Latest HR Trends: Employee Survey Comments, AI Personas, AI in Hiring process, Understaffing, productivity-enhancing benefits
Nicolas BEHBAHANI
Global People Analytics & HR Data Leader - People & Culture | Strategical People Analytics Design
?? Hello Everyone and Happy Sunday !
?? Welcome back to the 67th edition of Weekly People Research! ??
?? Having returned to Paris today, I will continue to post my daily research updates next week, aligned with the European time zone.
?? A heartfelt thank you to all the contributors for making this complex collection of research understandable!
? Some of you have coffee while reading this newsletter, some have lunch,... in short, enjoy reading as always!
Last week, we engaged in a discussion on the following exciting HR topics:
?? In this latest edition, you will discover more about ??:
??How can organizations aiming for success with AI identify the Five Persona types that are shaping the AI-driven workplace? Slack researchers noticed that to fulfill the potential of AI, companies must ensure that AI serves the workforce and includes everyone in the AI journey
??How are job seekers leveraging AI to gain a competitive edge in the hiring process, just like companies do? Capterra researchers found that job seekers that use AI complete more job applications and are 53% more likely to receive a job offer than those that don’t use AI.
??How much more important are productivity-enhancing benefits that employees value compared to a 10% pay raise? Reward Gateway Edenred noticed that half of Gen Z and Millennials believe that family-related benefits like parental leave are more important than a 10% pay raise.
??Why have organizations lost business in the last 12 months due to being understaffed or lacking necessary skills? isolved researchers discovered that majority of businesses have lost business due to not having the employees with the needed skills.
??How does career development serve as the leading factor driving both engagement and retention? Gallagher researchers defined that developing and implementing an effective approach to employee engagement revolves around four key themes.
??How do the majority of employees express their opinions about their managers and career development in feedback reviews? Culture Amp researchers observed that compensation is the seventh most discussed topic, yet those who are disproportionately concerned with it may come as a surprise.
?? Now, let's do a recap of the week on published research:
?? Findings of researchers:
The attitudes and opinions of employees towards AI influence their behaviors and patterns of adoption.
?? Onboarding employees into AI isn’t a one-size-fits-all approach.
?? Maximalists are the type of employees that all organizations love to have; their primary motivation for using AI at work is to produce work of higher quality.
?? 2 in 5 desk workers say their company has no AI policy, and those workers are 6x less likely to have experimented with AI tools compared to employees at companies with established guidelines.
?? To fulfill the potential of AI, companies must ensure that AI serves the workforce and includes everyone in the AI journey, according to a new interesting research published by Slack Workforce Lab using data from a survey of 5,000 full-time desk workers in the United States, Australia, India, Singapore, Ireland and the U.K., and was fielded between August 6 and August 14, 2024. Researchers highlighted that this research was done with the partnership of YouGov and did not target Slack or Salesforce employees or customers.
?? Recommendation of researchers:
?? Researchers have determined that AI personas provide a valuable framework for leaders to gauge their employees' progress in the AI journey and to facilitate the unlocking of AI's potential benefits. Given the diverse viewpoints among office workers, the study emphasizes that AI enablement must be tailored to individual needs rather than adopting a uniform approach.
??My personal View:
This interesting study - one among many published on AI and GenAI - reveals that employees have varied perceptions of this new technology, each at different stages of comprehension and implementation in the workplace. Researchers have highlighted five AI persona profiles, emphasizing that it's not about which one is superior or inferior. The goal isn't to convert every employee into a Maximalist rather than a SuperFan, but for leaders to grasp the level of AI maturity among their teams. Understanding this is vital for the successful deployment of AI tools and achieving business outcomes.
???? What were the HR expert opinions:
Dave Ulrich Really like the continual flow of new research on GenAI... much done, more to come! These personas that capture how AI is used reminds me of the personalization not only of how AI generates and shares data, but of how people think about and use AI for information. I think I am personally in each of the personas depending on the problem I am trying to solve and the information required. Thanks again for sharing.
Dr. Bhanukumar Parmar Thank you for sharing this insightful research! My Views (After AI) has always been personalization - as its possible, BUT For simplicity, It’s fascinating to see how diverse our AI personas are in the workplace. If I had to pick, I’d say organizations should prepare most for the?Maximalists?&?Undergrounds. Why? Because the Maximalists are already the AI champions, driving quality & innovation. But let’s not forget the Undergrounds – they’re like the secret agents of AI, quietly making strides without the fanfare. Imagine the potential if we could bring their efforts to light & encourage them to share their successes! Ultimately, it’s about creating an environment where every persona feels valued & empowered to contribute to the AI journey. After all, even the Rebels and Observers have their unique perspectives that can drive meaningful discussions & improvements.
