Latest HR Trends: Employee Motivation, Work Experience Gap, Human preference, Employee Confidence, High-performance divide, Leadership Focus

?? Hello Everyone and Happy Sunday !

??Welcome back to the 93th edition of Weekly People Analytics Research — Tenth Edition 2025 and our regular weekly check-ins! ??

Each week, I’m truly blown away by the exceptional quality of your comments. Your insights and support are nothing short of remarkable. A heartfelt thank you to all the contributors for your incredible dedication and inspiration! ??

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

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

?How can organizations address the global decline in employee motivation effectively? Culture Amp revealed that the primary factors influencing employee motivation are deeply tied to effective leadership and opportunities for growth and development.

?How can employers strike a balance between leveraging AI and maintaining human interaction in the hiring process? ServiceNow researchers found that more than 65% of individuals feel uncomfortable about employers utilizing AI in recruitment and hiring.

? Why is transparency crucial for fostering a sense of shared success within an organization? monday.com researchers noticed that compensation has consistently emerged as the top factor in driving motivation and achieving success, particularly in larger enterprise companies.

?How has the prioritization of leadership and management development evolved for CHROs in 2025? SHRM researchers highlighted that just 18% of CHROs reported having an HR strategy that is seamlessly aligned with their organization’s broader goals.

?How can organizations effectively address the disconnect between employees and leaders in high-performance mindsets? MHR researchers revealed that a shared vision, the right tools, and effective communication are critical to address this huge misalignment.

? Why do women tend to switch jobs more frequently than men, and what factors drive these transitions? McKinsey Global Institute researchers unveiled that over time, the professional trajectories of women and men diverge considerably.

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

Employee motivation is steadily declining on a global scale, with Career growth emerging as one of the most significant drivers of Engagement!

?? Findings of researchers:

?? Employee motivation declines for the third consecutive year.

?? An overwhelming 92% of employees believe their work holds significance, showcasing their intrinsic drive to exceed expectations and make an impact.

?? Seeing tangible evidence of progress plays a critical role in sustaining motivation. Regular, constructive feedback that links individual contributions to overarching business goals enables employees to recognize their achievements and maintain their momentum.

??? Encouragingly, nearly 80% of employees report receiving valuable performance feedback from their managers.

?? The primary factors influencing employee motivation are deeply tied to effective leadership and opportunities for growth and development, according to a new interesting research published by Culture Amp using data ?? from their global customer base.

?? Recommendation of researchers:

Researchers suggest that companies can turn the tide on employee motivation by restoring and reinvigorating recognition and performance and they offer the following actionable advice for organizations to move forward:

?? Boost peer recognition. Open opportunities and formal pathways for employees to celebrate and commend the efforts of their peers.

?? Clarify pathways to high performance. Be transparent with employees on what differentiates strong role-based execution from standout impact.

?? Improve feedback quality. Equip managers to connect day-to-day work with long-term growth and communicate what those standout moments might look like for their direct reports.

?? Align performance with opportunity. If top performance is unattainable or doesn’t lead to advancement, employees may disengage.

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I found this research on employee motivation incredibly compelling, as it delves into the genuine factors contributing to the decline in motivation. It is crucial for leaders to address these motivational factors thoughtfully, as they directly influence employee performance and overall organizational success. I firmly believe that prioritizing employee motivation fosters an environment where individuals feel valued and empowered to contribute their best. When organizations invest in recognition programs, constructive feedback mechanisms, and opportunities for growth, they not only boost morale but also cultivate loyalty and resilience, even during challenging times. Motivation, after all, is the driving force behind meaningful employee engagement and sustained success.

???? What were the best HR expert opinions:

Dave Ulrich As always, thanks for sharing thoughtful research. I really like the five year time series. I wish I knew more about the data size.I also appreciate that the slight downward trends indicate that overall "motivation" changes little from year to year. This is consistent with other motivation, commitment, engagement, experience, or well being work you, and others, have published. It is fascinating for me to see the drivers of these motivation scores. sometimes, I think is helpful to capture the evolution of the ideas behind employee value proposition ... perhaps each wave indicates an evolution of the ideas that matter (see below)I like the focus on feedback and career growth in this research.Thanks for sharing.

