Latest HR Trends: Pay Transparency, Skills replacement, Conflict management skills, Turnover within 30 days, Work friendships, Employee Attendance
Nicolas BEHBAHANI
Global People Analytics & HR Data Leader - People & Culture | Strategical People Analytics Design
?? Hello Everyone and Happy Sunday !
?? Welcome back to the 70th edition of Weekly People Research! ??
?? A heartfelt thank you to all the contributors for making this complex collection of research understandable!
? Some of you have coffee while reading this newsletter, some have lunch,... in short, enjoy reading as always!
Last week, we engaged in a discussion on the following exciting HR topics:
?? In this latest edition, you will discover more about ??:
??How does including clear salary details in job postings enhance candidate experience and improve performance by 30%? CareerBuilder researchers found that excluding from job postings can negatively impact the candidate experience and reduce your chances of finding the ideal fit.
??How could the potential replacement of 28.5% of skills by Generative AI in the future impact business practices and tool improvements? Indeed researchers discovered that while Generative AI excels at delivering theoretical knowledge, it is less proficient in applying those skills to practical problem-solving.
??How does the lack of effective conflict management skills in nearly half of managers expose organizations to potential negative repercussions? DDI | Development Dimensions International researchers revealed that 65% of leaders struggle to offer adequate support and resources to their team during conflicts.
??Why is it important for leaders to consider the entire workplace occupancy landscape rather than just focusing on employee attendance data? Envoy researchers identified that relying on Manual Workplace Management can sap as much as 30% of a company’s revenue.
??Why does nearly 30% of turnover in manufacturing organizations occur during the new-hire phase, especially within the first month? UKG researchers uncovered that majority of manufacturers believe negative industry perceptions impact recruitment.
??Why does building work friendships during onboarding lead to better employee experiences and increased tenure at the company? Enboarder researchers pinpointed that Employees who make friends during onboarding report higher satisfaction rates across the four Cs: Compliance, Clarification, Culture, and Connection.
?? Now, let's do a recap of the week on published research:
?? Findings of researchers:
85% of Gen Z job seekers ignore job postings that lack clear salary details
?Excluding from job postings can negatively impact the candidate experience and reduce your chances of finding the ideal fit. Despite this, many employers are still not aligned with the evolving expectations of today’s workforce.
?? Pay transparency is already a legal requirement in many states, with more likely to follow suit soon.
?? Job postings that disclose salary details often rank higher in search engine results, with CareerBuilder listings featuring salaries outperforming those without by 30%, according to a new interesting research published by CareerBuilder in partnership with Morning Consult using data ?? from a survey of 415 US hiring decision-makers.
?? Recommendation of researchers:
Researchers have identified several benefits of pay transparency for the workforce:
?? Increased Job visibility : Google ranks job ads with salary information higher. CareerBuilder posts with salaries perform 30% better
?? More serious candidates: 80% of U.S. workers are more likely to consider applying for a position if the pay range is listed.
?? Better matches: When candidates know what to expect, they’re less likely to drop out once interviews start.
?? Legal compliance: 40% of states have pay transparency laws in place. More are considering similar legislation
?? Increased Equity: Pay transparency helps ensure all candidates receive fair compensation regardless of gender, race, or negotiation skills.
??My personal View:
This compelling research underscores the lack of transparency in the hiring process, which hampers employers’ efforts to attract and retain top talent. With evolving candidate expectations - particularly Gen Z, the implementation of state-level pay transparency mandates, and rising concerns about equitable pay, it’s crucial for employers to be more open about salaries. Additionally, the global increase in regulatory requirements for pay transparency is pushing many employers to quickly adopt consistent standards, regardless of location.
???? What were the HR expert opinions:
Dave Ulrich Again, interesting research on a specific HR practice of salary transparency in job posting. It makes sense that more transparency will send a more clear signal to potential employees about whether they interested in the job. Two of my compensation mentors (Ed Lawler and Steve Kerr) have taught me about compensation transparency overall. While they agree that pay transparency sends more clear signals, they acknowledge that it requires more managerial courage because when employees see their peers' pay, they may feel inequity and require managers who can have honest conversations about the variance in pay. This managerial courage goes along with pay transparency. Thanks again for sharing insights around pay transparency in the hiring process.
Halvinder Kaur Absolutely agree! I feel Pay transparency has the potential to revolutionize the hiring process. It not only attracts more qualified candidates but also fosters fairness and equity within the organization.
