Latest HR Trends: job manageability, skills proficiency, leadership skills, Coach, Retention, Turnover, HR priorities, Productivity, Generative AI

?? Hello Everyone and Happy Sunday !?

Welcome back to the?12th edition?of Weekly People Research! ???

?? As you have noticed, I use the powerful “Five Ws” methodology to evaluate all of this wonderful research : Who, What, Where, When, and Why?

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

??Why HR Leaders shouldn't just invest in developing managers but rather in improving the manageability of work. Gartner researchers look at this question.

??Why is it a business risk if leaders don't spend enough time on personal leadership development? 凯捷咨询 researchers found some insights

?? Why is employee Retention the No. 1 priority for both operations and HR today? Gallagher researchers try to answer this question

?? Why following the advance of Generative AI, researchers don't expect that any occupation will disappear in the near term? LinkedIn researchers use their data to answer this question.

?? Why is it better for senior HR managers to be aligned with the values of the organization rather than giving them more pay? CIPD researchers explained us the reasons.

??Finally, you will understand that Leadership skills and Succession Planning are the top talent issues for companies. Stanton Chase: Executive Search & Leadership Consultants explained well this last point.

These insights continue to evolve as we all learn more - as Dave Ulrich said wonderfully.

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

HR Leaders shouldn't invest only in the Development of managers but in improving the Manageability of Work

?? Findings of researchers:

Manager development is still necessary and valuable, but it's not enough.

Most HR leaders have responded to managers’ growing burdens by increasing investments in manager development programs, but only one in four HR leaders feels confident these investments are paying off while 75% of managers say these programs are not fully effective. Improving job manageability is 5 times more effective at improving manager effectiveness than building skills proficiency alone. 58% of HR leaders say managers having more responsibilities than they can manage makes it difficult for them to lead high-performing teams and Connector managers - who diagnose employee needs and connect them with the best people - are seen to be dramatically more effective than others types of managers. Unfortunately, organizations have not been developing more Connector managers. Instead, over the past six years, there is a steady increase in the proportion of Always-On managers, according to a new interesting research published by Gartner using data from a survey of 3,186 managers and 6,356 employees.

??Recommendation of researchers:

Researchers suggested 3 ways for companies to get started on making managers’ jobs more manageable:

?? Review and reflect on your organization’s current approach to manager effectiveness. How does the organization make managers’ jobs more focused, sustainable and executable, and how can it do better?

?? Share these insights with other senior leaders to generate support for and gauge organizational readiness to reset role expectations, rebuild the manager pipeline, rewire manager habits and remove process hurdles.

?? Solicit manager feedback. Ask them about their most burdensome tasks as well as what responsibilities pull focus from their people management responsibilities and what process hurdles frustrate them. Ask new managers whether your current manager selection process adequately prepares them for these roles. Gather feedback on manager development programs and how effectively they drive behavioral change.

???? What were the expert opinions:

Really fascinating research. It uses somewhat different terms and we focused on business (stakeholder) results as the dependent variable, but it reaffirms our findings that individual competencies (skills proficiency) have less impact on business outcomes (strategy realization, customer value, investor confidence, community reputation) than organization capabilities (job manageability). This "whole" being more than the "parts" has been a consistent finding in our data. The 4 to 1 ratio is also consistent with what we have found. While individuals (talent, competence, workforce, people) matter, the organization (culture, capability, workplace, team) matters even more as we link these two foci to outcomes. (see figure with our latest results), This research helps clarify some of the ways managers (leaders) shape jobs (work) to help individuals (people) be more effective, according to Dave Ulrich

I absolutely agree with the required increased focus on job manageability rather only skill development. It's essential to relook the effectiveness of managerial role, span of control, manager pipeline, self awareness to rewire habits which supports manageability. The different agrotypes and how organizations can begin to focus is very relevant. The whole person approach is what will make a difference, according to Shivaani Talesra

