Latest HR Trends: High-performing HR teams, Job Stability, Burnout, Job Satisfaction, Happiness, Tech Talent, Working life, Performance Reviews
Nicolas BEHBAHANI
Global People Analytics & HR Data Leader - People & Culture | Strategical People Analytics Design
?? Hello Everyone and Happy Sunday !
?? Welcome back to the 75th edition of Weekly People Research! ??
?? 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!
?? Due to my upcoming trip to India next week, my posts will be scheduled according to New Delhi time for the duration of my stay.
Last week, we engaged in a discussion on the following exciting HR topics:
?? In this latest edition, you will discover more about ??:
??How does earning over $500,000 a year contribute to employees’ happiness, considering that money is just one piece of the happiness puzzle? 美国宾夕法尼亚大学 - 沃顿商学院 researchers believed that money is just one piece of the happiness puzzle.
??How does burnout, experienced by nearly 80% of younger employees and managers, significantly affect their productivity at work? isolved researchers found that Stressed employees are the #1 threat to positive company culture specifically citing burnout.
??How do high-performing HR teams leverage strong HR-manager relationships, value performance reviews, and place trust in senior management to achieve their success? Lattice researchers revealed that both HR professionals and managers see the value in the performance review process.
??How do greater job stability, higher salaries, and a swift hiring process influence Gen Z’s loyalty to their new employers? Symplicity researchers uncovered that 50% of students would be deterred from accepting a job if the interview process took longer than a month.
??Why are tech talent taking the initiative in their job hunts by actively seeking opportunities instead of waiting for recruiters to approach them? Indeed researchers identified that Salary transparency is a key factor prompting applicants to respond.
??Why does integrating AI into business strategy long-term enhance job satisfaction? 优利系统 researchers established that Job satisfaction isn’t the only benefit and the positive impacts of AI extend to many aspects of working life.
?? Now, let's do a recap of the week on published research:
?? Findings of researchers:
?? Money truly does buy happiness, and an increasing body of research supports this claim!
?? Wealthy individuals experience significantly greater happiness compared to those earning over $500,000 annually.
?? The disparity in happiness between wealthy and middle-income participants was nearly three times greater than that between middle- and low-income participants, challenging the notion that middle-income individuals are near the peak of the money-happiness curve.
?? Earlier research discovered that most people’s happiness increases steadily with income, while approximately 30% of individuals experience a significant boost in well-being once their earnings surpass $100,000.
?? What’s especially noteworthy is the huge gap in happiness between the richest and poorest people. The happiness gap between wealthy people and middle-income earners is much larger than the gap between middle- and low-income earners.
?? But money is just one piece of the happiness puzzle, according to a new interesting study published by a research from 美国宾夕法尼亚大学 - 沃顿商学院 using data ?? from a sample of 33,269 employed adults living in the U.S. between the ages of 18 and 65 who reported household incomes of at least $10,000/year.
?? Recommendation of researchers:
?? Finally researcher concludes that putting too much focus on money could hurt well-being if other important factors, like strong relationships or living a meaningful life, are neglected.
This research challenges the notion that money only makes a small difference in happiness or that its impact diminishes beyond a modest income level.
??My personal View:
Although this wonderful research only used data from the US, it indicates that wealthier individuals tend to be happier.
While money can’t solve all problems, it can contribute to a happier life. The findings suggest that richer people are generally happier, but the precise limits of this relationship are still unknown. This insight could be crucial for decisions regarding salaries, taxes, and financial planning. Money isn’t the ultimate key to happiness, but it can certainly help. This research challenges the notion that money only makes a small difference in happiness or that its impact diminishes beyond a modest income level.
???? What were the best HR expert opinions:
Dave Ulrich Thanks again for sharing this research. I had seen legacy research that around $75,000 to $100,000 per year in the U.S. tends to be the point at which additional income has a diminishing return on happiness. This research (and other recent work by Nobel prize economists) show the linear impact of income and happiness: Income and emotional well-being: This research supports this latest study. I believe that the relationship between money and happiness is complex and varies by person. Happiness (or "JOY" in one of your recent posts) often comes from relationships, sense of purpose, and personal fulfillment.Thanks again for sharing this work that has implications for total rewards (including base and variable pay plus non financials that shape sentiment at work)
Jos van Snippenberg Interesting research, especially in a time where mental health is a huge issue in society and within workplaces. The most important question with these types of research is always how do you define the variables in the research. In this case happiness. An additional definition of happiness in this study would make the significant boost in happiness more clearer. Overall compensation is for every individual an important factor to have a less complicated "life".
