Latest HR Trends: HR Ratio, Operating Model, Flexibility, Turnover, Working-relationship, Productivity, Hiring, Misconduct, Harassment, In-person

?? Hello Everyone and Happy Sunday !?

Welcome back to the?10th edition?of Weekly People Research - and you are now more than 8,100 to have registered! ???Thank you so much for all your support?everyday !??

????I really tried to put all your ideas in this newsletter, whether they agree or disagree with the ideas of my posts! We are here on LinkedIn to learn and be inspired!

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

??Why should HR consistently focus on problems and not programs and do they need a new Operating model? Josh Bersin Academy researchers answered this question.

??Why strong relationship-building skills are essential for leaders but also for employees to perform well in their jobs? Zenger Folkman researchers answered this question.

??Why do organizations lose their talented employees because of harassment and misconduct? HR Acuity researchers answered this question

??Why is there an increase in the HR Ratio and is it may be any linked to turnover? ADP Research researchers answered perfectly this question.

??Why flexibility in workplace is an important asset for companies to hire more talented people? Flex Index researchers answered this question.

??Finally, you will understand why?it's important for employees to have in-person interactions in 3 specific moments of their career? 微软 researchers explained it.

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

A new operating model for Human Resources is emerging called "Systemic HR"- Traditional HR Service Delivery is dead !

?? Findings of researchers:

Business challenges (slower economic growth, labor shortage, accelerated Industry Transformation,...) are the?top reason?why there is need for a new operating model for HR - but more a?new operating system.

Transformation-centered companies manage HR as an “integrated operating system,”?not a series?of Centers of Excellence and Service Delivery teams. Bersin researchers call this new model?Systemic HR?– and it’s an?Operating System, not an Operating Model.?HR departments need to think about a?integrated “solution center” - a “systemic solution,” one that integrates all the domains of HR into one, meaningful operation - designed to address growth, development, retention, and management skills in consumer operations.

Researchers found 7 ways HR can move from an operating model to an operating system, according to a new interesting?research?published by?The Josh Bersin Company ?using data from their internal clients.

Researchers believed that the key to a fast-moving organization is?not to “set rules”?and?create “operating standards”, as HR should systemically focus on “problems” not “programs.”

?? Researchers defend a new operating system called Systemic HR which is?totally interconnected.

?? Recommendation of researchers:

Finally researchers recommend?7 below ideas?to move to this?HR operating system?:

?? Recruit or upskill?“full stack” HR professionals?(like full-stack engineers) who are deep in one domain but also have wide expertise in the other domains of HR.

?? Recruit or upskill?“product managers” or “offering managers”?who work together.

?? We need HR professionals?to focus on “problems” not just “programs.”?

?? We need easy to find,?integrated, real-time data, so individual HR teams can easily agree on trends and areas of focus.

?? We need?“solution centers,” “pods,” or other structures that organize HR teams into various workforce segments, functional groups, or problem areas – bringing HR disciplines together to address issues.

?? We need?senior Business Partners?who are?both leaders and strategic advisors?to their business counterparts, with power, authority, and expertise to bring agile HR consulting teams to bear.

?? We need an?HR leadership team?that sees itself as a?cohesive unit focused?on advancing and innovating in the company’s strategic direction, turnaround, or business challenges.

???? What were the expert opinions:

We are actually right in the middle of researching this topic including a broad based survey including many dimensions of the HR function. We will be launching it later this winter. The most important part of this research are the examples of companies rethinking the HR Service Delivery model and some are venturing into new territory very successfully. It’s all part of a bigger strategy around creating the post-industrial organization, according to Kathi Enderes - Author or member of the research team

My colleagues and I have worked on how the HR function can add value to all stakeholders with research over 35 years from over 120,000 respondents. We have seen an evolution of how to build an effective HR function that creates value. Most recently, we reviewed 9 consulting firms views of HR, along with our research and identified 10 dimensions of an effective HR function (measured by impact on stakeholder value). The design of HR (dimension 4) ensures that HR specialists and generalist work together in an integrated way, which has been how HR has been structured for many years. We found that that the other dimensions had more impact on stakeholder value. It is exciting to see the evolution of not only the HR function (10 dimensions), but overall human capability when HR helps deliver value through talent + leadership + organization, according to Dave Ulrich

