Latest HR Trends: Mandate Five-Day office work week, Deskless workers, Women progression, Job obsolescence due to AI, Recognition, Employee Experience

?? Hello Everyone and Happy Sunday !

?? Welcome back to the 68th edition of Weekly People Research! ??

?? Having returned to Paris today, I will continue to post my daily research updates next week, aligned with the European time zone.

?? 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 ??:

??Why is it crucial for organizations to enhance the employee experience (EX) for deskless workers, considering that the cost of replacing them can reach up to 10% of their annual salary? 波士顿谘询公司 researchers found that 84% of organizations don't use technology to measure employee engagement.

??How will Amazon’s 2025 plan to reduce the number of managers by 15% and mandate a five-day office work week impact its workforce and overall operations? 毕马威 and Resume Builder researchers revealed that global CEOs predict a full return to office (RTO) by the end of 2026.

??How can organizations address the challenges that women face in the pipeline and progression to C-suite positions, despite their increased representation to 29% over the past decade? 麦肯锡 and Lean In researchers emphasized that men have a vital role to play in advancing women and fostering inclusion. Not only do they make up at least half the workforce, men also hold a majority of leadership roles.

??How can organizations prepare for the future, given that approximately 80% of employees believe AI will render their jobs obsolete within the next two years? CYPHER Learning researchers observed that 62% of workers feel that new technologies are transforming their roles positively, and 46% specifically attribute AI to making their jobs easier.

??How did recognizing employees with high-quality acknowledgment in 2022 lead to a 45% reduction in turnover by 2024? Workhuman and Gallup researchers uncover that more and more executives believe that employee recognition must be a key pillar in their employee engagement and retention strategy.

??Why do fewer than 20% of organizations excel in delivering an outstanding Employee Experience, while over a third still rely on manual methods? PrimePay and Redpoint researchers discover that Employee retention and offboarding serve as significant indicators of the employee experience.

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

The expense of replacing a deskless worker can reach up to 10% of their annual salary, underscoring the importance of enhancing their EX !

?? Findings of researchers:

?? Considering that 70%-80% of the global workforce is deskless, enhancing the experience of deskless employees ought to be a priority for businesses.

? 53% of deskless workers feel burned out, and 43% are actively looking for new jobs, highlighting widespread dissatisfaction with their working conditions

?? Companies in the bottom quartile of employee engagement suffer from more safety incidents, higher absenteeism and more defective products compared to companies in the top quartile.

?? Emotional factors are pivotal in retaining deskless employees and technology can play a crucial role in streamlining processes and reducing the administrative burdens on deskless workers but 84% of organizations don't use technology to measure employee engagement, according to a new interesting research published by 波士顿谘询公司 in collaboration with Flip using data from Flip internal clients.

?? Recommendation of researchers:

?? Researchers have concluded that HR leaders can enhance the experience of deskless employees and increase their teams' effectiveness by implementing the following four actions:

?? Enable new hires to submit personal data, sign contracts, join training, and ask questions, even prior to joining.

?? Make everyday operations, like shift and absence management, self-serve from their preferred device

?? Create connection with peer-to-peer communication and feedback functionality on one platform.

?? Keep employees informed with targeted, instant updates on new products, open positions, and important news

??My personal View:

This insightful research highlights the importance for organizations to consider the engagement of deskless workers, as it directly affects business outcomes. Companies that neglect to engage these workers face significant business repercussions. Moreover, a disengaged workforce can damage a company's reputation, complicating efforts to attract and retain talent over time.

???? What were the HR expert opinions:

Dave Ulrich Thanks for sharing this fascinating research. I always appreciate Boston Consulting Group (BCG) research for its relevance and rigor. I wish I knew more about this sample... "deskless" is such a broad category that includes "nurses, doctors, stock clerks, cashiers, delivery drivers, and factory workers". Bundling all these jobs into one bucket makes it hard to see specifics. However, the question of cost of engagement is interesting and the data is compelling. There has been quite a bit of research on the cost of turnover and it varies by job level and role. A report by the Society for Human Resource Management (SHRM) estimates that replacing an employee can cost from 6 months to 9 months' salary, depending on their level and specialization. The Center for American Progress (CAP) study found the average cost of replacing a worker is about 21% of their annual salary for an average worker, with the costs much higher for highly skilled roles. In addition, this study reinforces the indirect costs of turnover: productivity and knowledge loss and operational disruption. What I like most about this research are the correlations that lead to attrition risk. The "emotional" factors seem to dominate.