Dr. Bhanukumar Parmar Money isn't the ultimate key to happiness, but it sure has a way of unlocking some pretty nice doors! Yesterday, my nephew (from Leicester) & I were discussing the life of struggle v/s settled routine. He mentioned that sometimes those on government pensions or long-time factory workers seem happier than him, even after achieving so much. This perspective made me reflect on the fact that happiness isn't solely tied to income. Interestingly, countries with lower GDPs like Finland often top the happiness index, while the USA, despite its high GDP, lags in happiness rankings. It’s a reminder that wealth doesn’t always equate to happiness. This research shows that while wealthier working folks tend to be happier, it's about balancing those financial gains with meaningful life experiences.
?? Findings of researchers:
?? An impressive 80% of employees have faced burnout in the past year, significantly affecting their productivity.
?? Stressed employees are the #1 threat to positive company culture specifically citing burnout.
?? Burnout is particularly widespread among younger employees, with Millennial and Gen Z workers being 10% more likely to report burnout compared to Baby Boomers,
Burnout is the top factor preventing employees from going above and beyond in their roles, according to a new interesting research published by isolved using data ?? from a fourth-annual survey conducted online in Q3 of 2024 of more than 1,000 full-time employees in the U.S.
?? Recommendation of researchers:
?? In conclusion, researchers offer five crucial recommendations to boost loyalty and retention. Employers are encouraged to implement a comprehensive strategy that addresses the diverse and evolving needs of their workforce:
1?? Invest in Burnout Prevention
2?? Close the Benefits Gap
3?? Support Career Development
4?? Prioritize Flexibility
5?? Prepare for an Uncertain Future:
??My personal View:
This compelling research highlights that although burnout hinders productivity, employers can implement five proactive measures suggested by researchers to ease workload challenges. These include providing mental health resources, establishing clear boundaries for off-hours work, and introducing flexible schedules to enhance performance and maintain long-term engagement.
???? What were the best HR expert opinions:
Dave Ulrich Very helpful research. Burnout, or more broadly defined as mental health, emotional energy, well being, or resilience, was prominent during COVID and continues to be a major business challenge. Like most topics, it is not new, and good work has been done to help employees cope with their increased demands at work our work, we have identified five resources that help deal with the increased demands. These can apply to individuals of all generations, and, as the research shows, perhaps more to GenZ. Thanks for sharing ... as noted, mental health or well being continues to be a significant business issue
Darshana D. So true! Organizations must proactively invest in mental health resources, establish clear boundaries for off-hours work, and promote flexible schedules. Hence,fostering a healthier and more productive work environment for young talent. Implementing these strategies aligns with the evolving needs of the modern workforce and drives organizational success.
Sanjana Nair This is quite interesting to learn about! I think it really ties back to workplace culture. When certain practices are deeply embedded in an organization, it can be challenging to introduce new initiatives like mental health support or flexibility, especially if there’s a strong focus on hitting targets. It’s a significant issue. I’d love to see future PA analytics explore how workplace culture correlates with burnout. Measuring culture can be tricky - what metrics do we use to assess it? It often reflects unconscious behaviors and deeply ingrained organizational values
Syed Gaous Thanks for sharing this insightful research. This research resonated with with me. In one of our studies on an organizational data, we found that the top performers (who have been consistently getting top ratings for last 3 years) take double the time off than the bottom performers (who have been consistently getting mediocre to lower ratings). Top performers appreciate flexibility in working so that they are able to balance both work and life.(The average age of the organisation is 36 years) In today’s world with loads of temptation and social engagements, younger employees and managers are not just occupied with their work responsibilities but also many other responsibilities socially as well as at the personal level. Most of these sets of employees have responsibilities at home for their growing children or elderly parents etc. therefore, long rigid working hours bring burn out and suffocation compare to earlier generations. Allowing them flexibility not just make them free from mental and physical fatigue but also help them think creatively which in turn better their productivity.Thank you once again for bringing such a timely topic into discussion!!
