Latest HR Trends: Employee Resistance, Human Productivity, DEI, Purpose-Driven work, skills-based recruitment, Engagement Illusion

?? Hello Everyone and Happy Sunday !

?? Welcome back to the 50th edition of Weekly People Research! ??

?? Once again, a fascinating week of learning with your inspiring comments!

?I'm writing to you this Sunday from New Delhi (Noida) for a week of workshop with my team. So you will see my posts in the morning at Indian time all next week.

Last week, we discussed exciting and following HR topics:

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

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

??How have researchers precisely quantified the true impact that Generative AI will have on human productivity over the next five to seven years? The Hackett Group Inc. researchers found that organizations can achieve a potential 40% cost savings, as well as a 40% reduction in FTEs over five to seven years.

??Why do leaders perceive employee resistance as a major barrier to successful upskilling and reskilling efforts? 美国凤凰城大学 and Executive Networks found that Upskilling and reskilling initiatives, as well as leadership development, are the most widely offered skill-building opportunities

??Why have Gen Zs and millennials long had a reputation for valuing purpose-driven work and this continues today? 德勤 researchers discovered that beyond work/life balance, learning and development opportunities and pay round out the top three factors for Gen Zs and millennials when it comes to choosing an employer.

??Why is diversity and inclusion among the factors that determine whether or not employees decide to accept a job? IU Internationale Hochschule researchers looked at the decisive factors when choosing an employer and based upon Herzberg’s 2-factor model, they noticed that below aspects are the most important hygiene factors when it comes to attracting workers to a company.

??Why HR Leaders need to rely on Industry-recognized technical Certifications in addition to a skills-based recruitment approach? CompTIA researchers found that about half of HR professionals agree a skills-based approach to hiring is a “new and compelling strategy".

??Why Employee engagement and Loyalty seem to become an "Engagement illusion"? ManpowerGroup Talent Solutions researchers found that leaders overestimate - almost two times - how much employees enjoy their work.

These insights continue to evolve as we all learn more - as Dave Ulrich and we must now classify these ideas in the Taxonomy of Human Capability.

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

Generative AI can increase 44% in Human Productivity and the same percentage for downsizing over five to seven years!

?? Findings of researchers:

This is the first time in the industry that researchers quantified the true impact that generative AI will have over the next five to seven years.

?? Following adoption of Generative AI, company can achieve a potential 40% cost savings, as well as a 40% reduction in FTEs over five to seven years.

?? Savings will increase over time as the organization adopts and implements generative AI components, with a 5-to 7-year time frame to realize total potential savings.

?? While implementing generative AI will ultimately reduce staff, it will also require adding some new roles to manage content, according to a new interesting research published by The Hackett Group Inc. using data ?? from a benchmarking of more than 80 general and administrative (SG&A) processes.

?? Recommendation of researchers:

?? Finally, researchers propose 4 steps for organizations to follow now to prepare to capitalize on the potential of Gen AI:

??Educate leaders and establish policies

??Mobilize resources

??Develop your proof of concept(s)

??Evaluate the solution and service provider ecosystem

??My personal View:

Through this comprehensive study, researchers quantified in the first time in the industry the true impact that generative AI will have in the next five to seven years on SG&A, including finance, procurement, human resources, information technology, marketing, sales and other functions. As researchers conclude, organizations and leaders need to educate managers on the capabilities, limitations of the technology, relevant policies and potential impact on headcount, assess how generative AI can be adopted in the organization to take full advantage of generative AI’s capabilities.

???? What were the HR expert opinions:

Dave Ulrich Wonderful research that shows where GenAI has impact today. Accessing data more efficiently helps productivity. There will be much more research in this space, but the reality of GenAI is already here. More to come as GenAI moves to more informed decision making building on efficiency.

Namita Gopinathan,MBA Recognizing the transformative potential of Generative AI on Human Productivity is groundbreaking. To improve understanding, it's vital to provide concrete examples illustrating how organizations can put these strategies into practice. For example, businesses could redirect human resources to focus on tasks that generate greater value, demonstrating a transition towards more strategic endeavors.

George Kemish LLM MCMI MIC MIoL An insightful and interesting piece of research. However, yet again, I am seeing the work 'productivity' being utilized as if it is the central pillar to organizational success (and in this case - an opportunity to downsize). Yes, downsizing will likely happen with the development of AI related software - we have seen this in the past with the development of technology. However, if AI is to create value, it needs to enhance the quality of the work whilst also providing opportunities for innovation and creativity.