Andrew Lang Insightful breakdown of the different AI personas shaping today’s workplace! It’s fascinating to see how varied attitudes towards AI can significantly impact its adoption and integration within organizations.
George Kemish LLM MCMI MIC MIoL Great insights Nicolas - There are a number of problems that I am seeing in the use of AI. There are a number of generic applications on the market that do not necessarily meet the specific needs of an organisation. Furthermore, they are often stand-alone applications that create work because they are not integrated with other applications being used. Careful planning is required when looking to introduce software products. In my opinion the following needs to be managed when utilizing AI in any of its formats: 1.There needs to be careful consideration to the context in which data is used. 2. Organizations need to have a policy on the use of AI - which should include a program of training for all staff to help them to utilize data in a way that will add growth (to the individual and the organisation) and therefore value to all stakeholders. 3.There needs to be a system of cataloguing (a library) data that been found to be useful so that it can easily be referred to in future. 4. Where AI is going to create change on one area, this needs to be communicated to other departments so that they can ascertain whether or not it will require change in their areas. 5.Needless to say, data needs to be held securely.
Jos van Snippenberg Very valuable insights about the adoption of AI. In general it emphasizes how important it is to use the torchbearers around the new technology. It's not the question about who is for it or against. The question that companies need to ask themselves is "how to benefit most effectively of AI". These outcomes will help to plot very fast who fits best for what occasion.
?? Findings of researchers:
Many job seekers are effectively utilizing AI to secure a competitive edge in hiring.
?Among those utilizing AI, 83% report having used it to embellish or falsify their abilities on resumes, cover letters, job applications, or skills assessments.
?? Job seekers that use AI complete more job applications and are 53% more likely to receive a job offer than those that don’t use AI.
?? Approximately 30% of job seekers have utilized AI to complete test assignments or skills assessments, the same percentage have employed AI to generate answers for interview questions, and an equal number have used AI to apply to job openings, according to a new interesting research published by Capterra using data ?? from a survey of nearly 3,000 job seekers from 12 different countries.
?? Recommendation of researchers:
?? Researchers provided some ways that organizations can reduce the likelihood of AI cheating in their recruiting pipeline and successfully flag AI content when it appears:
?? Make clear to applicants what AI uses are considered unacceptable
?? Fight AI with AI
?? Ditch phone interviews
?? Use an AI content checker
??Lean more on references
?? Dedicate more time to candidate screening and evaluation
??My personal View:
This insightful study highlights a concerning trend among job seekers who occasionally cross the line by using bots and other AI tools to conceal skill deficiencies. This represents a fresh hurdle in the talent acquisition battle and poses a significant challenge for recruiters, hiring managers, and small-business owners who strive to swiftly assess and recruit the top candidates.
I was recently challenged by a candidate who used an AI tool to answer my questions, which I quickly identified even during a video call. He then admitted that if recruiters are using AI, he wondered why he couldn't do the same.
For employers aiming to hire the best candidate for the job, the use of AI by job seekers presents a complex issue. Not only is AI-generated content or assistance difficult to detect, but some of the ways AI is utilized by job seekers may not necessarily be harmful to the candidate evaluation process.
???? What were the HR expert opinions:
Namita Gopinathan,MBA Fascinating and insightful! It emphasizes the need to shift from a reactive to a proactive approach in recruitment. Employers should not just focus on detecting AI use but understand why job seekers feel driven to use it. This requires redefining recruitment processes to prioritize skills assessments, real-time problem-solving, and value-based interviews that value candidate authenticity over polished presentations. AI literacy training for recruiters can help distinguish genuine skills from embellished ones, and investing in AI tools that detect inconsistencies between AI-generated content and actual performance will be crucial. Thank you for sharing these valuable insights!
Arturo Aranda Marín AI as a task tool requires functional understanding, that is, what it is for and what impact is achieved. The mission of AI is to improve the efficiency of the process, that is, less time and more quality in the result. How AI is used and the purpose given corresponds to a question of the integrity of people or organizations in general. Excellent contribution to reflect
?? Findings of researchers:
Nearly half of employees rank a four-day workweek (51%) and unlimited paid time off (49%) as the most interesting benefits an employer could offer.
