Latest HR Trends: Matched Employees, Accidental Managers CHRO Priorities 2024, Effective managers, Preferred work environment, Check-In, Gen Z

?? Hello Everyone and Happy Sunday !

?? Welcome back to the 21th edition of Weekly People Research! ??

Thank you so much for all your inspiring comments last week, still a lot of passion and magnificent ideas, each one different ! ????

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

??Why is it critical for managers to have check-in frequently with GenZ employees, otherwise they will experience high attrition from this generation? StaffCircle researchers share their latest findings about this generation.

?? Why is it important that employees work in their preferred work environment and is there a correlation between wellness, productivity, and employee satisfaction? Gympass researchers explained us their insightful findings.

?? Why does a small share of companies report their workers have a favorable view of leadership and what are the main causes? Challenger, Gray & Christmas, Inc. explained us in details these reasons

?? Why are Accidental and ineffective managers a danger for company productivity as well as for their own team? Chartered Management Institute and YouGov researchers provide us some great explanations.

??Why the type of work done within industries and gender make a big difference in Employee Engagement and why motivations drop after 8 years of activity? ADP Research researchers shared their latest controversial findings.

??Finally, you will understand what the main priorities of CHROs should be according to Gartner research which leaves 2 months to prepare them, namely leader and manager development, organizational culture and change management.

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:

Managers need to have more frequently check-In with Gen Z employees otherwise they'll start checking-Out their organization !

?? Findings of researchers:

?? 73% of Gen Z employees are likely to leave an organization if they don’t receive frequent managerial feedback and communication.

The majority of employees only have a check-in with their manager once per month, or less frequently and only 15% of employees have a weekly check-in with their manager to discuss performance. More alarming, almost 1 in 4 companies don’t have a performance management process in place, according to a new interesting research published by StaffCircle using data from a survey conducted via Pollfish and HubSpot , of 1,000 employees based in the UK and 250 HR professionals based in the UK between August and September 2023.

?? Recommendation of researchers:

?? Finally researchers conclude that it’s commonly recognized that a more frequent check-in schedule, such as once per week, results in employees performing better.

?? Performance reviews when done right lead to a number of clear performance-related objectives and happy, motivated employees.

?? The impact of performance management on a business can't be understated. Employees who understand their objectives and how they contribute to organizational goals improve profitability.

?? Better productivity leads to better business outcomes. Better business outcomes create more profit.

???? What were the expert opinions:

More fascinating research on a host of employee related topics (gen Z, personal development tools, and on the importance of "checking in") These insights center on what might be called belonging, inclusion, participation, feedback, teamwork, etc. As social beings, (most) people appreciate the connection from a work setting. In-person office settings do this with "management by wandering around" and from open office spaces. With more virtual or hybrid work, leaders need to engage in "management by checking in" to stay connected. Attending to the social needs of employees is critical to their work experience. We have found that some of employee experience is common to all generations; and some unique to Gen Z, according to Dave Ulrich

There are two elements that I have picked up on recently. The first was a disappointing outcome to research undertaken by Forbes in which it was said that: 'Many of today's early career professionals haven't had the benefit of traditional company orientation sessions, team building events and professional networking that are critical for them to 'learn the ropes' and build their professional networks'. I wrote an article on this. Forbes added that 44% of respondents reported that remote work can make them feel lonely and disconnected - hence my preference for hybrid working arrangements. Secondly, there is a need to ensure that their work is meaningful and developmental (taking into account their stage of development) and feedback should be constant - thus ensuring that they are receiving the support needed for them to succeed, according to George Kemish LLM MCMI MIC MIoL

In addition to regular check-ins, managers can engage Gen Z by fostering a collaborative culture that values their input. This generation thrives on meaningful work and values purpose-driven roles. By aligning job tasks with larger organizational goals and providing clarity on the direct impact of their work, managers can increase motivation. Additionally, leveraging technology for instant feedback, encouraging mentorship, and providing platforms for continuous learning will further resonate with Gen Z's aspirations. It's crucial to remember: engagement is more than just frequency; it's about depth, understanding, and genuine connection, according to Robert Barber, Developing Exceptional Leaders

Interesting perspectives and cannot disagree with them. However I feel that we are paying too much attention (perhaps paranoid) of Gen Zs and millennials but taking the previous generations for granted. Why should these principles of continued feedback, conversations, checking in, focus on engagement, retention and development not apply to others? according to Himanshu Shah

