Latest HR Trends: Doughnut Model of Collaboration, Employee Experience, Analytical skills, Exposure to AI, Employee Productivity monitoring, GenAI

?? Hello Everyone and Happy Sunday !?

Welcome back to the 9th edition of Weekly People Research. ????

??I'm writing this newsletter on my plane but this time back to Paris - so my posting times are back to normal tomorrow. You are nearly 8,000 to have subscribed to this newsletter! Thank you again for your support??

Last week's HR trends for researchers were:?Doughnut Model of Collaboration, Hybrid work, Employee Experience, Analytical skills, Exposure to AI, Employee Productivity monitoring, Belonging, Offline workers, GenAI, Return to Office

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

??Why it's so important to use The Doughnut Model Of Collaboration in this hybrid work environment.

??Why it's better to define a job exposure to AI rather than replace or destroy by AI.

??Why Offline workers - who must be on-site to do their job - shouldn't be overlooked and they need belonging and recognition more than on-site workers,?

??Why mainly lawyers should be worried about the adoption of GenAI ?

??Why employee productivity monitoring can break trust between employees and employers?

??Finally, you will understand why?it's still a?big challenge?to bring people back to the office.

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

Achieving a successful Employee Collaboration with The Doughnut Model

?? Findings of researchers:

Effective collaboration in this hybrid working model is?harder than ever.?

Two of the major forces reshaping collaboration in real time are Hybrid work and GenAI. Hybrid work is introducing new challenges and Generative AI is coming, and it will upend collaboration. Improving collaboration isn’t as simple as writing a check to purchase the latest collaboration technology and that's why introducing?The Doughnut Model Of Collaboration?can help highlight shortfalls in the fundamentals of human factors and shows overshoots due to excessive demands, according to a new interesting?research?published by?Forrester?using data from interviews of leaders at 30 organizations and surveyed 811 employees to understand the changing nature of collaboration and how hybrid work, AI, and human factors are converging to create a new collaboration paradigm.

?? Recommendation of researchers:

Researchers offer a four-step methodology to achieve a great collaboration:

1???Develop your problem statement.

2???Identify two related overshoot concerns from the overshoot section of the doughnut.

3???Target one to two human-factor foundations from the human factors section of the doughnut.

4??Convene a structured-collaboration working group to make improvements.

???? What were the expert opinions:

Fun to see this thoughtful research. A number of years ago, I became the leader of a local church congregation. I told the other leaders that I would practice "doughnut hole" leadership which mean that I would work to empower each leader and individual to take charge of their stewardship: to use my power to empower them. This is another definition of "doughnut hole" ... this research fleshes out how to do what I intended (and may not have done very well). Leaders often do the best leadership when the enable and empower others to lead. This was also in a great article called "substitutes for leadership" by Steve Kerr, according to Dave Ulrich

This seems like a good framework to address collaboration issues, Nicolas. ?? I think there is a mania around trying to make hybrid and remote collaboration happen. To the point where there are now meetings about collaboration. ?? The goal is not to figure out how to collaborate virtually IMO, it's to figure out how to collaborate asynchronously. I think GenAI, and its ability to summarize, recommend, and keep team members updates definitely promises to increase the quality of asynchronous collaboration. That said, for as much mania as there is about AI, it's important to remember that we are still super early. The moment you adopt an AI tool and it works, there will be another one right behind it that is that much better or more in line with what you need. I think you should be able to make a process work without AI to start. Then plan on using AI to enhance it. Cheers to asynchronous collaboration! according to Drew Fortin

For the first time in the employee experience, I saw the right and wrong summarized in a single image; I found it impressive Nicolas, thank you ???? Also, I have a suggestion to add to the "Overshoot" field... Employees may have to work hard to achieve a result under insufficient resources.. And even this situation, Not getting a proper appreciation for the extra efforts causes people to reach burnout level faster. Therefore, I think that a culture of appreciation will be an important support to create a successful collaboration environment ????, according to Yunus Emre Aslan ??

