Latest HR Trends: Lead GenZ, Productivity with GenAI, Growth over Talent for CHROs, MultiAgent AI, Organizational learning, Empathetic leadership
Nicolas BEHBAHANI
Global People Analytics & HR Data Leader - People & Culture | Strategical People Analytics Design
?? Hello Everyone and Happy Sunday !
?? Welcome back to the 76th 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!
?? I’ve returned to Paris from New Delhi! Stay tuned for my daily posts at the same time each day.
Last week, we engaged in a discussion on the following exciting HR topics:
?? In this latest edition, you will discover more about ??:
??How can managers adopt a modern leadership style to effectively lead Gen Z employees and reduce the risk of higher turnover rates? Intelligent researchers also found that excessive phone use and poor work ethic are top challenges for managers.
??How are productivity leaders embracing GenAI and adopting five key behaviors to drive growth rather than just focusing on cutting costs? 埃森哲 researchers revealed that on average, companies reinvest only one-third of their productivity programs’ gains into fueling growth and emerging businesses.
??Why should CHROs champion talent as the top priority for CEOs in 2025, even surpassing growth? Gartner researchers observed that 61% of talent management leaders believe that the demands on talent management exceed their capacity to deliver.
??Why are AI agents and multiagent AI systems poised to surpass GenAI, driving human-machine collaboration and business innovation to new heights? 德勤 researchers discovered that specialized AI agents can expand prompts, conduct research, compile and analyze results, identify themes and draft the report outline.
??Why do only 15% of organizations boast high levels of both organizational learning and AI-specific learning? 波士顿谘询公司 BCG Henderson Institute itute researchers identified that Augmented learners are 1.6 times more likely to feel prepared to manage uncertainty than organizations with limited learning capabilities.
??Why does combining drive and empathy generate a highly effective leader with engaged direct reports? Zenger Folkman researchers uncovered that only about 15% of leaders excel in both empathy and drive!
?? Now, let's do a recap of the week on published research:
?? Findings of researchers:
??18% of managers have considered quitting because of the stress of managing Gen Z employees
?? Excessive phone use and poor work ethic are top challenges for managers
?? Two-thirds of managers have adjusted their management styles to better accommodate Gen Z employees, with 75% noting that this age group demands more time and resources.
?? Half report that Gen Z staff cause tension among other generations in the workplace.
?? The challenges of working with Gen Z employees have forced the majority of managers (65%) surveyed to adapt to their management styles, according to a new interesting research published by Intelligent in partnership with Pollfish using data ?? from a survey of 1,000 U.S. managers in October 2024.
?? Recommendation of researchers:
Researchers have found that 44% of managers report giving more frequent feedback to Gen Z employees.
Additionally, managers are adopting various strategies to better accommodate this generation:
?? Micromanaging (38%)
?? Adjusting management style for work-life balance (35%)
?? Allowing more time for work to be completed (32%)
??My personal View:
This insightful research uncovered intriguing challenges faced by managers with Gen Z employees, highlighting the definitive need for a new management style. While inter-generational workplace tension is not new, researchers emphasized that Gen Z requires more frequent feedback and support, especially as they transition from full remote work back to the office.
???? What were the best HR expert opinions:
Dave Ulrich Very interesting. We have consistently seen that many fundamental reasons WHY people work is similar across generations and HOW people work varies by generation.This research confirms some of these findings. Managing across generations will clearly require more adaptive leadership.
Aytuna Oto, PMP? I found it quite valuable and also very interesting to approach Gen Z topic from the leaders’ angle. It seems majority of the studies and articles are focusing on the needs of Gen Z people. It’s not surprising to see how much leaders are struggling or how significantly they need to change/adopt knowing the exponential difference between this generation and others. I liken it pretty much to modern parenting. We know that we cannot grow our kids as we were grown. There is a clear need to listen more, connect more, empower more, make sense more, be a human more than a title, and be on the same eye level more. So these leaders should have an excellent translation skill from what they saw to what they’ll show. In this transformation, naturality and authenticity are very important since Gen Z is not in favor of enforcement or dishonesty. Thanks for the great Monday read !
Sanjana Nair I think gen Z brings a digital-first mindset, values authenticity, and seeks a clear purpose in their work! A more adaptive leadership style for managing Gen Z employees could involve empowering them to work on projects that align with their strengths and interests, rather than following a strict top-down approach
Ludo Verstraete Aren't we paying too much attention to those generational differences? Even within the same generation, individuals have personal expectations and wishes. One size does not fit all. I've been a leader for 36 years, I really never haven't bothered with the generational differences. It is always about good and effective leadership.