George Kemish LLM MCMI MIC MIoL I agree with Dave Ulrich that it would be interesting to see how this relates to different jobs in different organizations. Dependent upon the skills required, it can take up to 6 months for someone to settle into a new role and the loss of human performance brought about by this needs to be taken into account when looking at the cost of replacing staff. The other costs include recruitment and training (where necessary). There is also the hidden cost of losing tacit knowledge. When we look at the outcome of the research it is clear that much will come down to the culture within the organisation and this will have an effect on attracting and retaining staff. Thank you once again for sharing such insightful research Nicolas - it provides for further investigation.

Clare Langley Fascinating research. It is interesting that we have created a whole new label for the kind of work that used to just he called 'jobs' and that the shift has meant we've lost touch with their needs. As Dave Ulrich says its so hard to generalize with such a big group, but one would've thought that the prevalence of mobile phones would have increased the opportunity to reach these workers electronically, and the personal nature of work would make it possible for workers to feel more connected with their bosses. Early in my career at Woolworths plc (RIP) we were doing the engagement survey on the tills and encouraging 'desked' staff to get out and experience what it was like to spend all day on your feet.

Marian Finkbeiner Very precise summary and conclusion thanks for sharing! Personally, I always find it striking how 'easy' it is to improve the status quo (create a digital connection, share some recognition, make process more bearable), but some companies still don't make that rather small investment with very high returns. Of course, these quick fixes require some organizational and technical changes, but these can be managed if you know how to.

Andrew Lang Useful tips. The link between emotional well-being and retention can’t be overlooked, addressing burnout and disengagement should be a priority.

Amazon's plan for 2025 includes reducing the number of Managers by 15% and mandating a five-day office work week!

?? Findings of researchers:

Amazon's CEO Andy Jassy has informed employees that the company will revert to its pre-pandemic office routine - Research conducted by KPMG and Resume Builder had already predicted this trend a year ago, as previously discussed.

?? Amazon informed its corporate employees on Monday that they must return to working in the company's offices five days a week starting in January 2025.

?? Additionally, a strategic decision made by the CEO is that Amazon intends to decrease the total number of managers within its teams.

?? The goal is to "increase the ratio of individual contributors to managers by at least 15% by the end of Q1 2025."

Employees have been working in person three days a week since May 1, 2023, and Jassy said the move has "strengthened our conviction about the benefits. "We want to operate like the world’s largest startup," Jassy wrote.

?? By applying these rules executives think Amazon can improve the tech giant's structure to better deliver for customers while maintaining a robust culture, which has been a pivotal element of our success over the first 29 years.

?? This is the most stringent return-to-office mandate among major tech companies and may signal a trend for similar policies to follow - but could this be an indication that the hybrid working model is on its way out?

?? Recommendation of researchers:

亚马逊 plans to reduce the total number of managers inside its teams, aiming to “increase the ratio of individual contributors to managers by at least 15% by the end of Q1 2025,” Jassy wrote.

?? Also having fewer managers will remove layers and flatten organizations more than they are today.

??My personal View:

The announcement from Amazon is noteworthy as it signifies the first major tech company to transition towards a five-day office week, signaling the end of the hybrid work model. It also highlights that despite abundant research indicating office mandates do not positively impact business and may even raise attrition rates, such policies are being implemented, reflecting the preferences of CEOs - justified by customer needs and strong culture - rather than those of employees.

