Latest HR Trends: Boundaryless, Pay Cut, Wellbeing, Love Job, skills-based hiring, Layoffs, Remote Leadership, Productivity

?? Hello Everyone and Happy Sunday !

?? Welcome back to the 37th edition of Weekly People Research! ??

?? Thank you so much for all your inspiring and exciting comments last week - It was very exciting in the HR learning topics as we mixed love at work on the occasion of Valentine's Day with a painful subject like layoffs.

? 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 would the majority of employees around the world accept a 20% pay cut to prioritize their well-being? 福特 researchers found that on average 80% of workers report feeling connected to their roles at work but acknowledge that a stressful job simply isn't worth it.

??Why should HR become a “boundaryless” discipline? 德勤 researchers found that only 15% of executives strongly agree that their organization values the work performed by HR.

??Why only 5.3% of U.S. Workers Share Reviews that they Love their job? Revelio Labs researchers found that companies specializing in Pet, Beauty and Fashion brands receive the most "love" word in the employee reviews.

??Why increasing access to skills-based hiring practices can be a win-win for employers and workers? The Burning Glass Institute researchers found that there is only about a 3.5-percentage point change in the share of non-degreed workers hired into the roles after the adoption of Skills-Based Hiring policies.

??Why recruiting top talent following layoffs is a recruitment strategy for many organizations? Robert Half researchers found that more than two-thirds (66%) of managers cited company growth as the primary factor influencing their hiring decisions for the first half of 2024

?? Finally you'll understand that both face-to-face AND Remote Leadership have a big impact on Employee Engagement and Productivity. Zenger Folkman researchers found also that being in the office provides employees with more information and insights into what is happening in the organization, its achievements, and its successes.

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:

Employees around the world would accept a 20% pay cut to prioritize their Well-being !

?? Findings of researchers:

?? A shift is happening today, in an uncertain and transforming world, people are reclaiming control and are ready to lower their salary for more freedom!

Majority of employees around the world are opting to step away from the constant hustle of career advancement and are willing to accept the potential sacrifices that come with prioritizing their own well-being.

?? The majority of employees feel connected to their role at work but acknowledge that a stressful job simply isn't worth it - looking to the future provides hope, with technology being the key.

?? Most feel that AI will contribute to a better work-life balance, and may even guide them to their next job, according to a new interesting research published by Ford Motor Company using data ?? from a survey based on 16,086 online interviews across 16 countries.

?? Recommendation of researchers:

Researchers conclude that by making deliberate decisions in their relationships, careers, and personal growth, employees striving for lives filled with purpose and satisfaction. They not only welcome the possibilities of the future but also inspire others to embark on their own meaningful journeys, one intentional step at a time.

??My personal View:

This interesting research from Ford with a very large dataset around the world demonstrates that employees now prioritize well-being above all else. While personal career development was recently at the top of employees' expectations in a company, it is now considered less important than well-being. This does not mean that they are not engaged in their work but want flexibility and therefore well-being and see AI - ChatGPT as a tool to achieve this well-being!

???? What were the HR expert opinions:

Dave Ulrich : Fascinating research with a large global sample. Dividing rewards into financial and non financial factors has been a frequent question. The research I remember most is that there is a threshold of minimum pay above which non financial factors (work itself, team, organization culture, etc.) matter more. The minimum pay might vary by person as might the non financial aspects of work that are more meaningful. So, I would agree in the trade off of money and well being that is likely personalized to the individual. The overall results, however, are fascinating. Leaders would use this type of research to engage in conversations with their employees to discover what works to engage any employee.

Kirsty Jagielko The shift away from the constant drive to achieve the next career level is fascinating! The long term implications could be very interesting. How do employers succession plan when fewer people are putting themselves forward for the sort of progression we've all known to be the norm.

Layla Halabi : This conversation opens up a broader dialogue about the structural dynamics within our workplaces and economies. Accepting a pay cut for well-being inadvertently underscores a systemic issue where employees often find themselves overworked and underpaid, to begin with. It raises questions about the responsibility of employers to ensure that jobs are designed in a way that supports well-being without necessitating financial sacrifice from employees.

