Latest HR Trends: Fauxductivity, Unsolicited Employee Data, Retention, Promotions in HQ, GenAI capabilities, Office attendance
Newsletter N°66 - Weekly People Research - By Nicolas BEHBAHANI

Latest HR Trends: Fauxductivity, Unsolicited Employee Data, Retention, Promotions in HQ, GenAI capabilities, Office attendance

?? Hello Everyone and Happy Sunday !

?? Welcome back to the 66th edition of Weekly People Research! ??

?? I'm composing this newsletter aboard my flight to Houston for business meetings. I'll be in town for a week, so my posting schedule will adjust to the North American time zones.

?? 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:

Main HR topics of Week n°66

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

??How can Passive Listening Programs, which utilize unsolicited data, enhance an organization’s understanding of the Employee Experience? Qualtrics XM Institute researchers defined passive employee listening, or unsolicited data, as information that employees produce during their daily activities without specific prompting.

??Why are organizations prioritizing employee retention over hiring new employees? WTW researchers found that more than half of organizations are planning compensation reviews of specific employees or are conducting full compensation reviews.

??Why are employees based at headquarters 1.25 times more likely to receive promotions compared to their counterparts in regional offices? Revelio Labs discovered that employees who start their careers at a company’s HQ office are more likely to get promoted within 5 years relative to those who start at branch offices.

??How do various hybrid working models account for the international disparities in average office attendance? Centre for Cities researchers predicted that extensive home working could pose a long-term challenge to London and the UK economy

??How do leaders who are the stewards of company culture often end up practicing ‘fauxductivity’ more than the employees themselves? Workhuman researchers discovered that while faking productivity may not affect day-to-day tasks, low well-being can have an adverse effect on performance.

??Why does GenAI not only boost employee productivity but also increase capabilities by 50%, according to new research? BCG Henderson Institute researchers revealed that data scientists are able to instantly expand their aptitude for new data-science tasks, even when they had no prior experience in coding or statistics.


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

Passive Listening Programs, or the utilization of unsolicited data, can help organizations gain a deeper understanding of the Employee Experience!


Sollicited VS Unsolicited employee data - Quatrics XM Institute - September 2024


?? Findings of researchers:

According to various sources, as many as 72% of employees are receptive to the implementation of passive listening practices in their workplace.

?? Lower-level employees are much more wary about their organization analyzing their data than senior leaders.

?? Privacy invasion is the most common concern, with 57% of all employees citing this as their top issue and they also worry more about misinterpretation of data than fear of reprisal.

?? it’s clear that passive listening programs have viability, and most employees would consider opting into these programs if they knew how the organization planned to use the data and if it were used to improve their experiences at work.

?? Employees favor organizations that gather passive data through internal work channels over external social media channels, whether those social platforms are anonymous or not, according to a new interesting research published by Qualtrics XM Institute using data ?? from 995 employees in 7 countries.


?? Recommendation of researchers:

?? Researchers have provided the following recommendations to leaders for implementing passive listening programs:

?? Build in transparency. Employees want to know what is happening with their data, before they volunteer it. Be explicit about how unstructured or unsolicited data will be collected, analyzed, stored, shared, and accessed in your organization. Having policies or ethical guidelines around data collection and use will help structure communications, foster transparency and maintain it over time.

??Offer the choice of opting out. By giving employees the option to participate or not, you provide employees with agency over their information and improve employee trust.

??Ensure privacy. On top of implementing safe and secure technology platforms that enable ethical use of data, organizations should define their own privacy policies and communicate these policies to employees, which will help build employee trust in the security of their data.

??Tailor communications. Develop targeted communication strategies that address specific concerns and expected benefits relevant to different employee groups, particularly those at different work levels. Highlight the benefits that come with a passive listening program, and proactively address concerns that guarantee privacy & data security

??Test your own assumptions. HR leaders are understandably risk averse as they often manage employee experiences and expectations for large and complex organizations. The downside is that risk aversion can also mean avoiding the unknown, taking less creative routes to get to their end goal, or waiting for other organizations to write the playbook before acting.

??Foster organizational trust. Enhance efforts to improve organizational trust as it directly impacts the willingness of employees to participate in monitoring programs.


??My personal View:

This outstanding research has shown that unsolicited employee data can significantly enhance the Employee Experience within organizations. On one hand, employees are willing to share this data if it is used to improve their experience and facilitate better decision-making. As a leader in People Analytics, I believe that such sensitive data should be exclusively handled by the People Analytics Team, who are adept at maintaining employee privacy and preventing any data misinterpretation, which are the primary concerns expressed by employees in this study. For a passive listening program to be effective, it must be secure, function transparently, and be comprehensible to the employees whose data is being utilized.


