Latest HR Trends: Promotions, Generation Z, HR Functional Excellence, Business Goals, Workforce Challenges, Leadership Mindsets

?? Hello Everyone and Happy Sunday !?

Welcome back to the?14th edition?of Weekly People Research! ???

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

??What exactly is the potential for generative AI to increase productivity across the HR value chain? 波士顿谘询公司 researchers found the figures.

??What HR challenge is preventing business leaders today and tomorrow from achieving their business objectives? Ceridian researchers found some interesting insights about this question.

??Why is promoting employees and managers not a good idea to reduce their turnover? ADP ADP Research researchers found a very interesting explanations

??Why is Gen Z not well prepared to enter the workforce even though this generation is essential to businesses? Intelligent.com researchers use their data to answer this question.

?? Why a minority of HR managers and HR staff achieve operational effectiveness and business alignment? Gartner researchers found some interesting explanation and a way to change this trend.

??Finally, you will understand that it is important that leadership mindset to be communicated to all staff based on new findings of 通用电气 researchers.

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:

Generative AI could boost HR Productivity up to 30% in the near future!

?? Findings of researchers:

There is a lot of speculation about how generative AI will impact HR but for the first time, researchers have quantified the benefits for HR functions.

Generative AI has the potential to drive about 30% increased productivity across the HR value chain in the near term. The impact of Generative AI will be a fundamental transformation towards a more strategic, value-added and knowledge-driven HR organization. Gen AI would also be beneficial for HRBPs to primarily give them a Net Capacity Unlock and reduce HR administrative tasks, according to a new interesting research published by Boston Consulting Group (BCG) using data from BCG support functions benchmarking data for the past 5 years.

?? Recommendation of researchers:

researchers recommend the following actions to the CHRO to support GenAI transformation:

??Create a GenAI cross-functional SWAT team

??Start a broad upskilling program for the top 100 leaders

??Determine the skills mix required for the GenAI squad

??Sketch out workforce transformation themes aligned to the enterprise strategy

??Identify responsible AI points of contact

??Communicate the changes to the organization

??Clarify the North Star vision, incorporating GenAI potential

??Conduct ideation sessions to identify three use cases to start in HR

??Create the GenAI squad for HR, including a point person

??Retain and expand on digital and data skills in the organization

??Ensure that foundational data is in order

??Engage the team to drive excitement and reduce fear

???? What were the expert opinions:

I think it is so important because using ai / using promts is a skill everybody can learn and everybody has to apply. In the old times HR could say I don’t need to know how to write code because IT is going to do that for me. Now this will change and HR can be a valuable driver to understand, teach and implement AI in their company, according to Hannes Goth

Some impressive work! Complexity, simply explained. We live in changing times and knowledge is the best way to play an active role in it, according to Lars Vonheim

I had seen the BCG work and think it is some of the best work I have seen on AI and its HR implications. It shows how AI can help an organization manage it people better through information that allows personalization. My comments would be1. AI is a technological innovation that has much to yet discover. In the early part of any "S-curve" there is a lot of experimentation and variance about how the innovation is used. This study helps explore those innovations, but more may come as the ideas move up the "s-curve."2. HR is NOT just about people, but we are using the term human capability to argue that HR functions deliver talent (people, workforce,, competence... which is focus on this research) but also organization (culture, workplace, capability) and leadership at all levels. These might be additional areas for "AI" exploration.3. I tried to capture some of the essential pivots of "artificial" to "informed" intelligence that may help move AI forward (see chart).Again, I like this work as a very good summary of the AI agenda for HR as it now stands, according to Dave Ulrich

I would also add suppliers - this is especially important when it comes to 'just-in-time' procurement where suppliers may need sufficient time to meet ordering times. Also, thought needs to be given to the Value Chain and the internal and external interactions required to support it. If this isn't 'right' prior to putting software in place, then the data being transmitted/received is likely to be corrupt - thereby adding little value, according to George Kemish LLM MCMI MIC MIoL

Generative AI is there to support HR functions. When used well, it will definitely increase our productivity, according to Santi LG

Workforce challenges limit the ability of leaders to achieve Business goals

?? Findings of researchers:

Many leaders today feel confident about the future but...

Workforce challenges will limit ability of Leaders to achieve business goals in the next year. Internal mobility, for one, is on the rise. The majority of executives believed that internal recruitment has increased due to the effects of the pandemic and therefore could be a magic solution against the labor shortage, according to a new interesting research published by Ceridian in partnership with Hanover Research using data from an online survey of 2,020 leaders who are director level or higher in their organizations, across 6 countries and work for companies with 1,000 or more employees.