For me, this makes absolutely sense, according to Dr. Kai Karin Baum

Building strong relationships, fostering open communication, and leading by example are key ingredients for a successful team, according to Amiit Patel

"I found this information quite eye-opening! It seems that while HR leaders are trying hard to make managers better at their jobs, many programs aren't working as well as they'd like. The key takeaway here is that making a manager's job easier by matching their skills with their roles and encouraging them to help their team members connect with the right people can make a big difference in their effectiveness. It's not just about learning new skills; it's about making their day-to-day tasks more manageable.", according to Sanketh Ramkrishnamurthy

This is why ‘how leaders spend their time’ in the leadership role and ‘what they value most doing’ in their leadership role are among the key factors to learn, unlearn and relearn when transitioning to new leadership roles, according to Christian Madsen

This is great piece of research and reflects the reality. Also provides great tips on how to develop managers effectively. A few actions that companies can take( and many are taking them )- a) increased automation to reduce the managers’ work load b) incentivize managers for being Connectors and developing their teams ( as part of the performance management system ) c) help Managers self reflect if they are suitable for a managerial role or a subject matter expert/ technical role- though the point is mentioned above ,we can do more there especially in large organizations d) managerial effectiveness training should focus on the core role and what are the components that need to be addressed ( most training programs cover generic needs cutting across all functions) . My two cents:), according to Aparna Vishwasrao

We need to look at the overall capability of the organization as a whole and this is born out by the research by Gartner. However, I cannot help but wonder whether a lot of the problems that we see are also born out of poor delegation by managers. I have had a number of instances where people have tried to micro-manage me. In one case, being micro-managed, coupled with a lack of opportunity for development, brought on depression (I left that employment after just 2 years). In managing work there is a need to ensure that people are given an opportunity to grow and that requires developmental opportunities for all staff - thereby providing the opportunity for managers to manage and leaders to lead, according to George Kemish LLM MCMI MIC MIoL

It's clear from the data that managers clearly have a lot on their plate, and given the increase in responsibilities tied with increase "always on" managers even a great training program of what it means to be a manager won't be effective in actually setting up a manager for success. In addition to the actual workload, it also could be valuable to pay attention to things like role design and job crafting, both for the manager, as well as individual employees to help manage the workload. Not to mention, a much harder to search out but important factor of the "manager burden rate" or the downstream impacts and extra burden that gets put on their plate as a result of these extra responsibilities. Thanks for sharing and fostering an important discussion, according to Al Dea

I have been a big advocate of this concept, there has to be an ease of doing business! And job manageability is an important aspect! There has to be some laid down guideline with realistic steps based on practicality and through the lenses of SMEs who can measure the success of the deliverables! To me it is simple; what gets measured, gets managed! And, adding to what you said, it's not just the HR however the entire organization should own this concept and practice in the real sense! according to Majid Ali Khan

My two cents;1. The Strategic workforce plan has to identify where the business is headed in the 3-5 year horizon, and then translate that into organizational capability required to succeed. The talent assessment process then has to identify gaps vs the requirement, and a capability building plan developed.2. We have to stop promoting high performing individual contributors to managers automatically.3. Job manageability is heavily influenced by the rigidity and obsolescence of processes in functions. With so much change, processes have to change and adapt. We need process design to reflect the current reality and expectations of value. Otherwise changing job roles will not solve much, according to Asad Husain

The lack of Leadership training is a risk for Organizations!

?? Findings of researchers:

Lack of personal development and leadership, not asking feedback, no personal goals,... are some real risks of failure for Leaders and for their companies.

1 in 5 leaders are not giving enough time to their personal leadership growth. Over half of the leaders haven’t set personal goals for 2023 and 1 in 5 don’t ask for feedback. The only positive point being that almost 1 in 5 leaders want to learn something new. These results are a serious risk to businesses because if leaders aren’t developing themselves, they may not be motivated or feel like they are doing enough for themselves. In addition, their direct reports and subordinates will not necessarily see a role model who encourages them to develop themselves, according to a new interesting research published by Capgemini with partnership CTO Craft using data from over 100 global engineering leaders with majority as a Chief Technology Officer ( CTO) among 27 countries.