?? A whole list of benefits that, for many employees, sit higher in importance than a 10% pay raise.
?? A recent study published EY shows that every 10 hours of additional vacation their employees took, their year-end performance rating improved by 8%.
?? Half of Gen Z and Millennials believe that family-related benefits like parental leave are more important than a 10% pay raise, but that interest drops off dramatically for Gen X and baby boomer populations, at 29% and 17% respectively, according to a new interesting research published by Reward Gateway Edenred using data ??from a survey of 1,000 US-based employees.
?? Recommendation of researchers:
Research shows a marked preference for unique benefits, especially regarding flexibility; more than one-third of employees (35%) consider flexible workday start and end times as a desirable benefit from potential employers.
??My personal View: This interesting research indicates that a range of natural benefits may be more advantageous for employee productivity than a raise in compensation. Undoubtedly, employee needs are multifaceted and differ widely among individuals. However, a general comprehension of employee necessities in 2024 can offer insights into engaging and retaining top talent. Furthermore, the more an organization tailors benefits to an employee's specific needs, preferences, personality, or role, the more valued and recognized the employee is likely to feel.
???? What were the HR expert opinions:
Dave Ulrich Again, very interesting on a topic I don't study as rigorously. Employee "benefits" are always fascinating as firms create employee value propositions. While an EVP is almost always personalized by employee over time, the "menu" of EVP options is large. We categorized them into VOIICCE. This research focusing on benefit trade offs is fascinating. It encourages flexibility (time off) over compensation, which I have seen. I hope business and HR leaders will engage in positive conversations to help employees get what they value based on what they give to their organization.
George Kemish LLM MCMI MIC MIoL Interesting research Nicolas - However, how does 'unlimited paid time off' work? I can't think of an employer who is willing (or could afford) to pay people to spend most of their time away from work. I can see two 'problems' that stand out for me. Firstly that unlimited PTO would provide a headache for employers when trying to plan for future change. Secondly, most of the learning for employees takes place in the workplace through implicit (unstructured) learning. Given that much of this learning is ongoing due to the constant change in the external and internal environments, will unlimited PTO be detrimental to both employee and organizational development leading to a loss of value to all stakeholders. My own research has shown that Gen Z and Millennials are more interested in development so as to be able to enhance their careers. I think that this will require further research on my part. Thank you for providing another thought-provoking post Nicolas.
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?? Findings of researchers:
?? In the last 12 months, majority of business owners have lost business or customers due to being understaffed.
? They have lost business due to not having the employees with the needed skills.
??But almost all business owners would like to implement staffing reductions to streamline operations and cut costs in response to economic downturns or financial pressures.
?? More than 80% of transportation and logistics, agriculture, wholesale and distribution, and nonprofit organizations plan to reduce their employee headcount. , according to a new interesting research published by isolved using data ?? from a survey over 1,000 business owners of varying sizes in the US, conducted in June 2024.
?? Recommendation of researchers:
Researchers observed that when prompted to pinpoint the primary concern regarding their workforce, business owners emphasized compensation and the retention of top talent.
?? The foremost concern was managing compensation costs (24%), with retaining top talent (23%) and recruiting top talent (21%) closely following.
??My personal View:
This interesting research highlights the critical role of the workforce in business outcomes. The trend towards headcount reductions across all sectors in the next 12 months is worrisome. However, as the research shows, organizations still require talent and their skills to succeed in the market and secure a competitive edge over other companies.
???? What were the HR expert opinions:
Dave Ulrich Useful research to confirm both downsizing (headcount) and rightsizing (skills required). When leaders pay as much attention to employees as they do to customers, both prosper.
Dr. Bhanukumar Parmar Organizations losing business due to being understaffed or lacking skills is a stark reality. Yet, the push towards headcount reductions to cut costs is equally pressing. It’s a tightrope walk, but one that requires innovative strategies and a focus on people - “Being Human”
Namita Gopinathan,MBA Very informative! Business leaders are at a crucial turning point. The research reveals a common yet counterproductive cycle, cutting staff to save costs while inadvertently losing business due to skill gaps and understaffing. A more strategic approach is to invest in your people - upskill and reskill employees to develop the capabilities needed internally, and leverage technology to enhance human potential.
?? Findings of researchers:
?? Career development, growth and mobility continue to top the list of key drivers of engagement and retention
?? 57% of organization have a formal strategy for improving employee engagement, marking an increase of 9 points since 2022.