?? Recommendation of researchers:

researchers recommend below actions to organizations to get

started optimizing today’s boundless workforce for future success:

1?? Simplify internal mobility

2?? Make learning and development strategic

3?? Optimize use of contingent workers

4?? Drive sustained ROI

???? What were the expert opinions:

Always interesting to see the "talent" (call it workforce, labor, people, employee) challenges that leaders perceive. So many would agree that "talent matters" to help a business deliver strategic, financial, and customer results. As a result organizations make enormous investments in upgrading talent ... including those in this research. We have identified a set of talent initiatives that may be used. Figuring out which talent initiatives to pay attention to becomes very important. We have created an opportunity formula for setting priorities in talent (and other human capability initiatives). Again, this research is helpful to see the continued challenges of managing the workforce/talent that leaders perceive as important, according to Dave Ulrich

Leaders should communicate the various dimensions of internal mobility and emphasize that it's not limited to just climbing the corporate ladder. The "LEVERR" framework can be a powerful tool for HR and leaders to foster a culture of continuous learning, career growth, and internal mobility within an organization. Each letter in "LEVERR" stand for: Lateral, Enrichment, Vertical, Exploratory, Realignment and Relocation, according to Shiroz Hamid (CAHRI)

I was surprised to see that people management was not included in the skills reported as deficient. Yet, we are still seeing a problem in this particular area - mainly brought on by a lack of training and mentoring. How many times have we seen 'People leave bad managers'? In fact people leave organizations that have not provided the managerial development needed in order to create a productive and agile workforce. The need for internal mobility does not surprise me. There are some organizations in the UK that believe in moving people around so that they can gain a better understanding of the organization (and the value chain), according to George Kemish LLM MCMI MIC MIoL

This definitely shows how important continuous?learning is, especially in todays always changing business landscape! according to Gemma Atkinson

Maybe the challenge should include: "Leader challenges limit the ability of the workforce to achieve (Business) Goals". ?? As the recommendations suggest: There are some leadership strategic choices to be taken - and implemented, according to Lars Vonheim

Internal mobility is one of the most telling signals of talent strategy maturity. You want people to want to stay as long as they can, even if they outgrow their current job. The goal is to have your workplace viewed as a safe place to try new things and learn. L&D is critical to internal mobility. This means we must covet native human abilities like personality, cognitive ability, subjective decision-making skills, and creativity more than we value technical skills in candidates and promotion-eligible employees, according to Drew Fortin

Important reminder that the foundation of business still very much involves people, and investing policies and initiatives that put this at the center can help solve some of these challenges, according to Al Dea

It prompts essential questions for business leaders to consider: (1) Is your organization currently facing any of these challenges? (2) If so, what concrete measures is your company taking, or should it be taking, to effectively mitigate these risks or address these issues? Fascinatingly, a mere 8% of companies report not encountering any of these six challenges. It piques my curiosity to learn more about these exceptional companies and understand the specific workforce challenges they are facing - not mentioned in this list! according to Tanguy Dulac

Promotion led to a nearly two-thirds increase in the risk a person would leave a company!

?? Findings of researchers:

What companies sometimes get wrong is confusing promotions with merit pay increases. Workers who intend to stay with their current employer also are more likely than others to be committed to that employer. Promotions are rare and only 4.5% of workers are promoted within two years of being hired.

?? Within a month after their first promotion, 29% of people had left their employer but by the six-month mark, that risk divide narrowed.

Promotion, in other words, led to a nearly two-thirds increase in the risk a person would leave. On the other hand, a promotion increases a manager's risk of leaving more than for individual contributors, and this increased risk lasts longer, according to a new interesting research published by ADP Research Institute? using data from the job histories of more than 1.2 million people in the United States working for companies that employed at least a thousand people during the years 2019 through 2022.

?? Recommendation of researchers:

Researchers made recommendations below to companies when promoting people:

1??Companies must consider exit risk when promoting managers to lead larger teams. Have a plan in case they leave and build redundancies to mitigate the risk of losing managerial talent.

2??Companies need to promote only people who deserve it. Promote too many of the wrong people and you lower the bar for excellence, which ultimately could undermine their motivation to work harder.

3??Reduce the expense of backfill recruiting by experimenting with ways to incentivize retention among this group in the months following their promotion.