Dr. Bhanukumar Parmar What an astonishing study! Gen-AI is poised to revolutionize our approach to work. It's not merely a glimpse into the future; it's a seismic shift in how we optimize work processes.

Layla Halabi It's fascinating to see the detailed breakdown of how generative AI can impact different types of work, from structured to interactive tasks. However, while the benefits are clear, it's essential for organizations to also consider the ethical implications and ensure proper governance frameworks are in place.

Leaders perceive employee Resistance as a major stumbling block to successful upskilling and reskilling efforts!

?? Findings of researchers:

Many leaders perceive employee resistance as a major stumbling block to successful upskilling and reskilling efforts.

?? HR leaders offer skill-building opportunities through a variety of channels, but the most common approach is; mentorship programs (69%).

? Providing upskilling and reskilling opportunities is critical for short- and-long-term performance

?? Investment in skill-building and employee development also significantly impacts employee retention.

?? Upskilling and reskilling initiatives, as well as leadership development, are the most widely offered skill-building opportunities, according to a new interesting research published by University of Phoenix and Executive Networks using data ?? from interviews of 502 HR leaders in the U.S. and Canada in organizations ranging in size from under 1,000 employees to more than 50,000.

?? Recommendation of researchers:

??Finally researchers identified five steps that organizations can take to act on our findings and successfully offer upskilling and reskilling programs

?? Assess how well employee skills meet company objectives.

??Align your upskilling and reskilling strategies to your most important business goals.

??Analyze, prioritize and thoughtfully address barriers.

?? Engage and encourage employees to build skills.

??Pinpoint the best methods for delivering upskilling and reskilling opportunities

??My personal View:

This insightful research demonstrates that for HR leaders, effective upskilling and reskilling programs are becoming a critical part of their human capital strategy and a retention tool. This requires identifying the specific skills needed to help the company meet its goals and targeting the gaps across the organization.

???? What were the HR expert opinions:

Dave Ulrich Again, timely and relevant research. As the pace of change happens in the business context, individual skills need to also change. The "half life" of knowledge (when 50% is out of date) is increasingly shorter. I think up/re-skilling is a shared responsibility between employees and organization. The organization resources options and the individual employee chooses to invest in self-development. Employees who chose to NOT invest in up/reskilling will pay a personal price. Again, good description of what is being and can be done to increase employee skills.

Mikhail Lvovskii In my view, reskilling and upskilling pretty much depends on readiness of an organization to offer opportunities to practice new skills. As this research shows, most of efforts are in transferring the knowledge from more experiences to less, and actually practicing. Again, old good 70-20-10 approach in learning and development, where formal training is just 10%. My experience is that reorganizing work to allow relatively unskilled people test and try new activities takes lots of effort and brings lots of discomfort. Thus I see it as a major roadblock.

Ahlam Bakkal It's possible for HR leaders to consider skill development as one of the goals that are set to employees each year. That way, it incentivizes employees to invest time and energy in their development. This mechanism makes leaders more accountable to prioritize skill developmenf as a deliverable, in a structured way.

Ali Uren ?? Make it personalized and easy to engage with as part of every day delivery. Learning and development is disconnected from the day to day. When you overcome this it removes the resistance and increases the relevance.

Namita Gopinathan,MBA Insightful Research! Leaders ought to concentrate on cultivating an environment that prioritizes ongoing learning and growth. This goal can be accomplished by openly communicating the advantages of upskilling for both the company and its employees, including enhanced job stability, career progression, and organizational competitiveness.

Karlyne Marie-Rose Kanuma Company needs to be aware of the hidden skills within its organization in order to facilitate and encourage upskilling and reskilling. I think it's important above all to build on the strengths we have in-house. And that starts with showing that you trust and believe in your people.

Jos van Snippenberg Relevant insights again and a hugely important shout-out to HR leaders. Over the past 30 years, I still see many HR leaders moving like puppets with the management, especially when it comes to talent development and leadership. I’ve seen the return on investment of many millions of euros in training & development go up in smoke. Ill-considered programs, too focused on short-term gains, and without any form of anchoring. HR can only take the lead now. Personal development and continuous learning are the pre condition of a future proof connection between ‘employee’ and ‘employer’.

Nearly all GenZs and Millennials want Purpose-driven Work but they continue to regularly feel stress at work!

?? Findings of researchers:

Work is key to Gen Zs’ and millennials’ identities, with their job coming second only to friends and family when asked which areas of life are most important to their sense of identity.