I am in agreement that there is a need for change when it comes to HR Strategy. However, there is still a need for HR practitioners to undertake operational and transactional HR functions.?An example is in ensuring that the employer is acting in accordance with the latest employment legislation. My thought is that the HR department will still have some 'traditional' tasks whilst also having HR strategists taking the lead in the areas that you have highlighted (possibly as internal HR consultants), according to George Kemish LLM MCMI MIC MIoL

Big Bang theory. There's a continuous cycle of aggregation and fragmentation. Each time the pieces parts are different, some new, some refined. This is what's happening in HR today with this call for consolidation, but with full-stack managers. The disciplines of HR are much more codified in large organizations and far less so in smaller organizations. Innovations in people analytics are changing the needed competencies for HR leaders to succeed. If you follow trends in marketing technology and competencies, which are about a decade ahead, you see a similar trend in HR. A focus on teamwork and experience is needed, but leaders with a more objective and data-centric focus on results and discipline will prevail IMO, according to Drew Fortin

There's absolutely nothing new in the chart presented. Josh appropriately describes in the right hand column what has been the goal of every HR operating model ever proposed. The problem has not been that someone hasn't defined the future state accurately. The problem is that CHROs don't spend sufficient time to ensure that their operating model will work. Let's not jump on another fad in HR – plenty of those to go around, according to Marc Effron

From Traditional to HR Business Partnership now to Systemic HR Model! HR is really constantly evolving and the only way for us to adapt and thrive is to continue learning and upskilling ourselves to be relevant always to the changing times, according to Darwin Rivers, CHRP? CPM? CLC? CEIP? CSSGB?

I think to enable this model change is clearly needed a change in HR Leadership traits. The traditional HR focused on the function with a supportive and cautions approach will not be able to drive this change, HR requires inspiring and in some cases dominants traits to ensure a people centric positions, according to Luigi Bellopede

Very interesting article. I’m currently working with a medium size organization where I presented something similar just today… their level of operational and cultural maturity is not ready for this yet… I think for many working in developing countries, this is still a few years away…according to Evan Kagan

Interesting presentation. I would love to see the accompanying metrics (or roadmap/crosswalk to them) that CHROs could utilize to measure the effectiveness of this operating system model, according to Marcus Holmes

This is moving in the right direction at the right time! The shift from change management (which I never believe we can manage change) to agility is essential for businesses to thrive, to innovate, to understand current capabilities and assess against future needs and develop talent models around those customer (by that i do mean the end customer not the employee) needs. Would be good to call that connection to the customer out to establish line of site and solidify the correlation between employee engagement and customer satisfaction (ideally leading to profitable growth), according to Sandra Nichols, MA, CCMP? Change Maker?

Nice article, having spent years in transactional HR graduating to the next level comes up with so many questions and doubts. This is my challenge now. I still find it hard to convince the small and medium enterprises to look at HR Strategically, according to Krishna Rao

it's good to see that the shift is starting towards systems thinking. The ever-evolving business landscape asks for adaptive systems and strategies. To deliver value it's important the HR not only understands its own system but also the bigger business eco-system they are part of. The several expertises within HR can not solve the problems on their own, but the HR system can also not solve the business problems on their own. To work on that, a natural collaboration within the broader system, the people, colleagues, employees, leaders, is necessary. In the end every part of the organization should contribute to the higher company purpose. Following that purpose and deliver value to customers requires a shift in mindset, behavior skills and the entire system. That's not a problem, though can be a journey to achieve such an adaptive system, but for sure it's a great opportunity. So I would say start experimenting with it and develop such a system together with business to understand how to make real impact, according to Alize Hofmeester????

I’ve read through the article recently after it being published and there’s a lot of resonance in what I’m driving with my colleagues and leadership teams across the business. A challenge that many teams will encounter along the journey of becoming a Systemic HR model is that they/we need to resolve and remove existing waste that centers around the way we work, according to Devaan Parbhoo, MBA

HR Ratio is on the rise in all industries and has a possible link with Turnover

?? Findings of researchers:

HR staffing ratios have grown?more than 10%?since 2018.