???? What were the expert opinions:

I really like research that is counter intuitive, relevant, and rigorous. This research has all three. I (most) would assume promotion increases commitment and retention. Given the rigor (sample size) of this research, the findings can not be ignored. Perhaps promotion sometimes signals opportunity to both the employee promoted and other firms who might hire away the employee, and/or promoted employee may find that the required skills are not as readily accessible and more wiling to change. The research reminds me a little of the marriage literature where those who cohabitated and then got married were more likely to divorce, not less. Again, somewhat counter intuitive. Regardless of why, this data suggests increased attention after the promotion not just before. We found in working with a company (not this amazing data base) that when people changed jobs (horizontal or vertical), they had a window of learning opportunity. So, our client would focus extensive development on the first 3 to 6 months of new job assignment. Would be interesting if such commitment would reduce the risk of promotion, according to Dave Ulrich

This is very thought provoking and helps illustrate the importance of supporting leaders who are transitioning to new levels in leadership. It is so easy to assume that high performers at one level will continue to succeed at another level and assume development/support isn’t needed, according to Rosey L. Rhyne

To fully harness the advantages of internal promotions, I would recommend creating an in-boarding program that includes a mentorship arrangement. This would help the promoted employee feel less isolated at work and foster more open interaction with the new team. The program should also maintain consistent communication with the employee regarding their role, expectations, and key deliverables. By implementing this in-boarding program, the organization can maximize the benefits of internal promotions, reduce employee turnover, and foster a culture of continuous growth and development, according to Shiroz Hamid (CAHRI)

My first thoughts when reading it are:1. Promotions come too late, sometimes decision is made as the counter offer for employee already approached/offered by recruiters.2. The salary increase related to promotion is inadequate to market value, it often happens in big corporations with a predefined limit applied to salary increases. Especially when promoting for more than one level, grade.3. Promotion as a consolation prize, when employee doesn’t get the promotion they applied for. Would love to hear more opinions about it?? according to Przemyslaw Niemczyk

It corresponds to what I have been witnessing for a number of years now. Including an increased level of remorse of accepting a promotion, according to Angelo Rao

In my experience, when promotion happens as an afterthought/reaction to something else, e.g. an employee handing in their notice because they have another offer, very often the promotion is artificial because a salary increase needs to be justified. This, in turn, leads to a very temporary satisfaction on the employee's side which doesn't last long with the said employee leaving anyway very soon. Extrinsic motivation is not powerful long-term. Human psychology. In my opinion, companies have to be proactive about talent management and succession planning. Otherwise, there can be more damage done, according to Marija Kose

Point 2 is really important. Promotions have to happen for the right reason. I think the litmus test for promotions is that when you make them, you want everyone to think, "Duh! Of course, they should be promoted!" A lot of companies that have gone through RIFs over the last two years find themselves in a precarious position where employee morale is waning. One response is to promote the remaining individuals. This can create unrealistic expectations and politicking moving forward. A promotion is the intersection of the employee being ready for a new/expanded responsibility and the true needs of the business. You need both for it to be right, according to Drew Fortin

One immediate thought, to put it another way, it's akin to the onboarding process where employers offer special care and attention to new hires during their initial 30-60-90-120 days. This could be a model for how some employers might treat newly promoted employees, ensuring that their extended knowledge, key stakeholder relationships, access rights, new expectations, and so forth, are reinforced and strengthened. (I suspect some employers may systemically do something like this already). This intriguing research indeed has significant real-world implications, according to Kelley J. Finnegan

Interesting. I have two theories: 1. Companies typically lose their better performers (voluntary) at a higher ratio and better performers are more likely to be promoted. Hence, promoted employees are more likely to leave.2. Promotion brings benefits but also increased pressure, more complexity, more to learn. If the employee doesn’t feel supported they are unlikely to ask for a demotion and instead will look to move externally. Similarly, employees may be promoted as a recognition or retention tool but they may not actually want the bigger team or the greater accountability, according to Jonathan Stewart

I have always maintained that the best way to retain people is through development. It is not unusual for people to be promoted into management positions based purely on their technical skills with little, if any, thought given to people management. I agree with the comments made here - there is a need to ensure that people are gaining the 'right' development after they have been promoted. If not, then they will seek the development that they need to enhance their future career, according to George Kemish LLM MCMI MIC MIoL

To me this is not counterintuitive at all. People that are promoted often move into the accidental leader context in which they have been placed into a role for which the organization has not adequately prepared them. Kind of like sending someone off to sail from Seattle to Hawaii never having left Puget Sound before. Sports team do a far better job of transitioning people into higher levels of competition. As to living together then divorcing, living together does not mean any better relationship competence than does the Marriage ceremony. Research tells us that couples who do pre-marital counselling are far less likely to divorce than those who do not, according to Dr. Jim Sellner, PhD. DipC.