?? Findings of researchers:
?? When HR supports managers, managers can support their employees and help the whole organization achieve its strategic goals.
?? Managers truly recognize the importance of staying connected with their teams : Weekly one-on-ones are the most popular frequency — managers who reported weekly check-ins also reported higher levels of connectivity with their team members.
??Only 28% of managers reporting HR has met all their training needs in this area, HR has an opportunity to step in with some clear guidance.
?? While the majority of managers (51%) consider themselves as having somewhat or significantly more impact in shaping people strategy and culture, about a third of HR leaders and managers say the balance of power is equal.
?? Both HR professionals and managers see the value in the performance review process, according to a new interesting research published by Lattice using data ?? from a survey of 1,252 HR professionals and functional (non-HR) managers collected between May 21 and July 28, 2024.
?? Recommendation of researchers:
?? Finally, researchers recommend that organizations aiming to emulate high-performing HR teams should focus on:
?? Streamlining Reviews With AI and Infrastructure
?? Upskilling Teams to Experiment With AI — Safely
?? Getting More Out of Your Engagement Strategy With Data
?? Giving Managers the Resources to Talk About Pay
?? Strengthening Manager-HR Feedback Loops to Drive Alignment
??My personal View:
This fascinating research uncovered intriguing patterns among high-performing HR teams. It’s truly inspiring to see that keeping the human element at the core of the process remains the key to their success. There’s no doubt that performance reviews are essential for building successful companies. When HR supports managers, those managers can, in turn, support their employees, helping the entire organization achieve its strategic goals.
???? What were the best HR expert opinions:
Dave Ulrich Thanks for sharing this research on high performing HR teams. We have done similar research that looks at 10 dimensions of a value creating HR function and then tested the relative impact of those 10 dimensions on five stakeholders. Fascinating results that suggest that the most value creating elements of an HR function are the relationships formed and the clarity around customers. Exciting to see this current research confirm these results.
Karen Stone Thanks for sharing these useful insights and research. I’d be curious to dive into how employees view the reported ‘weekly check in’ - do they add value? Does it help me perform to my best? This would be a helpful overlay to the volume by validating value too. I’d also like to understand what managers felt was lacking from HR if they didn’t feel so supported. Such an important topic!
Dr. Bhanukumar Parmar When HR backs Managers, Magic happens - employees feel the care, & goals are crushed, Thanks for sharing. It's the perfect time to review one's Company's Performance Management System + Process implementation, & also learn from the best. Yes, High-performing HR teams truly get the power of solid HR-Manager bonds.
LynnAnn B. Thanks. Excellent insights from Lattice. These topics have been at the top of all my discussions in the last few weeks. It aligns with what is on top of many HR leaders' minds as we wrap up 2024 and figure out the horizons for 2025.
Arturo Aranda Marín HR and managers are linked transversely by business and people. In this challenge that aligning both worlds poses for every organization, I would strategically bet on the HRBP within organizations, being that communicative, facilitating and business-savvy figure that unites both worlds. Thank you for this research.
?? Findings of researchers:
?? When seeking full-time employment, Gen Z prioritizes job stability, competitive salaries, and a healthy work-life balance.
?? 61% of students who had already accepted an internship or full-time position continued to explore other opportunities afterward.
? 50% of students would be deterred from accepting a job if the interview process took longer than a month.
To successfully hire interns and new graduates, companies must deepen their understanding of and appeal to the next generation of talent, according to a new interesting research published by Symplicity using data ?? from over 2,700 students currently enrolled in over 131 four-year colleges and universities across the United States in April - May 2024.
?? Recommendation of researchers:
?? Finally, researchers suggest the following actions for leaders to effectively recruit the Gen Z workforce:
?? Offer meaningful internships to attract top talent.
?? Maintain transparency and communicate clearly and frequently.
?? Keep candidates engaged even after they have accepted the offer.
??My personal View:
This fascinating research uncovers intriguing patterns regarding Gen Z’s expectations in the recruitment process.
While much of the effort occurs after offer letters are extended and accepted, it’s essential for employers to remain engaged with new hires before their official start date. Additionally, moving swiftly is crucial when competing for top talent.
