Latest HR Trends: Human-Powered Organizations, Food for Work, CHROs Turnover and Productivity, Scheduled Hybrid model, Digital Recruitment strategy
Nicolas BEHBAHANI
Global People Analytics & HR Data Leader - People & Culture | Strategical People Analytics Design
?? Hello Everyone and Happy Sunday !
?? Welcome back to the 65th 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!
Last week, we engaged in a discussion on the following exciting HR topics:
?? In this latest edition, you will discover more about ??:
??How can we create a supportive environment to retain our employees, knowing that approximately 25% have been approached by other organizations for recruitment? Gallup researchers found that employees who are recruited through online professional networking sites, job sites, and search firms are significantly more likely to leave their organization
??How has the decreased turnover and lengthened tenure of CHROs contributed to increased stability in this role? Russell Reynolds Associates researchers revealed that the incidence of first-time CHROs and internal CHRO appointments has seen a significant decline.
??Why do nearly half of CHROs allocate less than 10% of their time to strategic planning, and what impact does this have on their ability to drive business productivity? Blu Ivy Group researchers revealed that 75% of leaders, including CHROs, are considering a career move in the next 12 months.
??Why are Human-Powered Organizations able to consistently outperform traditional businesses across six key pillars, and what strategies do they employ to achieve this success? Gartner researchers disclosed that human enterprises, are four times more likely to exceed revenue, profit and customer satisfaction goals.
??How does food play a significant role in influencing employee engagement and retention in today’s workplaces? ezCater researchers identified that 88% of business leaders say providing food encourages employees to work on-site.
??How does the scheduled hybrid model appear to be the prevailing trend in today’s workplace models? Zoom and Reworked researchers spotted that organizations aren’t embracing the same hybrid models: Hybrid adoption isn’t homogenous.
Dave Ulrich believes that as we continue to learn, these insights will keep evolving. He has expertly categorized these ideas into the following four domains of the Human Capability Taxonomy:
*Talent: Recruitment strategy
*Leadership: Scheduled Hybrid model
*Organization: Human-Powered Organization, Food for work
*HR function: CHRO Turnover and productivity
???Now, let's do a recap of the week on published research:
?? Findings of researchers:
The job openings rate remains historically high in the US, but organizations must grasp the changes in recruitment practices.
?? The contemporary recruitment process has increasingly shifted towards the digital realm.
?? In recent years, approximately one in four U.S. employees has been approached by another organization for recruitment within the past three months.
?? The paradox lies in the fact that employees who are recruited through online professional networking sites, job sites, and search firms are significantly more likely to leave their organization than those who are hired through other methods, according to a new interesting research published by Gallup using data ?? from internal Gallup clients from 2015 to 2023.
?? Recommendation of researchers:
Researchers have noted that employees intent on exploring new opportunities are increasingly turning to digital platforms.
Those who report being recruited recently via online professional networking sites (61%) and job boards or search firms (70%), like Indeed, are significantly more inclined to leave their organization than those sourced through other methods.
??My personal View:
This interesting research provides insightful demonstrations of how recruitment has evolved, refining strategies to align with online job seekers' expectations and behaviors, and setting new benchmarks for the recruitment process.
Digital tools and the widespread adoption of hybrid and remote work arrangements have empowered organizations to reach a broader talent pool, while highly sought-after employees now enjoy a wider range of options. However, this research shows that these talents are also more likely to leave if they do not feel content within their organizations. The war for talent is so exciting !
???? What were the HR expert opinions:
Dave Ulrich Again, fascinating research on the interesting topic of recruiting employees. A leading company executive once told me that she hoped most of her employees were contacted by firms doing searches. This confirmed to her that their company had exceptional talent. She also said that it challenged her to retain the best employees who would have the most offers. Another executive said that their most impactful talent decision was planning their poorest performing employees in a competitor and hoping they would do for their competitor what they did for them (joking, sort of). I also appreciate the advent of LinkedIn and social media that shares employee skill set. This information lets companies target employees with the right skills. I saw a study that also said that if/when an employee updated their LinkedIn profile, this was a signal that they might be ready to leave. Again wonderful research that triggers a number of thoughts.
Jos van Snippenberg Interesting research! To me it emphasizes that the era of personalization really has started. In my time you had to search in the newspaper by yourself to find a decent job. Followed up by headhunters working on commission to steal the best people from organizations. Now organizations start to approach more via networking sites. In my opinion what works to attract people, will also work to retain them. "Give them attention". Build high value relationships with them and adapt to personal ambitions and purpose. A journey of mutual commitment to make both people as well as businesses flourish.