HR staffing grew in every industry supersector from 2018 through 2023 and the fastest and steadiest growth happened in industries that found it harder to retain frontline workers as the labor market heated up. There is also a link between HR staffing and turnover and is strongest for?large employers. Recruiters make up the?largest share of HR staffers, but their dominance fades as hiring cools. Companies with fewer than 50 workers can average more than two HR staff members and HR staffing ratios at the smallest employers are?up 3.8%?since 2018, according to a new interesting research published by?ADP Research Institute? ?using data from internal ADP Payroll up to end of April 2023.

Researchers noticed that at large employers, turnover declines rapidly as HR staffing starts to increase.

HR staffing exceeds Turnover even at the lowest HR Staffing Ratio.

?? These findings suggest that large companies require specialized HR employees.

?? Recommendation of researchers:

?Researchers conclude?that the relationship between HR staffing and turnover is causal and they found that reduced HR staffing is accompanied by?high employee turnover. That return on increased HR staffing diminishes after a point, however.

???? What were the expert opinions:

Many have been and are fascinated with HR staffing ratios with an implicit desire to have fewer HR professionals per employee population. This is wonderful research that shows that these ratios vary by industry and which functions have the highest portion of HR professionals. Even more, as this research points out, when this ratio gets too high (fewer HR professionals per employee), there is a downside. It may signal that a firm is not as committed to managing people as it should be. And, without HR professional support, HR work may be done by "shadow staff" who lack the knowledge to do good HR work. Indeed, "HR" is a profession with a body of knowledge that can be accessed and applied. This research affirms the value of HR professional support and the risks of not bringing HR insights into the organization, according to Dave Ulrich

This is insightful to see the critical role of HR in an organization. I also find it interesting to understand how organizations can learn what is that return point between increased HR staff and low turnover to have an efficient HR organization, according to Matias Perrune

Fascinating research. I find it interesting based on this research that some companies still choose to reduce HR support despite seeing high turnover. Thank you for sharing very informative, according to Shaylene Wallace

These findings highlight the crucial role of HR staffing in organizations. It's fascinating to see the relationship between HR staffing, turnover, and industry dynamics. Large companies especially benefit from specialized HR employees to manage their workforce effectively. Well-done, according to Usama Shahid

The impact of technology, remote work, and potential disruption may also play an important role. Moreover, potential biases, sustainability may require more comprehensive analysis for a well-rounded perspective on HR staffing dynamics around culture of change, according to Ahsan Qureshi

A further breakdown of HC category "1000+ employees" would be interesting. How does the average for a company with 10k, 20k, 50k, 100k employees look like?, according to Peter Karlsson

Very insightful research and article on the correlation between HR staffing and Employee Turnover. It reaffirms what Gary Hamel & CK Prahalad has said that “ it’s not cash that fuels the journey of the organization to the future but the emotional & intellectual energy of its People" and who better to manage this....HR, according to Ramesh Ranjan

This is some fascinating research on HR staffing ratios and its impact on turnover! The insights point to the importance of specialized HR employees in large companies, according to Ranjeet Singh

Great to see the linkage to turnover, according to Bettina Brayshaw

For Microsoft, it’s not about the number of days people are in the office, it’s about creating moments that matter !

?? Findings of researchers:

It’s not about?the number of days people are in the office, it’s about?creating moments that matter.

Back in 2019, 61% of teams at Microsoft were all in the same location; today that number is?only 27%. Three specific moments when in-person time is most beneficial are during?onboarding?a new employee - The quicker that new hires develop trust with their managers and teammates, the quicker they can become productive contributors and collaborators with the team and the company,?kicking off a project -?getting people on the same page and?strengthening team cohesion,?according to a new interesting?research?published by Worklab?Microsoft ?using their own internal data.

?? Recommendation of researchers:

Microsoft researchers found that three specific moments when in-person time is most beneficial :

1???Strengthening team cohesion

2?? Onboarding to a new role, team, or company: Researchers discovered that when starting a new role, whether at a new company or in an internal switch, meeting your manager or onboarding buddy in person makes certain things easier.

