses challenges, according to Dr. Bhanukumar Parmar

Organizations have a real opportunity to redesign the human experience. Employees are looking for more 'purpose' in their work and from their organizations. Rich data provides insights to accommodate this, according to Deena Priest

Absolutely agree that it needs z personalized approach, and by team. I would also argue that the success or failure for the team can be down to the skills of the manager. In z more mature team it perhaps has less impact as each individual understands their own skills, role, accountabilities and those of the team. In a new or evolving team, the role of the manager to initiate connections, conversations, and provide clarity and guidance is more critical, especially where hybrid working is in place. I would say that the skills of the manager are same whether the team is in the office or hybrid, however the level of the skills need to be higher if working hybrid, according to Erika Henson

The Age-Performance Paradox: Employees aged 45 and over are less likely to be employed than younger cohorts, but outperform them!

?? Findings of researchers:

?? Despite their increasing presence among the labor workforce, workers aged 45–64 encounter several challenges. Overall, workers’ economic participation rate drops as their years advance, with a?turning point at?midcareer (age 45–54).

?? Hiring managers cling to?a?deeply held perception bias against job candidates over the age of 45?– they believe members of this age cohort are less able to adapt to new technologies or learn new skills. On the other hand, those very same managers also acknowledge that when they do?hire people over 45, those workers perform on?the job just?as?well as or?even better than their younger counterparts, according to a new interesting research published by OECD - OCDE (Organization for Economic Cooperation and Development) and Generation a?global employment nonprofit organization using data from 6,029?employed and unemployed people (aged 18–65) and?1,510 hiring managers in?eight countries between 24?February and 7 March 2023

?? Recommendation of researchers:

Researchers made some recommendations to two categories below to mitigate ageist bias in?hiring practices, empower job seekers, and promote greater dynamism in careers at any age:

For employers:

?? Revise recruiting practices to proactively attract qualified midcareer and older applicants for available positions

??Adjust screening and interview processes to account for the strengths of midcareer and older candidates, and equip hiring teams to accurately evaluate candidates

?? Upskill midcareer and older workers to overcome perceived and?real?barriers to success in the workplace

?? Measure the job performance and retention of midcareer and older employees in comparison to that of younger peers in the same role

And for midcareer and older employees:

??Develop and demonstrate in-demand skills by seeking out job-relevant training and industry certifications

?? Search for jobs in priority channels for employers

???? What were the expert opinions:

I really like this research, and NOT just because I am part of the "old" cohort. Many conscious and unconscious biases exist in organizations (gender, race, ethnicity, education, physical attributes, etc.), but age-ism is of increasing concern. We published some articles in HRM Journal on age and performance that found the same results. Older workers may be "slower" and not as technologically current, but out performed younger workers... "old person savvy!" And, as I age, "old" always seems to be a few years older than me, especially as many organizations are "retiring retirement. "The suggestions for personalizing work for older employees are outstanding. Thanks again for sharing, according to Dave Ulrich

Despite what may be read in research, with people living and working longer, many are realizing that the typical 'three-stage' life of full-time education, full-time work and full-time retirement is poorly aligned to the constant upskilling and reskilling required in order to remain in work longer. The education stage is now extending into lifelong learning as those in their forties go back to college or, as in my case, to university (graduating with my Master of Laws at the age of 62) and I am still learning (as I am sure Dave Ulrich will concur). People also seem to be reallocating their time - such as taking sabbaticals or time out to travel and learn, returning to work at a later stage. Employers need to take on board the fact that the employee lifecycle has changed. My university dissertation? 'Repeal of the Default Retirement Age - A cause of uncertainty in an employment context?' Although written from a legal standpoint, it touched on the subject of reskilling and upskilling (in order to meet new legislation and case law on the subject), according to George Kemish LLM MCMI MIC MIoL

Interesting would be to see if the picture changes if we break it down to managers and non-managers roles. In my practice, there are some other bias saying younger people will less likely be considered for senior roles, especially in big companies, according to Mikhail Lvovskii

I wonder to what degree the perceptions of age is financially motivated (younger workers will work for less than older workers)? In our current business environment are hiring managers still looking for the champagne hire for kool-aid salaries, according to Rick Lochner

"Age should never be a barrier to talent. Let's change the narrative and embrace the wealth of experience, resilience, and wisdom that employees aged between 45 and over bring to the table, according to Banumathy Duraiswamy

Older employees can be annoying to younger ones because they have heard the old platitudes so many times it is hard for them not to roll their eyes. One reason companies continue to repeat the same mistakes over and over again is they get rid of the people who could have warned them about stupid ideas that probably wouldn't work, according to Bruce Bolger

Work Friction significantly negatively affects Employee Experience, Employee disengagement and Workplace Productivity!