?? 58% of organizations conducted a survey in the last two years to measure employee engagement.
Developing and implementing an effective approach to employee engagement revolves around four key themes, according to a new interesting research published by Gallagher using data ?? from a US Benefits Strategy & Benchmarking Survey, gathered from January to March 2024 from a total of 3,552 organizations across the US participated.
?? Recommendation of researchers:
?? Researchers concluded that several tactics can help build engagement and career wellbeing. The researchers have listed three of them:
?? Supporting employees in developing and pursuing a career path, applied by 43%. Because organizational size is a feasibility factor, the large group (51%) has an efficiency advantage over their small counterparts (34%) in using this tactic.
?? at the same overall rate of 43%, communicating in a way that fosters trust and confidence is more often used by small employers (47%) than large (42%).
?? Defining clear performance goals as a strategy for boosting engagement also comes in at 43%.
??My personal View:
This outstanding research highlighted the critical role that career development opportunities play in influencing both employee engagement and retention. Indeed, providing career-building support for employees is a promising strategy for employers to enhance retention. The three tactics identified by the research to improve employee engagement are intriguing and can help achieve these results swiftly without any investment.
???? What were the HR expert opinions:
Dave Ulrich Thanks for sharing this research that updates the impact and tools for career development. My partner at RBL, Norm Smallwood , was a founder in Novations and early career development work. We have built on his work on career stages to discuss a career mosaic for how people move through career choices. This research reminds me that attention to career choices continues to be a driver of employee engagement.
Rukhshinda Mehar I completely agree Nicolas that career development opportunities are crucial for employee engagement and retention. In addition to the three tactics mentioned, I believe that providing regular feedback and recognition to employees can also contribute to their career growth and satisfaction. It's important for companies to create a culture of continuous learning and development, where employees feel supported and encouraged to take on new challenges and develop new skills. By investing in their employees' career growth, companies can not only improve engagement and retention but also drive business success.
Diana Carolina Perez Cabas One of the ingredients of engagement is employee's connection with their company’s purpose and the culture. Actually when we talk about emotional salary there are elements that definitely contribute to engagement and retention: relationship with line manager, personal growth, proper equipment and tools at work, employee life cycle, expectations, challenge/skills balance, culture, life/work balance and of course a balanced monetary salary. Using graves motivations, and wellbeing categories at work is so valuable to have meaningful conversations with a human centric approach and illuminate leaders to understand better their people. Employees who feel engaged at work are a powerful force and also they’re less likely to quit, saving company time and money (including hidden costs of turnover).
?? Findings of researchers:
??The top drivers of engagement typically involve leadership and career development.
?? Employees often provide feedback on their leaders and discuss their careers in surveys.
??Employees frequently discuss their managers, as it's natural to focus most on those with whom they interact the most.
??Globally, compensation is the seventh most discussed topic, yet those who are disproportionately concerned with it may come as a surprise. It is managers, vice presidents, and executive leaders who predominantly concentrate their comments on this issue.
?? A common error HR teams commit when analyzing comment data is presuming that the topic with the most comments is the most significant, according to a new interesting research published by Culture Amp using data ?? from ~75 million comments from two million employees spanning nearly 9,000 companies worldwide since 2016 covering the gamut of employee experience, from compensation to leadership appraisal, onboarding to exit.
?? Recommendation of researchers:
?? Finally researchers conclude that these findings is a a reminder to HR teams and leaders: Avoid writing action plans based on comments alone.
Comments can provide important context and highlight critical areas of concern, but it’s essential to balance them with other data sources, such as quantitative survey results, performance metrics, and broader employee engagement trends
??My personal View:
This interesting study, using a substantial dataset of employee comments, reveals that although such comments provide valuable insights, relying exclusively on them for decision-making poses risks. The study demonstrates that comments typically reflect the most extreme sentiments—those who are either highly satisfied or greatly dissatisfied are more inclined to express their views.
Researchers recommend adopting a comprehensive approach that combines both qualitative comments and quantitative data, enabling organizations to better understand and address the nuances of employee sentiment.
???? What were the HR expert opinions:
George Kemish LLM MCMI MIC MIoL I have always been wary of feedback that has not been given face-to-face. The reason for this being that it is difficult to put such feedback into context. If team leaders follow the guidance that I have offered on Managing Human Performance, then there is ample opportunity for a two-way conversation that can add value to all stakeholders. Given that the top drivers of engagement are career development (covered by my article) and leadership (good leadership is implied in my article) then this would seem to be a better way of gaining feedback that is contextual to both.