I have different statistics on the same matter from Germany (and also from the Global Randstad Employee Research Study 2023). Therefore, I wouldn't say it's "simple as that". In fact, in the latter, flexible working hours don't even appear in the first 5 job change motivators. For IT-applicants (Study from Germany 2020/2021, subdivided also into the group of under 30), the top 5 motivators are: Task itself, location, company values, career opportunities and salary). I still believe that flexibility is kind of hidden in the work-life-balance factor, but it's nothing I would just state as being THE number one, looking at the different data, according to Veronika Birkheim

Feedback is critical at all levels and with all audiences, according to James Hamilton-Reed

Fostering a Culture of Continuous, Consistent, and Clear performance communication, (ideally the’ Tech Driven PMS) is paramount for attracting and retaining Gen Z talent. (There are now several vendors who have developed, on tech platforms, a gamified PMS with continuous feedback system). However, a crucial consideration, based on my experience, is the importance of training our Managers in the art of providing effective feedback, according to Dr. Bhanukumar Parmar

“1 in 4 companies don’t have a performance management process” read that again! It’s ?? but not surprising. How many people get promoted to manager because they’re technically good at their job but then receive no training on what it means to manage and lead a team….? Also with new technologies, automations can surely help with performance management by doing more of the heavy lifting on analysis and scheduling. Performance reviews are daunting on both sides, so anything that helps make the process more seamless will be a bonus, according to Kirsty Jagielko

Create strong learning and growth cultures comprising of personalized learning and development plans that are connected to individual succession plans. Allow people to co-design their plans and shape their future in partnership with their Manager. You can't implement succession plans without a solid learning and development foundation to launch from, according to Ali Uren ??

A sample size of 1,250 people, all from the UK, does seem pretty limited in terms of scope and diversity. It would definitely be interesting to see if the results of the study hold true in different regions or industries, or among more diverse groups of people. The conclusions might not be applicable to other countries or cultures, or to different types of businesses. It's always important to be mindful of the limitations of a study, and to consider the potential biases that might be present. This study definitely has some limitations in terms of generalities and comprehensive representativeness, according to Peter Cobbe

Leaders and "Matched employees" who work in their preferred Work environment report higher Wellbeing across the board !

?? Findings of researchers:

Wellness is non-negotiable for today’s workers. 93% of workers say their wellbeing at work is as important as their salary.

Company leaders are experiencing better wellbeing compared to others, creating a “blind spot” that can cause a disconnect between them and teams at large.

Also working in your preferred environment significantly boosts personal wellness and productivity. Employees in their preferred work environment report higher wellbeing across the board. “Mismatched” employees, as those who work remote but prefer in-office, or work in-office but prefer remote, and these individuals reported significant negative effects on their overall wellbeing, compared to “matched” employees, according to a new interesting research published by Gympass using data from more than 5,000 employees across nine global markets.

?? Recommendation of researchers:

Finally researchers conclude that there is no productivity without wellbeing.

Sick people can't bring their A-game, stressed people are distracted, and exhausted people cannot focus. Being well is the foundation of working well so employee wellbeing is non-negotiable for today’s global workforce, with its importance growing significantly year-over-year.

Also wellbeing is unique to each individual.

This wonderful research highlights that flexibility is a crucial consideration as companies navigate the return-to-office landscape. Also Leaders must ensure that employees, especially non-managers and those early in their careers, have the same time, resources and flexibility to take care of themselves. Wellness is not a seniority perk; it's the most important thing to keep your employees healthy, productive and engaged at work.

???? What were the expert opinions:

Great research- definitely thought-provoking. I have no doubt that there will be a number of reasons for poor wellbeing in an organization and these need to be considered by the leadership, according to George Kemish LLM MCMI MIC MIoL

Intriguing research, thanks for sharing. On the Q -1. Embrace Employee Expectations - they will be more productive. 2. Focus on Holistic Wellness - Create a workplace culture that emphasizes wellness as priority - programs should encompass physical, emotional, social, financial, intellectual, spiritual, and environmental aspects - will lure unmatched employees.3. Measure to Elevate - Have Wellness Matrix (+ Engagement) - Long back had started Health Index for people - was successful in creating engagement.- It’s simple to say BUT difficult to implement- need passionate people to pursue, according to Dr. Bhanukumar Parmar