???? What were the HR expert opinions:

Dave Ulrich Thanks for sharing this new Amazon policy. As you indicate, the research on hybrid work has consistently shown that "mandates" or "one size fits all" may not accomplish what they intend. An organization prospers when employees feel personally engaged and committed to give their best efforts to add value to customers. Personalization more than mandates likely leads to high employee engagement that leads to higher customer commitment. Personalization comes when employees feel both cared for at a personal level and allowed to have a tailored employee value proposition that the provides meaning to them. Reducing managerial headcount and mandating return to work means that Amazon will try to govern employees by observing their behavior more than trusting them to do the right thing. Personalization of work governs behavior so that employees do the right work through trust more than rules and mandates. Amazon faces a risk of losing some talent (think Twitter/X) when employees have choice about where they work It will be fascinating to see how this governance options works.

Jos van Snippenberg Highly interesting research. One of the main questions behind this announcement is: What is causing Amazon to require employees to show up five days a week? For decades, we’ve seen that when people are forced to behave in a certain way, they tend to rebel. Never forget the reaction of a child who was forced by their parents to pick up the spoon with their left hand instead of their right. It took an hour and a half longer to finish dinner. Instead of forcing employees, give them a reason to show up willingly.

Lamonica Spivey Thank you for sharing and sparking this conversation. I am definitely interested in seeing how this plays out for Amazon. However, I do not believe their decision to move to 5 day onsite working is going to set the tone for all other companies. Employee engagement is so important when looking at innovation and productivity. Trust is a required component in improving that engagement. So many questions - change management plan, retention of top talent, belonging, creativity, etc. There is no one-size-fits-all.

Dr. Bhanukumar Parmar Interesting trend, thanks for sharing. Amazon, Tesla, many more. In India - Wipro, Infosys, TCS , etc. the IT giants also have called employees back to the office for a few days a week. This indicates a trend towards a more balanced approach rather than a complete shift away from hybrid models. Let me share one more trend in India - The platform Companies (Food, Cloths, Groceries, etc. ) are doing wonders after COVID BUT at the same time the physical retail stores are opening every day - Why - "Touch & Feel" - In social science there is a saying "Man is a Social Animal & that comfort of digital is still way to go "Hybrid offers flexibility & saves money, It also has shown to improve employee satisfaction & productivity. However, each company must find the right balance that aligns with its culture & business goals.

LynnAnn B. It was a very interesting move. It will change employee engagement and productivity. It may create a culture of seat warmers who remain there because the job market is a bit tough now. When it becomes the majority of the workforce evolves into non-contributors because of morale, it will have a ripple effect. While Amazon is a behemoth, their time in the market is shifting. We have seen other institutions disappear over our lifetime, so I don't think Amazon is immune to it. It will be very intriguing to watch how it all turns out. For myself, I tend to go directly to the companies that produce the goods I want to buy from them to skip the Amazon third-party fees and contribute to their monopoly on home deliveries.

George Kemish LLM MCMI MIC MIoL My first question would be: 'What caused the change in their working model?' Every organisation is different and this will normally result in different working models based on a balanced need of both the organisation and the employee. I feel that we do not have sufficient information to really understand the thinking behind this move. Another thought, if Amazon are looking to reduce the number of managers and flatten their structure, perhaps the new structure would not support remote/hybrid working (i.e. making it hard to manage). However, I do not see this as being the end of hybrid working. In many cases it may be (is) possible to individualize flexible working, including remote/hybrid working and I know of many organizations that have reduced their office space to accommodate it. As highlighted by Dave Ulrich - it will be interesting to see how this works - something to keep an eye on. Thank you so much for sharing this insightful research - fascinating stuff.

Andrew Lang Great insights! Reducing management layers could help streamline decision-making and empower individual contributors, but it also raises concerns about the long-term sustainability of such a top-down approach. Will this lead to more innovation and agility, or create bottlenecks as fewer managers are spread thin?

Over the past decade, women today make up 29% of C-suite position, yet they continue to encounter challenges within the pipeline and progressions!

?? Findings of researchers:

?? Over the past decade, women have achieved significant advancements in representation but remain less likely than men to be hired into entry-level roles, which leaves them underrepresented from the very beginning

?? Men have a vital role to play in advancing women and fostering inclusion. Not only do they make up at least half the workforce, men also hold a majority of leadership roles.