???? What were the best HR expert opinions:
Dave Ulrich Very nice research about hiring next gen (?????? ??????????????????, ???????????? ????????????????, ?????? ?? ?????????? ???????????? ??????????????) which I think would apply to any generation. Also, the tips for engagement and communication are likely to apply to most hires. The internship is a useful tool for attracting and getting to know potential employees. We found that acquiring employees is the talent practice with the most impact on stakeholder value, so any research that advances this work is helpful. See our work in bringing the right people into the organization
Rishi A. Battja ?? Thanks, these updates are very insightful, especially around compensation.Earlier researches already confirmed Gen Z values work-life balance, purpose-driven work, continuous learning, and emotionally intelligent leadership, with a cautiously optimistic view of AI. It’s fascinating with this update that Maslow’s hierarchy of needs from the 1940s remains relevant, as Gen Z still prioritizes foundational needs and meaningful work.From an HR perspective, simply increasing compensation isn’t a sustainable long-term strategy. While monetary rewards are important, meeting today’s workforce’s deeper motivations requires moving beyond traditional incentives. So, what can we do instead? I believe we’re on the right path but need to go beyond discussions and start taking action. By promoting genuine, authentic leadership and building a culture that nurtures purpose, impact, meaningful work, growth, well-being, and flexibility, we can create an environment that truly supports our teams. Finally, let’s not overlook Generation Alpha. To attract and retain the parents of this emerging generation, employers should start tailoring strategies now—laying a strong foundation for both today’s parents and tomorrow’s talent.
George Kemish LLM MCMI MIC MIoL Our own research is showing something different. We have found that the main attraction for Gen Z is development. Not only are they asking 'what development is on offer?' they are also asking 'how will the development be delivered? Many school leavers in the UK are looking at the option of undertaking apprenticeships that provide professional qualifications as opposed to going to university. Our own face-to-face research has shown that they prefer to undertake learning where they can see how it will be utilized in future as opposed to the wider curriculum of academic qualifications that they feel do not provide a specific career path. Employers are likely to retain these employees for as long as they can provide meaningful work and development (that benefits both the employee and the organisation) or can provide career advancement. They are likely to leave once they feel that they can achieve an enhancement in development and/or career progression elsewhere. Whilst I found the research by Symplicity of interest, I feel that it misses this important point. Thank you, for again, sharing such thought-provoking thoughts Nicolas.
Szymon Chyliński As a student just entering the job market, I fully agree with this article. Referring to internships, I also believe they should last no less than six months.
?? Findings of researchers:
??The number of tech jobs will grow at twice the rate of the overall U.S. workforce, increasing from 6 million in 2023 to 7.1 million in 2034.
?? Employers looking to attract top tech talent should focus on leveraging job ads. Research from last year indicates that job ads are more effective than passive sourcing, leading to more hires and longer retention.
?? However, simply posting a job ad isn’t sufficient; it must include key details that tech professionals value. Studies show that tech candidates are less likely to apply for positions that don’t specify a salary range or that list an extensive number of qualifications
?? Salary transparency is a key factor prompting applicants to respond
?? Around 96% of tech job seekers apply to multiple companies. Currently, about one-third of candidates apply to six or more companies, according to a new interesting research published by Indeed using data ?? from over 1,100 US individuals in high-demand tech roles.
?? Recommendation of researchers:
?? Researchers have concluded that companies offering the following benefits are more likely to retain employees for longer periods:
?? Manageable workloads, a relatable culture, and flexible working hours
?? Opportunities for upskilling and mentorship programs
?? Strong manager support
??My personal View:
This fascinating research on tech talent reveals valuable insights into the desires of tech employees and how organizations can attract and retain them. While high salary expectations are common, non-monetary support is also crucial for long-term retention. Employers can use this data to refine their recruitment strategies and remain competitive in the tech job market.