Mohammad Alharbi Insightful data on the challenges faced by managers with Gen Z employees! It’s clear that a shift toward adaptable, empathetic leadership is crucial. Emphasizing continuous feedback and supportive, real-world learning aligns with modern workplace needs. The focus should be on mutual understanding and harnessing technology to foster engagement
Fatima Almustafa Interesting topic! Generational differences enriches organizations and life; despite frictions; knowing the motivations, preferred communication styles can help complement teams’ efforts when it comes to business challenges Some Gen Zs were brought up by baby-boomers and might blend well with them; the role of caregivers influence as well as community and friendships/connections can add another layer when it comes to Gen Z. Continuous feedback and improvement is key here.
Andrew Lang Managing Gen Z employees challenges traditional leadership practices, but the deeper issue may not be simply ‘adjusting management styles.’ Instead, it requires understanding why Gen Z feels tension and what drives their expectations. Gen Z brings a desire for purpose, flexibility, and growth into the workplace, often misunderstood as poor work ethic or entitlement.
?? Findings of researchers:
?? Despite major advances in technology over the past decade, global productivity remains flat with 40% of large companies analyzed reporting negative growth.
?? The gap between high and low productivity growth companies has doubled over the past eight years—and quadrupled in the last four
??Researchers identified 5 behaviors that set productivity leaders apart, yet only 36% of executives use quality improvements as a measure of their productivity programs’ success.
?? On average, companies reinvest only one-third of their productivity programs’ gains into fueling growth and emerging businesses, according to a new interesting research published by 埃森哲 using data ?? from a survey of more than 2,000 senior executives, whose companies operate in 18 industries and are headquartered in 11 countries, to understand. their views on productivity.
?? Recommendation of researchers:
Researchers revealed also the five behaviors of productivity leaders and how they gain a competitive edge:
1?? Redefine productivity and how it's measured
2?? Invest deliberately in productivity for growth and competitiveness
3?? Super Charge productivity with Generative AI
4?? Empower talent with human-centered strategy
5?? Embrace change, break through barriers
??My personal View:
This fascinating research unveils new insights into productivity, highlighting the necessity for organizations to embrace GenAI for growth. As researchers highlighted, the outdated notion of productivity solely based on cost savings is obsolete. To stay competitive, companies must now prioritize growth. To lead effectively, organizations must fully implement the new productivity formula and adopt the five key behaviors.
???? What were the best HR expert opinions:
Dave Ulrich Thanks for sharing. Productivity has been an important measure of personal and organizational performance, generally based on a version of an output per unit of input . Often this focus is on the denominator (cutting cost and being more efficient. I like the focus on numerator and revenue growth.Doing more with less (version of productivity) continues to be a challenge and opportunity. AI can provide information to be more productive, but I think sustainable productivity comes from the human element. Thanks again.
Natalia Illarionova Insightful analysis!?The question now is how many companies will adopt these key behaviors and commit to a long-term growth approach. Exciting times ahead for those who do.
Marc Lawn Great research Nicolas . I do feel there are two things going on with productivity. The first is all about us getting in our own way through process etc. The second & more related to AI is that we need to be clear on the problem/opportunity we are trying to address, I think.
George Kemish LLM MCMI MIC MIoL There are two points that I would like to make. Firstly, productivity does not provide the innovation and creativity required for growth (employee and organisation) this comes down to the way in which human performance is managed. Secondly, AI can support human performance, but there is a need to look at the processes in use to ensure that they are already providing full value to all stakeholders before introducing AI related software - otherwise there will be little additional value in its utilization. My own research, undertaken face-to-face with business leaders and looking at the management of human performance together with the processes that are in place, has highlighted these to be the major factors of failure in the utilization of AI. In short, productivity on its own will not add growth - it has to be linked with other elements within the organisation.
?? Findings of researchers:
?? CHROs have a prime opportunity to elevate HR’s influence in 2025
?? Despite three key CHRO priorities for 2025, CEOs are deprioritizing the workforce as a focus area…
?? The number of CEOs prioritizing growth has surged by 25% since last year, reaching its highest level since 2014.
?? Business leaders anticipate a 22.6% boost in functional productivity over the next 12-18 months through the use of GenAI.
? 61% of talent management leaders believe that the demands on talent management exceed their capacity to deliver, according to a new interesting research published by Gartner using data ?? from a survey of 641 CHROs and 762 HR Leaders in 23 industries and 6 regions in the world.