Jos van Snippenberg Interesting and valuable insights. For me it supports the urgency to shift the relationship between employer and employee. I’ve seen the most ridiculous surveys and then HR teams wonder why people still leave and don’t fill in surveys “seriously”. To improve “performing well and being well”, requires employees that take personal leadership in their work life. Monitor and guidance on the three generation generic needs: 1) alignment of personal DNA with that of the business (to matter).2) work with a daily state of passion, self-efficacy and motivation to grow (be significant).3)shape the right conditions together with colleagues to contribute best (belong). This builds a culture of consciousness and willingness to provide the right insights for HR and leadership to facilitate.
?Leaders looking for the next step in their career:
?? Interesting HR roles posted on LinkedIn , curated by Al Dea , the founder of The Edge of Work Consulting :
Here are 10+ roles to check out:
?? Turnitin : Director, Global Talent Development & Culture (Remote) --> https://lnkd.in/eHGsvGyX ??
?? Freenome : Director, Talent, Leadership Development & Org Development --> https://lnkd.in/er9sMiC5
?? Conexus Recruiter : Global Head of Talent Management --> https://lnkd.in/e7USw8PE
?? Sendbird : Global Head, People Culture & Programs --> https://lnkd.in/eHuFjXJU
?? WestRock Company : Director, Talent Management --> https://lnkd.in/esAnndUW
?? 万豪酒店 : Director, HR Technology --> https://lnkd.in/emHpzGxs
?? Hinge Health : Head of Diversity & People Engagement Programs --> https://lnkd.in/eFcCMh6b
?? 美国西北大学 : Director, Talent Development --> https://lnkd.in/eGeVZqHP
?? 穆迪分析 : VP, People Business Partners --> https://lnkd.in/eJ5Ak4qr
?? Adobe : Director, HR Business Partner --> https://lnkd.in/eFPpMU5y
?? Procore Technologies : VP, Global Talent Business Partners --> https://lnkd.in/e4Q6KaWg
?? Freenome : Director, Talent, Leadership Development & Org Development --> https://lnkd.in/er9sMiC5
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That's it for last week's recap - Happy Sunday and wishing you health and success?!???
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Nicolas BEHBAHANI
Human Resource Professional | MBA | Coporate Recruiting Professional- ASA | Ex-Wirtgen Group,A John Deere Company
2 个月Thank you so much Nicolas BEHBAHANI for this exceptional post! The depth and relevance of the content you provide to the HR community week after week is truly remarkable. Your focus on AI’s role in the workplace, job seekers leveraging AI for competitive advantage, and the value of productivity-enhancing benefits all highlight critical shifts in today’s HR landscape. A special thank you to all the HR experts for sharing their valuable insights and expertise.
People Business Partner | HRBP | People Operations Manager | Talent Management | RRHH | P&C | área Manager
2 个月Thank you for showing these great insights Nicolas BEHBAHANI. Happy Sunday!
Senior HR Expert - Managing Consultant
2 个月As always an interesting mix or research and through provoking findings. As George Kemish says, and I tend to agree, non face to face responses can be extreme or muted, follow up is required. Of course volume has advantages. I like to conduct focus groups on one or two questions or points I accept this can create bias and facilitator influence), still think it worthwhile to check and test the results.
CEO & Founder of PeopleCentriX | Editor-in-Chief WeAreHuman | University Lecturer on People Strategy, People Sustainability & People Analytics | PhD in Behavioural Sciences, LSE
2 个月Thanks for sharing Nicolas BEHBAHANI!
Lead consultant in HR Strategy & Value Management. Enhancing Value through Human Performance. Delivery of Equality, Diversity & Inclusion Training. Lecturer and International Speaker on HRM and Value Management.
2 个月Thank you once again for providing such thought-provoking research. I am still trying to get my head around 'unlimited paid time off' and how this would be managed; particularly in looking at how it would affect future planning, the overall availability of staff for undertaking work and the ability to react to change in the external environment with speed and scale. Also, as highlighted by Dave Ulrich, the research into how AI may change the working environment (including HR related processes) has been a useful contribution in highlighting the need to react to this change in a positive, albeit careful, manner. Thank you so much for continuing to share this learning Nicolas. Happy Sunday.