?? Recommendation of researchers:

Researchers recommend below actions for CTO and leaders to improve their leadership skills:

Coaching or mentoring : Researchers believed that having a coach who has been through the process of adapting to a CTO can be an invaluable way to progress and learn as a leader in tech. Not only can they help to answer practical questions, but they can also be a great sounding board to help leaders discuss concerns and worries. They can also help to improve listening skills, ‘When someone is speaking, focus on active listening. Don’t listen and then forget about it; really listen, concentrate and understand what they’re saying and don’t interrupt in the middle of a sentence.

?? Remember to stay at the leadership level and not always be into the details.

Leadership courses: Researchers believed that courses can help develop the skills required for CTO leaders that aren’t necessarily learned during a technical career.

???? What were the expert opinions:

Leaders should create an atmosphere where open communication, constructive criticism, and continuous improvement are embraced. By demonstrating humility, openness, and a willingness to learn, leaders can create a culture where feedback is valued and contributes to personal and organizational development, according to Shiroz Hamid (CAHRI)

Some interesting insights on Leadership Development. Personal leadership is key to leading company and people.. John F. Kennedy says“ Leadership and learning are indispensable to each other.” Leadership training is not just an investment, but a necessity. After all, isn't it true that a Team is only as good as a leader..., according to Ramesh Ranjan

We're actually close to launching our attempt to help fill some of those skills gaps... according to Andy Skipper

While a smaller and focused sample (100 engineering leaders), the results confirm that being a better leader requires personal investment to improve. There are lots of ways to create an individual development plan for a leader and those listed are helpful. Many have used an individual development plan grid to give a leader a roadmap for making personal progress. This research is a little worrisome in that these leaders are not investing in themselves as much as they might. In technology (this sample) there is a rapid half life of knowledge. My colleague who teaches graduate level electrical engineering say he has to have 50% new material every year (wow). In my work, half life is 2 to 3 years. Leadership skills also have a half life where new knowledge is required. We have consistently updated our leadership code (now 3.0) skills, according to Dave Ulrich

We often see people that have been promoted purely on their technical skills with little, if any, thought given to the management of people. I have spoken to many people who say that they wished that they had been given management and leadership training. Even where training has been provided, the mentoring necessary to transfer the learning into the workplace has often not been provided. As you have so rightly pointed out, leadership development is essential if all stakeholders are to benefit. Do people leave bad managers? I think it more likely that they leave organizations who have not invested in the development of their managers/leaders, according to George Kemish LLM MCMI MIC MIoL

The level of the risk you point out is significantly underestimated. If effective leadership training is not in place how then will leaders optimally implement any element of the organizations activity - strategy to customer service. The figure of 17% fits with my frequent experience - every time I speak to an audience of leaders I ask the simple question - "how many of you have been developed on how to delegate effectively". Other than military audiences no audience has more than 20% roughly. I've been asking that question for over 10 years. So if probably 70%+ of leaders haven't been shown how to delegate effectively how much day to day impact does that have ? After the question I run a 4 minute exercise - at the end in most cases those who previously had not been shown how to delegate had a plan to save 1/2 working day a week in their estimation, some a full day, via better delegation. How much extra time is that a leader could have had to spend on their people and the other areas you mention if they had been given "core leadership skills" in just one day when appointed to their first role. Its over 3 weeks for every year - which is why military leadership training does this from day 1, according to Chris Roebuck CCMI FCIPD

Feedback is so important for growth. As long as what you want to say is taking that person one step further towards where they want to be in life, give feedback as much as you can, according to Gemma Atkinson

That's a great point because I believe being a leader is not something you can consider as gifted. It is a skill, and it needs to improve and evaluate. In my opinion, companies should always monitor and upskill their leader listening, mentoring, and self learning skills .Also , allow feedback . It is a main key to discover where the upskilling process can start, according to Nora Ragab

We at Vivo Team are integrating the leaders' team members into the leadership development programs in order to activate the 3% rule so that the programs flow into those people affected - not just the leaders, according to Dr. Jim Sellner, PhD. DipC.