?? Recommendation of researchers:
?? Ultimately, researchers offer three key recommendations to unlock new business value:
?? Foundational elements engage stakeholders in prioritizing new value opportunities.
?? Broadened perspectives inspire HR teams to explore new value avenues.
?? Unified objectives empower process leads to design complementary solutions that generate new value.
??My personal View:
As we approach the end of the year, more research is emerging to highlight the priorities of CHROs and CEOs for the upcoming year. This intriguing study by Gartner reveals the key focus areas for CEOs based on current trends. Notably, workforce is not the top priority for CEOs at the moment, underscoring the need for CHROs to elevate its importance. Additionally, CHROs must become more involved in GenAI, as researchers indicate that only 1% of CEOs currently rely on them for this new technology.
???? What were the best HR expert opinions:
Dave Ulrich Thanks for looking at priorities for CHRO's. I like the survey methodology of asking CHRO's and other HR leaders their opinion.If doing a survey, I would tend to ask CEO's and/or other business leaders their opinion about what matters most to them, then make HR's priority to help these business leaders reach their goals.Or, we have found in our research on "guidance" which HR investments have the greatest impact on key stakeholders, then CHROs could prioritize based on data. Our overall findings show that investing in "organization capabilities" adds more stakeholder value than talent or leadership, or HR (with data from over 500 organizations with at least 5 respondents per organization). Again, the issue of prioritization is a key topic for business and HR leaders I hope we can find better ways to deliver it.
John Sorkvist Great insights here, if CEOs are anticipating growth in 25-26 then talent is of the upmost important. Growth at all cost has been something that we have seen in the past does not go well. Focusing on people will be a catalyst for growth not a distraction
Arturo Aranda Marín Growth objectives in any organization should be the number one priority for all its leaders, but the key is how to do it. I think that currently, and in light of the structural changes that are taking place, CHROs have a valuable opportunity to strengthen their leadership within the organization and to be able to make the workforce the basic pillar for business growth and the most valuable asset within a company. Thank you for sharing insights
LynnAnn B. Thank you for the excellent question and insightful summary. The partnership between humans and AI will drive growth, and CHROS needs to lead thought leadership discussions on this topic with CEOs and senior leaders.
Ashok Govind This is a great reminder for CHROs to be proactive. Demonstrating how talent drives growth, not just supports it, will be key to gaining CEO attention.
Rishi A. Battja ?? I believe that to help elevate the workforce as a priority on CEOs’ agendas for 2025, CHROs can position talent as a key driver of growth, adaptability, and productivity, shifting HR from a support function to a strategic partner.
Darshana D. Thank you for sharing insights of Gartner research. It is evident that while CEOs are prioritizing growth and productivity, the role of HR in supporting these goals through strategic initiatives and GenAI integration is more crucial than ever.
?? Findings of researchers:
?? At the end of 2023, nearly 1 in 6 surveyed business leaders said GenAI had already transformed their businesses.
??Through their ability to reason, plan, remember and act, AI agents address key limitations of typical language models.
?? Specialized AI agents can expand prompts, conduct research, compile and analyze results, identify themes and draft the report outline.
???? In addition to being effective and repeatable, this AI agent-powered approach is fast, Efficient, Highly scalable, according to a new interesting research published by 德勤 using data from four AI agent use cases that are possible today—two in specific industries (financial services and consumer) and two that can be applied in any organization.
?? Recommendation of researchers:
?? Researchers ultimately advise leaders to take the following steps to kickstart their organization’s AI Agent journey:
?? Assess and prioritize use cases
?? Develop a strategic AI agent road map
?? Invest in infrastructure and human talent development
?? Implement strong data governance and risk management
?? Nurture a culture of innovation
??My personal View:
This insightful research underscores that, although we are in the early stages of GenAI adoption in companies, researchers envision a future where AI agents will revolutionize foundational business models and entire industries. This transformation will enable new ways of working, operating, and delivering value. Effective and efficient work hinges on creativity and knowledge, enhanced by well-planned processes and task-appropriate tools—precisely what AI agents and multiAgent AI systems can offer.
???? What were the best HR expert opinions:
Dave Ulrich Exciting to see increased research on how AI works and will have impact. Every group I talk to about AI, I ask how far up the "s=curve" they are and it is always 20 to 40%. We have seen four stages of AI work with most being in stage 1 and 2. This is consistent with this research. More to come!