3??Kicking off a project: Researchers fount that in-person time is useful in the?earliest stages of a project?life cycle for the same reason it’s useful during the onboarding process:?getting people on the same page.

Researchers found that Microsoft employees who spent six days or more a month in the office with their team had a slightly higher?thriving?score than those who did not spend any time in the office.

?? Thriving is the outcome for engagement at Microsoft, defined by a combination of three tenets: being “empowered?and?energized?to do?meaningful work.”

Remote work has benefits, and in-person time does too.?Every team is different, but one thing is clear: finding?this balance?must be approached with intentionality. Rather than considering the office as a one-size-fits-all solution, teams should consider the type of work they do and determine key points in time or reasons to gather in person.

???? What were the expert opinions:

Thank you for sharing our research and for summarizing it so well. Lots more to come!! Dawn Klinghoffer - Author & member of the research team

Again, exceptional research. Microsoft internal research has been consistently insightful about work. The focus on "moments that matter" more than work place make sense and point to how to lead in a hybrid world. Work that matters comes from meaningful work can be done anywhere, anytime. I would add to their moments that matter that create meaningful work would include a commitment to work that creates value for customers. When employees see a line of sight between their work and customer value, they are more likely to find work that matters. I also appreciated their finding that work is a social setting where "thriving" occurs through relationships either in person or remote. This work also highlights where leaders might have the most impact on their remote workers, according to Dave Ulrich

It is essential that some of the time spent in the office is utilized to consolidate learning that has taken place whilst people have been working remotely and to put that learning into context. Furthermore, it is not just individual teams that need to meet up - when you make changes in one area they are likely to have an impact on other teams. It is therefore advantageous for team leaders to meet up to discuss such changes and gain an insight into what is happening across the organization (and take this back to their own teams), according to George Kemish LLM MCMI MIC MIoL

Absolutely fascinating insights from Microsoft researchers! The ultimate takeaway is striking: it's not about mere physical presence but about creating impactful moments that resonate. Remote work certainly has its perks, but so does face-to-face interaction. The research highlights that a balanced approach tailored to each team's unique dynamics is the key. Intentionally curating these moments of interaction is the true essence of this evolving work landscape. Kudos to Microsoft for shedding light on this nuanced aspect of work dynamics! I work from home Nicolas, and I find this research inspires me to ensure there is a human connection for remote work, according to Naomi McFarland

I believe that another key point is to ensure that all team members know what success means. This way, they will go the extra mile to achieve goals with strong team cohesion, actively participating in new coworkers’ onboarding, and moving projects forward, according to Alexa Dartenucq

Highlighting those good moments and relevant products definitely make a difference between companies and those who adopt them will have a better and valuable work environment...according to Dra. Magdalena Silva Aguayo

Gold Nicolas, appreciate the share. And your first sentence says it all. Quality over quantity! according to Hannah Yardley

Working relationships boost Employee Productivity in the workplace and influence Leaders Capabilities

?? Findings of researchers:

Relationship-building have?a direct influence?on Leadership Capabilities

While strong relationship-building skills heavily influence collaboration and teamwork, 7 specific behaviors had a greater influence on performance rankings than relationship building because of their direct impact on job-related outcomes. Thus, they hold greater weight in a manager’s performance rankings than your ability to converse well. People with poor relationship-building skills were significantly less effective in all seven skills, while those highly skilled in relationship-building were notably more effective, according to a new interesting?research?published by?Zenger Folkman ?using data from?12,299 individuals?and?59 manager behaviors?from Zenger Folkman’s global database of leaders

Researchers found?seven capabilities?that had a greater influence on performance rankings:

??Establishes Stretch Goals:

??Drives for Results

??Inspires and Motivates Others to High Performance

??Displays High Integrity and Honesty

??Takes Initiative

??Technical or Professional Expertise

??Solves Problems and Analyzes Issues

?? Recommendation of researchers:

??Finally researchers advise people that their ability to effectively communicate with others extends beyond solving their own problems. Their proficiency in listening builds trust and establishes integrity. Their friendships inspire others to reach higher and stretch alongside them.