Andrew Lang Awesome insights! Organizations must go beyond simply attracting talent—they need to focus on retaining it by fostering a culture of engagement and purpose
Dr. Bhanukumar Parmar Yes, War for Talent has intensified. Recruitment’s gone Digital, but the real challenge? Keeping those LinkedIn stars from turning into shooting stars! Keeping top talent is like holding onto a shooting star - brighten their path, & they’ll stay in your orbit!
?? Findings of researchers:
?? In Q2 2024, only 39 global public company CHROs resigned, a decrease from the 50 who stepped down in Q2 2023.
?? CHROs might be inclined to stay in their positions as they tackle the significant challenge of talent and skills shortages, which leaders have identified as a primary risk to the well-being of their organizations.
?? Gender diversity among Chief Human Resources Officers (CHROs) has improved across most indices. However, the Nikkei 225 and Nifty 50 still show a significant underrepresentation of women in top HR positions.
?? The incidence of first-time CHROs and internal CHRO appointments has seen a significant decline. according to a new interesting research published by Russell Reynolds Associates using data from the latest CHRO turnover data ?? across listed companies globally, including the ASX 200, FTSE 100, FTSE 250, and S&P 50.
?? Recommendation of researchers:
?? Researchers have summarized their findings as follows:
?? To achieve genuine gender balance at leadership levels, it is crucial for organizations to ensure equitable planning, management, and execution of CHRO succession.
?? The observed stability might suggest that organizations prefer to keep their CHROs for continuity during market fluctuations. CHROs might also stay in their roles longer as they deal with the significant talent and skills gap, which is considered a major risk to organizational health by executives.
?? The trend towards hiring external candidates for CHRO positions may reflect a strategic decision by organizations to introduce new perspectives and expertise to address the changing challenges in HR and the workforce, driven by geopolitical tensions, technological changes, and shifts in corporate values.
?? The decrease in first-time CHROs indicates a trend towards selecting leaders with more experience to handle the growing complexity of challenges, such as political instability and uncertain economic conditions.
??My personal View:
This wonderful research on CHRO turnover data reveals a notable trend in the role of CHROs across companies, indicating that reduced turnover and changes reflect significant business decisions aimed at stabilizing workforce decisions.
Despite the robust nature of external recruitment, there is a growing preference for seasoned leaders who provide stability and proven expertise, as opposed to the uncertainty associated with appointing first-time CHROs. This inclination towards experienced executives underscores the need for dependable leadership amidst times of instability.
???? What were the HR expert opinions:
Dave Ulrich This is fascinating research. The variance in CHRO turnover may indicate the increased expectations from the CHRO role, so CEOs and Boards are looking for CHROs who have new competencies, which may be harder to find. I still recall talking recently to a CHRO of a Fortune 50 company who, when asked about how their HR work impacted investors, said that this was not her concern. It today's complex work world, CHRO's build human capability (talent + leadership + organization + HR) that deliver value to all stakeholders inside and out. This emerging agenda requires CHRO's to acquire new competencies and play new roles. In terms of gender, I recall post awhile ago that showed three women CHRO's and was asked my opinion. I said that I saw three very competence business executives...not focused on HR role or gender. HR professionals at all levels can and should be seen as business leaders. Thanks again for sharing. Search firms are often the canary in the coal mine of talent as they sense emerging trends.
George Kemish LLM MCMI MIC MIoL This is an interesting piece of research Nicolas which has left me thinking about two aspects that you have mentioned. The first being the number of women appointed to CHRO positions and the other is the downturn in recruitment of CHROs. I wonder if these two elements are related. People often comment to me on the fact that there seems to be more female HR professionals than male. So why are we seeing so few in CHRO positions? The other point is that many CHROs are appointed from outside of the HR profession. These are normally people that have a great deal of experience having held a number of different roles in an organisation and, due to this, it is felt that they will have greater experience across the organisation. This makes me wonder if this is why we have seen fewer female CHROs in the past (as they are coming from more male dominated backgrounds) and whether the decline in recruitment of CHROs has come about because these positions are being filled from people with a non-HR background and, therefore, recruitment is being undertaken to fill their previous roles. Perhaps this is another avenue for research. Definitely room for thought.
Jos van Snippenberg Interesting outcomes of this research. Although the shortage on the labor market, lengthening tenure of CHRO's might have correlations with the turbulent context we are living in. In that case staying in the job role is out of "risk limitation" instead of "expansion drift". Looking to the huge amount of vacancies for HR managers roles for small and medium companies, it could also primarily a corporate trend.