"Working in your preferred environment significantly boosts personal wellness and productivity." This ?? makes complete sense. Things work out when values are aligned. What do I mean by "Values"? I mean that the employer is satisfied with what the employee brings (capabilities, skills, and experience) to the team and what they must give (resources, onboarding, training, compensation). On the counterpart, the employee is also satisfied with what the employer provides them (environment, leadership, compensation, career path).It is hard, of course, but it is what needs to be aimed at, according to Santi LG

Two findings by the researchers are surprising: The well-being of 93% is as important as their salary and also the financial loss due to presenteeism. I did some research here in NL on this topic several years ago. It's not the 10x that surprises me but the costs to organizations, according to Mary Jane Roy

While physical, financial, and role-related factors may vary, every employee should have access to the necessary support and resources to maintain their psychological and emotional well-being. This promotes a sense of belonging, reduces stress, and enhances overall job satisfaction and productivity. HR leaders play a pivotal role in fostering such an environment by implementing policies and practices that prioritize mental health and emotional well-being for every employee, regardless of their role or status, according to Shiroz Hamid (CAHRI)

Overall, Men are more motivated and committed than Women at work, but the motivations of both genders drop after 8 years of activity!

?? Findings of researchers:

The type of work done within industries and gender make a big difference in Employee Engagement.

?? Employee motivation and commitment trends vary widely by industry but there is an interesting story that goes beyond industry differences. Indeed, there is variability related to gender, type of work, and age.

?? Across prime working-age groups, men tend to experience higher motivation and commitment in the workplace than women. But looking through the lens of management, the differences between men and women increase as the level of seniority increases. Even more interesting, employee motivation and commitment drops among workers with more than 8 years on the job, according to a new interesting research published by ADP Research Institute? using data from monthly sentiment survey of 2,500 working adults in the United States.

?? Recommendation of researchers:

Finally researchers conclude that gender differences in motivation and commitment persist across age, managerial level, and tenure. Men have an edge across all the variables that researchers studied.

While it might seem natural that a person’s motivation and commitment ebbs as they consider retirement or the next step in their professional lives, this decreasing of motivation also could be a sign that organizations are missing the mark for these old workers.

By providing the right opportunities to share knowledge and experience, mentor younger employees, or continue to do meaningful work, older employees might be nudged to higher levels of motivation and commitment.

Organizations must understand and above all take into account all of these factors to have high employee engagement in the future.

???? What were the expert opinions:

Interesting research. I am not an expert in gender studies, but my (casual) understanding of this complex research is that there are many factors in gender impact on work, e.g., married, # of children, job level, etc. For me it is hard to attribute an outcome to a single demographic without considering intervening variables. Longevity has also been studied and learners reinvent themselves to say intellectually fresh and professionally engaged. Again, interesting research on important topics, according to Dave Ulrich

I think supporting development is important in maintaining commitment and motivation whether that be through learning, new projects or new roles. However, perhaps the most powerful factor is recognition. I’ve seen it happen, when people are a long time in a role and are considered a brilliant ‘safe pair of hands’, sometimes the recognition of their skills and efforts seems to fall. Instead the recognition goes to the shiny and new; those newer to their role and to those who have shown great performance increase (sometimes from a position of poor performance). This is right and needed too but we should maintain recognition both fir improvers and those with the safe pair of hands, according to Vicki Saunders

Without employee engagement, there's no team engagement, making it more challenging to improve business outcomes! Reward and recognition are paramount across all areas of the organization and for all levels of personnel. Furthermore, as employers, we are responsible for ensuring each employee has a secure and promising future... Their Purpose, Their Development, Their Coach, Their Strengths, Their Life, Fact: Nearly 80% of employees worldwide need to be more engaged or are actively disengaged at work despite companies making more effort, according to James Hamilton-Reed

Or put another way... Men more often choose work over family than women, according to Dave Needham, SPHR, MHrD, GSD

This is a complex one for sure based on multiple factors in both the organizational system and outside of work. I had a reaction reading this which is my cue to learn more, according to Rachel Brecht