What a different way to look at promotions. I like the three recommendations and would add the issue of development. Is the person prepared for the new job? Do they feel supported in the new position? Do they have the time to learn the new/necessary skills? I have also had conversations where employees openly told me that they were just waiting for a promotion to get a better job at another company. They were afraid that they would have to put in years of energy and hard work for a promotion if they just changed companies while they were in their old hierarchy level, according to Hannes Goth

Leaders avoid hiring GenZ or even firing them because they are unprepared to enter the Workforce!

?? Findings of researchers:

Work ethic and Communication skills top reasons why business leaders think recent grads are unprepared. 40% of business leaders believe recent college grads are unprepared for the workforce and the vast majority (94%) of business leaders who feel recent grads lack preparedness say they avoid hiring them at times.

??Business leaders who say recent grads are unprepared, 88% say this is more true now than of grads more than 3 years ago, and 94% admit they avoid hiring recent grads at times.

??Majority of those who feel recent grads lack preparedness say they’ve had a recent graduate ask for an unreasonably high salary request. 7 in 10 leaders believed that work ethic is the reason recent college grads are unprepared to work, according to a new interesting research published by Intelligent.com in partnership with the survey platform Pollfish conducted a survey on July 27, 2023 using data from 1,243 business leaders.

?? Recommendation of researchers:

Researchers found that of business leaders who feel recent college grads are unprepared, they listed the reasons below as factors contributing to lack of preparedness:

??Work Ethic (70%)

??Communications Skills (70%)

??Sense of entitlement (51%)

??Technological skills (43%)

???? What were the expert opinions:

I feel that employers do little to improve matters. Is it surprising, therefore, that they are seen as lacking work ethic and communication skills when they are not receiving the induction that is necessary for these skills to come to the fore. As an employability mentor at the International Business School (University of Lincoln - UK) I know that we prepare students in readiness to enter the workplace - all the mentors are business professionals and are, therefore, well placed to provide this mentoring. Perhaps employers need to look at their own interventions (or lack of) when assessing the needs of today's early career professionals (or anyone else joining their organization for that matter), according to George Kemish LLM MCMI MIC MIoL

Fascinating study that confirms what I have seen, but adds to it. These new graduates likely had their university experiences shaped by COVID where they were isolated for classes, and not likely to have an in person job. And, governments (right or wrong) supported them with subsidies during this crisis. So, I see these graduates not being as well prepared for the workforce as they might. I might have seen the pandemic having more impact on their entitlement and lack of preparation than parents, so this is interesting research. Regardless of cause, as George points out, these new employees will need an intense orientation to the realities of work. Assuming they are "bad" is not helpful since they are going to be a generation of employees (as others point out). Figuring out how to orient, onboard, mentor, and engage them will be a challenge. Firms that do so well will have access to a larger workforce pool than those who don't, according to Dave Ulrich

As I look at the top reasons sited for being unprepared, I question how much of that is that they lack the skills vs they have different skills and priorities. I'd argue that employers need to either adapt or figure out how to harness these differences. Do they lack work ethic? Is the fact that the younger generation is no longer willing to work 50-60 hours a week a lack of preparedness? Or can companies no longer expect such a commitment and need to develop ways for people to be more productive, so they can have a life outside of work? Younger generations expect it because they know it's possible with technology. But, some companies expect to reap the full benefits of increased productivity, while still working people the same number of days/hours. Do they lack communication skills, or do they communicate differently? I'd argue that they are much more efficient at communicating virtually. It is definitely a challenge when integrating people with different skills or motivations into a company. But, the companies that figure out how to do that successfully will be the companies that succeed in the long term because there's no way to avoid hiring them, according to Martha Curioni

I find these findings surprising and puzzling for at least two main reasons. First, avoiding hiring Gen Z individuals doesn't make sense given their increasing presence in the workforce. According to our data from PeopleCentriX, we estimate that the percentage of Gen Z in the workforce will rise significantly, from 16% in 2023 to 29% in 2030, and even higher at 35.8% by 2040. Hiring Gen Z is not a choice; it's a fact. Second, smart companies like Bank of America, Google, GM, IBM, and Tesla have realized that many students may not be fully prepared for the workforce. Instead of excluding them, these companies attract them by removing the college degree requirement for certain roles that used to demand it and by offering them university-like curriculum. Last but not least, I'm curious about the companies that adopt such workforce strategies - they may not be around in the next 5 years, according to Tanguy Dulac