George Kemish LLM MCMI MIC MIoL This is an interesting piece of research that throws open many questions. In the UK-we know that, when people come off their fixed mortgage rates this year, many will find it hard to cope with the higher costs involved. We have also seen a severe hike in electricity/gas bills and the cost of the weekly/monthly shop has also increased. The main question here is; 'Can 52% of employees in the UK afford a 20% pay cut? - I doubt it'. It would be interesting to see the outcome of the research for each country to see how it might differ.

Adam Treitler : It's fascinating to see the empirical data from Ford affirm the principles of human-centered design in the workplace - products that make life easier for people will drive people and organizations forward. This research underscores the evolving ethos where purpose and personal well-being are becoming paramount, even over salary.

HR should become a "Boundaryless" discipline, increase Value Creation with People Expertise as its strength !

?? Findings of researchers:

When HR becomes boundaryless, HR professionals can act more like orchestrators, coaches, and cocreators, rather than traditional employment managers.

?? CHROs may need to shift their own roles, too, as they integrate the people discipline across the organization and co-create new approaches to unlocking human potential and measuring human performance along with other functional leaders.

?? Moving toward boundaryless HR can be a path toward increased Value Creation for HR, for workers, and for the organization as a whole.

?? Value creation is what it needs; although HR has certainly made progress in recent years, only 15% of executives strongly agree that their organization values the work performed by HR, according to a new interesting research published by Deloitte Insights using data ?? from a survey polled 14,000 business and human resources leaders across many industries and sectors in 95 countries.

?? Recommendation of researchers:

Researchers conclude that it’s worth noting that boundaryless HR is not an HR operating model problem or a neat remapping of who owns what. It’s less a matter of where people are in the boxes and lines of an organization’s structure, and more how the organization taps into the most skillful people, no matter where they reside, inside or outside the organization, to address people-related challenges and issues. The mindset shift to boundaryless HR often requires that HR leave its comfort zone shifting from owning the discipline of people to co-owning and co-creating it with the people and business it serves in order to drive shared outcomes with mutual accountability.

??My personal View:

This very interesting research demonstrates what HR professionals have been noticing for some time, namely that the HR function is no longer a siloed function but rather what it calls it - a boundaryless discipline integrated with the people, businesses, and community it serves. The data presented in this research is very interesting for HR executives to build and upskill their future HR functions.

???? What were the HR expert opinions:

Dave Ulrich : Agree on the metaphor of "boundaryless"... wrote book on the Boundaryless Organization in the 90's to capture how organizations move information, competence, authority and rewards across four boundaries (top/bottom, side to side, globally, and inside/out). The inside out approach of this study confirms the value of this focus. So, I like the boundaryless metaphor quite a bit for HR. My bias however, is to not use "from/to" but "and/also" The and/also logic implies HR's ability to manage paradox. I think HR builds on the past to evolve forward but still has to do all the foundational elements of the past to make today and tomorrow happen.

George Kemish LLM MCMI MIC MIoL : if HR is to play a strategic role within an organization, then HR Professionals have to have a thorough knowledge of the business and of the value chain (working back from the customer). It is people that provide value to an organization (systems and process only support the functions that are carried out by the workforce)

Dr. Bhanukumar Parmar The journey of HR continues to evolve & this boundaryless approach should not be exclusive to HR, BUT other functions also. It really sparks a vital conversation about breaking down silos across the entire organization.

Only 5.3% of employees like their work, but it depends on their role and also on the brand of their Company!

?? Findings of researchers:

In celebration of Valentine's day ??, a fun study was just published on a relatively low overall share of reviews mentioning "love".

?? Companies specializing in Pet, Beauty and Fashion brands receive the most "love" word in the employee reviews.

?? More than 10% of employees in bookseller, nanny, and beauty-related roles, which place a large emphasis on enthusiasm and human connection, mention love in their reviews.