George Kemish LLM MCMI MIC MIoL Another interesting post. On the few occasions that I have searched for jobs, I have always found it frustrating when the salary is not shown. However, there is one point that may be of interest. A little while ago I wrote an article on carrying out salary surveys, where I mentioned the need to look at any differences in the tasks to be undertaken when benchmarking salaries against those of other organizations. The employer would then need to put a value against those differences and come up with a fair salary for the actual work to be undertaken. This in turn would mean that prospective candidates would also need to look at the requirements of the position for which they intended to apply so as to gain an understanding of why there might be a difference when looking at, what might seem to be, similar positions in different organizations.
Jos van Snippenberg These findings are very valuable. In daily practice I hear similar soundbites about the lack of transparency of companies in job postings. Yes, not mentioning the salary is one of them, but also not being specific about what DNA the company is living. Job postings do have a lot of "dust" in their descriptions of both the values (too generic), principles and the real impact the company wants to make for their customers, the society or for the world. In the era of personalization, it is needed that companies are more transparent and provide clarity.
Marc Lawn I think over time, transparency (salary & beyond) will become the minimal level of expectation (license to operate?) for any business, anywhere. How can we expect to build a trusting relationship when we can’t be ‘trusted’ from the outset?
?? Findings of researchers:
?? Among the five possible outcomes (very unlikely, unlikely, possible, likely, very likely), the majority of skills assessed (68.7%) were deemed ‘very unlikely’ or ‘unlikely’ to be replaced by Generative AI.
?? While Generative AI excels at delivering theoretical knowledge, it is less proficient in applying those skills to practical problem-solving.
?? The influence of Generative AI on any given occupation will hinge on the specific skills within that occupation that the technology can or cannot effectively perform, both now and in the future.
?? Today’s generation of GenAI tools are not “very likely” — literally — to replace a competent human worker in mastering and performing even a single one of thousands of common work skills.
Every occupation requires a worker to utilize a mix of skills across three key areas: Obtaining, retaining, and providing theoretical knowledge. But a digital “worker” powered by GenAI, while potentially strong across one or even two of these measures, will struggle to achieve the same seamless balance across all three, according to a new interesting research published by Indeed researchers using data from more than 2,800 skills common in US job postings published on Indeed between August 01, 2023, and July 31, 2024.
?? Recommendation of researchers:
?? Finally, researchers conclude that the most significant barrier to widespread Generative AI adoption may be the demanding nature of the tools themselves:
?? In jobs with a high share of skills that require hands-on execution, including nursing, GenAI could help with some repetitive tasks (like documentation) and allow workers to refocus on the core skills necessary in these roles.
?? In more stereotypical “office jobs,” including software development, GenAI may potentially be able to offer significant knowledge and solve modest problems, emphasizing the importance of continued upskilling and ongoing learning for human workers.
??My personal View:
This remarkable research on the impact of Generative AI on workers highlights that problem-solving is a hallmark of human ingenuity. The more adept a Generative AI model becomes at using a given skill to solve problems, the higher its likelihood of replacing a human.
It’s important to remember that these tools currently lack physical ‘bodies’ to perform manual tasks, though this may change with future advancements in robotics. Until then, the need for manual, hands-on execution of certain skills significantly influences their potential for replacement by Generative AI.
???? What were the HR expert opinions:
Dave Ulrich Very clever research to focus on skills that genAI can supplement or replace. This research will help genAI users have more insight on where genAI adds value and complements the human element of work. I like to (over) simplify at times to understand a phenomenon, and at its simplest AI provides information to improve decision making. So, any skill or job related to information (obtaining, retaining, and providing in this research) can be bolstered through genAI. Since many jobs are information or knowledge based, genAI becomes an enabler of those jobs. I look forward to even more insights in this burgeoning area.
George Kemish LLM MCMI MIC MIoL Another insightful piece of research. I think that there are two considerations here: (1) When we look at the data that is provided through AI we have to remember that it is only as good as the knowledge of the person who input it, and (2) The software being used is only as good as the person that programmed it. I have seen many software applications that promise to provide an outcome but do not have the agility to take into consideration the fact that every organisation is different and may, therefore, need different information or be provided with the information in a different format. There is a need to put data into context before using it and also a need to ensure that software is providing the 'right' outcome for the organisation. That said, I am in agreement that AI can assist (enable) decision making - but we need to take into account its current limitations.