Kristin Holter I like how you put that: “the importance of addressing not just the functional elements of HR but also the emotional and relational dimensions.” I think what I’m trying to get at here is that poor leaders can hide behind HR and even blame HR, and claim that it is all about the HR functional elements. In fact, no amount of good HR can negate poor leadership.

Lourdes Gonzalez Terrific stats to show that employees truly want to do work that results in meaningful contributions and career growth. It’s key for managers to keep their direct reports “inspired, informed, and involved” to ensure they’re motivated

Stephanie Okubor, PGC-AI/ML, PGC-DSBA This research reinforces a key truth—employees want to be engaged, but engagement isn't a one-size-fits-all formula. Career growth is often framed as promotions or lateral moves, but what’s often missing is the sense of progress. Whether it's skill mastery, exposure to new challenges, or recognition of contributions, employees need tangible proof that their work matters. Organizations that integrate career narratives into everyday work—connecting tasks to long-term development—create a workforce that is not just motivated but invested. The question isn’t just ‘Are we providing opportunities?’ but ‘Are we making career growth visible in a way that resonates?’

Job seekers value human interaction and feel reluctant about employers relying on AI for recruitment and hiring !

?? Findings of researchers:

?? More than 65% of individuals feel uncomfortable about employers utilizing AI in recruitment and hiring.

?? Job seekers value human interaction during the hiring process but acknowledge that AI serves as a helpful tool, allowing HR teams to concentrate on tasks that require a personal touch.

?? Key concerns surrounding AI in recruitment include reduced personalization and privacy issues.

?? Nearly 90% of individuals expect companies to be transparent about their use of AI in recruitment and hiring practices, according to a new interesting research published by ServiceNow using data ?? from a survey of 1,008 US workers completed surveys of those over 18 years of age and conducted by SurveyMonkey and was fielded between December 11, 2024, and December 12, 2024.

?? Recommendation of researchers:

Researchers highlighted the primary concerns job seekers have regarding the use of AI in the recruitment process:

? Lack of a personalized experience

? Privacy-related issues

? Potential for bias in decision-making

? Challenges in progressing through the recruitment process

? Miscellaneous concerns

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I truly appreciate the insights this research provides, though the findings are not entirely surprising. It reaffirms what we already sense—that job seekers show hesitation about AI being used in the hiring process. The emphasis on personalization stands out as a critical takeaway, highlighting the importance of creating a recruitment experience that feels tailored and human-centered.

It’s also essential to remember that these job seekers represent the workforce of the future. If they harbor reluctance towards AI during recruitment, it could reflect challenges in fostering trust and acceptance of AI tools even after they’ve been onboarded. Bridging this gap will require organizations to be transparent, show the value AI can bring to the process, and balance it with human interaction. Building trust and demonstrating how AI complements, rather than replaces, the human touch could gradually shift mindsets over time.

???? What were the best HR expert opinions:

Dave Ulrich Thanks again for sourcing interesting research on relevant work. How a potential employee feels treated is the first experience with the hiring company and may leave a lasting impression. A lot of the hiring process is not immediately visible to the employee (Interview scheduling, candidate sourcing, candidate screening, resume screening) so it is unlikely the applicant would know or care if this work is AI enabled. The interview, decisions, and onboarding require a human touch. An employer could also use AI to gather more background information about a candidate I would assume a good candidate might also use AI to source information about the company ... strategic focus, cultural norms, leadership background, and other insights.Again, I think AI is a source of information for both employee and employer that may help each make a better decision. As an analogy, I like having a "real" pilot "flying" the plane even though I know that much of the route is automatic pilot (equivalent of AI). The human touch signals a future experience with the organization. Thanks for sharing.