It's easy to point the finger at gen Z, but it's worth bearing in mind that before the (UK) government went down the road of compulsory school or college attendance until 18 (reducing unemployment numbers) and then turned colleges into profit taking institutions with low bars to entry, many young people leaving college at 21 could, or should, have started work or apprenticeships at 16 or 18. Is it really surprising that having been stuck in academia (the path of least resistance) for an extra 2-5 years, some young people may have lost their mojo? according to Tony Cox

How is this compared to earlier generations? Is it an increasing experience that "recent college graduates are unprepared" or is this how "oldies" have always watched down on the young graduates? Maybe the problem is that leaders dream about people with young energy and fresh knowledge ?? but with 20 years of experience... according to Lars Vonheim

Well - it's unavoidable to hire GenZ, the question is: how do we sustain work engagement with a generation with different work ethics, values & culture than earlier ones and increase an appreciation for traditional roles, work and remuneration levels without the instant-gratification of content creation & social media, according Pedro Berrocoso

In defense of Gen Zers, corporations no longer invest in training as they did in the past. Also, as we are seeing with the growing popularity on unions, many workers (not necessarily Gen Z) feel under compensated for their contributions. I say kudos to Gen Z for valuing their time enough to push back against extractive behavior. Perhaps fresh energy and perspectives are worth more. Perhaps also corporations should provide more meaningful work. As we are seeing with generative AI, many jobs will go away to be automated by AI. We must ask, are these really meaningful jobs? Perhaps COVID showed Gen Z that life is precious and not to be wasted on things that don’t matter. It’s time to create jobs that matter and invest in people who take those jobs, according to Gina Clifford

I was quite surprised by this study, and wonder if results would be similar in other countries too?? We've done a lot of graduate recruitment in the past 2 years and so far I've been impressed with work readiness of this generation - they're curious, adaptable, (genuinely) open to feedback, reflective, pragmatic and they learn super-fast (even faster if you simply get out of their way...). They also have to work extra-hard to learn all the "unwritten" business rules and norms if they work remotely. I for one wish we could hire even more! according to Agnes Urbanska

Boomers had the same complaints about us Millennials when we tried to enter the workforce. I am going to try to leverage the unique skill set of this new generation and learn about their ideas and support them in areas of weakness rather than repeat what history has done to my generation, according to Yasmeen Boahene

HR Functional Excellence: Only 9% of HR leaders and 10% of HR staff achieve Operational Efficiency and Business Alignment

?? Findings of researchers:

CHROs need to equip their functions to bring together leaders and experts

from the whole enterprise, and orchestrate solutions for novel problems.

??As convenor, HR must bring the right organizational resources together. And as a catalyzer, HR must either draw stakeholders’ attention to important issues it neglects or inspire the flow of new ideas to address issues with no existing proven solutions.

??The problem is that many of HR’s current approaches to functional improvement follow the own-and-operate logic and when HR functions address the What, Who and How of their new role as conveners and catalysts, this has a significant impact on functional excellence (+30% of functional excellence), according to a new interesting research (only for their clients) published by Gartner using data from 217 HR Leaders and 531 HR employees.

?? Recommendation of researchers:

Three main ways HR can upgrade its effectiveness by acting as a convener and catalyzer:

1??Participatory Prioritization

2?? Business-Enabling Digitalization

3?? Expertise Augmentation

???? What were the expert opinions:

Thanks again for sharing interesting research on the role and performance of HR. We have studied HR functional excellence on 10 dimensions in 2 studiesHR Competence and Capability most recently with 28,500 respondents in over 1000 companies Guidance system with over 1000 companies. We found an evolution of the HR agenda of how HR helps create value that moved from personnel (the administrative work in this reported study) to human resources (HR practices) to human capital (talent aligned to business that this study focuses on) to human capability (delivering value to external stakeholders through talent + leadership + organization + HR functional excellence).Exciting to see the evolution of how people and organization increasingly deliver value, according to Dave Ulrich

The magnificent research highlights the requirement of a magical performance through continuous change management by HR professionals. Present period signifies it with volatility, uncertainty and rapid changes in almost every sphere of the business, hence HR roles needs to be more dynamic and inclusive. HR needs to understand people and process requirements, thereafter examine these against the environmental constraints and then align these to organizational objective to achieve holistic and inclusive results suitable not only to organizational requirements but also to the individual aspirations. Something like armed forces planning and executing critical operations during adverse situations. To summaries its no more HR but critical Performance and Aspirations Management, according to Ramendra Kumar Singh