Natalia Illarionova Great insights on the role of Generative AI in the workforce. It’s a great reminder that while AI is advancing rapidly, its strength lies in complementing, boosting rather than fully replacing human skills.
LynnAnn B. That is a very insightful question. Yes, Gen AI may replace manual demands. We already see robots performing surgery, flying themselves, and turning on or off lights. It is just a matter of time. My insight what comes to issue when there groups of people who have the access & means to acquire it and those who do not. The digital divide will create a great morale dilemma.
?? Findings of researchers:
?? Only 30% of leaders feel confident managing conflict in the workplace.
?? While workplace conflict is unavoidable and can be disruptive, inadequate conflict management can have a profound negative impact on employees.
?? 65% of leaders struggle to offer adequate support and resources to their team during conflicts
?? HR professionals, particularly those in Learning and Development (L&D), are essential in cultivating leaders’ conflict management skills. With the right coaching, leaders can turn conflict from a roadblock into an opportunity.
?? Coaching is a valuable tool for helping employees navigate conflict. But before focusing on solutions, leaders should first listen and address the personal concerns of those involved, according to a new interesting research published by DDI | Development Dimensions International using data ?? from more than 70,000 managers.
?? Recommendation of researchers:
?? Finally researchers conclude that these statistics highlight a significant gap in leadership skills. Researchers provide 4 tips to effectively coach team members through conflicts, leaders need to:
?? Provide support without taking over.
?? Clarify situations to understand conflicts fully.
?? Remain open to all sides of an issue.
?? Involve team members in developing solutions
??My personal View:
This compelling research underscores the crucial role of managers and leaders in conflict management within the workplace. Every manager will inevitably encounter conflicts at some point in their career, and it is essential they handle these situations with diplomacy.
Workplace conflict rarely emerges without warning; it typically stems from various underlying factors. These sources of tension may appear minor at first, but if leaders ignore them, they can escalate into major disputes, negatively impacting team performance and morale.
???? What were the HR expert opinions:
Dave Ulrich Again, fascinating research on an important topic. Being able to turn differences into learning and innovation is a critical management skill. People talk about a mindset of ...*disagree and commit... Amazon logic for accepting conflict or disagreement and moving on*disagree better... a political movement to overcome divisiveness and improve commitment *love your enemies... Arthur Brooks suggestions on applying this lifetime principle* (probably others)In all these mindsets, conflict can be turned into learning, innovation, problem solving and improved decision making. The skills for positive conflict include listening with empathy, being flexible and open, showing patience with other and self, compromising to move on, negotiating by finding common ground, solving a problem more than being right, surrounding oneself with those NOT like you, and ?? Again, wonderful research that has helped me think about an important topic. Thanks.
Lars Vonheim Thanks for sharing for highlighting such an important topic. Often, it is not the conflict that most "damage" the organization, but how it is (not) handled. Not only should conflict management be obligatory for all leaders, but for the whole organization. This is increasingly important when we are expected to collaborate across teams and in fast-changing situations.
.Rick Lochner. We tend to lean heavily on the negative aspects of conflict management without addressing constructive conflict. In my previous MBA classes I taught on managing conflict in the leadership context, I always spent time on how leaders can address conflict as a constructive tool to avoid complacency, for instance.
Reema Purohit This underscore the need for leaders to cultivate strong conflict resolution skills, particularly in the evolving landscape of hybrid work environments.
Srijith Keloth Balan Nair I’ve seen many leaders allow conflict to brew beneath the surface, only attempting to manage it once it escalates—and by then, it’s often too late. This reactive approach rarely works. Understanding the early signs of tension and taking proactive steps to reconcile issues can prevent conflicts from snowballing into larger problems. It’s about addressing the root cause before the disruption, fostering a healthier work environment. Early intervention is the key to long-term team harmony and productivity.
Gregorio Cerezo Benito Fully agree. Conflict management is a key competency of management to be coached. Professional conflict management makes us move forward, transforming situations and at the end transforming ourselves. Avoiding conflict management has the same effect as a water spring that when the water does not flow, stagnates, and ends up rotting.
Arturo Aranda Marín Communication, transparency, empathy, flexibility, emotional intelligence, etc. are applicable strategies for conflict resolution. But one of the keys is for leaders to not only mediate, but also empower their teams to participate in the resolution, turning conflict into an opportunity for growth. Thus, good management not only solves problems, but also prevents them from getting worse, contributing to a more collaborative and positive work environment...Great research on a very important topic within an organization.