George Kemish LLM MCMI MIC MIoL I am not surprised at the outcome of this research. There are a number of areas that I would highlight that need further thought. I have seen employers undertake interviews online but one of my own failings being that I don't come across too well during conference calls because it feels 'false' talking into a screen rather than face-to-face. The application process also needs to be flexible enough to pick up on skills that are not necessarily required for the post but could be useful later (how many employers are unaware of the hidden skills lurking in their organisation?). I have also seen onboarding undertaken remotely using videos but what if someone has a question that the video doesn't answer? How can people interact - thus gaining the most out of the process? This is a great piece of research that will require much more thought. What processes are best utilised using AI and what processes are better when undertaken face-to-face? Thank you so much for sharing another thought-provoking post.

Dr. Masroor Hussain Shah Thanks for highlighting this important factor in attracting and hiring. I agree with these research findings that human centered approach is the key. Interacting with the candidates in person create more value for the candidates as well as the employer. People participating in the recruitment process feel being valued. In a recent professional meeting or an interview I may say, I even suggested to the interviewer to keep interviews informal over coffee, during walk or just an informal discussion. It will facilitate the candidates to open up more and will be easier for the employers to make their assessments while having informal discussions. In formal settings, interviewees are more cautious and their natural exuberance is not visible. AI should be used only for screening or doing administrative tasks. This adaptability may increase but over a period of time. Technological change happens any time but its social acceptance will surely take time. Those who will adopt are humans. Thanks once again.

Arturo Aranda Marín AI should help enhance the candidate experience, not dehumanize it, and for this it is key to ensure transparency in its use, mitigate biases and preserve personalization at key points in the process, in addition to ensuring an ethical and balanced implementation, which not only improves the efficiency of recruitment, but also strengthens the trust of talent in the organization. Thank you for this insightful research

Vinicius Duarte A must-read, Nicolas! The research reinforces what many candidates feel but don’t always articulate: technology can be efficient, but it doesn't replace the feeling of being truly seen and heard.Trust is built in the details — in the email that doesn’t feel automated, in the active listening during interviews, in the transparency of the process. AI has its place and can optimize key stages, but we still need to ensure that human warmth remains at the core of decision-making.The challenge for 2025: use AI as a bridge, not a barrier. Transparency, ethics, and empathy are key if we want a recruitment process that is fair and genuinely welcoming.

Dr. Bhanukumar Parmar AI might sort resumes faster, BUT it can’t detect the sparkle in someone’s eyes during an interview. Job seekers trust AI for scheduling, BUT when it comes to hiring decisions, they’re looking for a handshake, not a robot wave.NOTE: Transparency about AI use isn’t just a preference; it’s the new cover letter! Don't miss-it, OR look at the law of land. Use AI is assistance NOT replacement & maintain that Human Touch.

Greater Transparency can boost employees' confidence in their capacity to make an impact and share in the success of the organization!

?? Findings of researchers:

?? To energize the modern workforce and unlock peak productivity, organizations need to adopt a human-centric approach.

?? A significant disconnect exists between high-level leaders and individual contributors regarding perceptions of change management and its overall impact.

?? While global satisfaction with transparency in performance evaluations remains steady at 81%, ???? Mexico notably lags behind with a considerably lower satisfaction rate of 67%.

?? Compensation has consistently emerged as the top factor in driving motivation and achieving success, particularly in larger enterprise companies, where 69% of employees prioritize it, according to a new interesting research published by monday.com in partnership with Qualtrics , using data from a global survey of 3,736 employees between August 23rd and September 14th, 2024.

?? Recommendation of researchers:

?? In conclusion, researchers emphasize that to effectively foster organizational transparency, companies should

?? Lead with the why

?? Deliver a unified yet tailored message

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I found this research particularly compelling because it leverages a global dataset to reveal an important yet often understated truth: the more employees perceive transparency at all levels within their organization, the better they perform, resulting in a significant positive impact on business outcomes.

This highlights the crucial link between transparency and employee engagement, productivity, and trust. The researchers' recommendation to embrace a "leadership by Why" approach is truly inspiring.