???? What were the HR expert opinions:

Dave Ulrich Thanks for sharing information about "passive listening" programs. I had not heard this term, but I have seen AI tools that can scape or score unstructured data. For example. SOAR with Paul Allen has the capacity to derive insights from meetings, conversations, and calls using AI technology. I find this scoring of unstructured data very exciting and useful to identity "real" employee sentiment. It is somewhat like using cookies in technology to identify real customer behavior. This research points out the process requirements of doing such research, e.g, privacy, transparency, and use of data. thanks for sharing these insights as I believe this unstructured data will become more common over time.
George Kemish LLM MCMI MIC MIoL First time that I have heard of passive listening since leaving the military (different context). It conjures up a number of different thoughts. I agree with you Nicolas - it is imperative that data is not misconstrued but used in the 'correct' context otherwise staff will lose confidence in the leadership (it is likely to lead to a sense of 'big brother watching' which, in turn, can create a negative human factor that can have a detrimental effect on their work)
Edu Lopes, PhD Thanks for sharing this research. This is my first time listening to it, and I would love to listen to it more.
Liz Rider We gain so many insights and learn so much from just listening and observing: In meetings, during leadership programs, through 1to1’s. It’s a shame if we don’t use it for the benefit of employees and the business.

Organizations are prioritizing retention, as they do not plan to hire new employees !


2024 Headcount Expectations - WTW- September 2024

?? Findings of researchers:

?? The first six months of 2024 witnessed a notable decline in salary budgets in various locations around the world.

?? Indications are that organizations appear to have rightsized their workforce as well as their salary budgets – we see this in stable headcounts and salary budgets.

?? More than half of organizations are planning compensation reviews of specific employees or are conducting full compensation reviews,

?? The initial half of 2024 experienced a significant reduction in salary budgets across multiple global regions, according to a new interesting research published by WTW using data from top 15 global economies.


?? Recommendation of researchers:

?? Finally, researchers have ultimately determined that there is a clear shift in talent management priorities. Globally, companies are now emphasizing cost management, taking into account the impact of inflation and the possibility of weaker financial performance.


??My personal View:

This interesting research highlights that organizations are focusing on maintaining their current headcount rather than expanding their talent pool. Economic and financial considerations are prompting organizations to reevaluate and adjust their salary budget strategies. These concerns are in direct competition with the imperative to attract and retain the right talent at an appropriate cost.


???? What were the HR expert opinions:

Dave Ulrich Thanks for sharing this macro economic data from these four countries. Without doubt, the environmental context shapes how executives think and act (someone said context is the kingdom; content is the king or queen). If worries about inflation, cost, and recession prevail, executives will work to drive efficiency through people productivity (less hiring and lower salary increase), process re-engineering, and curtailed capital projects. These environmental contexts deal with the uncertainty of what might or might not happen. In other reports (from you and others), I sense executives worried about technology innovation and human capability. So, I like that this research digs deep into the "economic uncertainty" of inflation, cost, and recession. But, I would couple the response to the other macro trends (technology, human capability) that are occurring. I also like that the findings different somewhat by the four countries, which may indicate continued granular country assessments. Thanks again for providing information that shapes how I (and others) see the world.
Nancy Proffitt, MBA,CBC Thank you for sharing. Employees and employers have to take stock in their value to the organization, and perform accordingly. The time for job jumping has passed, so employers need to provide and environment in which employees want to stay and grow. Neither side should be complacent .
Diana Carolina Perez Cabas Bringing new employees on board costs more than advertising expenses or the time we take interviewing for the new employee. Other indirect expenses of training new people include the loss of efficiency and productivity often experienced during the learning curve as new people get up to speed. When we maintain an experienced workforce, we save on these resources and have an environment where existing emotional Paycheck and employees report higher job satisfaction rates and increased productivity which save your company money.
Danuta Yefimchyk Thanks for sharing. We’ve also changed the way we do it - we retain current employees, because it’s less costly for business than to hire, adapt, update skills. Business is dependent on the market and its changes.

Headquarters: A launchpad for your career, new research suggests!

Headquarter VS Regional office career path - Revelio Labs - September 2024

?? Findings of researchers:

??Employees based at headquarters are 1.25 times more likely to receive promotions compared to their counterparts in regional offices.