Retaining Employees is the #1 priority for Operations and HR Leaders in 2023 as Turnover rate will remain high in 2024

?? Findings of researchers:

Retention far outranks other top operational and HR priorities in 2023, putting total rewards and the employee experience in the spotlight, right alongside heavy investment in base salaries.

Retaining employees is the No. 1 priority for both operations in 2023 (51%) and HR (66%), continuing a gradual trend from 2022. For Operations, retention is slightly ahead of priority #2, which is revenue or sales growth (47%).

Attraction is currently a lesser concern, and like retention, far fewer employers rank it as a top operational priority (34%) than a top HR priority (49%).

More than half (51%) experienced a turnover rate of 15% or more in 2022, including nearly 1 in 5 (18%) whose turnover rate was 30% or higher. Interestingly, policies that establish and promote DEI initiatives can contribute to retention as most DEI initiatives are designed to align with the core values of the organization, according to a new interesting research published by Gallagher using data from a total of 4,030 organizations across the US and coming from a variety of industries between December 2022 to March 2023.

?? Recommendation of researchers:

Researchers provide 7 key recommendations for organization to develop and implement an effective approach to organizational well-being.

1?? Preparing for the challenges of labor market competition

2?? Increasing retention as a key priority

3?? Enhancing total rewards to attract and retain talent

4?? Aligning DEI and work culture initiatives

5?? Optimizing work with HR technology advancements

6?? Managing rising healthcare premiums and employer spending

7?? Stabilizing employee cost sharing while increasing cost controls

???? What were the expert opinions:

I really like the intent of this research...to figure out the priorities among possible HR practices areas. Asking operation and HR leaders their perception of those priorities makes sense and it is interesting that retention comes out so high. In our work, we have identified 38 possible "human capability" initiatives. We then created a opportunity formula to determine which ones should be focused on based on three criteria. We found that each company has unique priorities based on their "opportunity" scores. This is the work from the Organization Guidance System. This research confirms the importance of prioritization of all HR initiatives to focus on, which is an important step in delivering value, according to Dave Ulrich

Although I am not surprised that retention has come out so high on the list. It would appear that organizations are now paying attention to the following factors: 1.The shortage of skilled people in the marketplace. 2.The cost of recruitment and any necessary training. 3.The lost productivity - as people settle into their new role. 4.Possible loss of team cohesion, according to George Kemish LLM MCMI MIC MIoL

We're seeing more and more HR leaders partner with their CMO counterparts to ensure that the employer brand and client brand are wholly aligned, Nicolas. If you want to increase retention and engagement, your people need a mission, vision, and values (MVV) that they can clearly articulate and identify with. Your employees are your best advocates and represent your product. In some industries, like hospitality and healthcare, they are your product. So many companies are checking that box and jumping ahead to the more tactical and operational elements. Get your MVV right and those lower 3 will come much easier (training & development, creating a strong culture, and increasing workforce engagement and productivity), according to Drew Fortin

This research suggests a (non surprising) correlation between voluntary turnover rates and the emphasis on retention as a business priority. I have three key points to raise. Firstly, this finding highlights a notably reactive approach to addressing voluntary turnover. Secondly, despite the extensive sample size, these findings are only applicable to the US market. Lastly, I'm intrigued by the people-focused strategies in regions with lower turnover levels, according to Tanguy Dulac

84% of LinkedIn members are in occupations that could leverage GAI to automate at least a quarter of routine tasks and increase Productivity

?? Findings of researchers:

Generative AI (GAI) is rapidly evolving and affecting all jobs but researchers don't expect that any occupation will disappear in the near term.