Well-educated employees without Analytical skills are most at risk of being exposed to AI but not replaced

?? Findings of researchers:

Work-related tasks?vary in their?exposure to AI.

The profile of employees who risk being replaced by AI is gradually becoming clearer with the latest published research. Analytical skills?are more important?in jobs with more exposure to AI. Interestingly, most workers are more likely to work in jobs with?less exposure to AI?than in jobs with more exposure. Jobs that are?most exposed to AI?are in the top 25% of occupations ranked by the relative importance of high-exposure activities. Jobs that are least exposed to AI are in the top 25% of occupations ranked by the relative importance of low-exposure work activities, according to a new interesting?research?published by?Pew Research Center?using data from Center survey?of 11,004 US adults conducted between Dec. 12 and 18, 2022 and also 41 essential work activities in 873 occupations from the?U.S. Department of Labor’s?Occupational Information Network?(O*NET).

Researchers defined Exposure to AI, the?likelihood?that the activities workers perform on their jobs may be replaced or aided by artificial intelligence.?

The classified employees based on their exposure to AI on 3 categories: High, Medium and Less.

?? Recommendation of researchers:

Researchers found that analytical skills?are more important?in jobs that are likely to have greater exposure to AI and mechanical skills, such as equipment maintenance,?are more important in jobs?with less exposure to AI.

Because AI could be used either to?replace?or?complement?what workers do, it is not known exactly which or how many jobs are in peril. For this reason, this study focuses on the level of exposure jobs have to AI. It sets aside the question of whether this exposure will lead to jobs lost or jobs gained.

???? What were the expert opinions:

As much as I am inspired by emerging tech and always keep my eyes open, I have been trying to give AI some time to mature but I can see I cannot avoid getting lured in to explore it more and more - it becomes a part of the thought process to find the best and most effective ways to do my job. So far so good, according to Tuija N.

Very fun research. Artificial Intelligence (AI) is the rage (OpenAI, chatGPT, BardAI, Machine Learning, Natural Language Process, and so forth).?thanks for this research that shows the impact on some jobs more than others. AI accesses information, but it remains artificial until it informs wisdom.??Let me suggest 10 ways information from AI evolves to wisdom from “Informed Intelligence”, according to Dave Ulrich

Great research here, Nicolas. AI was not invented to replace anyone deliberately. I think phrasing it as "exposure" puts it in a negative light and plays into the media's narrative. Like most major platform innovations, adopting and truly absorbing AI into the DNA of a business will take time. No doubt, AI will take on more tedious and mundane tasks. If you're in one of these jobs and concerned about your career, then the best thing you can do is acquire the skills to manage, instead of do, the work (this requires analytical skills) or find a related field where that work is more complex to execute, and AI or robots won't be able to take it on for some time, if at all, according to Drew Fortin

Fascinating research! Understanding the profile of employees at risk of AI impact sheds light on potential trends. It's interesting to see how different factors like education, gender, and occupation play a role. As AI's influence grows, the importance of analytical and mechanical skills takes center stage, according to Charchit Bakliwal

Trust and Communication should drive Employee Productivity monitoring

?? Findings of researchers:

Monitoring hybrid workers’?productivity?can come at the cost of?employee trust.

HR and Business leaders should clearly articulate their reasons for measuring productivity, pick metrics carefully and communicate proactively to overcome distrust as hybrid work does make employees’ daily activities?less visible?to their organizations. 28% of HR leaders believed that employees’ work patterns are less visible to managers than they used to be. To make up this gap in visibility, many organizations are collecting more employee data to track productivity. Employees are five times more likely to trust their organizations with their data when they know what data is being collected and?why,?according to a new interesting?research?published by?Gartner?using data from internal clients.