?? Even within the same company, office environments and regional differences can play a crucial role in shaping employee experience and professional development

?? Employees who start their careers at a company’s HQ office are more likely to get promoted within 5 years relative to those who start at branch offices.

?? Employees in middle management at regional offices rate their employers 7.5% higher than their counterparts at HQ, according to a new interesting research published by Revelio Labs using data from Russell 3000 companies in the US.


?? Recommendation of researchers:

Researchers have observed that employees at regional offices tend to give their companies higher ratings across various categories compared to their counterparts at headquarters, particularly in their assessment of Senior Management.

Employer ratings from entry-level employees tend to be fairly consistent between headquarters and regional offices.

?? However, middle management at regional offices rate their employers 7.5% more favorably than their counterparts at headquarters.


??My personal View:

This interesting research has uncovered significant insights into the differing career growth opportunities between regional offices and Headquarters. The data indicates that the environments at Headquarters (HQ) and regional offices vary greatly, each presenting unique opportunities and challenges.

While pursuing a career at HQ may be ideal for rapid advancement, working at regional offices also has its benefits. This research will undoubtedly be a consideration when you decide to transition to a new job and career path in the future...


???? What were the HR expert opinions:

Dave Ulrich Again, you have a knack of sharing fascinating and relevant research. I assume that those who begin their career at HQ have unique skills, training at high end universities, and/or job experience in reputable companies. HQ jobs often have higher pay and exposure than field jobs. which may help explain them as a career feeder and launch pad. This research would be relevant for an individual who has multiple job offers leaving school or a company. Being hired at in a corporate role may give the future employee more visibility, access to mentors, and experiences not as likely in field jobs. A concern would be that talent managers might overlook talented employees in the field who did not have the opportunity to begin in a corporate role, but who are very talented. It is helpful to avoid a "crowned prince or princess" career path that may miss talented employees. Thanks again for sharing.
Jos van Snippenberg Interesting research, and it feels not that surprising. There was a commercial director who ones said “it isn’t about who you are, but who you know”. Working at the HQ may have more opportunities to stand out. Talking with the right people at the right time about the right topics, could boost your presence awareness. I always said to my team members, it doesn’t matter where you work or come from, just be remarkable by adding value.
Aytuna Oto, PMP? This is such a relevant and hot topic for talent management! Thanks for bringing it on the table. This has been also my humble observation throughout my career. And I would take this further with (possibly) a similar difference between HQs and other type of offices of the organizations such as manufacturing, innovation, customer service locations. I believe there are many reasons for that, a few that I can name:- Being closer to the 'heart' of the business triggers more opportunities, more visibility, more dynamism and consequently more movements in the organization.- Functions that are located in the HQs are most of the time very competitive ones (marketing, finance, IT etc.) where the job opportunities outside the company are also relatively high. This motivates companies to promote internally more to keep the talents inside.- In many organizations the talent management and professional development processes and practices are not deployed or known as strongly as in the HQs in their other locations. And this doesn't help to utilize internal career mobility well enough. I believe enterprise wide talent management practices should be leveraged more to minimize the difference this study shows.

Various hybrid working models account for the international disparities in average office attendance !

International Disparities in average office attendance - Centre for Cities - September 2024


?? Findings of researchers:

? London has the second lowest office attendance of any of the six global cities.

?? Days spent in the workplace in London are up from 2.2 to 2.7 days on average for full-time office workers.

?? Extensive home working could pose a long-term challenge to London and the UK economy

?? 95% of workers across all cities said there were benefits to being in the office, with the benefits of collaboration between and building relationships with colleagues being the most widely recognized.

?? The transition from fully remote work back to the office has emerged as both employers and employees gain a greater appreciation for the benefits of an office environment, according to a new interesting research published by Centre for Cities using data ?? from surveys of 6 different cities - For each city 1,000 workers and 250 decision makers were targeted, done by Savanta and Focaldata .


Recommendation of researchers:

?? Finally, researchers suggest that politicians, businesses, and business groups should take the following actions to harness the long-term productivity benefits that office working can offer, thereby supporting both London's and the UK's economy:

?? Both national government and the Mayor of London should continue to work with businesses to increase minimum number of days expected in the office. This could take the form of the Mayor’s post-lockdown ‘Let’s Do London’ campaign, and complement the City of London’s existing ‘Destination City’ campaign attracting business and footfall to the Square Mile.

?? The Government can have a direct influence on increasing office attendance of civil servants in central London. There is precedent: Sydney public sector workers have recently faced a directive to return to the office.