?? Also jobs requiring enthusiasm and communication often spark expressions of love while employees in engineering roles, on the other hand, are least likely to drop the L-word in reviews of their employers, according to a new interesting research published by Revelio Labs using data ?? of employee reviews of internal Revelio labs clients.

?? Recommendation of researchers:

Researchers found also that people and culture are top of mind when it comes to love:

?? Employees who mention love in their reviews are especially positive about their work environment and team, which could again reflect how these employees appreciate the element of human connection.

??My personal View:

Even if this study shows that people “like” or rather admire their jobs/company, it is above all important that people love and are passionate about their job and the profession. Research that I share daily show that job-seekers want to work for companies that employer provides flexibility, manager support, trust, belonging, fair pay, and prioritize their well-being. A company where workers feel happier, fulfilled and stress-free can be considered to have more "Love" in their employees reviews.

???? What were the HR expert opinions:

Dave Ulrich I "love" the study. It reinforces the outside/in logic. The brand of a company in the marketplace shapes the culture in the workplace. The brand metaphor connects customers to employees.

George Kemish LLM MCMI MIC MIoL If people are given meaningful work that provides further development, receive support in undertaking the work, are provided feedback based on the work that has been set for them and feel valued, then it is likely that they will be engaged in their work and the organization (irrespective of their role) and contribute to creating the value that can create the 'right' impression in the external environment. When I look at my own career, most of the posts that I have filled have created a culture where I wanted to get out of bed in the morning and go to work. I did, however, turn down promotion at one stage as I did not feel that I would enjoy the role being offered.

Tom Halton : I had to ‘love’ this post! 20 years in the beauty industry confirms that people love this business and are incredibly passionate about the products and services (from engineers on the shop floor, scientists in the labs, through to marketers)!

Janusz Marcinkowski Love at work is not directly related to a company but to engagements we are in and values we share. Company can stimulate culture of autonomous and flexible assignments and value individual contributions (to let people work where their passion is) plus should provide a sense of pride that is much needed to be in love.

Adam Treitler : When employees are overworked, lack clarity on their purpose in the workplace, and don't have a clear path for development and growth they're not going to have the time, passion, motivation, or even vocabulary to both develop love for their role and their organization and to communicate it effectively. While there are many reasons more negative reviews tend to appear on sites like Glassdoor and Blind one of the simplest explanations is that ticked off former employees have more time and are more motivated to leave bitter reviews. Even at organizations where employees enjoy their work, if they don't have that combination of time, purpose, and growth opportunity they're less likely to "love" or at least openly communicate that they like or love their employer.

Dara Bidwell, SHRM-CP : It greatly depends on the employee experience. If there is no intention surrounding the types of opportunities, services, or purpose driven work, then there probably is no meaningful connection to the employer. It becomes about a paycheck.

Jos van Snippenberg : It's alarming that the percentage is so low. This means that companies are highly vulnerable to retaining employees, and they will need to go the extra mile. As a company, you risk being sidelined if you don't take action on this. These percentages demand a radical shift in thinking, how you as a company view "employees."

The Skills-Based Hiring improves Retention rate by 10% and increases employee Salaries by 25%!

?? Findings of researchers:

To hire for skills, organizations need to implement robust and intentional changes in their hiring practices and change is hard.

?? Increasing access to Skills-Based Hiring practices can be a win-win for both employers and workers:

?? Skills-Based Hiring boosts retention among non-degreed workers hired into roles that formerly asked for degrees : At Skills-Based Hiring Leader firms, non-degreed workers have a retention rate 10 percentage points higher than their degree-holder colleagues

?? Non-degreed workers hired into roles that previously required degrees experience a 25 percent salary increase on average.

?? From 2014 to 2023, researchers observed an almost fourfold increase in the annual number of roles from which employers dropped degree requirements.

There is only about a 3.5-percentage point change in the share of non-degreed workers hired into the roles after the adoption of Skills-Based Hiring policies, according to a new interesting research published by The Burning Glass Institute and Harvard Business School using data ?? from a sample of 11,300 roles at large firms.