Namita Gopinathan,MBA Very insightful! It’s evident that this technology will have far-reaching effects on knowledge-driven industries. As we move further into the AI-powered future, it’s exciting to see how multiagent AI systems are set to transform entire sectors. What’s particularly noteworthy is not just the capabilities of these AI agents, but the way they will redefine human roles. As AI takes on more complex tasks, human workers will shift towards managing, collaborating, and continuously refining AI solutions. Companies that successfully integrate AI into their culture and operations today are positioning themselves for a future where human-AI collaboration drives new levels of productivity, innovation, and agility. This presents a prime opportunity for organizations to rethink their operations and cultivate a workforce ready to thrive in the era of intelligent automation. Thank you for sharing!
Dr. Bhanukumar Parmar AI agents are the GenAI superheroes, revolutionizing business! Multiagent systems? They will be dynamic duos, taking collaboration to new heights! Thanks for sharing. With AI pioneering intelligent innovation, employees traditional roles will transform - but brace for the investment of time & money.
?? Findings of researchers:
?? 99% of Augmented Learners report annualized revenue benefits from AI
?? Managing uncertainty, therefore, requires learning. Companies need to learn more, and more quickly, to manage uncertainty.
?? Organizations that combine organizational and AI-specific learning (Augmented Learners) are 1.6 times more likely to feel prepared to manage uncertainty than organizations with limited learning capabilities.
?? Using AI can improve organizational learning capabilities and that these learning improvements are similarly tied to improved financial results, according to a new interesting research published by 波士顿谘询公司 BCG Henderson Institute using data ?? from 3,467 respondents and and interviews with nine executives, representing more than 21 industries and 136 countries.
?? Recommendation of researchers:
?? Finally, researchers have identified five practical and actionable steps to enhance organizational learning with AI:
??Simultaneously advance both organizational learning and AI-specific learning
?? Learn to explore with AI
?? Accelerate learning with AI
?? Choose projects that promote learning
?? Learn responsibly
??My personal View:
This insightful research uncovered fascinating patterns regarding the advantages of advanced organizational learning capabilities. However, it’s concerning that only a few companies have developed a robust AI learning roadmap to capitalize financially. This is likely due to the high cost of such investments and the challenge of finding the right leaders to guide them towards becoming ‘Augmented Learners,’ as researchers have termed it.
???? What were the best HR expert opinions:
Dave Ulrich Very useful research. If AI is about providing information that improves decision making to create stakeholder value and if learning is about accessing and using information ,then the combination clearly helps both people and organizations make progress. And, as the research shows, if only 15% of organizations do both AI and learning, this is a major competitive advantage for those who do both.thanks again for sharing.
Jose Santiago First great post. Two points I would like to add, the first, that having a strategy to learning is essential and then having both AI understanding and a business needs or goal, second having the organisation in the right mindset to take advantage of the learning because if it's closed or fixed the investments will be for naught.
Jos van Snippenberg valuable research, in general I expect that the majority of organisations need to shift their mindset towards learning. The pace of technology innovation is so high, that the era of "know it all" needs to shift to "learn it all". This means creating an ecosystem of continuous learning.
Andrew Lang Interesting insights! The link between organizational and AI-specific learning is powerful. While AI can amplify learning, it’s crucial to ensure a balance where humans stay agile and resilient, especially when managing uncertainty. It’s not just about integrating technology but fostering a culture of continuous, responsible exploration and growth. Excited to see how more organizations embrace this.
?? Findings of researchers:
?? An intriguing finding: only about 15% of leaders excel in both empathy and drive!
?? Today’s most effective leaders aren’t choosing between being empathetic or driven—they’re mastering both.
?? Individual contributors often score higher in empathy, while top executives typically excel in drive.
?? If leadership is indeed a dance, it requires both the technical steps (drive) and the emotional connection (empathy) to create a performance worth watching, according to a new interesting research published by Zenger Folkman using data ?? from over 4,000 leaders through the eyes of their colleagues, managers, and direct reports.
?? Recommendation of researchers:
?? Researchers analysis of thousands of 360-degree feedback responses over the past three years revealed five key behaviors below that set highly empathetic leaders apart.
?? Eliminate the Executive Double Standard
?? Make Development a Daily Priority
?? Master the Art of Inspiration
?? Build Bridges Across Differences
?? Embrace the Vulnerability of Feedback
??My personal View:
This insightful research highlights key patterns in modern workplace challenges: rising burnout rates, younger generations seeking more meaningful connections at work, and dispersed teams struggling to maintain cohesion. These issues transcend HR concerns—they are leadership challenges that directly affect the bottom line. The inspiring analogy of leadership as a dance, particularly the tango, emphasizes that both technical precision and emotional connection are essential to create something truly remarkable.