?? However, work isn’t everything for either Gen Zs or millennials. Both generations are very focused on maintaining a positive work/life balance.

?? Gen Zs and millennials have long held a reputation for valuing purpose-driven work and this still continues today.

?? Stress and mental health levels show slight improvement, but jobs and poor work/life balance continue to strain the mental well-being of Gen Zs and millennials

?? Return-to-office (RTO) mandates show mixed results for both GenZs and Millennials, according to a new interesting research published by Deloitte using data ?? from a survey of 14,468 Gen Zs and 8,373 millennials (22,841 respondents in total), from 44 countries across North America, Latin America, Western Europe, Eastern Europe, the Middle East, Africa, and Asia-Pacific between 24 November 2023 and 11 March 2024.

?? Recommendation of researchers:

Researchers conclude that employee promoters are much more likely to feel satisfied with their opportunities to learn and develop new skills at work and their pay and workplace benefits.

They are also more likely to feel that they have :

?? A positive work/life balance,

?? The power to drive change within their organizations

?? Their personal values are aligned with their employer

?? Their employer takes the mental health of its employees seriously

??My personal View:

This wonderful research shows that Generation Z and Millennials put work at the center of their concerns but have very specific expectations from their employers. What both generations are asking for is in fact what most employees in the workforce, regardless of age, likely want: meaningful work within purpose-driven organizations, the flexibility to balance work and personal priorities, supportive workplaces that foster better mental health, opportunities to continue to learn and grow in their careers, and competitive pay and benefits.

???? What were the HR expert opinions:

Dave Ulrich We continue to hear about generations at work, which is a reality in many organizations. Our work separates "why" people work (which is often similar across generations... even baby boomers like innovative, flexible work!) and "how" people approach work (which may vary). Good to see this evolution of work expectations.

Arlen Marmel They are setting the tone! Flexible and meaningful work is what differentiates employers from finding great talent or not.

Ahlam Bakkal I have observed that Gen Z and millennials employees do care about things (like wellbeing and purpose driven work) that the other generations of employees didn't necessarily prioritize at their younger age. That's a great sign showing the awareness of Gen Z and millennials employees have about things that really matter for a better wellbeing and better productivity in the long run.

Reema Purohit It's clear from this insightful research that Gen Z and Millennials are seeking purpose-driven work and a positive work/life balance. Organizations need to understand and meet these expectations for the well-being of their employees.

Diversity and Inclusion are among are among the factors that determine whether employees decide to take a job or not !

?? Findings of researchers:

Equal opportunities, an open feedback system and an accessible working environment are among the most frequently mentioned measures that the workers of tomorrow want from future employers.

?? Managers are role models when it comes to diversity and inclusion, according to almost 9 out of 10 future employees.

??Only just a quarter of people say that companies always or usually provide information about diversity and inclusion.

??The most important sources of information for trainees?/?students when looking for a job are the internet and their social environment, according to a new interesting study published by IU Internationale Hochschule using data from 1,214 people between the ages of 16 and 65 who are studying or undergoing training in Germany.

?? Recommendation of researchers:

Researchers found that the best way for companies to impress future skilled workers in the application process is through professional, respectful and transparent communication, clear information and quick responses.

Equal treatment and fair selection criteria are also often in the top 5 most important aspects during the application process.

??My personal View:

This very interesting university research, although on a single country - Germany, still demonstrates that future employees want DEI to be the priority of organizations and find out about diversity practices even before being hired so if leaders do not implement and communicate their practices then they will not be able to recruit these talents of tomorrow and remain competitive.

???? What were the HR expert opinions:

Prof. Dr. Katharina-Maria Rehfeld Thank you very much Nicolas for your review. I fully agree, a comparison with other countries would be for sure insightful. At the same time, I believe equal opportunities and an inclusive work environment are on top of the agenda for employees across countries.

Prof. Dr. Sonja Würtemberger Thank you for your kind words and for sharing! It would be interesting indeed to see similar studies across different countries all around the world, where would we agree on, where would we differ?

Dave Ulrich Thanks for sharing. I really like when new "timely" research draws on "timeless" principles. Herzberg's satisfaction/motivation typology is helpful. way to organize these findings. I like the three expectations (fairness, feedback, accessibility) One of my evolutions from Herzberg's good work is the concept of personalization. My sense is that legacy organizations tended to have more standardization of work and how to be an effective worker. Today, I see much more personalization where what "motivates" one person may not the be same for all. For me, personalization has two parts: [1] caring for the person (another hygiene factor that feels like the three expectations) and [2] tailoring work to the individual which means variance about where, how, and what work is done. personalization also requires navigating paradox of standardized vs. flexible work: As always, your daily research nuggets inform me and help me learn. Thanks.