Most jobs require skills that can potentially be performed by GAI technologies, but not every job will be affected in the same way and all industries employ workers in roles that stand to be transformed by these new technologies.

Each occupation can be classified in 3 groups by the percentage of core skills that are potentially replicable by GAI and the share of core skills that are complementary to GAI: Augmented by GAI, Disrupted by GAI and Insulated from GAI. The GAI technological wave will likely affect some of the highest-skilled and there is prediction that highest-paid jobs most and the pace and scale of change to jobs to accelerate even more by an additional 5% points to reach at least 65% by 2030, according to a new interesting research published by LinkedIn using the internal tool LinkedIn’s taxonomy that used ~38,000 skills and LinkedIn's Economic Graph a unique digital representation of the global labor economy spanning over 950 million professionals.

?? Recommendation of researchers:

Researchers finally recommend below actions for leaders to prepare the workforce for Generative AI:

??A skills-based approach to strategic workforce planning:

Leaders should comprehensively understand GAI’s impact on their organizations and the economy.

??Productivity gains via collaborative human-AI workflows:

Leaders should recognize the potential for GAI technology to augment human capabilities. Building a culture that promotes collaborative people and AI workflows and adopts responsible guidelines for the use of AI, can unlock new avenues for productivity and innovation.

?? Promotion of an equitable distribution of AI benefits

Leaders face an opportunity to address disparate impacts of GAI on different workforce segments, such as its potentially disproportionate effect on women and the youth. Collaborative efforts are needed to ensure an equitable distribution of AI benefits, and the mitigation of socially undesired effects

???? What were the expert opinions:

Fascinating and relevant research. For generations, technology changes work. GAI will continue this evolution. The typology of augmented, disrupted, and insulated is very helpful. It seems like jobs that require knowledge and information are most at risk as GAI is a means of synthesizing and sharing information. The emerging skills will be more about how to turn artificial intelligence (information) into informed intelligence (action with wisdom) Drawing on work from others, I have made a few observations about what this transition might look like. Again, this is very helpful research to go beyond broad statements of GAI trends to specific impact, according to Dave Ulrich

The latest report from the World Economic Forum offers even more detailed predictions regarding the impact of AI on skills. According to this report, in the next five years, around 23% of jobs are expected to be either lost or created. This means that for the remaining 77% of jobs, organizations will need to explore how AI can enhance human capabilities. Interestingly, as per the research you mentioned, this could potentially disrupt a quarter of routine administrative tasks – a projection that some might consider to be quite conservative, according to Tanguy Dulac

Interesting article. Though Generative AI has made significant advancements in language translation, accurately capturing the nuances and cultural context of a language remains a challenge. Human translation is less likely to be fully disrupted by AI, according to Shiroz Hamid (CAHRI)

An interesting insight into the future of work taking into consideration the advances in AI. I picked up on the following recommendation: 'A skills-based approach to strategic workforce planning'. My own thoughts being that there is a need for a skills-based approach to strategic workforce planning in any case. As a consultant I have always used this logical approach to aid planning. However, with the fast flowing introduction of AI in the workplace (constant advancements leading to change), organizations need to be agile in their planning assumptions. This, in turn, will require a constant vigilance in order to ensure that workplace planning keeps up with the constant change brought about by GAI. It also requires the employer to keep their workforce updated with possible future changes - otherwise we are likely to see people becoming 'burned out' due to changes being 'thrown' at them at the last minute (affecting both their work and their careers). There is also need to ensure that staff development keeps pace with these changes if AI is to provide the productivity that you have mentioned, according to George Kemish LLM MCMI MIC MIoL

HR Senior managers want to be aligned with Companies Values rather than a high salary!