?? Recommendation of researchers:

So researchers believed that skills-based hiring strategies are designed for the roles that fall in between – those where degreed and non-degreed workers have long labored together and where the degree is a matter of employer preference and not of necessity.

??My personal View: This very interesting research demonstrates that Skills-Based Hiring - despite the announcement effects of last year - is in truth not an ongoing recruitment trend and remains in the minority. As the researchers demonstrate, this recruitment strategy is not applicable to all roles in an organization but above all makes it possible to recruit people whose degree is not a necessity. On the other hand, when this strategy is used well, it is definitely a win-win for both employees and employers.

???? What were the HR expert opinions:

Dave Ulrich I return to so many of my comment reactions to these "innovative" HR practices. First, they need to build on the past... Competency models have been around since WWII and when used well enable hiring, promotion, compensation, career development. The ability to acquire and access competence (knowledge, SKILL, and abilities) continues to evolve and the debate about the role of universities vs. other certification is a useful discussion. Second, as you wisely note, there is both workplace flexibility and workforce personalization that suggests ideas work for some settings more than others.

Jos van Snippenberg : The key question for me here is what is the essence of skill-based hiring compared to recruiting based on an educational degree. I'll never forget being rejected within my company because I didn't have at that time an MBA title. The argumentation from the general manager was, "Why choose you when there is an abundance of MBA qualified candidates?" In the early nineties, hiring for graduates over skills was almost an obsession. Now is the opportune time to focus on the potential developability of skills and the willingness to learn new skills. You can see that this makes you much more flexible to adapt to the introduction of new technology or opportunities.

George Kemish LLM MCMI MIC MIoL Finding and retaining the right talent is now focused on the development of skills and so skills based recruitment makes sense (irrespective of whether people have a degree or not). I would also add that employers need to be aware of the unutilized skills that are available to them within their own organizations before looking to recruit from outside. Not only can this save on cost, it can also increase retention internally.

Alex Killick : I have spent a lot of time working in and with universities. I can see the value of degrees - the transformative power of education. That said, a degree should not be an automatic pass - its what you can do with the knowledge you have gained that will matter most to employers. It also reminded me of one of my favorite Ted Talks where Ken Robinson talks prophetically about academic inflation.

Shiroz Hamid (CAHRI) Skill-based hiring is still in its infancy, as it's challenging to convince leaders who often prioritize candidates who can 'hit the ground running'. If HR can develop and define the competency framework and explain to leaders the importance of critical skills over "industry experience" or "formal qualifications," skill-based hiring will become feasible.

Recruiting top Talent following Layoffs is a recruiting Strategy for many organizations!

??Findings of researchers:

Organizations of all sizes are?hiring for new roles in the first half of 2024, especially midsize and large companies.

?? While hiring is expected to increase- 57% of companies plan to add new positions during the first half of 2024 - finding the right talent may not be easy.

?? While workers aren't leaving their jobs at the same rate they were during the Great Resignation, many organizations are worried about turnover.

?? Interestingly, more than 40% of companies plan to hire top talent from layoffs, according to a new interesting research published by Robert Half using data ?? from surveys developed by Robert Half and conducted by independent research firms.

?? Recommendation of researchers:

Researchers found that more than two-thirds (66%) of managers cited company growth as the primary factor influencing their hiring decisions for the first half of 2024. As we discussed in this post, there is a risk of Over-hiring and overstaffing in the long term.

??My personal View:

This interesting research on the recruitment trend in beginning of 2024 demonstrates that despite layoffs, organizations still need to recruit and laid-off people are a good source of talent pool for competitors. The recruitment challenges remain almost identical to last year but the most interesting trend being the importance of a candidate being aligned with the culture of the company.

???? What were the HR expert opinions:

Dave Ulrich : Matching the right person with the right skills to the right job has been a source of competitive advantage for some time (War for Talent work by McKinsey; top grading by Brad Smart, and others). As this research confirms, there is a "talent advantage" when employee have the competence to do work that delivers future value commitment to be fully engaged and a sense of contribution as they find personal meaning in their work. We have identified 10 talent practices that help organizations have a talent advantage. This research found that the talent initiative that had the most impact on stakeholder value was acquiring the right talent. Again, not new (@jim collins work to "get the right people on the bus" to figure out where you are going) but critical then and now.