Sirish V Bharadwaj Organizations can bring DEI to life by embedding it into their core values, ensuring it’s reflected in every policy, and celebrated in the diversity of their teams. It’s about creating a culture where everyone, regardless of background, feels they belong and can thrive.

Layla Halabi While the focus on DEI is undoubtedly important, it’s crucial to recognize that these efforts must be genuine and not just for show. The research indicates a gap in how often companies provide information about their DEI practices, suggesting a need for more transparency and accountability. Companies should not only implement these practices but also actively engage with their employees and candidates to understand their needs and concerns. Real change requires a sustained commitment to building inclusive cultures that go beyond surface-level initiatives.

George Kemish LLM MCMI MIC MIoL Unfortunately, in the UK, I don't see many employers taking ED&I seriously. In a survey undertaken by the East Midlands Chamber of Commerce (covering 3 counties in UK), 37% of employers do not even have a DE&I Policy, The quality of training has also been found to be poor with many employers seeing this as a 'click-through' exercise. Needless to say that Employment Judges are now considering the quality of an Employer's ED&I Policy and the quality and frequency of ED&I Training when a case of discrimination, harassment & victimization is brought against the employer. ED&I should be at the heart of organizational culture - discrimination, harassment and victimization creates a toxic culture for everyone (not just the 'victim'. Great and timely post

Ahlam Bakkal There are different ways to drive DEI inside a company. From my observations, making senior appointments more inclusive of other nationalities, and sending employees on international assignments (by giving more chances to women), are 2 examples that do create an impact on a company's DEI.

Denise Beers Kiepper When leaders are clear about non-negotiables of the way people work in an organization, AND reward behaviors that are aligned to these values, it creates a workplace where people grow & outcomes increase. It takes more effort than the traditional, more common focus on productivity over behavior for certain. In my experience in DEI&B and culture & engagement, this is the differentiator between good (not so good) & great organizations as well as leaders. I am smiling seeing this work highlighting such important elements of creating a workplace where individuals can be and being their best! Thank you both for consistently shining a light on the complex and making it simple!

Veenda Tedvik Fascinating insights from this research. DEI is definitely a top priority for attracting young talent. Here are a few thoughts on how organizations can put it into action:- Equal opportunities: Prioritizing fairness for all.- Family friendliness: Acknowledging personal lives.- Acceptance of diversity: Embracing differences.- Meaningfulness of work: Connecting purpose and impact.

Prof. Dr. Nicolas T. Deuschel I wonder though: In my talks with HHR and DEI Chiefs, I've noticed that the term "Diversity" now is quite a red flag in boardrooms, with budget re-allocated to Talent and Upskilling. However, here it is framed as "equal opportunities & fair promotion," which I guess resonates with most. So I wonder, how can we foster such a culture in a world where DEI isn't a senior exec priority? Perhaps changing our wording or integrating it into broader priorities like "high performance and safe culture" might help?

A skills-based approach to hiring is a “new and compelling Strategy" but HR Leaders need to rely on Industry-recognized technical Certifications!

?? Findings of researchers:

?? Organizations planning to significantly increase their tech hiring are nearly 1.5 times more reliant on industry-recognized technical certifications.

?? About half of HR professionals agree a skills-based approach to hiring is a “new and compelling strategy,” rather than simply a repackaging of an older idea.

?? 88% of HR professionals indicating an expectation to use more technology and data in human resource management.

It is not enough to view skills-based hiring as a checkbox concept; outcomes must follow, according to a new interesting research published by CompTIA using data ?? from a quantitative survey of nearly 1,200 HR and L&D professionals collected during mid-January to mid-February 2024.

?? Recommendation of researchers:

Researchers believed that no approach will ever be able to fully capture a candidate’s knowledge, skill, and abilities especially in the difficult-to-measure area of soft and professional skills.

?? Majority of HR leaders (66%) plan to use workstyle and personality assessments in the coming years. The same trend is confirmed for situational judgement and problem solving assessment.

??My personal View:

As researchers highlighted in this insightful research, no approach will ever be able to fully capture a candidate’s knowledge, skill, and abilities especially in the difficult-to-measure area of soft and professional skills. As this research demonstrates, skills-based approaches reveal positives and challenges. Therefore the hybrid approach to skills assessments using the industry-recognized certifications during the hiring process, is a new and excellent idea provided by researchers. This also indicates the primary reason they rely on certificates is to ensure candidates have the requisite skills for the specific job role.