?? Women continue to experience more competence-based microaggressions than men.

Performance bias can hinder women's advancement, particularly in the early stages of their careers, according to a fascinating report released on the occasion of the 10th anniversary of the study conducted by 麦肯锡 and Lean In , using data from 281 participating organizations employing over 10 million people, surveyed more than 15,000 employees, and conducted interviews with people of diverse identities, including women of color, LGBTQ+ women, and women with disabilities.

?? Recommendation of researchers:

?? Researchers have finally outlined practical steps that organizations can implement to drive further progress in key areas crucial for the advancement of women and the fostering of inclusion:

?? De-bias the hiring and promotions processes

?? Inspire and equip employees to curb bias and practice allyship

?? Unlock the power of managers to influence careers and team culture

??My personal View: This insightful research analyzing data from the past decade, has clearly demonstrated significant progress in women's representation. However, much work remains for organizations to support women at the start of their careers and to strive for equitable promotions. Also Gender and racial diversity are prioritized more by women than men, highlighting the need to involve men in initiatives that promote diversity and inclusion. The researcher's three recommendations could guide leaders to make further advancements in these areas, with the hope that one day the gap will be fully bridged.

???? What were the HR expert opinions:

Dave Ulrich Again, fascinating research with a remarkable data base. As you highlight, women's movement into executive roles has increased in the last decade, yet microaggressions continue to exist. As a husband of PhD psychologist and 2 PhD daughters, I have heard the personal stories of bias (e.g., in one organization my wife is often addressed as "Wendy" and her male counterpart as "Dr. X"). I would hope that these (often unintended) biases are becoming less frequent, and these McKinsey data imply that they are. I like the three recommendations to make further equal opportunity, particularly early in one's career: debias hiring and promotion, encourage debias and allyship, and enable managers to influence careers and culture. In our work on diversity, we have found four stages organizations go through. Until fundamental assumptions about people are changed, D&I remains a statistic (stage 1), program (stage 2), or strategic enabler (stage 3). We have focused on 2 assumptions:1. All employees have something to offer. (close to McKinsey finding 1 and 2)2. leaders job is to use their power to empower others (close to McKinsey finding #3)

Aytuna Oto, PMP? Very insightful set of information on a high prio topic in organizations' agendas, thanks for sharing. Gender balance in the organizations is one of the hardest transformations that companies are going through and it's definitely not a short-mid term one. The statistics in this study should be seen as a promising indication. However it's just a step, many more steps need to be made towards the goal of gender equity in all levels. Women need the more of two things: visibility and self-confidence. While self-confidence is a bit more intrinsic though it also needs support from outside, visibility is definitely extrinsic where companies can do a lot. I just heard about an interesting finding: "Women are over-mentored but under-sponsored.". This means women get tons of recommendations, guidance, ideas but they lack people around them who are holding their hands to step up. I believe organizations and executives can invest on implementing and deploying a culture where sponsorship is accessible and utilized also for women.

George Kemish LLM MCMI MIC MIoL Interesting research - I have had many female bosses and found them all to be extremely supportive of those who work for them as well as being very good at their core job. However, when we look at the percentage of women holding bachelor's degrees against those at entry-level, there are many other questions that need to be asked. For instance, how many hold degrees that are specific to the role that they are looking to undertake? How many are not looking to enter into employment straight after graduating from university (perhaps taking time out to do voluntary work or perhaps have a gap year). I agree that there has been (still is) bias in some organizations but I think that this is no longer the norm - employers are realizing that if they want the best talent then they have to have a diverse recruitment (and advancement) policy. Another factor being that many people (of all ages) are now undertaking apprenticeships in the UK (they are no longer just for the young generation - they can be used to upskill or reskill as well). Many of these apprenticeships lead to professional qualifications as well as university degrees and yet the research does not seem to take apprenticeships into account.

Alison Main Insightful, Thanks for the focus on this. Succession planning and the pipeline do need to be overhauled for sure. As do revisiting cultural acceptance of flexible working schedules essential for many working mothers.

Approximately 80% of employees believe that AI will affect their roles within the next two years, rendering their jobs obsolete!