Some really interesting Gartner research findings here. From the research, I’ve also seen how the human-centric EVP/ Employer Branding moves hand-in-hand with more humanistic leadership trends in organizations. I for example like how well-being (physical and mental) has become a systemic focus and prioritization during the last years and post-COVID, which is a true lever for sustainable high performance. I hope it will still continue being such a high priority organizationally even when the economic cycles change ??In my opinion leaders have a huge responsibility for the well-being of people as they affect 50-70% of the work atmosphere through their actions and behaviors. They are climate-builders. So, well-being is not (as it’s often perceived as) only an HR responsibility. The research also shows that, according to Christian Madsen

Although I am not surprised at the outcome of the research and I think that Dave has covered this well when he talks about delivering value to external stakeholders. The value generated externally will be dependent upon the quality of output (through people). For this reason HR Professionals need to have a wide knowledge of the business (across all functions) in order to be in a position to achieve the business alignment that you have mentioned, according to George Kemish LLM MCMI MIC MIoL

There is clear disconnect between Senior Executives and entry-level Employees when it comes to Leadership Mindset

?? Findings of researchers:

Most companies (72%) are taking the steps to clearly define their leadership mindset.

It's important for a company’s leadership mindset to be communicated to all staff. C-suite and entry-level share unified view on core components of a leadership mindset but divide emerges around how companies promote leadership.

?Divergent views point to the need for a new approach on leadership development, with real benefits to be gained for employees and companies alike.

?Leadership mindset influence new joiners for their decision to join and regardless of when leadership mindset is communicated, open & respectful internal communications are critical to supporting staff along their leadership journey.

Companies that effectively promote their leadership mindset stand to benefit in today’s increasingly challenging job market, with employees more likely to view their company as on the right track and more likely to promote their company to others, according to a new interesting research published by GE in partnership with Ipsos using data from 253 C-suite executives and 411 entry level employees ages 18+ across the United States conducted between July 17 – August 1, 2023.

?? Recommendation of researchers:

Researchers noticed that companies who effectively communicate and embody their leadership mindset, and supporting the development of effective leaders are more likely to be seen as on the right track !

?? Also 80% of entry-level employees identify leadership training as a meaningful benefit.

???? What were the expert opinions:

GE has a long legacy of leadership development and this research indicates they are continuing their commitment to understanding how to be a better leader and build better leadership. They use the term "mindset" to capture the combination of organization capabilities, individual competencies, and commitment to leadership which impact organization success. We have also found that organization capabilities (what the organization is known for and good at doing), individual competencies (be (character), know (knowledge), and do (skills)), and commitment or investment in leadership are characteristics of high performing firms. Our work has evolved to an organization guidance system where talent, leadership and organization initiatives can be linked to stakeholder value as a way to determine where to prioritize investment. Thanks again for sharing and GE for doing this research, according to Dave Ulrich

This research clearly demonstrates the overconfidence of leaders in their organization's ability to lead the way when it comes to developing and managing people. In the field of social psychology, this phenomenon is known as the "Better-Than-Average Effect" or "Illusory Superiority," a cognitive bias that causes people to overestimate their positive qualities and abilities, and underestimate their negative ones, relative to others. It has been shown that people in positions of authority are particularly prone to developing this bias, as it can be easy to fall into the trap of overestimating one's abilities when leading others, according to Tanguy Dulac

I picked up on: 'Researchers found that COLLABORATION is the characteristic that is most lacking at companies'. This is one area that is extremely important - no collaboration, no development. This is an area that has been coming more to the fore over the past few years and it would sound as though it is not improving. It is the senior leadership that is in a unique position to set the culture within an organization and this starts with the qualities that you have highlighted, according to George Kemish LLM MCMI MIC MIoL

What a clear vision about leadership and it's impact on the entire company, according to Ronald Victor Paravicini Cárdenas

Communication is such an important factor in leading a company. It's hard to achieve good communication, and it's easy to do it wrong. Also, I see there is always a mix of conflicts of interests between different people in an organization. This conflict of interests makes communication way harder, according to Santi LG

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

??Finally, in a month, I'll be at #Unleashworld this year in Paris!

My people analytics topic will be what data and metrics can employers use to measure and attract employees to the office? What are the core considerations for the workplace of the future and does “Where” people work become more important than “Why”?

I hope to meet many of you!

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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