?? While the ability to forge a good friendship may not be the main thing getting the work done each day, its influence spreads across every dimension that drives excellent performance.?

???? What were the expert opinions:

I'm often surprised that abilities like relationship-building and strong communication are still considered "soft skills." Intuitively, I have always known that leaders who connect well with others can build trust and inspire others. Now, in this fascinating study, the research bears out that communication skills are crucial to success in the modern organization, according to Jim Link

Joe Folkman and Jack Zenger have consistently done "exceptional leadership" research. These findings continue that legacy. The specific behaviors of building relationships that produce results are definable and doable. We found in our research that building relationships is one of this most impactful predictors of business outcomes. We drew on work from psychology and marriage therapy (John Gottman) to identify skills of a positive relationship. This research helps define the behaviors of make those relationships work in a business setting, according to Dave Ulrich

Some great insights into leadership capabilities. However, communication and collaboration is required at all levels 'across' the organization as well as 'up/down' the organization. The actions of people on one team can have devastating results in other areas of the organization if this is not the case. A few years back I was asked to look into a problem whereby work, seen purely as an administrative task and therefore put to one side, actually cost the client a significant amount of money due to the loss of market-share. Because the people in one team were not aware of the detrimental effect that their actions were having in other areas of the organization. There are many reasons for this, including poor induction training, but there was also poor communication and collaboration between the different teams - leading to the problem being picked up at a later, rather than earlier, stage by which the damage had been done. Of course, much of this will come down to how well the Leadership manage the Culture within the organization and the example that they set, according to George Kemish LLM MCMI MIC MIoL

Informal collaboration can be a powerful way to improve relationship-building skills. Informal meetings, and social events can all contribute to building strong relationships, according to Shiroz Hamid (CAHRI)

Building meaningful relationships is foundational to effective leadership. These connections cultivate trust, open communication, and collaboration within a team. Such interpersonal skills amplify a leader's capacity to influence, inspire, and drive performance, resulting in sustained success and growth. Your research reaffirms this in a big way, according to Ramesh Ranjan

Leaders are models for their teams — if they are empathetic, trusting, and collaborative, their employees will be, too. Being able to develop relationships in this way is key to being a good leader, according to Tina McCormack Beaty

Flexibility helps company to increase their headcount and improves perception of their Leadership

?? Findings of researchers:

More office,?less?headcount growth.

There is a?strong correlation?between number of days required in office and headcount growth over the last 12 months. The average number of days required in the office for companies, is now?2,53 days per week?but some company push to 4 days per week with Return-to-office mandates. Flexible companies - whether fully flexible or structured hybrid - outpace full time in office companies in hiring across all company size. These companies are adding headcount at?more than 2 times?the pace of full time in office companies, according to a new interesting?research?published by?Flex Index ?Scoop ?called "The Flex Report - Job Growth Edition" using data from a combination of Flex Index data (representing 4,500 employees and more than 30,000 office locations) with?People Data Labs ?.

?? Recommendation of researchers:

?Researchers warned that executives should be very careful to consider the potential impact on attracting talent if they require four days per week or more in the office. Based on these findings, it's clear that offer location flexibility are growing headcount faster than companies that require full time in office.

Researchers emphasized that of course headcount growth is?not a perfect proxy?for economic growth, but it's likely that the companies that are adding headcount are also the ones that are growing sales.

Researchers expect to see the percentage of companies requiring full time in office continue to drop in favor of hybrid models that better reflect the needs of the workforce.

???? What were the expert opinions:

The discussion about whether employees work in the office or remotely continues, but I believe will likely slow as organizations discover what works for their unique work (jobs) and employee requirements. Some work requires full time in office; other is much more flexible; the same applies for employees who may have preferences. Organizations will likely discover the right mix of full vs. remote work depending on the unique situation. as George (and others) consistently point out, managing employees in person vs. remotely is different. In person managers observe employees and they can manage by rules; remote work requires management by shared values. It is useful to see research on these general trends and these are two interesting studies, but each company may discover what works best for their specific situation, according to Dave Ulrich