Nelly Lund : It makes a lot of sense, as long as you have the right opportunities for employees and don’t over hire just because talents are available. I hear companies are also snatching talents when strict RTO policies are enforced at others!

álvaro Villalba Pérez We started complaining about excessive lay-offs from recent new hires for the past year. In fact, we believed it was a huge problem: they didn't know how to manage their human capital resources properly. But when we researched deeper, we realized it was part of their strategy. It was sad to discover, but at least we decided who we didn't want to solve problems for.

Dara Bidwell, SHRM-CP : It should start what skills are you looking to add to your organization and what group might have those skills, transferable skills or adjacent skills. But also, awareness of your employer reputation. If you as an employer have a history of over hiring and layoffs, you may not be able to close a recruitment of a recently laid off employee.

Nasser Said Al Bahantah Never work for leaders and companies that layoff people when their quarterly earnings are put under pressure. They don’t care and there is no reason why you should care.

Both face-to-face AND Remote Leadership have a big impact on Employee Engagement and Productivity!

?? Findings of researchers:

Leaders’ ability to make change is different when they are in the office versus working remotely.

?? Advantage of being face-to-face with a manager in an office where direct reports are more likely to notice the courage and marketing ability of a manager.

?? Whereas, remote work fosters greater discretionary effort and autonomy among employees.

The intricacies of hybrid work environments reveals that both setups offer unique benefits and drawbacks for productivity, according to a new interesting research published by Zenger Folkman using data ?? from a 360 degree assessments of 1,355 managers who worked in the office and 998 working remotely.

?? Recommendation of researchers:

Finally researchers conclude that the merits of remote versus face-to-face work is not one that can be resolved with a one-size-fits-all answer.

The key takeaway is not about choosing one over the other, but rather understanding and leveraging the strengths of each. The most effective approach seems to be a hybrid model that combines the best of both worlds.

This model capitalizes on the advantages of in-person interactions for strategic alignment and relationship building, while also embracing the flexibility and independence of remote work to boost employee satisfaction and productivity.

??My personal View:

While there are numerous studies on the productivity of remote or face-to-face employees, this magnificent research “finally” demonstrates that both models of leadership are positive for employees and for organizations and and it studies the effectiveness of managers through direct reports. indeed, face-to-face leadership in an office improves certain management abilities, such as the courage to implement changes and the ability to effectively market ideas, remote work promotes greater discretionary effort and greater autonomy among employees.

???? What were the HR expert opinions:

Dave Ulrich What I like about this research is that they find the fundamentals of leadership that exist regardless of setting. In our work, we found that the leadership code was 60 to 70% of the same basic leadership competencies. This research confirms and goes beyond to support your observation of personalizing leadership to the situation. I reminds me that sometimes I want to go to an event (sport, concert, play) in person and other times I am more than happy to watch it from home. I did both this week and they were each good experiences.

Jack Zenger As time passes, I'm coming to think that this topic wrestles with an unusual number of influencing factors. Individuals differ around self-management, jobs differ, company cultures differ, company size differs and what works well at one time might not work well in another. No wonder we see conflicting research results. I fear the jury will be out for quite a while.

George Kemish LLM MCMI MIC MIoL : When looking at remote/hybrid working there is a need to ensure that there is an engendering of trust between the leadership and the employee. I have seen much content on the need to monitor productivity, but most of the ideas put forward would have the opposite effect.Jam

Dr. Bhanukumar Parmar : We need a nuanced approached approach. Balancing the benefits of remote work with the social & professional needs met in-office becomes pivotal. It's a delicate equilibrium that requires strategic Org. Design & Developmental interventions (ODD) decisions to create a work environment that nurtures both Productivity & Well-being.

Jamie Adamchuk : Remote work and office leadership both have unique advantages, fostering different skills and behaviors in leaders and employees!

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

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Nicolas BEHBAHANI

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