?? Findings of researchers:

HR Senior managers were the most likely (75%) to want to advance their career within another organization and also they want to be aligned with organization values rather than a high salary! Interestingly, those less senior were keen to advance their careers within their current organization. But overall, the top 3 considerations in choosing a job in the next three years were financial remuneration (56%), career progression (51%) and flexible working (39%).

Upskilling, attaining certification and networking were considered important in advancing careers and the top 3 skills perceived to support career progression in the people profession were business partnering, learning and development and organization design and development.

Since replacing senior HR staff is more expensive and finding the skillset is likely to be more competitive, this presents a key challenge around creating career opportunities internally for this talent group, according to a new interesting research published by CIPD using data from focus groups of with 100 managers, directors and senior leaders in the profession in APAC region (Singapore, Malaysia and Brunei) between December 2022 and January 2023.

?? Recommendation of researchers:

Researchers recommend HR Leaders to prioritize the 5 below areas to develop their talent and build future-fit people teams :

1?? Protecting people practitioners’ mental health and wellbeing through a holistic approach, including more flexible working, progression opportunities and setting clear boundaries between work and personal needs.

2?? Increasing people professionals’ exposure to the wider organization and demonstrating their strategic contribution, through working collaboratively with other departments, being involved in wider business conversations and initiatives and celebrating their purposeful impact.

3?? Enabling job mobility across the function and other business areas, as well as bringing in talent from outside the profession, through rotations and skills-led recruitment practices.

4?? Enhancing long-term skills development through continuous learning, professional qualifications and learning from peers, both within and outside the people profession.

5?? Building their professional network by fostering external relationships, joining professional communities and engaging in discussion forums.

???? What were the expert opinions:

We also heard from the HR professionals in the research that hashtag burnout was a significant issue affecting retention of their HR talent, as many people teams have been under pressure to 'do more with less' since the pandemic, according to Louisa Pattison - Author/research team of this research

Thoughtful research on an important question: what matters to (motivates) HR professionals? The findings (with a relatively small sample of 100) are interesting: career progression, flexibility, financial, and alignment of values. And, career progression comes from upskilling. My take is that motivation is increasingly a personal agenda that may differ both by individual and over time. Having a framework of possible motivators then adapting those motivating factors to an individual may be part of the evolving employee value proposition. We have identified 7 possible motivators (that include those mentioned) and then helped leaders figure out which are most relevant for a particular employee (see grid).The four factors identified i this research fit into and confirm our VOICE model, according to Dave Ulrich

Would these prepositions differ slightly in a different region! eg. use of HR analytics and AI to ease out processes, may a bigger motivator in certain environments, according to Shahid Sami, Charterd MCIPD

It actually reminded me of something said by Dave Ulrich: 'The best thing that an employer can give to an employee is a successful organization'. Taking that into account, it is to be hoped that the Companies Values will be aligned to that of all stakeholders, not least those of the end customer. This, in turn, means that all employees - including those working in HR - need to be customer-centric as well as employee-centric. The culture within the organization needs to be in keeping with providing Value within the organization in order to generate value in the external environment. HR has a major part to play in ensuring that this is the case - especially in meeting the expectations of both the employee and the organization. Many of the 'needs' required by the HR Professional, that ensure further development and career enhancement, are likely to be mirrored by other professions within the organization (and at all levels). As we have recently seen, if these 'needs' are not being met, then people will look to move to an employer who is willing to provide them, according to George Kemish LLM MCMI MIC MIoL

This is a sad reality if the data are valid. In my decades of consulting experience, the best managers don’t seek to align themselves with the company’s values, but they work to overthrow and improve systems in ways that empower workers and build a better quality of work life for everyone. Conformity is never the best strategy, unless a person is afraid, according to Warner Woodworth

I have a personal assumption to put forward, one that requires empirical investigation. It seems that a correlation exists: the higher the level of seniority within an organization, the greater the inclination to cultivate a transformative connection with one's job and to make a significant impact through that role. Moreover, the higher the level of seniority within an organization, the less prominent the focus on total rewards, as these are likely already substantial enough to meet both transactional needs and expectations, according to Tanguy Dulac

Leadership skills and Succession Planning are the top talent issues for Companies in the industrial, energy, and natural resources sectors

?? Findings of researchers:

Companies have several talent management and acquisition challenges that they anticipate facing in the next 12 months.