?? Findings of researchers:
75% of leaders, including CHROs, are considering a career move in the next 12 months.
?? Near half of CHROs spend less than 10% of their time on strategy due to operational emergencies and immediate issue management and 58% of CHROs identified burnout, exhaustion, and mental health as their biggest challenge.
?? In my yesterday's post, we examined how CHRO turnover decreased in the last quarter of 2024. However, this trend may shift rapidly due to emerging data. CHROs are increasingly tasked with tackling complex issues related to employee well-being, mental health, and technology adoption, frequently lacking sufficient support or resources.
?? Organizations with a compelling Employer Value Proposition (EVP) and employer brand strategy report positive impacts on talent attraction, engagement, and retention, according to a new interesting research published by Blu Ivy Group using data ?? from 500+ quantitative surveys with CHROs and People Leaders across North America and 50+ in-depth, long format qualitative interviews with CHROs across North America between February-May 2024.
?? Recommendation of researchers:
?? Finally, researchers offer the following recommendations for CEOs to prioritize a collaborative and supportive relationship with their CHRO:
?? Establish a Renewed Strategic Partnership with CHROs:
?? Prioritize HRs Strategic Contributions:
?? Understand What Leaders Need and Rebuild Pride and Commitment:
?? Formalize your listening strategy Understanding:
??My personal View:
This interesting research has unveiled alarming insights about CHROs, showing that they spend less than 10% of their time on strategy due to operational emergencies and immediate issue management.
The suggestions from researchers for CEOs are quite intriguing, as they provide guidance on balancing the immediate need to address shareholder and board performance with the looming crisis in human capital. It is critically important for organizations to find a balance between short-term crisis management and long-term strategic planning to foster sustained business growth.
???? What were the HR expert opinions:
Stacy Parker Thank you for sharing the Blu Ivy Group research. It was truly a labor of love. Learning that 75% of our CHROs and People leaders are open to making a move in the coming twelve months is an alarming statistic for boards. Boards need better data to inform and support CHROs. Most culture data reviewed is rearview insights based on past actions, or current job market pressures. ?(engagement scores, retention data and volume of applicants) Predictive data on employee net promoter score, employer brand reputation, sentiment, preference and quality of applicant ?are more forward-looking data sets that need to be reviewed. CHROs and boards could benefit from looking at how the cuts have impacted not just the HR and leadership teams, but also the customer experience, marketspace growth and brand sentiment data. It is in looking at culture as a part of the productivity and brand engine, rather than a support system, that boards, and CEOs will gain the meaningful insights and competitive edge needed in 2025. Thank you for such incredible dialogue. I have learned so much and been inspired by everyone’s participation in this thread.
Dave Ulrich Thanks for sharing this fascinating research. When I look into the findings I see the increased demands on the role of CHRO. They are expected to navigate a number of paradoxes. This research highlights some of these paradoxes*strategic direction and operational excellence*long term vision and daily action*business strategy and people unique demands*personal relationships and technology (AI) processes*Individual competence and organization capability. Our research found that the ability to navigate these paradoxes is a key competence for HR's ability to deliver stakeholder value. When CHRO's recognize these paradoxes and focus on how to create stakeholder value, they have a positive impact and find their work challenging but engaging. Today's effective CHRO (and HR professional) has to continue to evolve to meet stakeholder value. Thanks again for sharing thoughtful research.
Liz Rider Jeroen Kraaijenbrink, strategy expert and the author of "The One-Hour Strategy" suggests: Executives should spend one hour per?day?on strategy .Unfortunately this is not happening and many executives including CHRO’s are too focused on operational fire fighting. Strategic planning can always be done tomorrow but what if tomorrow never comes? This is why we need to be intentional about creating time for strategy.
Edu Lopes, PhD I agree with you. The CHRO should ask more insightful questions to better understand how we can add value to the business. The key to being part of the strategy is having a deep understanding of the business and being able to influence it.
George Kemish LLM MCMI MIC MIoL Yet again Nicolas you have shared some interesting and thought-provoking research in this post. However, if CHROs are responsible for productivity then they are chasing the wrong outcome.