???? What were the best HR expert opinions:

monday.com Thanks for sharing our research, we're very glad you found it compelling! Transparency is key; when people understand the 'why' behind decisions, they’re more likely to contribute proactively rather than just execute tasks

Dave Ulrich Again, wonderful insights on a timely topic with good data. I like the focus on transparency which is a foundation of strategic unity (we all know where we are going), reward systems (we have an honest conversation about performance), leadership trust (we have leaders who are open, candid, and vulnerable), and culture (we share our identity to all "humans" who engage with the company).Hidden agendas (non transparency) leads to cynicism, doubt, and fear. Thanks for sharing and reinforcing the value of open, candid, and on going conversations (transparency)

Dr. Masroor Hussain Shah Always an insightful topic. Increased transparency before initiating change management process is critical. It will bring the employees and management to be on the same page. Rightly pointed out that compensation is close to people's basic needs. If the management falters in ensuring transparency in compensation and rewards, people's morale and motivation will be adversely affected. It is my experience in profit and not for profit organization. Employee attrition is the major outcome of lack of transparency. In nutshell, the management has to ensure transparency in strategic planning, creating learning and growth opportunities, awarding promotions and career mobility and so on. Transparency is the essence of an organization's existence and a positive and productive work culture. Thanks once again.

Karen Stone Human-centred leadership ....always! Thanks for sharing another insightful article. It shouldn't be a suprise that, actually, some of the best ways to help employees feel connected and engaged cost nothing! Leading with why, in everyday conversations as well as at the corp comm's level, just makes sense. I also like the 'leadership by why' philosophy to keep that intent front and centre. Leaders need to build habits around how the 'big why' (at an org level), connects to the why that drives their teams directly.

For most CHROs, Leadership and management development takes priority in 2025, while the focus on developing HiPo employees notably diminished!

?? Findings of researchers:

?? Just 18% of CHROs reported having an HR strategy that is seamlessly aligned with their organization’s broader goals.

?? More than half of CHROs (51%) identified leadership and manager development as a top priority in 2025, making this topic the most frequently cited focus among these leaders

?? Other top areas of focus for HR in 2025 include organization design and change management (30% selecting as a top priority), enhancing the employee experience (28%), and optimizing talent management strategies (27%).

?? Many CHROs identified economic and financial pressures among their most significant challenges. Specifically, 61% of CHROs cited wage inflation and 45% pointed to rising operational costs as key challenges.

?? Employee engagement, attraction, and retention are among the greatest organizational talent challenges that CHROs are facing, according to a new interesting research published by SHRM using data ?? from insights collected in December 2024 from 212 CHROs spanning diverse organizational sizes and industries.

?? Recommendation of researchers:

?? Researchers conclude that, beyond focusing on leadership and management development, CHROs’ priorities for 2025 reveal a strong alignment with advancing strategic organizational objectives.

While foundational HR functions like employee and labor relations, performance management, recruiting, and total rewards remain critical, an increasing number of CHROs are shifting their focus toward shaping broader business outcomes.

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I found this report on HR priorities absolutely fascinating. It provides a compelling insight into how HR strategies evolve over time, yet certain core priorities, such as leadership development, consistently remain at the forefront year after year. The enduring emphasis on cultivating leadership skills highlights its undeniable importance to organizational success.

However, what struck me the most was the notable shift in 2025, where the focus on high-potential (HiPo) employees has seemingly diminished. This is particularly surprising given that HiPo employees have long been considered the backbone of organizational talent, driving innovation and business outcomes. Their contributions are often critical to maintaining a competitive edge.

It’s possible that this reduced focus stems from budget constraints or changing workforce dynamics, but it raises an important question: could this be a temporary adjustment, or does it reflect a broader strategic pivot? If HiPo development takes a backseat, organizations might face challenges in succession planning and long-term growth.