For most companies, leadership skills and succession planning are the top talent issues, while some struggle with the availability of executive talent. The biggest talent issue by far is leadership skills, which 70% of companies report struggling with. These results highlight the need for companies to prioritize the development and retention of their top talent to ensure long-term success, according to a new interesting research - mainly focused on ESG responsibility - published by Stanton Chase: Executive Search & Leadership Consultants using data from a survey of 179 executives, including 30% CEOs and 15% board members or board chairs - More than half (57%) of respondents represented global companies, and more than a third (34%) represented companies with revenues of $1 billion or more.

?? Recommendation of researchers:

Researchers recommend below actions to improve their ESG initiatives and leadership challenges:

?? Develop agile leadership talent to navigate the prolonged series of major challenges faced by the industrial, natural resources, and energy sectors.

??Strong leadership is essential

??Executives should have knowledge of ESG, even if it is not their primary focus.

??Support your top executives with ESG related education.

??Build a talent pipeline that prioritizes continued growth and learning. This ensures that your executive team stays updated on ESG developments, such as new regulatory requirements, and that talent is always available on your board and executive team

??To attract talented executives who can drive growth and sustainability initiatives, consider offering more competitive compensation, opportunities for growth, a positive company culture, and flexible working conditions.

??Offer opportunities for your leadership to question the status quo and creatively rethink revenue and growth opportunities.

???? What were the expert opinions:

Thanks for sharing In this and other posts, researchers often want to know what priorities to focus on based on respondents' perceptions (179 executives in this case). Setting priorities makes sense because doing so focuses attention and allocates resources. Thoughtful executives who respond to items on a survey are a good source of perceived priorities because they set visions and distribute resources. In our work, we determine priorities by which of 38 human capability (talent + leadership + organization + leadership) initiatives best deliver stakeholder value: employee productivity, strategic realization, customer share, investor confidence, and community reputation. We create an opportunity score based on three criteria: status, impact, and variance. Asking leaders their perceptions is a traditional and viable way to determine priorities; determining opportunities for improving stakeholder value is another option, according to Dave Ulrich

I agree that leadership skills and developing leaders is a top issue for organizations going forward. I would add that many organizations can unlock much better leadership on a broad level by focusing on the hidden capabilities of mastering leadership transitions really well in organizations: support, programs, training, coaching and mentoring. I believe there is still a huge, hidden potential there, according to Christian Madsen

ABT - always be training. The rate of workforce evolution and economic shifts is enough for any executive or team leader to lose their footing and burn out. It's imperative that companies offer a steady cadence of learning and coaching for leaders to develop and stay on top of their game. Just like pro sports, on-field performance is the result of practice, conditioning, and self-care. This isn't taken care of by subscribing to LinkedIn learning or having an annual leadership retreat. This takes thoughtful, strategic programming - to include succession planning. It is why the L&D department, which was once only something large enterprises could enjoy, is starting to move down market. In a world where technological proliferation is commoditizing most business, the last, true, differentiator is your people. That's what's causing this shift at a macro level, according to Drew Fortin

If you've enjoyed this piece, don't hesitate to press like, comment on what you think, and share these articles with your network.

?? Follow me 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.

?? We are approaching 10,000 subscriptions! Thank you so much for your support! ??if you haven't already, subscribe to receive my?Weekly People Research

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?!???

Thank you,

Nicolas BEHBAHANI

#futureofwork?#peopleanalytics?#hr?#research