Ahmed Salah ???? It's a daily reality that CHROs are often pulled into urgent challenges that demand immediate attention, consuming energy that could be better spent on strategic initiatives. In many organizations, there's a high level of trust placed in CHROs to manage these crises, but this often leads to them focusing on tasks that are somewhat removed from their core responsibilities. I've personally encountered this, and it’s a challenge that can be alleviated with a stronger focus on HR digitalization and technology. By leveraging these tools, we can offload many operational tasks, freeing CHROs to contribute more strategically to the business.
?? Findings of researchers:
?? When employees deliver their best work, organizations deliver their best results, too.
?? Organizations not deploying best practices in building their post-pandemic strategies experience 22% points fewer employees performing at their best in a sustainable way and 12% points lower employee intent to stay.
?? Organizations that recognize and create the conditions for exceptional human performance in the workplace, or human enterprises, are four times more likely to exceed revenue, profit and customer satisfaction goals.
?? Human-powered enterprises consider the creation of conditions for human success at work to be the foremost priority of HR and a strategic pillar for the organization's success, according to a new interesting research published by Gartner using data ?? from surveys of internal Gartner clients.
?? Recommendation of researchers:
?? Researchers have finally provided 18 recommendations, each tailored to specific pillars, to aid in your journey towards becoming a Human-Powered Organization:
?? Make radical flexibility natural, easy and expected
领英推荐
?? Build inclusion — and deeper connections — into workflows
?? Support the personal growth of all employees
?? Create norms that promote proactive rest
?? Adapt your organization to encourage flexibility
?? Guide employee agency to support high performance
?? Partner to deliver an EVP that makes employees feel cared for
?? Inventory your talent processes to understand the presence of bias
?? Measure the sense of belonging your employees feel
?? Publicly recognize and celebrate different leadership styles
?? Equip leaders with powerful questions
?? Expose leaders to the hardest parts of a leader’s job
?? Enable human skill-centered jobs through AI
?? Deploy the human-AI partnership in the HR function
?? Drive positive employee engagement and performance
?? Co-create workplace guidelines and allow employee choice
?? Identify components of frontline jobs that can be done virtually
?? Provide guidance on how to use different office spaces for different types of work
??My personal View:
This outstanding research confirms what we know before but with organizations which put human-centricity in the center of their business perform better than other companies.
Confronted with changing workplace expectations, a constrained labor market, and the drive to "return to normal," many CHROs find themselves at a crossroads. They are exploring strategies to maintain both employee and organizational performance amidst these challenges, and thus, transitioning towards Human Companies appears to be a viable solution.
???? What were the HR expert opinions:
Dave Ulrich Marvelous insights. Not sure of the sample, "surveys of internal clients" but the findings confirm the research we have done from our HR Competency study (28,500 respondents), Organization Guidance system (1000 organizations), and G3HC (6,000 organizations) that find that "human capability" (talent + leadership + organization + HR function) delivers value to all stakeholders, both inside (employees, executives, boards) and out (customers, investors, communities). Human capability initiatives into the four pathways offers a taxonomy that moves the HR profession forward. It is very exciting to see that these ideas are being confirmed and advanced by great colleagues. Thanks so much for sharing.
Jos van Snippenberg Very valuable insights, I like when it comes to human powered or centricity organizations. Actually I see a lot of initiatives taken, which are project driven and short term focused. In practice I've seen a lot of these initiatives fail. What if we shift the pay just for performance connection of people, their job and employer? What if we create a relationship that is really based on "value creation". Where the company bring clarity and use their positive impact they want to make for their stakeholders as a driving force. A purpose that propels the inner spark of people. Then it is all about aligning personal values, missions and principles with that of the company. Then it is passion, conviction and motivation to grow the fuel to be significant in the job role. Then it is the genuine collaboration and relation of all employees that stimulates accountability and personal leadership. Bringing business dreams alive needs always human centricity.
George Kemish LLM MCMI MIC MIoL Thank you for sharing this interesting research Nicolas - I would add two additions to the list of recommendations: The provision of individualized development for employees and ensuring that staff are aware of how that development will be delivered. According to Forbes many of today's early career professionals haven't had the benefit of traditional company orientation, team building events and opportunities to create their professional networks; all of which provide a platform for their future development through the management of human performance. This is not a result of remote/hybrid working - we were seeing this problem prior to the COVID Pandemic and we are still seeing it now although, in some cases, it has been exacerbated by the poor management of remote/hybrid working.