???? What were the best HR expert opinions:

Dave Ulrich Thanks for sharing research from an influential and credible organization. SHRM helps shape the HR profession and Johnny C. Taylor, Jr., SHRM-SCP and his team do outstanding work. HR prioritization is such an important topic, especially with the proliferation of genAI tools. What is interesting to me is that all of the investments in what I call human capability (talent , leadership, organization, and HR) seem to be seen as priorities. It may be that each organization's priorities may vary depending on what circumstances they are facing. For example, a company with older leaders who are closer to retirement may face more leadership challenges while a start up company working to grow quickly may face attracting talent.

Aftab Khan this article presents a fascinating shift in CHRO priorities for 2025. The emphasis on leadership and management development as the top priority reflects a strategic move towards building stronger organizational capabilities from within. It's interesting to note the diminished focus on HiPo employees, perhaps signaling a broader approach to talent development across all levels. This shift could indicate a move towards distributed leadership models and a greater emphasis on upskilling the entire workforce. It will be interesting to see how these priorities play out in the coming year.

Namita Gopinathan,MBA Valuable insights !Today, outcomes take precedence, and HR must move beyond mere processes and policies. The focus should shift toward building an agile workforce capable of navigating change with empathy, strategic insight, and operational excellence. Amid growing economic and operational pressures, organizations are increasingly recognizing that exceptional leadership can emerge at every level. Overemphasizing high potentials may inadvertently create perceptions of favoritism and disengagement among other talented employees. Consequently, the traditional “high-potential” label is often seen as elitist, prompting a shift toward development programs that are more inclusive, accessible, and engaging.Thank you for sharing!

SUNDARRAJ. S Many thanks Nicolas, You have shared the most valuable date and your personal view. Indeed, every year top priority is Leadership skill. Moreover HiPo employees retention is based on the Organizational Leadership. Operational costs enhancement and wage fluctuation also top priority at Asian countries, India now. Budget constraints and changing workforce migration dynamics are challenges for organization now. Thanks

Nicole Vaughan Wetherley Super fascinating representation of 2025 HR priorities! What's great is seeing Employee Experience as a top-three priority for 2025. CHROs recognize that engaging and retaining talent requires more than just compensation strategies, it demands creating meaningful workplace experiences that connect employees to organizational purpose.The emphasis on foundational leadership skills alongside employee experience initiatives shows a holistic approach to workforce management, addressing both the quality of leadership and the day-to-day reality of employees.I'm a firm believer in seeing your employees as your first customers. Your people are your biggest opportunity as well as your greatest risk.

Karen Stone Leadership development as a top priority isn’t surprising - but prioritisation alone isn’t enough. The real challenge is activating leadership in a way that translates into sustained behaviour change.Too often, it's treated as a knowledge-building exercise rather than a practice-driven transformation. If we want to see real impact, leaders need to embed new habits, like an athlete refining their technique - through deliberate practice, feedback loops and measurable progress.KPI's like behavioural adoption rates, psychological safety scores and leadership effectiveness (based on peer and team feedback) should be guiding lights, not just participation rates in programmes. Something I feel strongly about

A significant disconnect exists between Employees and Leaders when it comes to high-performance mindsets!

?? Findings of researchers:

?? A shared vision, the right tools, and effective communication are critical to address the huge misalignment in high-performance thinking between employee and leaders !

?? Core function leaders and their employees often lack alignment in how they perceive and approach high performance within their organizations.

?? Leaders and employees frequently speak different “languages” when it comes to understanding the drivers and benefits of high performance.

?? Achieving greater productivity, efficiency, and growth requires organizations to be high-performing, yet obstacles such as friction in business processes, outdated technology, workforce challenges, and workplace culture can impede progress.

?? Alarmingly, only 47% of organizational leaders report having a clear understanding of what drives high performance, and many do not receive adequate support from their CEOs in this regard.