What an interesting post. Whilst I would agree with some of the outcomes of this research, I would question that 'men are more motivated and committed than women at work'. I have had a number of female bosses over the years all of whom have been career conscious and dedicated to their work (and to the people working for them). One area that I have found where women excel is in showing empathy towards other people - especially when it comes to helping them to develop their professional skills and in the feedback that is provided (they have definitely been supportive). Those that have worked for me have been equally career conscious and have been responsive to development. Perhaps this is because we were able to see the final outcome of our work (at all levels), according to George Kemish LLM MCMI MIC MIoL

Eight years in the same role at an employer is bound to create some stagnation. People generally need to feel some sense of professional growth and development, to support an innate sense of purpose and meaning in their work, according to Murray Ambler-Shattock

I’m wondering how much the research accounted for more mem identifying with their job title and career. That doesn’t inherently correlate with lower engagement for women, but a lesser priority. In other words, how linked was motivation to the my job is my life attitude? It raises an interesting question. Is it better to have high engagement for 4 hours a day or mediocre engagement for 8 hours? according to Ira Wolfe

Accidental and ineffective managers undermine productivity and team spirit within organizations!

?? Findings of researchers:

Management has had an image problem of late. But good management can change the world and bad management, on the other hand, pushes workers out the door.

?? Half of employees with ineffective managers are planning to leave within the next 12 months and a large number of managers who are coming into the job without adequate training: 82% – that’s eight in ten.

?? Researchers defined "accidental managers", individuals who are promoted to run a team simply because they are popular, good at their job, or happen to be available to take charge.

People who spend less time with their manager in the office are overlooked for promotions so this could be a reflection on hybrid and remote working and how a manager should provide the same opportunities for advancement to the team, according to a new interesting research published by Chartered Management Institute conducted in partnership with YouGov using data from a survey of more than 5,500 people working across every corner of the UK economy (2,524 employees with management experience and 2,018 employees with no management experience) between June and July 2023.

?? Recommendation of researchers:

Researchers recommend below actions to organizations to promote good management:

1?? Do some digging

Leaders and organizations will need to make major efforts to discover where knowledge and skill gaps exist, and what will be needed to fill the gaps

2??Commit to raising skills

High-quality training and development can equip your people with the tools to lead by example, to bring out the best in others and change their workplaces for the better.

???? What were the expert opinions:

Wonderful findings, simply stated, "management matters." My experience as an employee is highly impacted by the quality of my management. This should not be a surprise, but reminds those working to improve stakeholder value that leadership and/or management matters. In our work on succession, we have a simple line, "succession is less about the person than the requirements of the position." We often use the grid below to capture what competencies a position requires. Cell 5 highlights was this research suggests ... that social/culture skills for the future are essential for good leadership. I hope those who chose to go into management do not perpetuate the "accidental" image, but an intentional image to improve others' lives through their managerial work, according to Dave Ulrich

An intriguing statistic! Often, high-performing individual contributors are promoted to managerial roles, not necessarily because of their leadership skills, but due to their exceptional performance as ICs. This “accidental manager” phenomenon can sometimes lead to a mismatch in skills and expectations. It underscores the importance of providing proper leadership training for those transitioning from IC to managerial roles. When we equip our new managers with the right tools, we not only retain talent but also foster a more productive work environment, according to Robert Barber, Developing Exceptional Leaders

This brings me back to something that I have mentioned previously. There are a great many people that have been promoted into management positions based purely on their 'technical' abilities with little, if any, thought given to the fact that they are going to manage people. Not only do these people require training in management and leadership but there is also a need to provide mentoring so as to ensure that such training is utilized in the workplace in a way that will be engaging. Thank you for sharing Nicolas - it is a shame that we are still seeing this problem, according to George Kemish LLM MCMI MIC MIoL

The headline is not really new as we’ve seen this issue for years. What I would like to see is the research around why those who do the promoting are not setting their new managers up for success, according to Rick Lochner

How many football players transition to Head Coach? How many sales/engineering/accounting professionals move to Management? Exactly. Management in companies is underestimated, according to Santi LG

Thank you for sharing these research findings and reiterating an important message - companies must do a better job upskilling their managers. An effective leadership enablement strategy via training, leadership programs and coaching help tremendously. It's a small investment and although many organizations only see the cost, we cannot ignore the ROI. Hence, all businesses should see it as that - an investment leading to more motivated employees, and ultimately a better performing company, according to Marija Kose