???? What were the best HR expert opinions:
Dave Ulrich Thanks again for sharing. The findings affirm that when the demand for (tech) talent is greater than the supply, then organizations need to be more intentional at both hiring and retaining this valued talent.The factors identified as retaining tech talent (work itself, growth opportunity, managerial relationships) affirm what Peter Drucker called high in-demand employees as volunteers. Not that these high in-demand employees work for free, but that they have high choice about where they work. These results (showing that high tech (in-demand) employees source many job opportunities) imply that these employees recognize the "volunteer-like" choices they have.Thanks again for this granular research on high tech hiring and retaining.
Jos van Snippenberg Very valuable insights about the desires of Tech Talent. These deliver fuel for organisations to take immediate action on their recruitment strategy as well as their retention. The increasing number of employees that are actively looking for new roles must organisations worry. To retain Tech talent organisations do good when they strengthen the relationship with them. Understanding what fuels their talent and how the organisation can facilitate this, will guarantee productivity but also the likelihood for employees to stay. I see that a lot of Tech talent easily leave the organisation, without any notion of leadership why they left. Tapping in the feelings and thoughts of talent, makes it possible to get more grip on employability. I see organisations reduce retention rates when: a) talent can live their personal values and purpose (DNA);b) bring passion, commitment and meaning to their role; c) take ownership for shaping the right resources to thrive.
Namita Gopinathan,MBA Wonderful Research! As competition intensifies in the tech industry, companies are increasingly focused on branding themselves as “employers of choice.” To stand out, employers should emphasize transparency and specificity in job ads, particularly regarding compensation and key benefits like flexibility, up-skilling, and support structures. Job listings with clear salary and benefits details tend to receive higher engagement, providing an opportunity for companies to differentiate from competitors. It’s also crucial to remember that candidates often apply to multiple roles simultaneously, so the window to make a strong impression is narrow. Candidates are actively seeking employers that offer manageable workloads and cultural alignment, so job ads highlighting these values can help companies stand out, leading to a more engaged and loyal workforce. Thank you for sharing!
Andrew Lang Insightful take on the evolving dynamics of tech job hunting! It’s fascinating to see how proactive tech talent has become in seeking out opportunities.
George Kemish LLM MCMI MIC MIoL Great piece of research by Indeed and comment by you Nicolas. I would add one other benefit that Tech Talent tend to seek and that is the freedom to innovate and create new technological initiatives that they see as capable of adding value (to all stakeholders). It is a benefit that is often overlooked when undertaking recruitment of people who see themselves as being at the fore of technological innovation. Thank you so much for sharing this insightful research Nicolas.
?? Findings of researchers:
?? AI’s profound impact on organizations is reshaping how we work and innovate.
?? 73% of executives believe AI adoption is critical for long-term competitiveness.
?? AI has significantly boosted job satisfaction, with many employees reporting increased fulfillment as AI becomes more integrated into their daily tasks.
?? Beyond job satisfaction, 83% of respondents noted that AI significantly enhances day-to-day productivity.
?? Job satisfaction isn’t the only benefit. The report shows positive impacts of AI extend to many aspects of working life, according to a new interesting research published by 优利系统 but conducted by 益普索 and PSB Insights using data ?? from more than 1700 employees in the U.S. (n=1,006), U.K. (n=376), Germany (n=380) and Australia (n=253). Participants ranged from managers and below (n=1,320) to C-suite executives (n=695) between March and May 2024.
?? Recommendation of researchers:
Researchers found that there are several possible barometers to measure the impact of AI, but the top three ways companies are measuring effectiveness are by improvements in the following areas:
1?? Operational efficiency (52%),
2?? Employee productivity (50%)
3?? Cost savings (46%).
??My personal View:
This exceptional research provides valuable insights into the long-term impact of AI in the workplace, highlighting its direct influence on job satisfaction and employee productivity. Additionally, the findings on career development are intriguing, showing that the majority of employees who acquire AI skills experience faster career progression.
???? What were the best HR expert opinions:
Dave Ulrich Wonderful research on the impact of AI on employee sentiment and organization productivity. At its most fundamental level, AI provides information that improves decision making and creates stakeholder value. Employees whose jobs require information can use AI as an assistant to access information that improves how they do their jobs, which results in satisfaction as this research documents. We have fond that AI is still in the 20 to 30% of the s-curve logic and as AI mores through other stages (see figure), more information can be accessed to inform, guide, and impact stakeholder value. Exciting to see this AI agenda evolve. Thanks for sharing. I am sure you are using AI as well to source and share information.