?? Findings of researchers:

??Companies that swiftly adopt new technologies will gain a competitive advantage.

?? The majority of employees recognize the importance of AI skills for their roles in the next five years, yet only 25% have received training in this field.

?? Most employees over 55 feel they are becoming obsolete in the workplace, and 45% of all workers are concerned about AI affecting job security in the future.

???? It is evident that AI, especially Generative AI (GenAI), could be more disruptive than the digital technologies of the past three decades. This is according to recent research by CYPHER Learning , which draws on data from a survey of 4,543 workers aged 18 and above, spanning various industries in the US, UK, and Mexico.

?? Recommendation of researchers:

Researchers noticed that 81% of workers say the introduction of new technology has already impacted the skills required to perform their role today and 53% of workers say they enjoy experimenting with AI more broadly to see if it can help them further. But in the other hand, 33% of workers think that AI should be banned in the workplace.

??My personal View:

This interesting research indicates that employees are now cognizant of the fact that artificial intelligence will significantly disrupt their jobs and roles in the near future, and there is a disparity in their levels of adoption towards AI. It is imperative for organizations to offer relevant, personalized, and timely training to enable employees to adapt and prepare for future business challenges.

???? What were the HR expert opinions:

Dave Ulrich Again, fascinating research on AI and GenAI. At its most basic level, genAI is about providing information to make better decisions Any job, or part of a job, that requires information for decision making will likely be impacted by genAI. This does not mean that an entire job will be eliminated, but the parts of the job requiring access to and processing of information. Determining what decisions need to be made and what information informs those decisions require human intelligence. Employees who embrace genAI as an enabler that evolves (not replaces) their jobs will flourish. This good research, and other, will help identify how to replace fear with confidence so that AI enables better organization and individual performance. See our criteria for implementing an AI agenda. We talk about training employees to access and use AI tools.

Marc Lawn The power of AI in my mind, is when it further enables employees, rather than removes them. We lose a vital piece of business is we miss that nuance in my mind.

Arturo Aranda Marín Interesting research Nicolas BEHBAHANI. Organizations are facing a structural challenge and should focus on preparing for this transition through targeted, timely and customized training. AI should not be seen as a threat, but as a tool that complements human capabilities, empowering decision making and improving performance

Liz Rider Often it’s difficult to see what the future could look like. It’s just so intangible. That’s why it’s so important to look at how early adopters are using AI, find ways to experiment with AI and take those steps forward. AI is not going to go away.

ILDIKO BUJAKI Thank you for sharing these enlightening insights and fresh data. Gaining AI-literacy is a slow process and differs by company. The lack of a skilled workforce is a great problem that holds back AI integration and innovations. Furthermore, companies — especially SMBs — still have not appointed “AI advocates” who are responsible for evangelizing AI usage within the company. As I see it, skills-powered companies need to understand how the younger generation wants to work, what working methods they prefer, and which AI tools the company should provide them to make them more productive and committed to digital transformation.

Namita Gopinathan,MBA Fascinating and insightful! While AI has the potential to transform the workplace, its true impact can only be realized if companies adopt a proactive and inclusive approach to upskilling. The future workforce must not only understand AI but also embrace it as a tool for growth. AI learning and skill-building should be an organizational priority, available to all employees rather than limited to specific teams or regions. Companies should implement tiered AI learning programs tailored to different employee groups—such as older workers, manual laborers, or women in clerical roles—empowering them to use AI without fear of obsolescence. As AI continues to evolve, agility is essential at both the organizational and individual levels. Continuous learning should be embedded in the company culture, enabling employees not only to adapt but to thrive alongside AI. Thank you for sharing!

Employees who were acknowledged with high-quality recognition in the workplace in 2022 had a 45% lower likelihood of turnover by 2024 !

?? Findings of researchers:

More and more executives believe that employee recognition must be a key pillar in their employee engagement and retention strategy.

?? Through a review and summary of published studies, Gallup researchers estimate that replacing leaders and managers costs around 200% of their salary, replacing employees in technical roles costs 80% of their salary, and replacing frontline employees costs 40% of their salary.