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?? Findings of researchers:
Relying on Manual Workplace Management can sap as much as 30% of a company’s revenue!
?? Currently, 96% of organizations are requiring or encouraging employees to work from the office a few days each week, and 90% of companies aim to have some level of in-office presence by the end of 2024.
?? Collecting attendance data is quickly becoming a standard practice
?? Gathering any data is a solid beginning, but understanding attendance trends is only one aspect of workplace occupancy. To get a complete picture of how their space and resources are utilized, leaders also need data on space utilization trends across locations, including meeting room, desk, and event space bookings.
?? Accurate, real-time data is the key to understanding how your workspace is being used and knowing who’s onsite at a given time, including both employees and visitors, according to a new interesting research published by Envoy in partnership with Hanover Research using data ?? from a of survey of more than 440 executives and managers across Workplace and Facilities Management, Workplace Security, IT, and HR in US, collected from February 22nd to March 1st, 2024.
?? Recommendation of researchers:
Researchers identified the main goals for leaders utilizing occupancy and space utilization data:
?? Improving employee experience (66%)
?? Establishing data-driven work policies (66%)
?? Repurposing unused space (42%)
??My personal View:
This remarkable research highlights that maintaining a smoothly operating workplace while maximizing employee potential is the ultimate goal of workplace management. However, in today's hybrid and distributed work environment, this pursuit has become a maze of complexities, making real-time workplace data increasingly essential for organizations.
???? What were the HR expert opinions:
Dave Ulrich Again, interesting data. In our work, we separate showing up (attendance) at work and showing up with passion and full commitment. Having hands and feet at work is not the same as heart and soul. We used the formula competence: have skills to do today and tomorrow's job X commitment: showing up X contribution: fully engaged as passionate. Menu of choices in these three areas of talent. These ideas apply to hybrid as well as in person work. thanks again for sharing.
Jos van Snippenberg Interesting findings about attendance data within the workplace. It reminds me the years of working in the office, and getting rid of colleagues who made daily "social talk" rounds through the office. Clocking in at eight o'clock and after one and half hour they finally set themselves behind their desk. Yes, they were present but not effective. I foresee a growing gap in engagement and productivity when companies do force employees to come to the office. They should spend more time on "how to strengthen personal connection and commitment based on purpose alignment and mutual value creation". This increases the image and attractiveness of the company and at the other hand it has positive impact on the bottom line.
George Kemish LLM MCMI MIC MIoL Great research- in my view hybrid working should be used to share learning between individuals and across the organisation (inter-departmental). If the time in the office is utilized in this way and is well managed, then perhaps the data that should be sought after is: How has the time spent on development added value to all stakeholders (including the employees)
Andrew Lang Great insights ! Leaders who look beyond just numbers and take a holistic approach to space utilization will be better positioned to create more efficient and adaptable work environments.
?? Findings of researchers:
?? The majority of manufacturing organizations consistently report that the inability to attract and retain a quality workforce is their top business challenge
?? Nearly half of manufacturers (48%) reported that it now takes longer to fill open positions compared to the previous year.
? Majority of manufacturers agree that labor shortages impact our ability to meet production needs
?? Majority of manufacturers believe negative industry perceptions impact recruitment, but they could be doing more to engage with local communities and students to create excitement about careers in modern manufacturing.
?? Turnover is a mission-critical business challenge for manufacturers that must be addressed, according to a new interesting research published by UKG Workforce Institute using data ?? from a survey conducted by InnovateMR , and collected between June 3 and June 11, 2024, from 300 HR leaders at U.S.-based manufacturing organizations, including HR directors (22%), HR executives at the VP or C-level (21%), HR managers (12%), hiring managers (8%), and other leaders outside of HR with decision-making authority in frontline hiring practices (37%).
?? Recommendation of researchers:
Researchers identified the leading recruitment challenges for manufacturers, which include:
?? Attracting candidates with the appropriate experience
?? Finding talent with the necessary skills
?? Sustaining a robust talent pipeline
?? Competing for talent both locally and with other manufacturers
??My personal View:
This insightful research uncovered intriguing trends in manufacturing companies. Notably, the concerning turnover rates among new hires underscore the urgent need for leaders to investigate the causes of these early departures. Prioritizing the onboarding process for new employees is essential, especially given that negative industry perceptions are affecting recruitment efforts in these companies.