???? What were the HR expert opinions:

Dave Ulrich Thanks for sharing. This research discourages and encourages me. Discourage because the respondents see "skill based" hiring as "new". Competency models grew out of WW II with fighter pilots. Assessment centers grew in the 1960's out of work at AT&T with Doug Bray. The skills based work today builds on these competency models of the past. I find it discouraging and distressing that (too) many in the HR "profession" do not appreciate the heritage that makes HR a "profession." It is encouraging that respondents see the value of certification, even in HR. Ironically, certification is recognizing the heritage that makes a profession a profession. So, the term "physician heal thyself" applies to HR folks who advocate for certification for others. HR, as a profession, has and continues to make enormous progress. Your daily research insights reminds us all that there is a body of knowledge we (HR professionals) can and should draw on.

Jelena Joksovic Cautiously optimistic are the words I am looking for. The issue with the industry recognized certificates is that not all job roles will essentially need those, especially the ones that are more people focused. The AI advancement is already showing us that the future jobs will rely on ‘character skills’ more then before. However, by segmenting the workforce against the skills and roles, with the ability to report data from recruitment to succession planning, the organizations will see a) how these metrics are tied to their business outcomes and b) what impact do they have on businesses. From there they can decide the best approach for them.

Jos van Snippenberg Brilliant research, and it emphasizes a status quo that I recognize. I also share the "concern" that Dave Ulrich expresses, that many HR professionals see skill-based hiring as a new and compelling strategy. It has always been HR's goal to hire those individuals who either possess the right skills or have the potential to grow in various skill sets. As traditional education will never keep up with the pace of business development, HR serves as the skill development monitor for the future. This requires strategic alignment to facilitate personalized skill development. Understanding who people are, what they value, and what impact they want to make with their work must be aligned with the Business DNA. But also, a thorough understanding of the working conditions people need to perform well, grow, and derive satisfaction from their work. This calls for a new connection between "human" and "work".

Johan Ludike It being “ new” to my way of thinking even a little embarrassing as not sure what it says of “current” skills identification, assessment, development and deployment landscape, research or practice wise. We could do well revising more seasoned insights advocated by the Ulrichs , Eichingers, etc of the world.

Clare Langley Certificates are a good indicator of experience and knowledge for the most part, and combining experience with potential when making hiring assessments is the trick here. I do think we should also seek to be adaptable at the right times - for example adjusting to these who are neurodiversity, or what not have had the opportunity to gain formal qualifications and education.

Hector Wong Certification is definitely one of many factors to consider when hiring. We need to always remember that when dealing with people, there will never be a clear-cut approach that deals with every scenario.

Employee engagement and Loyalty seem to become an "Engagement illusion": Leaders must take concrete actions!

?? Findings of researchers:

The Great Resignation has made way for the Engagement Illusion.

??Leaders vastly overestimate the level of employee engagement and wildly underestimate the degree to which employees are disengaged.

??This disconnect extends beyond engagement. In fact, leaders overestimate employee morale across the board, assuming employees love their work at twice the rates of reality.

?? Leaders overestimate (Almost 2X) how much employees enjoy their work.

?? Only highly engaged employees are more likely to remain at their organizations, those who are somewhat engaged were just as likely to leave as disengaged employees.

Investing in employee development drives engagement, according to a new interesting research published by ManpowerGroup Talent Solutions using data ?? from a survey of 401 leaders and1,002 employees across the US and Canada.

?? Recommendation of researchers:

Researchers noticed that employees who are fully engaged, feel their organization:

?? Invests in Learning & Development

?? Offers Learning & Development opportunities they’re excited about

?? Offers career development support

??Has a formal career development pathway

?? Makes them feel challenged in work

??My personal View:

The wonderful research demonstrates that the strong disconnect between leadership perceptions and employee reality is deeply concerning. These findings should be a wake-up call to all leaders. Also there is a light at the tunnel for leaders, once they overcome their engagement illusion. There is strong evidence that points to a recipe for leadership to rebuild engagement with their employees and drive long-term loyalty.