???? What were the best HR expert opinions:
Dave Ulrich Very insightful research, as expected from Joe Folkman and Jack Zenger . This research confirms what we also found, that the ability to navigate paradox is one of the key leadership (and HR professional) competencies. They find that the empathy AND drive paradox is one of the critical ones for leadership effectiveness which makes sense. We identified 10 paradoxes which require navigation for success. Thanks again to Joe and Jack for on going commitment to thoughtful research.
George Kemish LLM MCMI MIC MIoL A great piece of research that outlines the need to bridge the paradox of empathy and drive. If leaders want to drive the continuous change experienced in both the internal and external environments, then they need to build trust, foster collaboration, create inclusive environments, and adapt to others’ needs. However, one point that I found missing is that bridging this paradox needs to be practiced across the organisation. The needs of one team may be different to those of another team and, taking into consideration the fact that change in one area can create different needs in other areas (for people and processes), communication and collaboration are going to be key in engaging with both their direct reports (carrying them on the journey of growth) and with other team leaders (creating support for change across an organisation). With the ongoing changes brought about by AI (as you have highlighted this week), this will be crucial for ensuring that change (including AI) provides growth to all stakeholders. Thank you so much for sharing this insightful and thought-provoking research.
Sarah McLellan A human era in leadership is emerging and it is great to see the empirical data to support its need and impact! Great leaders today start everything with empathy - seeking to understand their people, customers and stakeholders. They ask questions, listen, observe because they're motivated to serve them and make a difference and this drive helps them to co-create a path forward. Looking for and developing a mix of empathy and drive can really help us move leadership forward. Thanks for the insights
Kazem Katani, PMP Very insightful! While drive fuels progress, excessive focus on goals can make leaders seem detached. On the other hand, too much empathy might slow decisions or dilute objectives. Successful leaders tailor their approach to team dynamics and balance both traits to build a high-performing, cohesive team.
?Leaders looking for the next step in their career:
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That's it for last week's recap - Happy Sunday and wishing you health and success?!???
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Nicolas BEHBAHANI
Team Communication & Collaboration Enthusiast | Using DiSC Solutions to improve Team Dynamics
3 天前?? Nicolas - super informational newsletter. Thanks for all the effort that has gone into this. Working with Gen Z is a topic that excites me because I am one ?? In my humble experience, managers must invest now more than ever to learn the preferred communication style of team members (Gen Zers especially) to adapt their style and speak in a language they are comfortable in.
Industry Veteran | Exploring Future of Work | Great Manager’s Coach & Mentor
4 天前?? Nicolas BEHBAHANI your research nuggets are like mini-masterclasses in human capability! ?? ? This week's focus on leadership truly stands out. Leaders today are like multitasking superheroes - juggling Gen Z inspiration, productivity, talent, AI-driven decisions, & the beautiful chaos of empathy and drive. ????♂? ??Wonderful insights on navigating the ever-evolving business landscape. ?? P.S. If LinkedIn groups were rated like fine wine, this one would have a vintage all its own! ???????? I love ?? this HR group & the professionals who pour their experience into building expertise.
Human Resource Professional | MBA | Coporate Recruiting Professional- ASA | Ex-Wirtgen Group,A John Deere Company
4 天前A huge thank you to Nicolas BEHBAHANI for the invaluable research this week, which provides key insights to guide our focus on the evolving priorities for organizations and HR in the years ahead. From modern leadership strategies to the transformative impact of AI, this edition highlights critical areas for growth and innovation. These findings pinpoint where we should direct our efforts, particularly in organizational learning and leveraging technology to drive growth. I truly appreciate the hard work and thoughtfulness behind these insights. As always, it’s been a great learning experience—I look forward to more! A heartfelt thank you to all the contributors.
Lead consultant in HR Strategy & Value Management. Enhancing Value through Human Performance. Delivery of Equality, Diversity & Inclusion Training. Lecturer and International Speaker on HRM and Value Management.
4 天前Another week of insightful and interesting research Nicolas. It provided much learning for myself as did the comments from others. Thank you so much for continuing to provide these articles. Have a happy Sunday and a successful week to come.
Speaker, Author, Professor, Thought Partner on Human Capability (talent, leadership, organization, HR)
4 天前Nicolas BEHBAHANI As always these research nuggets provide valuable insights into human capability (talent + leadership + organization + HR function). This week, the focus on leadership jumps out. Leaders inspire gen Z, drive productivity. ensure talent, turn AI information into decisions, encourage learning, and navigate the complexity of empathy and drive. Wonderful insights on how leaders lead in today's change business context. Thanks for sharing.