???? What were the HR expert opinions:
Dave Ulrich Again, thank you for sharing insights about an important topic. It's a problem when all the effort to hire someone (set standards, source talent, screen someone, secure them) goes for naught if they leave and hiring/leaving becomes a revolving door. I have said that the orientation that occurs in the first 90 days is critical, but this research suggests first 30 days. This means making the new hire feels welcome and valued by attending to...*logistics (technology, physical space)*relationships (team, peers)*first first assignments (meaningful)*mentor/coach (cultural orientation)*other? I see quite a few folks with title of "talent acquisition" but I hope their responsibility also includes "talent orientation" so the new hire feels fully welcomed. Thanks again for sharing. Your posts help me think and learn!
Robert Zelewski The Key part of successful recruitment is on-boarding. Companies fail to take care of it mostly because people are "too busy" and put new employees into production without proper training.
Andrew Lang The data highlights urgent issues! Manufacturers must rethink their approach to early-stage talent integration, focusing not just on attracting candidates but also on creating an onboarding experience that sets them up for long-term success.
Namita Gopinathan,MBA Today’s workforce is looking for more than just a paycheck, reflecting a broader shift in candidate expectations. To address turnover and attract top talent, manufacturers need to reshape their narrative by positioning modern manufacturing as a high-tech, innovative industry. This involves rebranding manufacturing careers, investing in workforce development, and using data-driven insights to pinpoint challenges in the employee experience. A key strategy is addressing the perception gap. Strengthening partnerships with educational institutions, like technical schools and universities, can create a direct pipeline for talent. The focus should not only be on recruiting experienced workers but also on inspiring the next generation. Initiatives such as virtual factory tours, participation in career days, and offering scholarships or internships can demystify the sector and present it as a compelling career option. Thank you for sharing this valuable research!
Jose Santiago Without a doubt prioritizing onboarding and the pre-onboarding is essential, however the next phase is the reality meets the hiring hype needs correcting, and then the actual skills needed and role scope as well as what new colleagues say about supervision training and career development. On a second topic related to the lack of skills, why not have a training program and apprenticeships to build these skills internally? Sure it takes weeks and even months but in my experience many stay and are trained and have gained some experience and see themselves progressing. I think it was Ford who said 'better to train and lose them than to keep them untrained' or something similar.
George Kemish LLM MCMI MIC MIoL From my experience there are two problems here. The inability to attract people into manufacturing professions. According to Engineering UK (An institute covering all engineering including manufacturing and civil engineering) there are in excess of 140,000 skilled posts that cannot be filled in the engineering sector in the UK. We need to find a way of making careers in engineering more attractive. 2. The inability to retain people in the manufacturing industry. In both attracting and retaining people, there is a need to ensure that there is a clear career route coupled with the continuous training required for career progression - something that appears to be amiss in many cases. Great research- thank you so much for sharing.
?? Findings of researchers:
The beginning of a new job is a professional move but it’s also a profound social opportunity.
?? Employees who made work friends were twice as likely to feel well-informed and engaged compared to those who did not make friends.
?? Employees who make friends during onboarding report higher satisfaction rates across the four Cs: 1?? Compliance, 2?? Clarification, 3?? Culture, and 4?? Connection.
Productivity and engagement are the top casualties of bad onboarding for one-third of employees with bad experiences, according to a new interesting research published by Enboarder using data from a survey of 1040 randomly selected fully employed persons (aged 18 or older), balanced for gender and age, who began a new role at an organization with a staff size of 200 or more employees within the past 5 years, executed from June 25-27, 2024.
?? Recommendation of researchers:
?? In conclusion, researchers advise organizations to implement the following steps to maximize the benefits of an exceptional onboarding experience:
?? Leverage Technology Effectively
?? Prioritize Connection and Communication
?? Extend the Onboarding Duration
?? Focus on Continuous Improvement
??My personal View:
This remarkable research highlights that onboarding is a prime opportunity for forging friendships, which are the secret sauce of the onboarding process. According to researchers, fostering friendships during onboarding isn’t just beneficial, it’s transformative, greatly boosting employee satisfaction and integration.
???? What were the HR expert opinions:
Dave Ulrich Thanks again for outstanding research which confirms your other recent posts. On-boarding becomes an ever more critical part of the overall talent experience. Having a "friend" in the process reflects the Gallup engagement research to "have a best friend at work." Work is often about accomplishing tasks through an organization setting. The organization setting is comprised of relationships between and among people who form a team and who create an organization culture that serves customers, investors, and communities. The on boarding relationship begins this culture building process. Thanks again for sharing. I need to help those I teach and coach be even more aware of the importance on-boarding.