?? Providing feedback is one of the most important habits a manager can have, and receiving high-quality feedback has a strong positive correlation with engagement on other key measures of the employee experience.

?? Research has shown that high-impact workplace recognition is built on five key pillars: it must be fulfilling, authentic, personalized, equitable, and deeply integrated into the company's culture.

?? Employees who receive recognition that meets at least one of these pillars are 2.9 times more likely to be engaged than those who do not receive recognition meeting any pillars.

Furthermore, individuals who receive recognition meeting four or more pillars are 66% less likely to feel lonely on a daily basis and are 4.4 times more likely to strongly agree that their job provides them with a sense of purpose in life, according to a new interesting research published by Gallup and Workhuman which tracked by data ?? the career trajectories of 3,447 employees from 2022 to 2024, significant findings have emerged.

?? Recommendation of researchers:

Researchers have found that employees commonly cite work-related achievements as the primary reasons for receiving recognition within their organizations.

?? Performance at work for big tasks and projects- 63%

?? Work anniversary - 48%

?? Helping others at work - 35%

?? Performance at work for little things - 30%

?? Innovative or creates ideas - 21%

?? Learning a new skill - 14%

??My personal View:

This wonderful research by Gallup researchers, which continues their work on the five pillars of recognition, demonstrates the long-term effects of high-quality recognition on engagement and attrition. These findings underscore the necessity for organizations to embed both work-related and non-work-related recognition into the core of their employee engagement programs.

???? What were the HR expert opinions:

Dave Ulrich Again, delightful research. I think we often use the term "rewards and recognition" then focus on compensation as the reward and ignore the recognition phase. This research, and likely much of our personal experience, reinforces the importance of recognition as a key (even primary) motivator. The five pillars and specific actions are helpful to define what types of recognition exist and actions work best. I find this research and discussions of recognition (e.g. Vantage Circle Partha Neog) very helpful.

Deborah Smith, Ph.D. This is insightful and especially for those whose philosophy is that it's just part of their job, so why acknowledge? There are so many opportunities for recognition; starting with one - any of these - for some, can be a step in the "right direction."

Jose Santiago Great to have this confirmed as well as the potential cost of replacing workers. Here is a key element of the measuring recognition, as already mentioned below surveys (engagement and satisfaction) as well as turnover over time. What was is less common is ONA and listening to employees on an ongoing basis and assessing the environmental factors, culture and social context at work, these are less obvious and harder to measure and need intent and consent to be effective. However if there is trust , transparency and feedback it is possible. I like that work of Mary Murphy (Prof of Psychology and Brian Science at IU Bloomington) on Culture of Growth.

Diana Carolina Perez Cabas Thank you so much for such a great data. Reading your research insights are so inspiring and it feels like listening music to me. Definitely recognition is so important to reduce turnover and provide emotional salary. Companies need to train and develop leadership capabilities so they can reduce turnover costs. It is important not just think about recognizing as something monetary instead think about appreciation which is about acknowledging a person’s inherent value. It is their worth as a colleague and a human being. Recognition is about what people do; appreciation is about who they are.

Fewer than 20% of organizations excel in delivering an outstanding Employee Experience, while over a third still rely on manual methods !

?? Findings of researchers:

?? 17% of organizations that classify their employee experience as "very good" due to high eNPS scores also gather data on offboarding exit interviews, one-on-one evaluation data, company diversity, turnover, and compensation.

?? Employee retention and offboarding serve as significant indicators of the employee experience, aiding HR leaders in discerning effective strategies from those that are not.

?? Organizations utilizing comprehensive HR technology report increased employee engagement, with thirty-seven percent attaining eNPS scores ranging from 51 to 80.

?? Over a third of businesses continue to depend on manual methods for managing employee experiences: 39% handle employee data manually, while 30% utilize spreadsheets for storing such data,

Over the past year, 55% of HR leaders have revised their offboarding procedures. Notably, firms boasting an eNPS score above 51 are more inclined to have refreshed their offboarding processes within the same timeframe, according to a new interesting research published by PrimePay and Redpoint Global Inc. utilizing data ?? from a survey involving 161 HR Directors and executives in the US across various company sizes.