?? TfL should resume its off-peak Fridays trial. It should be accompanied by an awareness campaign to overcome the limitations of the previous trial.

?? The Government should be more proactive in attempting to measure the impact of hybrid working on productivity to inform future decisions on land use and transport investment. The Mayor of London should contribute to this through setting up a Productivity Advisory Council (akin to the Chancellor’s recently assembled council of economic advisers).

?? Local and national government should continue with plans for investment in commuter transport infrastructure. This is in the face of continued shifts in commuting patterns in just the last year, and the benefits of getting workers as quickly and cheaply into the city center as possible, particularly among commuters from the Home Counties.

?? Firms should clearly consider the role of mandates in office attendance.

?? Firms should internally review the productivity impacts of hybrid working to ensure that the organization's working practices are most conducive to firm-level productivity.

?? Business leaders should lead by example. More senior staff coming into the office could improve decision-making, productivity, and the development of less senior workers.

?? Firms should consider redirecting budgets for office reconfigurations and perks to subsidizing travel instead.


??My personal View:

This research is intriguing, as it primarily aims to understand London's patterns and compare them with other cities, providing insights that the return to the office has been driven as much by workers as by their employers. Current mandates appear to be loosely enforced, with only Parisian workers coming in more than required. However, reduced office face time in the city center could place London at a productivity disadvantage compared to other global cities.

Desk-based discussions, catch-ups in local cafes, and even chance encounters on the street all contribute to enhancing worker skills and firm productivity. And it's not just economists who say this; both employers and employees surveyed acknowledge the learning benefits of being present in their city-center offices.


???? What were the HR expert opinions:

Dave Ulrich This research reaffirms that hybrid work will likely continue in various forms depending on the job and person. While the personalization of hybrid work has been discussed, this research explores more the broader implications on the context of a city. More employees working hybrid may affect a city... traffic, shopping, socialization, real estate values, etc. This broader impact of hybrid is good to consider. I recall that the founder of Sears (General Woods) noticed the interstate (freeway) system that led him to invest in stores in suburbs where people lived vs. downtown where they worked. In a similar way, more hybrid working may open new ways of engaging with people... and new business opportunities, e.g., home delivery, technology infrastructure, home office design, etc. Thanks for sharing research that broadens the implications of hybrid.
Dr. Bhanukumar Parmar In India, almost 10 major IT firms have mandated that employees work at least 50% of the time from the office. TCS has even warned of consequences for non-compliance. There are several hybrid models that Companies have designed based on Consensus. The best models is that benefit both Employers & Employees, with core time dedicated to the Company, Colleagues, Customers, & Clients.

Leaders who are the stewards of company culture, often admit to practicing 'fauxductivity' more than the employees themselves!


The fauxductivity phenomenon - The Workhuman - September 2024


?? Findings of researchers:

? Is there such a “faking activity or productivity”, -- aka, fauxductivity in the workplace?

?? The majority of employees are not faking activity - 67% of employees deny they fake activity.

?? It's no secret productivity is dipping—but is it because employees are “faking it” using mouse-jigglers and falsified timesheets.

?? Employees engaging in fauxductivity aren’t concerned about it affecting their performance.

Indeed, while faking productivity may not affect day-to-day tasks, low well-being can have an adverse effect on performance, according to a new interesting research published by Workhuman using data ?? from 3,000 full-time employees in the US, UK, and Ireland about their work tracking habits, perceived productivity, and relationship with their manager.


?? Recommendation of researchers:

?? Researchers have provided the following recommendations for organizations to eradicate the "fauxductivity" of their employees:

?? Recognition is the key to fostering authentic engagement, as well as a culture of psychological safety that allows workers to admit when they need a break to heal from burnout or reorient their work-life balance, instead of skating by with “fauxductivity”.

?? Creating an effective feedback loop with employees is the best step managers can take to help support employees, set expectations, and invite more engagement.


??My personal View:

This intriguing research illuminates an unexpected long-term effect of hybrid/remote work: "fauxductivity," or the act of faking activity or productivity. While not a new phenomenon in the workplace, what is novel is that managers are engaging in this behavior more than their employees, as indicated by this study. "Fauxductivity" may be indicative of a poor workplace culture, perpetuating a harmful cycle of performative productivity and productivity anxiety.