Sarah McLellan Great insight, thanks. Friendships are so important in shaping feelings of engagement and happiness. I love the idea of designing experiences with this outcome in mind - it makes a difference to everything! Some actions I’ve found helpful are: providing different types of buddy and mentor relationships to broaden connections; linking new starters up with each other; personalizing onboarding plans to emphasize opportunities for connection; managers checking in on this topic and asking how they can help them; and in hybrid settings - being in person as a group at some stage definitely helps create stronger bonds.
James Boden, FCIPD Great insights, absolutely agree. Organizations need to consider how they give employees opportunities through their onboarding program to make friendships organically.
Dr. Bhanukumar Parmar FRIEND-ships is the ship that sails smoothly through the waves of work, carrying us all to success BUT need to foster socialization at work. Its not only asking G-10 but HOW to get better scores.
Lars Vonheim Friendship at work is too important to leave to people themselves... It might sound crazy, but as you highlight, making friends as part of onboarding, has a crucial impact on several success factors. As an employer, we can't decide whom to become friends but it should be considered a neglect of duty not to have a strategy and take action to support newcomers in building friendships fast. As a smart employer, you should know both employees' personalities and competencies, to ensure the "right" persons are exposed to each other. It's like date-matching: Challenging, fun and most likely to pay off with loyal, engaged and high-performing individuals. Thanks again for sharing important insights.
Diana Carolina Perez Cabas Onboarding is definitely key for employee life cycle. A poor onboarding cost money, time, efforts but a proper onboarding is part of the emotional salary and also a strategic tool of corporate governance. Onboarding is crucial it's all about company culture, retention, employee experience, employee lifecycle, change management, emotional salary among others. Organizations that assign a buddy during the onboarding process agree are more effective effective in speeding up the new staff’s proficiency. Companies never get a second chance to make a first impression!
?Leaders looking for the next step in their career:
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Here are 10+ roles to check out:
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Nicolas BEHBAHANI
HR Manager | AlRabat Business Group | PHR Certification | Aligning Business Goals with Stakeholders | Driving HR Strategies
1 个月Thank you ?? , Nicolas BEHBAHANI, for consistently sharing valuable HR trends on LinkedIn. we are gaining great insights from your updates and expert perspectives. I'd like to include a comment on some trends you're referring to: Pay Transparency and Candidate Experience: Including salary information in job postings is indeed a crucial practice, but it comes with both benefits and challenges. While it can attract top talent by offering competitive salaries and benefits, it also opens the door for other companies to potentially poach talent by offering higher pay. This balancing act is one of the key challenges when disclosing salary information, especially for rare and critical roles in the market. However, including salary information is essential for lower managerial positions and blue-collar. It can significantly increase the number of applicants and improve the overall quality of applicants applying for the position.
4+ years of experience in HR & Talent Acquisition in Non-IT & IT domain. Currently working as a Sr. Executive-Talent Acquisition with TechnipFMC.
1 个月Great insights and congratulations on your 70th Edition of Weekly People Research! ?? The research on salary transparency and the importance of conflict management are particularly eye-opening. Thanks for sharing these valuable findings. Looking forward to next week’s newsletter!
Relentless advocate for small businesses and military, diversely-abled and justice-involved talent. ??Matching . People . Instantly?? Leader in skills-based hiring. ?? Warrior Rising ?? Goldman Sachs 10KSB Alumni
1 个月Congratulations on the 70th edition! With regard to including salary details in job postings: the downside is unqualified applicants will apply for roles they don't have the skills for just because they want a higher salary. This also negatively impacts businesses. With this, skills-based hiring becomes even more important for companies to know what skills they need and to find a way to scrub through unqualified applicants. A skills-based approach ensures hiring managers don't waste valuable time bogged down. For small businesses, it's even more important. Talents ASCEND? and our Career AI Talent Equalizer, CATE? is the answer.
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Human Resource Professional | MBA | Coporate Recruiting Professional- ASA | Ex-Wirtgen Group,A John Deere Company
1 个月Congratulations on reaching the incredible milestone of the 70th edition of Weekly People Research! I appreciate how you highlight critical topics like the impact of salary transparency, the potential of GenAI in skill application, and the importance of conflict management. Each edition provides valuable takeaways for HR professionals to consider in their practices. Thank you for your dedication to advancing our understanding of these vital issues Nicolas BEHBAHANI. A special thank you to all the HR experts for making this research even more impactful!