This lack of clarity around the definition and key drivers of high performance is eroding confidence and ultimately restricting organizations from reaching their full potential, according to a new interesting research published by MHR conducted by Censuswide , using data ?? from a sample of 1,502 respondents who work in finance, HR or payroll departments, and 150 respondents who are CFOs, CIOs or CHROs, in private or public sector organisations across the UK and ROI (all respondents aged 18+). The data was collected between December 12th and 18th 2024.

?? Recommendation of researchers:

??Researchers conclude that building and sustaining a high performance organisation is not straightforward, particularly as leaders’ and workers’ views of what this looks like can often be at odds. This misalignment can happen across business processes, people management, technology and culture which ultimately hinders organisational success.

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I thoroughly enjoyed diving into this report, as it offered profound insights into the contrasting perspectives of leaders and employees on high performance and the underlying causes of their misalignment. This disconnect often spans across business processes, people management, technology, and culture, ultimately obstructing organizational success.

As the researchers aptly noted, high-performance organizations aren’t created in silos—they are forged through unity and collaboration. I found the proposed solutions particularly compelling, emphasizing the importance of building a sustainable high-performance organization by addressing these misalignments through three pivotal elements: a shared vision, the right tools, and effective communication. These strategies resonate as essential foundations for driving alignment and achieving lasting success.

???? What were the best HR expert opinions:

Dave Ulrich This research confirms the importance of both strategic clarity (where are we going) and strategic unity (do we share a commitment to getting there). Both are very important for high performance. The gap between leaders and employees suggests a lack of unity which will hamper progress. Leaders who avoid creating unity increase their risk of becoming high performing. The 10 dimensions of high performance are accurate. There has been an enormous amount of research on high performance and a challenge I see is taking a list of 10 (or far more) high performance factors and finding a way to organize them into an integrated framework to guide choices. This is the work we have done on human capability with 38 actions into 4 domains. The 10 dimensions are embedded. Figuring out which of the 38 dimensions deliver stakeholder value is the challenge of an organization guidance system. Our work is far from complete, but moves high performance forward, we hope. Thanks again for discovering and reporting daily research that helps me learn!

Vinicius Duarte This misalignment is more than a leadership gap, it's a performance leak.When leaders define "high performance" as output, and employees live it as burnout, the system breaks.The issue isn’t a lack of ambition. It’s a lack of shared language, priorities, and psychological safety. The pillars are powerful, but without trust, they’re just architecture without foundation.Let’s start asking:Are we building with people or just stacking expectations? Brilliant insights from the research — thank you for sharing this.

Femi Oshagbami SPHRi,MCIPM,MSc This is a great insight. Clarity and definiteness of goals and alignment of employee and organizational goals is important to achieving and sustaining organizational excellence. The foundation to creating/maintain a high performance mindsets are: 1. Interaction between the leaders and the employee: Every successful enterprise thrives on healthy relationships which enhance openness, effective communication and trust. This furthers determines the level of psychological safety and sense of belongingness on the part of the employees. This is important to avoiding misconception of goals, assumption of intention and misalignment of goals.2. Existence of effective and efficient system that drives high-performance mindsets through justice and fairness. These are well captured by the 10 pillars cited by you.This is a great one, thank you for providing this amazing thoughts.

Mikhail Lvovskii It’s alarming how prevalent this disconnect between leaders and employees truly is, yet many organizations seem blissfully unaware of the consequences.The reality is, without a united front and mutual understanding of what high performance really means, companies are essentially setting themselves up for failure. Despite the fact pretty many recognize the key drivers of high-performing team, It is still a lot of subjectivity in defining the ambition per each of the driver, they would like to strive for.Take any. For instance the first one, shared vision. In general, all agree. But the way towards it, and the scale of accepting new inputs / objections, the moment a team should just consent with common opinion - this all creates space for varieties. Each team will need to get through it, define own rules of the game and agree what a framework defining "high-performance team" for them. Unfortunately, no one-size-fit-all universal model is possible to the smallest fine-tune extent.