?? Recommendation of researchers:

?? Researchers conclude that as organizations continue to navigate change — whether the changes are perceived as positive or negative — HR leaders can better prioritize the employee experience no matter what’s happening by providing programs or tools that respond to employee needs and measuring how employees feel about the programs to inform improvement

Deliberately evaluating employee retention strategies and updating offboarding processes — as well as measuring the effects of both — can further help HR leaders stay on track and make critical decisions for the good of their workforce.

??My personal View:

This interesting research on Employee Experience (EX) reveals that despite the abundance of articles on the subject, fewer than 20% of organizations—regardless of size—are providing an exceptional Employee Experience. This alarming statistic indicates that HR leaders must reevaluate their EX strategies, particularly in terms of retention and offboarding processes.

The significance of a positive employee experience is undeniable; numerous studies and experts have demonstrated that a positive EX leads to a more engaged and productive workforce.

???? What were the HR expert opinions:

Dave Ulrich Thanks for sharing. Again, you picked an important topic. Employee experience represents an evolution in how to think about employee sentiment which has been a long studied topic... Employee experience is found in terms like flourish, thrive, well being, emotional connection. We found that EE is often tied to four B's: *be safe*believe*become*belong. And EE is a personalized relationship: What I like about this research is the role of technology in enabling the EE. If an organization uses technology to better connect with the employee, that may be part of a more positive EE. I have to think more about this, but it is an interesting hypothesis. Thanks again for sharing.

Shelby Hayes It could be saddening that only 17% of organizations excel at delivering a quality EX. Conversely, look at the opportunities that organizations have before them to elevate their approaches to supporting and advocating for their employees' experience. While technology certainly aids in automation, consistency, aggregating data, etc., you can start with simple stay interviews. Developing a comprehensive listening and feedback strategy is essential and demonstrates respect for your team.

Namita Gopinathan,MBA Incredibly valuable and informative! Engaging employees proactively throughout their entire lifecycle—not just during onboarding or exit interviews—is essential. The true innovation lies in using data not just to track, but to predict and address challenges within the employee experience. For example, how can we leverage this data to create continuous improvement loops, acting on insights before a resignation letter is even considered? Shifting from a reactive to a proactive approach could be the next breakthrough in employee retention strategies. It’s about transforming the employee experience from transactional to relational, enabling HR leaders to cultivate workplaces where employees feel heard, valued, and motivated well before they think about leaving. Thank you for sharing!

Dr. Jim Sellner, PhD. DipC. Yeah how long do you think your intimate relationship would last if you spent 20% of our attention being meaningfully together? Oh wait we know 50% divorce rate, note to mention quiet emotional quitting. In companies hi disengagement and active disengagement. I assume companies do not care about people. A company is solely devoted to its long term profitable existence. The people who run companies do understand the people part of the business, employees, customers, stakeholders which is a major threat to the sustainability of a company. Much of our research Nicolas very clearly points this out.

?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:

?? ? 福特 : Director, Talent & Organizational Development: https://lnkd.in/eKnYiXK2?

?? Procore Technologies : VP, Talent Business Partners & Employee Relations --> https://lnkd.in/enx8hgiE

?? BioSpace : Director, Learning & Development --> https://lnkd.in/e_WUnuHz

?? Netflix : Director, Talent Management & Executive Coaching --> https://lnkd.in/euF9p7cU

?? Atlassian : Director, Talent Infrastructure --> https://lnkd.in/eeJMrg6a

?? Axsome Therapeutics, Inc. : Senior Director, Sales Training & Development --> https://lnkd.in/ediXpj-C

?? Intuit : Group Manager, Intuit Learning Academy --> https://lnkd.in/ewzFJGRu

?? Jobot : VP, People & Culture --> https://lnkd.in/e6RF7cbK

?? Davidson Hospitality Group : VP, Learning & Development --> https://lnkd.in/eSGhNbSF

?? HCA Healthcare : Leadership Development Director --> https://lnkd.in/eCmBMiEZ

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