???? What were the HR expert opinions:

Dave Ulrich Again your post offers research into a new and relevant topic for me. Feigning productivity (fauxductivity is a clever term) seems to have increased with more hybrid work where it is more difficult to monitor employee performance. I have two reactions. First, organizations create control mechanisms to govern employee behavior. The "market" controls behavior with incentives; the "hierarchy" controls behavior through rules which often become bureaucratic (see work on this by Nobel prize winner Oliver Williamson); the "clan" controls behavior through trust and shared values. Ensuring that employees work "hard" in hybrid work will not likely come from markets or bureaucracy, but clan. Second, In our studies we found that employees (managers included) spend an enormous amount of time on reports, approvals, meetings, processes, and policies. These bureaucratic distractions keep work from being done (see program called Workout from GE or book on Friction by Bob Sutton). Identifying these low value added activities enables them to be done faster or removed. So fauxductivity is not just caused by pretending to work, but also from being distracted at workThanks for sharing interesting work on these topics.
Jos van Snippenberg the term "fauxductivity," is complete new to me, actually the meaning of it is quite familiar. The research shows that besides a real drop out of employees when burned out. There might be a silent killer as well called "the act of faking activity or productivity". I see in practice a lot of people in different roles, hiding behind "fauxductivity". Middle managers complaining about "I am too busy, to do field visits with my team 3 days per week". Deepening their situation often they feel a lack of confidence how to 1) lead effectively, 2) set priorities 3) understand what activities support the goals. Having the right insights about what make people tick and give frequently genuine attention to all employees determines the percentage of "fauxductivity".
George Kemish LLM MCMI MIC MIoL I am not surprised that productivity is dipping - productivity on its own does not add value - perhaps people in leadership are starting to realize that it is only by managing Human Performance well that they will see an increase in value to all stakeholders. As the output from Human Performance requires the continuing improvement of human capability (leading to an enhancement of organizational capability), I would suggest that leaders cannot afford to put organizational culture on a back footing. Human Performance requires an inclusive culture that supports the sharing of learning across the organisation - leading to development for all. It should also provide for individualized feedback based on the work that has been assigned to individual employees (individualization is key) with the work assigned to individual members of staff aimed at providing individualized development (given that different people are likely to be at different stages of development)
Arturo Aranda Marín Very interesting! 'fauxductivity' in my opinion is an effect of low commitment to the company (commitment ≠ responsibility). The cause of this low commitment can be mainly motivated by a toxic culture, lacking values, and without the presence of leaders who guide, motivate, recognize and make the employee feel part of the company. In the best of cases, these shortcomings of lack of business leadership are made up for with some welfare policies, which are used as a corporate image and which really should be determined to determine what real impact they have on the physical benefit of the employee.

GenAI not only boosts employee productivity but also increases capabilities by 50%, according to a new research!

GenAI boosts Capablities in addition of productivity - BCG - September 2024


?? Findings of researchers:

The key to success for future employees may lie not only in skills but in their capabilities!

?? Employees are able to instantly expand their aptitude for new data-science tasks, even when they had no prior experience in coding or statistics.

?? GenAI-augmented workers were in a sense “reskilled,” in that they gained new capabilities that were beyond what either the human or GenAI could do on their own

?? Participants augmented with GenAI, who had moderate coding experience, outperformed their novice peers by 10 to 20% across all three tasks, even in non-coding related activities, according to a new interesting research published by 波士顿谘询公司 using data from from 480 BCG consultants and 44 BCG data scientists.


?? Recommendation of researchers:

Researchers conclude that theses findings suggest that GenAI-augmented workers can adeptly handle new tasks beyond their existing skills in fields that are in the tool's capabilities

Three key insights have been identified:

1?? The Immediate Aptitude-Expansion Effect

2?? A Powerful Brainstorming Partner

3?? Reskilled, but Only When Augmented


??My personal View:

This wonderful research, although limited to a small group of data science BCG engineers using GenAI, reveals patterns indicating that this tool not only boosts productivity but also equips the workforce to adapt to the evolving job requirements of today, tomorrow, and the future. It enables employees who lacked the complete expertise to perform a certain task yesterday to accomplish it today using GenAI. However, it's also important to acknowledge that this technology may not be beneficial for every profession and worker.