Marcela Azevedo AI is truly creating great opportunities and increasing job satisfaction. However, we can’t ignore that, along with doors opening to satisfaction, doors are also opening to fear and insecurity. As a Change Management leader, I’ve seen how these feelings can be challenging within organizations. Understanding and addressing these nuances is essential for a sustainable implementation.
Ahmad Al Mahri Thanks again and as usual, these researches are so critical on helping leaders to navigate through the uncertainty that comes with exponential change associated with AI. I see a lot of changes currently happening around how organizations are using AI and Talent Intelligence in moving their human capabilities toward a skills based operating model. So, the traditional talent life cycle is fully challenged using AI from Talent acquisition all the way to Talent Management!
?Leaders looking for the next step in their career:
?? Interesting HR roles posted on LinkedIn during last week - Please note that I do not have any affiliations or relationships with the companies for which I post HR roles. These postings are shared purely for informational purposes.
?? GatedTalent - Connecting Top Executive Search Firms And Executives click here to apply
?? Harvard Business Publishing click here to apply
?? NASA - National Aeronautics and Space Administration click here to apply
?? Get It - Executive click here to apply
?? Acadia Pharmaceuticals Inc. click here to apply
?? Amazon Web Services (AWS) click here to apply
?? Ikos Resorts click here to apply
?? CHRLY Belgium click here to apply
?? NewYork-Presbyterian Hospital click here to apply
?? Mondi Group click here to apply
?? If you enjoyed this piece and would like to feature your HR research, any new study or explore partnership opportunities in my newsletter for FREE, please contact me via MP.
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Nicolas BEHBAHANI
Business Humanizer/Executive Coach/Psychologist/Leadership mentor/ HR Consultant / Change Management Professor/Soft skills Trainer/Gcologist/IT Recruitment. Understanding business & people for boosting Engagement
5 天前Thank you Nicolas BEHBAHANI Our relationship to money is idiosyncratic. It is surprising that compensation structures are based on the premise that what works for some people will also work for everyone else. Pay is a psychological symbol, and the meaning of money is quite subjective. If organizations want to motivate their employees, they need to understand what their employees really value and the answer differ for each individual.
Crafting Resumes & LinkedIn Profiles that Get Noticed | ATS Optimization | Career Strategy & Job Search Guidance. Expert in E-commerce Development and Marketing to Drive 7 Figure Sales and ROI
2 周Insightful edition! ?? The focus on burnout, career happiness, and Gen Z loyalty truly aligns with the challenges many job seekers face today. As a resume writer and career coach, I often see how these factors influence both career choices and job performance. With a well-crafted resume, we can highlight the resilience, adaptability, and achievements that resonate with hiring teams actively seeking high-potential candidates. If anyone is looking to make their next career move more impactful or align with the strategic shifts we see here, I’d be happy to connect and share strategies on how an optimized resume can set you apart. Let’s chat
People Analytics l Top 2 HR Influencer Brasil l LinkedIn Creator l Análise de Cenários l Palestrante Internacional l Pensamento Analítico l Professor MBA l Cultura Organizacional l Data Driven l Gest?o por Indicadores
2 周Vamos hablar de PEOPLE ANALYTICS hoy y siempre Nicolas BEHBAHANI Gracias por lá provocacion necesaria.
Change Strategy & Transformation Expert ? Empowering Leaders to Drive and Scale People-Centric Change ? Author Purpose Driven People ? Keynote Speaker ? Obeya Coach
2 周Thanks for this great summary Nicolas BEHBAHANI Diverse topics, all focused on delivering value to employees and therefore also to customers. excellent research for all leaders and managers across the organisation to dive into. Enjoy your trip to India.
Industry Veteran | Exploring Future of Work | Great Manager’s Coach & Mentor
2 周?? Hello Everyone & Kudos to Nicolas BEHBAHANI, Welcome to the vibrant land of India! ????? ??? Cheers to the 75th edition of Weekly People Research! Nicolas, what a phenomenal milestone! ??? ?? Heartfelt thanks to all the HR Experts for distilling complex research into brilliant insights! Your efforts make HR trends a breeze to understand. - Thrilled to be on this learning journey!