?? Recommendation of researchers:

Researchers defined?9 proposal measures?to monitor Employee Productivity:

??Usage of workplace communication Channels (Chat, Email, Phone)

??Workstation use

??Applications use

??Start/End of Workday Times

??Time in Office

??Time spent in Meetings

??Device use

??Progress towards Goals

??Task Completion

?? But?not all measures?will serve the purpose behind introducing productivity monitoring for the organization. If organizations fail to choose the right metrics to monitor employee productivity, they run the risk?of collecting trivial data. Additionally, employees may also feel unfairly surveilled and find ways to evade monitoring.?

???? What were the expert opinions:

Transparency in how the data is being used or isn't is so critical to building trust. Culture is what your employees do when you're not looking. I wonder how much better these productivity measurement debates would go inside organizations if businesses listened to their employees to get their ideas first. Present the situation, outline the objective of the initiatives, ask for the best and brightest ideas, and get a true sense of sentiment for the changes. Use this data to decide how to roll out productivity measurement tech. It also doesn't help that "productivity" is actually being misunderstood for activity. Activity and time spent on activities do not always correlate to results. Let's bring our teams into the fold, have them collaborate to decide the best path forward, and let's get super clear on what productivity truly means, according to Drew Fortin

If people are set individualized tasks where their work is both meaningful and challenging (but within their capability - thereby providing them with development) then 'Progress towards Goals' and 'Task Completion' would most certainly be relevant. Even then, these measures need to come across as being supportive of the employee. The other seven listed come across as 'big brother watching' and, actually, to my mind, provide little insight into productivity. Does the fact that they have not been using certain IT hardware or software mean that they are not being productive? What if they have taken time out from the Workstation in order to ponder over a problem that they feel requires more thought? I have already highlighted (elsewhere) the need for staff to be available during their contracted hours so that they can be contacted (when necessary) by line managers, colleagues, suppliers, customers etc. If this is not the case, then I am sure that it would soon come to light. Productivity is more likely to be enhanced by setting the 'right' culture within an organization, according to George Kemish LLM MCMI MIC MIoL

We have seen 3 types of "control" systems that monitor and shape behavior and impact productivity : 1. Market ... pay for performance or incentives where people are paid for what they product (e.g. commission) 2. Bureaucracy, hierarchy ... set rules and monitor the rules. Many of these productivity apps seem to fall in this category ... where the information collected feels invasive 3. Clan or shared values ... have an embedded and accepted value set that employees self monitor. This is the most difficult to establish (through staffing, training, and communication), but over time likely to be the most sustainable. Hybrid work works when employees share values and commitment to common goals. Governing by monitor time through rules might make employees feel untrusted. Productivity through shared culture or values seems more viable, according to Dave Ulrich

Are we still measuring inputs rather than outcomes? according to David Simmonds FCIPD

The success of any system, organization, or company indeed depends heavily on the trust and commitment of its employees. Investing time and effort in improving fairness, equity, and transparency can significantly contribute to fostering trust within the organization, according to Shiroz Hamid (CAHRI)

Belonging and Recognition keep Offline workers engaged

?? Findings of researchers:

Offline workers - who must be on-site to do their job - with a strong sense of belonging are almost?3x more likely?to have high job commitment and are?2x more likely?to say they are productive at work. The number one reason for Offline workers to stay in their current role was feeling a strong sense of belonging. When companies can foster belonging at work throughout their workforce, it drives business results. Recognition for offline workers is?often overlooked, leaving this critical workforce feeling undervalued, according to a new interesting?research?published by?Achievers?entitled "How HR can shrink the belonging gap" using data from almost 15,000 people were surveyed, including more than 4,000 HR leaders.

?? Recommendation of researchers:

Researchers conclude that understanding both the differences and similarities between online and offline workers empowers you to create principles and initiatives to ensure both groups thrive at work.?From recognition programs that inspire and motivate to flexible work initiatives that help employees feel valued and supported, there are clear steps HR leaders can take today to improve engagement and retention for their offline workers. Companies need to create an environment where offline workers feel valued, motivated and inspired.