???? What were the HR expert opinions:

Dave Ulrich Wonderful research as expected from Boston Consulting Group. So much work is being on to turn information into better decisions (the basic intent of Ai overall and genAI).In our work, we continue to see GenAI for HR about 20 to 30% up the s-curve of impact and we have identified four stages of GenAI application. This thoughtful research how much progress is being made at the "assist" stage driving efficiency and productivity. More to come! Exciting to see the variance in the s-curve reduced as more is done!
Andrew Lang Great research! It’s fascinating to see how employees can quickly expand their skills and capabilities, even in areas where they have no prior experience.
Namita Gopinathan,MBA Very insightful! The key insight here is that traditional metrics like years of experience and specific skill sets are becoming less significant. Instead, the ability to work effectively with advanced tools like GenAI is emerging as a crucial differentiator. Employees equipped with GenAI aren’t just upskilling—they’re bypassing traditional learning curves altogether. Leaders need to not only adopt new technologies but also rethink their entire workforce strategies, shifting the focus from hiring based on existing skills to identifying adaptable talent that can maximize the potential of AI.

?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:

?? Diageo : Global Learning Performance Lead --> https://lnkd.in/eRyUnxpp??

?? CrowdStrike : VP, Gobal Enablement --> https://lnkd.in/eBs-xibf

?? Affirm : Director, Learning (Remote) --> https://lnkd.in/eJEnJF7j

?? 华特迪士尼公司 : Director, Learning & Talent Solutions --> https://lnkd.in/e-gYgg3m

Trane Technologies : Global Talent Management Leader --> https://lnkd.in/e-WA_nwf

United Heritage Credit Union : AVP, Learning & Development --> https://lnkd.in/eR8P_59T Suffolk Construction : VP, Talent Management --> https://lnkd.in/eU36ZRND

FareHarbor : Director, Learning, Development & Culture --> https://lnkd.in/eKYgSxim

Jobot : Director, Learning and Development --> https://lnkd.in/e4ejP-JQ

谷歌 : Head of Measurement, Learning and Development --> https://lnkd.in/efehYE9s

Procore Technologies : Senior Director, GTM, HR Business Partner -->https://lnkd.in/eF2FrXPq


? I am actively seeking partnerships to improve this newsletter. Your innovative ideas are welcome; please feel free to reach out to me through direct message.

???? If you've enjoyed this piece and want to be in the next newsletter next Sunday, comment on my post next week and share with your network.

?? Follow me as a Top Voice person on LinkedIn , and click the ?? at the top of my profile page to stay on top of the latest on new best?HR, People Analytics, Human Capital and Future of Work research, become more effective in your HR function and support your business, and join the conversation on my posts.

Everyday, I share a new research article about?People Analytics, Human Capital, HR analytics, Human Resources, Talent,….

Let's spread the HR knowledge together and understand the Future of Work!

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

?? if you haven't already, subscribe to receive my Weekly People Research and join +19,00 HR passionate !

Thank you so much for your support and Happy Sunday !

Nicolas BEHBAHANI

#futureofwork #peopleanalytics #hr #humanresources

Andrew Lang

Head of Talent Development

1 个月

Fascinating insights Nicolas BEHBAHANI! Interesting to see how organizations are leveraging passive listening to enhance employee experience, focusing on retention strategies, and navigating the complexities of hybrid work.

Dave Ulrich

Speaker, Author, Professor, Thought Partner on Human Capability (talent, leadership, organization, HR)

1 个月

Nicolas BEHBAHANI Travel well. I like these daily research nuggets with insights on how to manage today's employee,... *listen *focus on retention *give employees choice on where to work **use AI to increase productivity *manage corporate and field roles If leaders would apply these insights, they would likely have more engaged and productive employees. Thanks for sharing.

Al Dea

Helping Organizations Develop Their Leaders - Leadership Facilitator, Keynote Speaker, Podcast Host

1 个月

Nicolas BEHBAHANI thanks for sharing this as always there are so many good resources in here to digest. And thank you for sharing my post!

Zohaib Azhar

PhD, DBA- HR ?? | Aspiring CHRO/HR Director ?? | HRBP | CPHR, SHRM-SCP ?? | Ready for Strategic Leadership

1 个月
Namita Gopinathan,MBA

Human Resource Professional | MBA | Coporate Recruiting Professional- ASA | Ex-Wirtgen Group,A John Deere Company

1 个月

I especially value how each edition not only presents key findings but also provides a platform for HR professionals to engage and share their expertise. The insights into passive listening programs, employee retention, and the effects of workplace location on promotions are particularly revealing. Thank you Nicolas BEHBAHANI for sharing such insightful research. It’s wonderful to see important issues in the HR field addressed through your work. I also want to extend my gratitude to all the HR experts who contributed their knowledge and perspectives.

要查看或添加评论,请登录

社区洞察

其他会员也浏览了