?? Findings of researchers:

?? Nearly everyone think that work friction makes them feel bad, and in explaining why, only 32% gave personal reasons.

?? Employees believe that work friction to be a much bigger problem than leaders, who see work friction largely from the organization-level view. The vast majority of employees hate work friction not because of how it affects their pay or work-life balance, but because it throttles their productivity, lowers their work quality, or makes customers unhappy.

?? More concerning, 37% of employees have admitted that work friction makes them feel so bad that they want to take days off or even quit their jobs.

Leaders have more often experienced work friction but employees perceived an increase of this friction over time, according to a new interesting research published by FOUNT Global, Inc. in collaboration with the panel survey partner, REPDATA using data from 706 panelists were sourced from across North America, Europe, and ANZ using multimodal collection: 506 employees completed an 11-question survey online; 200 HR, business, and C-suite leaders completed a 4-question survey in telephone interviews in August 2023.

?? Recommendation of researchers:

Researchers conclude that minimizing work friction may be the single most important lever organizations can pull to improve overall employee experience in a way that sets off the cascade of positive organizational outcomes downstream from that experience.

The more you minimize resistance for employees pursuing their individual goals be they org-mandated, professional/career-related, or personal the less resistance your organization will encounter as it strives to achieve common goals.

?? Business leaders also should be just as involved as HR in reducing work friction but, work friction primarily wreaks its havoc in the highly diversified spaces business leaders own, not the spaces HR leaders own. And yet, the vast majority of organizations are still trying to tackle it through one-size-fits-all HR programs that can’t possibly get to the roots of the problems.

???? What were the expert opinions:

I really like this research. I had not heard the term "work friction" but it resembles the work on liabilities of bureaucracy (Gary Hamel Michele Zanini ) and work we did called workout many years ago as a way to get rid of friction or bureaucracy by removing Reports, Approvals, Measures, Meetings, Policies, and Procedures (called RAMMP grid). See chart and book GE Workout. I also really like the focus on energy which Theresa M. Welbourne, PhD has studied for decades with her Pulse, Inc. services. This legacy work continues with this current work that shows that removing friction (bureaucracy or Workout) creates energy that leads to positive outcomes? according to Dave Ulrich

Thanks for sharing this relevant research. I see in practice that work friction like “disturbing colleagues, the way of communication (by leadership & colleagues), dropping tasks and lack of direction have a huge impact on 1 Employees passion & enthusiasm 2 Employees self-efficacy and esteem 3 Employees motivation to grow. When the friction lasts, it causes mental and emotional pain. That, without action leads to drop out and or burn out, according to Jos van Snippenberg

This is a core reason people leave and cover themselves by blaming it on the culture. I think HR (if the person is leaving) or the overall manager need to be better at having difficult conversations about this friction with the people involved. Training in how to best manage this is important so are the consequences if a person is found to be causing the friction (despite the level they are in the company) should be serious. Sadly people leave because they have health issues based on the stress and the source stays on to continue their bad behavior and inflict it on others, according to Tess Hilson-Greener

I would add one more layer which is team friction - individuals very often will find a way to obey friction but this is causing many issues to the collaboration and team cohesion as each member has its own set of workarounds. This is the role of modern workplace management teams to identify these unique individual needs and extrapolate them on the team level so everyone can learn from each other and thus improve how organizations react to dynamic environments, according to Janusz Marcinkowski

Thanks for posting, this insightful research by FOUNT Global, Inc. & REPDATA Nicolas I liked that employees perceives work friction impediment to growth. Energy, not just resistance, defines work friction as it exhausts valuable resources. Companies are sometimes unknowingly draining their energy within the workplace rather than channeling it effectively outside. It's mission-critical to address work friction as it depletes valuable resources—both human & financial. Leaders in collaboration with HR, should embark on a soul searching exercise through FGD (adding data from other resources of work frictions) on targets strategies beyond generic to reduce work frictions & enhance Ex, according to Dr. Bhanukumar Parmar

Reminds me of the concept of anger in psychology: emotion arising from someone blocking you from achieving your goals. Sadly, there are not many companies that focus on reducing work friction and the main reason is that they do not truly take an employee centered point of view. Sure, we can say that we value employee as but do we test every process against employee’s journey at work similar to customer journey. Think reframing how we think of employees reactions is key here!, according to Konstantin Tskhay, PhD

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