Managers are the critical linchpin between the staff & the company's purpose. Not having a confident & engaged management team negatively impacts, employee engagement, discretionary effort, productivity, customer satisfaction, employee retention and ultimately the success of the organization! Such an important topic-thanks for sharing! according to Kristi Learn, SHRM-SCP

Great insights as always Nicolas. I think it's an even bigger problem. I remember Roger Delves writing about "accidental leaders" a few years back, i.e. good functional managers pushed into leadership roles and given little support. :-( according to Nick Lynn

Somewhat surreal that we both posted about the same report on the same day? Because we recognize that failure to address this fundamental shortfall restricts any hope of organizations who don't ever getting the best from their people or reach their potential for success. Its simply the foundation for success - a need to have not a nice to have, according to Chris Roebuck CCMI FCIPD

Decision makers need to so some serious self reflection before they continue to point fingers and continue the revolving door of incompetence managers. Let's be mature enough to look at the root causes as to why this continually happens. Here are some of the questions I have found very useful in planning a different future with organizations. 1. What was the selection criteria for choosing this person?2.What resources, learning and development and ongoing support is provided to give this Manager the greatest chance of success?3. How do Leaders currently check in with Managers to celebrate progress but also identify skill gaps, threats and risks?4. Where are the robust, connected Learning and development processes and systems? See the way in which many organizations are designed is largely the issue. Not the individual - I say this with over 16 years of lived experience and successfully developing over 2000 diverse people/roles, according to Ali Uren ??

Employees don't trust their Leadership mainly due to lack of inefficacy, inconsistency and poor communication!

?? Findings of researchers:

Only a small share of companies report their workers have a favorable view of leadership and HR believe the low view of leadership is due to a perception that the team lacks effectiveness.

??56% of HR Leaders said their employees have a favorable view of leadership down from 65% in the spring. They pointed to inefficacy, inconsistency and poor communication as causes. Also 46% of companies expect a recession, with 24% actively planning for one. 29% of companies are currently or are planning to undergo layoffs, with another 4% anticipating the need for layoffs and Flexibility continues to reign as the number one employee priority but in order to attract workers, 70% of employers report offering hybrid work arrangements, according to a new interesting research published by Challenger, Gray & Christmas, Inc. using data from a survey of 207 HR and business leaders online at companies of various sizes from September 10th through October 13th, 2023.

?? Recommendation of researchers:

The top priorities for employees are listed below:

??Flexibility

??Meaningful/Purposeful Work

??Upward Career Trajectory

??Higher Salaries

??Empathetic Leadership

The top three main offers by employers to new joiners are:

??Hybrid Work Arrangement

??Leadership Development

??Flexible Work hours

???? What were the expert opinions:

Very interesting data that correlates with the recent findings of HP (83% of white collars' are ready to be paid up to 16% less if they have good work conditions including empathic management and engaged coworkers).The data from research to research looks obvious. For the leaders: be empathic, flexible, provide work with sense and company with long term goals/mission and voila! The question is why this is not happening? Why companies continue to be rigid, flameworked beyond reasons, bullying its staff etc.? Is there anything that force them to be and act like this? Is there anything that make them chose the odds and willingly (though maybe unconsciously) select the way they operate? What I learned from my career is that the person above you is never a fool! So if one behaves in a way you consider wrong there may be or often must be something that you do not quite get or understand. So the paradox here well might be that CxOs and below often know what people want them to do, but select what they are to do for particular reasons, according to Mikhail Tuzov

Again, fascinating research on employee sentiment (call it trust, commitment, engagement, experience, or well being) at work. What I find fascinating is that when employees have lower sentiment, they seek a cause and leaders seem to be the culprit. This finding increases the expectations of what leaders should be, know, and do... More caring and compassionate in the workplace even while helping their organizations succeed in more changing and competitive marketplace. It is asking a lot for leaders to "be all things to all people." We have seen some fascinating work by Marshall Goldsmith and his colleagues where the six words "do I do my best to" were put in front of survey items...build a relationship my boss...find a friend at work...earn my pay...find meaning... learn and grow at work... etc. This logic reframes expectations to share the responsibility for "sentiment" at work with not only the leader, but also the employee. This research would suggest this is a good direction, according to Dave Ulrich