???? What were the HR expert opinions:

Dave Ulrich Thanks again for sharing Much has been done on dimensions of engagement and employee experience and this research confirms much of it. What is fascinating is the manager-employee gap. This would be worth exploring. Are companies where this gap is higher have lower overall stakeholder results (employee productivity/sentiment, strategic revitalization, customer engagement, investor confidence, or community reputation)? i would predict that the greater this manager/employee gap, the lower these stakeholder outcomes. What could/should leaders do to close these gaps? Closing this important gap may be company policies (as noted), but also leadership style, behaviors, and actions. Again, fascinating research about alignment of leaders' perceptions. One of my favorite coaching insights: "we judge ourselves by our intent; others judge us by our actions"

Karel van der Mandele Thanks for amplifying the results of Right Management’s research. It is critical for leaders everywhere to acknowledge the Engagement Illusion and invest in the development of their employees.

Kristi Conlon This tracks with the levers that I have seen on employee engagement surveys, but the disconnect between employee and leaders is concerning. The good news is that I have seen meaningful engagement improvements when learning and on the job development experiences are coordinated as part of career pathways for growth (lateral, vertical and horizontal) with direct manager support.

Jose Santiago Great piece and as others have said like to engagement illusion. This is typical of leadership who fails to do regular gem a walks and engage on open conversations. The leader gap is clear and as digitization in increases gets worse and 1-2-1 become less opened and about the worker

George Kemish LLM MCMI MIC MIoL I had not heard of 'engagement illusion' before - that is a new one on me. However, there is no doubting that this is the case (from my own research). Engagement requires a high degree of trust coupled with a culture that provides for the development of staff and ensuring that they have meaningful work. My own findings highlight that the way in which productivity is measured in many organizations tends to depreciate levels of trust and, therefore, engagement

Clara Galera Vílchez Thanks for sharing. Learning from other leaders and employees, I see that this is where culture plays a key role in how true engagement is perceived and actualized. If you create a survey or initiative to measure engagement, but your employees feel it is only done to check a box, the data behind it becomes an illusion. Unless the culture fosters a psychologically safe environment, surveys will serve to reassure the company rather than the employees.

Lourdes G. Really insightful research, as always. I’d be curious to continue exploring how “leaders overestimate (Almost 2X) how much employees enjoy their work” and its relationship to burnout. Even engaged and highly engaged employees experience burnout and their managers may not notice. In this case, a combination of organizational, team, and individual interventions are needed starting with effective 1:1s so managers can have the pulse on their teams and understand what is need (e.g., job crafting, increased autonomy, more effective feedback, stronger connections at work, better work-life integration, recognition, career development, and more opportunities for meaningful work)

Shiva Venkateswaran In my experience the main factor is visibility and recognition. Leaders by the nature of their jobs are often in a high visibility environment where both their own successes as well as that of their team members are highlighted across the length and width of the organization. This provides an inbuilt motivational factor for leaders and pushes them towards achieving this recognition. On the other hand, the same is not true for frontline employees whose contributions often go unnoticed or worse, credit gets stolen. I have seen that when we address this mismatch and provide opportunities for peer recognition as well as supervisory recognition of contribution, engagement levels go up.

Kathie Vu Leadership and trust are key factors in fostering employee engagement. Effective leaders build trust through open communication, transparency, and by nurturing a positive work culture. Leadership styles, competencies, behaviors and actions can make or break the workplace. When leaders are disconnected from the true level of engagement among their employees, it can have detrimental effects on people, work environment, and organizational success.

Fatima Almustafa Thanks for sharing an important aspects when it comes to engagement Organizations can look at the employee experience they are creating over different demographic groups and reflect on what type of experience specific group received from their onboarding toward today Looking at the evolvement and transformational journey an org goes through, key insights would be found if there was gaps in compensation, in learning and development, in pathways creation and internal staffing strategies applied.

Munyaradzi Chikwanha Well said! Organizations can address the Engagement Illusion by investing in employee development, which drives engagement. This includes offering learning and development opportunities, career development support, formal career pathways, and ensuring work challenges employees. Recognizing and acting on the disconnect between leadership perceptions and employee reality is crucial for rebuilding engagement and fostering long-term loyalty.

Dara Bidwell, SHRM-CP This research certainly supports the value employees place on Learning and Development. I have been exploring the employee experience through the lens of “Do Your Insides Match Your Outsides?” - what employers advertise about the work environment vs what the employees actually experience. Leaders like programs intended to boost engagement but the delivery of these initiatives and the friction associated with the employees ability to use the programs might be an area leaders and HR should focus.

LynnAnn B. I think a culture of trust is vital, and day-to-day engagement management is critical. Managers drive engagement with their team members through daily moments that matter. However, many managers are time-constrained, emotionally unavailable, or not skilled enough to do it right.

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