???? What were the expert opinions:

This research reinforces the importance of "belonging" as part of the overall employee experience of whose who work offline. This makes sense and is consistent with what we have found about employee experience being tied to Be Safe, Believe, Become, and Belong, with Belonging being a key. We have also identified some specific leadership actions to encourage Belonging, which are reinforced by this research, according to Dave Ulrich

Flexibility in the workplace goes beyond just customized work hours; it also involves providing employees with increased autonomy and control over how they manage their work. Incorporating increased autonomy as part of a flexible work environment can have a significant positive impact on employee engagement, productivity, and overall job satisfaction, according to Shiroz Hamid (CAHRI)

Really interesting research. I'm surprised that opportunities for socializing and team building did not rank as a 4th on that list (see that that connection "on the clock" is at least a recommended activity). Although on-site workers naturally have this compared to their remote counterparts, it's probably the most impactful to creating a culture of belonging for an on-site company. I think creating Belonging & Recognition as a spectrum of needs. Whether they're on-site or remote, employees need frequent recognition, flexibility, opportunities to build deep relationships, and actionable feedback to feel recognized and that they are part of something bigger than themselves. This taps into a basic human need to do work that aligns with our values and to be with those who share them. Remote companies and learn a thing or two from on-site companies and vice-versa, according to Drew Fortin

This is very interesting and is unfortunately not easy to implement in a hybrid world! Technology and culture are critical components to create this sense of belonging, according to Evan Kagan

30% of hours worked by employees today could be automated by 2030 with the adoption of GenAI

?? Findings of researchers:

Automation will continue to?disrupt?employees.

An additional 12 million occupational transitions may be needed by 2030 and workers in lower-wage jobs are up to?14 times more likely?to need to change occupations than those in highest-wage positions, and most will need additional skills to do so successfully. Not all genders are equal when it comes to shifting job: Women are?1.5 times more likely?to need to move into new occupations than men. Generative AI has the potential to increase US labor productivity by 0.5 to 0.9 percentage points annually through 2030 in a midpoint adoption scenario. Combining generative AI with all other automation technologies, the potential growth could be even larger, according to a new interesting?research?published by?McKinsey & Company?using data from O*NET; US Bureau of Labor Statistics.

?? Recommendation of researchers:

Researchers found that the biggest impact of generative AI occurring for lawyers. In a completely different field, civil engineers can use generative AI to accelerate the design process, taking all building codes into account for fewer errors and less rework.

?? Finally researchers estimate that?11.8 million?workers currently in occupations with shrinking demand may need to move into different lines of work by 2030.

???? What were the expert opinions:

Although I think there is an obligation on businesses to attempt to stay ahead of any job displacement with skills training, I think the majority of the onus falls to governments to create programs and subsidies to offset any economic hit to the displacement. AI didn't appear overnight, and women have been disproportionately in lower-paying and more tactical occupations since the beginning of industry. Many state and local governments provide subsidies for businesses to keep their workforces trained to prevent this. They do a piss-poor job promoting it, and my hope is that the shift to AI spurs a lot more conversations about programs needed to upskill workers and close gaps, according to Drew Fortin

?There is no doubt that AI will have an affect on the What, Why, How and Where of employment. However, I was particularly intrigued by: 'Researchers noticed that some 8.6 million occupational shifts took place between 2019 and 2022, an increase of almost 50% from the preceding three-year period'. Given that this period covered much of the time when many people spent time working at home due to COVID, how much of this is down to automation and how much is down to people having more time to think about their careers and making the decision to change career due to not being happy in their present role? There was much written about the latter last year and I have even met people who decided that they would be happier running their own business than continuing to work for others. Many have even changed career altogether, according to George Kemish LLM MCMI MIC MIoL