Ugh, these numbers are disheartening. No organization should feel content with such feedback. I think we all know trust is build over time. For me best is to prioritize genuine, open dialogues and understand the priorities of employees. It's about time to invest in training leaders for empathy and active listening. Organize authentic feedback sessions where employees have access to leadership, sessions that encourage real dialogue, not just staged ones. There's so much potential in aligning work with purpose, and this can for sure uplift employee morale. We need to do better, according to Nelly Lund

Really fascinating research Nicolas and if this is the perception of employees, then there is definitely work to do jointly for leaders and employees. In my mind there’s a lot to improve here through leadership training and coaching of leaders. That being building greater self-awareness among leaders, becoming better at successful leadership transitions, coaching and feedback skills etc. and also an overall sanity check organizationally about communication channels, dosing change communication right and also cascading after leadership team meetings of decisions. In that working with leadership teams in setting up the right meetings and information flows are also an improvement area. Just to mention a few - Thanks for the great share here, according to Christian Madsen

It's alarming to see that a significant number of employees don't view their leadership favorably, and the reasons for this negative perception are multifaceted, including inefficacy, inconsistency, burnout, and communication issues. This raises important questions about how organizations can improve their leadership and HR practices to meet the evolving needs of their workforce. It's a valuable reminder that effective leadership and employee engagement are pivotal to a company's success in an ever-changing business landscape, according to Mat Fisher

Interesting insights on employee sentiment and the role of leaders. It highlights the importance of shared responsibility and the need for leaders to be caring and compassionate. The decline in favorable views towards leadership is an opportunity for organizations to reflect, redefine, and reignite their effectiveness. Let's embrace open communication, consistency, and adaptability to build a resilient workforce in these challenging times, according to Banumathy Duraiswamy

Empathy in leadership is a powerful tool that should never be underestimated; it's a vital aspect of effective management. Leaders who embrace empathy are more adept at connecting with their teams, building trust, and enhancing workplace morale. This quality is a catalyst for inclusivity, as it encourages understanding, cooperation, and a sense of belonging among team members. Ultimately, leaders who prioritize empathy not only improve organizational cohesion but also foster a positive environment where productivity and innovation can thrive, according to Rina Vivekanandan

Interesting figures. If not yet in place I advice any HR organization to measure it. That’s common in organization measure engagement but usually Leadership and related trust is not always seen as stand alone indicator. The correlation between leadership and engagement is extremely high as the confusion. Leadership should be analyzed mainly focusing on trust, vision, purpose, style and less correlated to individual drivers as career or salary, according to Luigi Bellopede

Leader development, Pressure for efficiency and Technological innovations with AI will shape CHRO priorities in 2024!

?? Findings of researchers:

At the top of the list are leaders and manager development, organizational culture and change management.

Almost 70% of employees don’t feel as engaged as they should be and aren’t feeling a meaningful connection to their job so there are some barriers to Employee Engagement. Leaders need to have new approach for the Core Leader Responsibilities. Also CEOs and board expect implementation of AI as they agree that benefits of AI outweigh the risks but HR Leaders involvement remains very limited, according to a new interesting research published by Gartner using data from different surveys of 175 heads of HR but also 312 CEOs and senior executives.

?? Recommendation of researchers:

Finally, researchers made below recommendations to CHRO in assessing, planning and executing:

?? Review human-centric leadership principles against your organization’s current leadership competencies and expectations then identify and prioritize necessary updates to development programs for rising leaders and finally Update succession plans and processes to reflect human-centric leadership principles, with the head of learning and development (L&D) or talent management (TM).

??Assess C-suite level strengths and development areas associated with human-centric leadership and discuss with the CEO.

?? Build buy-in for key leadership investments with the broader C-suite.

??Build human-centric leadership principles into C-suite performance management, with the CEO

?? And finally, HR must do a better job of supporting managers in both planning to engage employees and executing those plans. This includes helping managers understand engagement data faster and co-creating engagement plans that require manager commitment to action with joint agreement on specific next steps.