Arturo Aranda Marín In a world where job expectations are changing rapidly, organizations that put people at the center of their strategy will not only survive, but will thrive. This study reinforces the idea that a human centered approach, which includes flexibility, inclusion and well-being, is key to achieving sustained success over time. The transition towards companies driven by human talent should not only be a trend, but a necessity to stand out in an increasingly competitive labor market. One of the greatest assets that a company has is "The pride of belonging of its workers"
Andrew Lang Fascinating insights! Prioritizing people over processes not only drives performance but also fosters a work environment where employees can truly thrive.
?? Findings of researchers:
?? Attraction new talent and retaining best ones : Food can be the answer!
?? Not to mention, one in four business leaders plan to increase in-office days for employees in 2025 so It's not surprising that food drives business results !
?? 88% of business leaders say providing food encourages employees to work on-site.
?? Food powers higher-quality work, enhances employee engagement, and serves as an attractive recruitment and retention tool.
? Free food at work saves employees considerable time and money, making them feel more positive about their company.
?? More corporate orderers are including food on job listings and career pages, according to a new interesting research published by ezCater using data from surveys of more than 2,800 employees (four key groups) in 600 workplace during first half of 2024.
?? Recommendation of researchers:
This research found that food is not merely influential; it serves as a potent and economical method to incentivize employees.
?? Among employers who provide food to promote on-site collaboration, 88% report that attendance surges by at least 50% when food is offered, thereby advancing business objectives.
?? Researchers have determined that food is the corporate perk employees can't seem to get enough of, and for businesses, it offers some of the best value for the investment.
??My personal View:
This interesting research underscores an increasingly popular retention and attraction strategy for employers amid the return to office mandates and the hybrid work environment. It's noteworthy that providing food perks can be a compelling benefit for new employees, with office attendance surging by at least 50% when food is offered, thus advancing business objectives.
As voluntary turnover remains a challenge for businesses, those offering complimentary food are gaining a competitive advantage.
???? What were the HR expert opinions:
Dave Ulrich Thanks for sharing. There are a lot of perks that employees may enjoy (child care, gyms, concierge services, counseling, financial planning, employee discounts/services, family support, cards, housing, education, etc.). Food is one of these perks. It is not a surprise that a food provider finds food as a valued perk, as would each of the other perk providers. At a high level, I assume each of these perks appeals to different employee groups. Since all employee groups eat, food becomes a valued perk. I have not seen studies of a cost/benefit of food service from neutral providers. No question, employees like free or discounted food service, but it would be a little more complicated to determine the economic and social impact. Thanks again for offering research insights into areas often not explored.
Komal Gupta Absolutely! Food can be a good tool for attracting and retaining top talent. Offering free meals at work saves employees both time and money, contributing to a positive company culture and making the workplace more inviting. As we approach 2025, with more businesses planning to increase in-office days, investing in food programs could be a significant driver of business success
Aytuna Oto, PMP? Very interesting study emphasizing the importance of food oriented perks. No need to talk about the importance and value of good nutrition for healthy work life and good performance. However having seen two very different cultures (Turkish and Dutch) my observation is that the position of food in the priority list of employees varies a lot between the cultures. Also in one level deeper, what employees do care about the food perk - either being free, offering many choices, being healthy & sustainable - is also a matter of culture, awareness and economic conditions. Anyways, companies should not underestimate the importance of food in the junk of other perks.
Naira Elsawy Interesting. I am one of those who love to eat and sharing my food with people around even if the company doesn’t offer it, specially those who are working together, it creates a warm environment and vibes, so I believe it would be a plus perk to everyone to enjoy these kind of gatherings!
?? Findings of researchers:
? The “future” of work is unknowable. Even the smartest workplace experts can’t predict the future.
?? Organizations aren’t embracing the same hybrid models: Hybrid adoption isn’t homogenous.
?? The overwhelming majority of employees, 83%, report feeling significantly more productive in a hybrid or remote work setting.
?? As workplaces evolve, organizations are exploring various models to determine the best fit for their needs. There is no universal solution; diverse hybrid models cater to different organizational preferences.
?? When inquired about the preferred workplace models for a potential new employer, the majority of employees (36%) indicated a preference for a "work from anywhere" approach.
Both leader and employee preferences influence decisions on workplace models. Employees benefit from the increased productivity while leaders can use their workplace model to retain top talent, according to a new interesting research published by Zoom in partnership with Reworked captures using data ?? from surveys of 1,870 employees and 624 leaders during April to May 2024.
?? Recommendation of researchers:
?? Researchers have distilled the following three key actionable insights for leaders from their findings:
?? To remain competitive, organizations need to adopt hybrid models and remain receptive to emerging workplace trends.
?? Creating a successful, future-proof workplace necessitates an ongoing adaptation to employee feedback and changing preferences.