The concept of "GenAI" is fascinating, and I agree that it has the potential to revolutionize the way we approach jobs and productivity. The idea of using AI to amplify human potential and augment our abilities is truly exciting. It opens up new possibilities for efficiency, creativity, and problem-solving. As with any technology, striking the right balance is crucial. Ensuring that GenAI enhances our lives without replacing the human touch is a challenge worth addressing. Your insights and perspective on the topic are valuable, and I'm sure this discussion will spark interest and innovation within the industry. Let's keep an eye on how this develops and stay curious about the ways GenAI could shape the future of work and productivity, according to Fokhrul Islam

Organization struggle to get Workers back to the office with difficulty retaining Talents

?? Findings of researchers:

Three years after the start of the pandemic in 2020, all surveys have same results, it's still a?big challenge?to bring people back to the office.

73% of organization report difficulty enticing workers back to the office but still 68% of them are considering or implementing strategies to increase on-site work. Some recent attempts by organizations such as?Amazon,?Apple, and?Twitter?to mandate stricter return-to-office policies have been met with reluctance and, in some cases, highly visible protests. Organizations with mandated on-site work policies experience much greater difficulty retaining workers than those giving employees a choice, according to a new?research?published by?The Conference Board?using data from a survey of 185 leaders from a variety of industries and company size that was conducted from April 25 through May 14, 2023.

?? Recommendation of researchers:

Researchers conclude that one major set of competing objectives HR leaders are currently attempting to strike a balance between are continued demands for flexibility and control from workers on the one hand, and rising pressure from leadership to bring workers back to the office on the other hand.?

??Hybrid work may be the solution that satisfies both worker and employer objectives in the near term as researchers await additional evidence about the impact of remote work after the pandemic.

???? What were the expert opinions:

The Conference Board continues to do outstanding and timely research. The employee/employer relationship ebbs and flows with supply and demand of talent. Top performers are always in demand and will continue to have choice about where, when, what, and how they work. Top organizations that give employees value will also continue to source top talent. Where someone works (home vs. office) is one of many factors that top performing employees consider when choosing where to work. My sense is that employees and employers will find the right mix of where, when, what, and how to work, according to Dave Ulrich

Just the fact that the only reason that can be cited for returning employees back to the office is executive mandate, says all you need to know. Culture...it's what your employees do when you're not around. Do they truly get the direction of the company and would they use the same value set when making decisions that you would? Companies with offices before the pandemic thought they were amazing at crafting culture. The truth is most were horrible at it. Put a bunch of humans together, and they will form bonds, support each other, and feel an obligation to move the company forward - that is what humans do with little effort from the company. Executives are now tasked with creating the same magic without the physical environment. The key is to focus less on going back to the old environment and more on the continuous communication, training, and celebration of their mission, vision, and values. End rant, according to Drew Fortin

A major solution to companies’ crying about retaining employees and getting them back to the office is being overlooked by 99.9% of top managers. Restructuring their businesses to become ESOP’s would make those working at the house or in the office more productive, and the firms more profitable, because it would be their business, their incomes, their strategies, their products and services. The long-term benefits of shared ownership have been well documented with studies showing ESOPs yield a 25% increase in profits and around 30% growth in productivity.While millions of today’s workers are owners, there could be many more of them, and their firms benefiting from such win-win economic impacts. Of course many CEOs prefer less success, as long as they continue to hold all the power, according to Warner Woodworth

Thanks for sharing - this is outstanding insight. It's interesting how these trends have continued. The only way that companies will successfully brig employees back to the office is if they give them good reasons (not mandates) to be there. Mandates just cause attrition and recruitment challenges. A good start would be setting up distinct spaces for quiet work (like at home) and others for team collaboration. Much of the anecdotal evidence shows that many employees don't want to go to the office because they can be more focused while working at home in a quiet place, according to Steve Robins

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

Thank you,

Nicolas BEHBAHANI

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