???? What were the expert opinions:

Thanks for sharing. This will likely be one of many studies of 2024 priorities. Your wonderful posts about CEO and CHRO priorities continue to weave around three themes: AI/technology, uncertainty (economic, social, political) and human capability (our term for talent + leadership + organization + HR). This research focuses on leadership and organization (culture and change capabilities). Other studies will likely identify initiatives in these human capability domains (chart)What is interesting to me is how to decide which of all these 38 initiatives should be the "priority." Asking c-suite executive is a way to do so. We believe the priority may differ based on which of the initiatives create the most value for stakeholders (employees, strategy, customers, investors, and communities) and use analytics for this prioritization. We can now determine priority less on perception and more on opportunity (status/benchmark impact on stakeholder differentiation for improvement). If interested in applying this work for your company, let us know, according to Dave Ulrich

Another great overview of HR research Nicolas ?? My take is that the shortage of talents, i.e. skills is a core challenge and the human-centric leadership capabilities need to be expanded through assessing human-centric preferences in selection such as emotional intelligence, interpersonal skills and build leadership development honing skills like that e.g. compassionate leadership. It should feed into the purpose and employer brand and culture also, so it will be an attractor for new talents. Utilizing generative AI for lots of operational tasks in HR will also free up time to more strategic focus and an example is using it in hiring to build faster, inclusive job ads to contact mechanisms and problem solving for employees wider in the organization through chatbots etc. Thanks for the share of research, according to Christian Madsen

Great research - No denying on (1) Leadership Development (2) Productivity (3) Change Mgt. (4) Career Mgt. (5) Internal Mobility Nicolas BEHBAHANI - Priorities for Leadership (incl. CHRO) for 2024 (My Views):1. Human Centric - Products, People - Practices & Processes - Embracing a design thinking approach can foster innovation and employee engagement.2. Embracing Technology - Which the business can invest basis Need / Cost-Benefit-Analysis.3. Organization Design & Development (ODD) - Futuristic (Hybrid of Network, Cluster + Traditional). Flexibility and Adaptability are the cornerstones of the future.4. Genuinely value Culture of DEIB.5. Agile (Ever Changing - As per expectations) Employee & Customer Experience to ensure competitive edge. It's going to be an exciting journey ahead, filled with opportunities for growth and innovation, according to Dr. Bhanukumar Parmar r

Again so much in this post but if I can just pick up on the ongoing concerns around talent shortages there would be three key areas for focus.1. Work on creating a compelling employer brand to take to the market that is based on real evidence of providing the following.2. A Personalized approach to ongoing learning and development.3. Which feeds into co-designed succession plans. You can't talk about succession until you have strong learning and growth cultures to launch from, according to Ali Uren ??

Great insights Nicolas . Preaching to the converted here! Though I think the responsibility shouldn’t fall on HR’s shoulders alone as it’s a collective effort, the line ??do a better job of supporting managers in both planning to engage employees and executing those plans? resonates with me as that’s been exactly my job. One thing to pay attention to, we sometimes become too busy discussing what should be done, yet the real change comes when we act on the feedback received, according to Nelly Lund

I am glad to read this Nicolas BEHBAHANI And would like to add that this is one more paradox here: human intelligence (& human centric approach) & AI utilization. All this jazz. Exciting, confusing, snowball experience ahead, according to Mikhail Tuzov

The 70% highlights a crucial shift in leadership dynamics. As AI enhances a leaders productivity, it’s imperative for leaders to channel their freed-up time into fostering team connectedness. Engagement and meaningful connections are the bedrock of a motivated workforce. It’s heartening to see CEOs and boards embracing AI, but HR leaders must step up their involvement to harness its full potential. The collaboration between leadership and AI can revolutionize not only productivity but also employee satisfaction and retention. Let’s bridge the gap and build stronger, more connected teams, according to Robert Barber, Developing Exceptional Leaders

Wonderful insights Nicolas Lately, I have noticed HR leaders increasingly asking how to develop and embed change management skills in the organization. This means that awareness of its importance is growing, which is a good thing. What I find remarkable is the sentence that only 22% of HR leaders are very involved in company-wide discussions about Gen AI.I also understand the discussion that keeps cropping up that HR cannot be responsible for all people-related topics and that the focus areas are a collective effort. However, these topics are exactly where HR can be the accelerator and orchestrator to help build the skills and develop the capabilities in the organization. To be one step ahead, you need to understand the system better and have the capabilities yourself. Reprioritization and close alignment with business leaders and the board of directors is crucial to work on the article's recommendations, embed them in the organization and make them stick. Bridge the gaps. There are still 2 months to go to start 2024 fit and successful! according to Alize Hofmeester????

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That's it for last week's recap - Happy Sunday and wishing you health and success?!???

Thank you,

Nicolas BEHBAHANI

#futureofwork ?#peopleanalytics ?#hr #research