Jos van Snippenberg These are valuable insights! It is concerning that leaders often lack a clear understanding of what it takes to build a high-performance organization. Even more alarming to me is that employees believe their leaders are only 25% equipped to run such an HPO organization. In a time where speed and agility are critical for success, companies cannot afford this misalignment.The 10 principles for high performance are very helpfull in my opinion. The foundation to build a HPO starts with a clear mission, a well-defined impact statement and, most importantly, shared principles that provide direction. This helps identifying the right behaviors, values, and talents needed for growth. Aligning employees DNA with this foundation is not just nice to have but it is essential for the future of any organisation.

Women tend to accumulate less work experience and switch jobs more frequently than men, leading to the creation of the Work-Experience Pay Gap!

?? Findings of researchers:

?? Diverging work experience patterns are the primary drivers of the “work-experience pay gap,” accounting for nearly 80% of the total gender pay gap—equivalent to 27 cents on the dollar among U.S. professional workers.

?? While women in the United States have successfully closed and even surpassed the gender gap in education, their labor force participation remains lower at 58.7% compared to 70.2% for men.

? A significant portion—one-third—of this work-experience pay gap arises because women accumulate less time in the workforce than men.

?? Furthermore, when women switch jobs, they are less likely to transition into occupations projected to grow in demand, often moving into shrinking industries instead.

?? Over time, the professional trajectories of women and men diverge considerably.

This divergence, unfolding over a decade or more, fuels almost 80% of the gender pay gap, highlighting the pivotal role of work experience in driving pay disparities”; according to a new interesting research published by 麦肯锡 using data ?? from an analysis of 50,529 men and 35,235 women for a total of 85,764 individuals in the United States.

?? Recommendation of researchers:

Women made a similar number of career moves but ended up in top-paying occupations at a lower rate.

?? Interestingly, researchers revealed that Women tend to take more frequent and longer career breaks than men.

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I found this research on the gender pay gap absolutely captivating because it goes beyond merely highlighting the figures—it dives into the deeper reasons behind this persistent issue using robust data. To truly address and close any gap, it is essential to first understand the factors contributing to it.

The gender pay gap is undoubtedly a complex and long-standing issue, dominating discussions for years and making headlines annually. What makes this research particularly enlightening is its revelation that the disparity is not fundamentally about gender itself but rather about differences in work experience. This shifts the narrative and prompts a more nuanced approach to tackling the problem.

Researchers uncover that fewer women are transitioning into occupations projected to experience growth. This underrepresentation not only limits opportunities for women but also poses long-term risks of widening the gap further over time. It’s concerning that women are not only less concentrated in growing roles but are also less likely than men to enter these fields—a trend that, if left unchecked, may exacerbate existing disparities.

???? What were the best HR expert opinions:

Dave Ulrich Again marvelous research on interesting topic from outstanding researcher. Like you, I like digging into the cause(s) of the pay gender gap. It is fascinating that the education gender gap has been closed, the pay gap continues, with work experience being the predictor. While this makes sense and is helpful, i wonder why the work experience gap persists. I might predict that women might make personal life choices that take them out of the career journey more than men (e.g., children, marriage) It would be interesting to control for marriage, children at home, and partner/spouse role (e.g., who is primary caregiver for children)I would be interested to learn how much the continuing pay gap is from women's personal life choices as much or more than gender bias?again, fascinating research to help me think about a relevant issue.

Dr. Bhanukumar Parmar It's an eye opener on trends. In India, the Labour Force Participation Rate (LFPR) for women stands at 41.7%, significantly lower than men’s 78.8%. While specific data on tenure differences isn’t widely available, empirically, it seems to lag behind.The reasons for such gaps could range from Marriage, Maternity, Maintaining family, More studies, etc. - Employers could explore flexibility as a solution. PS: While job hopping may create work-experience pay gaps, it also brings diverse perspectives & creativity to the table.

Andrew Lang This is such an important topic. The findings are a stark reminder of how the gender pay gap isn't just about salaries but is deeply rooted in the accumulation of work experience. The fact that women often face more frequent career breaks and move into industries with slower growth creates a cycle that impacts their long-term earning potential.

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