?? It is crucial for organizations to enhance their technological framework and incorporate generative AI into their digital workplace, particularly as hybrid and remote setups become more prevalent than traditional in-office arrangements.
??My personal View:
This fascinating research indicates that hybrid and flexible work models are supplanting the conventional in-office approach as organizations adjust to align a workplace model with their work culture. Intriguingly, researchers have identified six distinct definitions of hybrid work, allowing companies to select the model that best aligns with their culture and needs.
These findings offer valuable guidance for organizations as they maneuver through the intricacies of a changing work landscape, aiming to cultivate a workforce prepared for the future.
???? What were the HR expert opinions:
Dave Ulrich The Inuit language and people have many words to describe snow because it is such a prominent part of their culture. As "hybrid" work becomes a more prominent part of the work culture, this research shows that there will more granular definitions of types of hybrid work. At a high level, it is enough to say "it snowed" while at a more granular level, those who live with snow want more detail. This research lays out those details for types of hybrid that can then be adapted to specific circumstances. thanks again for sharing.
Sarah McLellan It seems hybrid needs to be hybrid to truly work! And this requires ongoing conversations, reviewing and revising to flex the model to people, business and situational needs. Grown-up ways of working!
Namita Gopinathan,MBA This is very thought provoking research! As companies navigate the hybrid work landscape, the emphasis should shift from focusing on where work happens to how it happens. Leaders need to move from time-based productivity metrics to outcomes-based performance measures, fostering a culture of trust and accountability.
Alessandro Antonini In my opinion, we could start thinking in terms of ‘segmented’ ways of working, i.e. calibrated to the type of work and activities to be performed. This means going beyond the idea of a single work model (way of working) for the whole company.
?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:
?? Intuit : Director, Executive Development --> https://lnkd.in/gpb_yNKQ??
?? Light & Wonder : Senior Director, Learning and Development --> https://lnkd.in/gGHuyxrf
?? Capital One : Senior Director, HRBP, Financial Services --> https://lnkd.in/gVdc5Kve
?? Federal Reserve Bank of New York : Head of Learning and Development --> https://lnkd.in/gJp7HxMV
?? 美国哈佛商学院 : Assistant Director, Talent Development --> https://lnkd.in/gqSM8whK
?? BJC Health System : Director, Organizational Development --> https://lnkd.in/g3GMApZ6
?? Zscaler : Senior Director, Talent Development --> https://lnkd.in/gKgzurXU
?? Industrial Electric Mfg. (IEM) : Director, Talent Development --> https://lnkd.in/gSgNNH55
??Sloan : Director, Talent Development --> https://lnkd.in/gczcxMtB
?? Capital One : Director, Learning and Development --> https://lnkd.in/gEHUhHHZ
?? New York Life : Corporate VP, Change and Org Development, Gen AI --> https://lnkd.in/gjN3GMzK
?? GEICO : Director, Leadership Development --> https://lnkd.in/g3hXNvHs
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Nicolas BEHBAHANI
Helping Organizations Develop Their Leaders - Leadership Facilitator, Keynote Speaker, Podcast Host
2 个月Nicolas BEHBAHANI Appreciate the round up as always and thank you for including my post!
4+ years of experience in HR & Talent Acquisition in Non-IT & IT domain. Currently working as a Sr. Executive-Talent Acquisition with TechnipFMC.
2 个月?? Thank you for sharing these impressive findings! These valuable insights play a crucial role in driving HR’s impact on business. Kudos to you! ??
Head of Talent Development
2 个月Always awesome insights Nicolas BEHBAHANI ! Thank you for sharing.
Public Relations at Ladewel Consulting
2 个月Thank you.
Human Resource Professional | MBA | Coporate Recruiting Professional- ASA | Ex-Wirtgen Group,A John Deere Company
2 个月Week after week, your insights are invaluable not just for HR professionals but for anyone looking to understand the evolving workplace landscape. Your ability to distill complex data into accessible information is a tremendous service to the community, and your newsletter has become an essential part of my professional routine. This week’s findings on employee retention are particularly eye-opening, especially the impact of online recruiting on turnover, highlighting the need for companies to continuously improve their internal culture and engagement strategies to retain top talent. It’s also intriguing to see how perks like food and hybrid work models affect engagement and retention. Thank you Nicolas BEHBAHANI for making these insights accessible and for the incredible effort you put into each edition. Happy Sunday to all, and a special thank you to the experts for their valuable contributions!