One nuance though Dave, in organizations that have been working globally across time zones, in +150 countries, value chain work happened in distributed teams for decades. In person vs remote work shifted towards full remote during Covid, yet the mix has always been part of the way some global organizations work - managing in person and remote in a variety of teams simultaneously has been part of their DNA for a reasonably long time. I am sure that the rules vs shared values dichotomy is more elaborate in your research. There are more enabling factors to consider than those two principles, e.g. social norms/inter-and intragroup norms, adapted operating principles (e.g. on information flow, decision making, communication); type of presence, type of task… I am just sharing a few anecdotal observations based on my 20 y working in an in person/remote/virtual setting, yet I assume there is research on this before the Covid hype on workplace flex office design, according to Detlef Hold

Each organization, if we give them their due consideration, is unique in their way of working, culture, operating systems, among other things. Companies should be supported to figure out what works best for their customers, colleagues and community of partners. Although there is definitely something to be said about flex work and virtual work, we should as HR professionals offer relevant advice and guidance to help companies be their best in their market and for them to remain competitive, according to Tony Scida

Globalization and digital disruption have lowered the barriers to entry for many businesses moving the competition landscape to customer services as a battleground. There is a growing emphasis on customer experience, personalization, and service across many sectors. Research suggests that people still prefer interacting with human customer service agents over automated machines or chatbots, according to Shiroz Hamid (CAHRI)

There is a need to navigate the paradox of flexible working and the need for ensuring that professional development is well managed and much of this will come down to the culture within the organization, according to George Kemish LLM MCMI MIC MIoL

It think it makes sense that more flexible or remote companies would grow headcount faster than those with fixed offices or little flexibility because they are newer and in earlier business stages on average. That said, I just spoke to a food production company yesterday that is expanding like crazy. They are 100% on-premise. In this case, they have made that decision because the majority of workers are in production and retail locations, and they produce a tangible product. It's imperative to their culture and mission that employees build relationships, see each other, and see the finished, tangible work product. My point here is that whether or not you offer flexibility is a strategic decision unique to the company. That said, if the decision is to remain less flexible, then I think it should be noted in glowing lights that recruiting and retaining talent for some roles will be increasingly difficult. HR deserves this air cover IMO, according to Drew Fortin

Rob Sadow replied :

I also think there are meaningful differences by industry (e.g. food production where it's possible to be closer to your customers / product by being in the "office" vs. tech).

Workplace Harassment and Misconduct have a significant impact on Employee Engagement

?? Findings of researchers:

How organizations?handle?harassment and misconduct can make or break employee?trust,?loyalty?and?advocacy?and how bad behavior are handled influences employee referrals to HR. Likelihood to recommend the organization increased dramatically when bad behavior was reported, investigated and resolved and employee referrals decreased sharply when issues were not reported or reported, but not investigated or resolved. Organizations risk losing valuable employees when they allow harassment and misconduct to occur in the workplace, according to a new interesting?research?published by?HR Acuity ?using data from nearly 2,000?US employees across industries organizations of various sizes and employee demographics from March 3-4, 2023.

?? Recommendation of researchers:

Researchers recommend that it's essential that organizations adopt comprehensive and clearly communicated processes to address harassment and misconduct and these can help mitigate the negative impact on retention and reduce the likelihood of future issues.

This includes providing an avenue to report concerns anonymously, conducting thorough, consistent and compliant investigations and sharing aggregated outcomes. Organizations must also empower people leaders to address employee issues at work, given they are often on the front line of handling these tough conversations.?

Finally, an appropriate aftercare can also help re-engage employees following an investigation and help in retention.

???? What were the expert opinions:

Safety comes from a trusted environment. So often that aspect is overlooked, according to Deb Muller - Author or member of the research team

Something I have realized over the past few years (especially in my role with HR Acuity ) is that safety & trust are often overlooked as foundational elements to the employee experience. You can have every other lever in place, but if you are missing the mark there, your employees won't be as engaged and are more likely to leave, according to Rebecca Trotsky - Author or member of the research team

Again, fascinating research. In our evolving work on employee experience (starting with book Why of Work), we had a simple typology that focused on believe (meaning), become (learn and grow), and belong (relationships), but realized we missed something: be safe (physically and psychologically). This research confirms the importance of psychological safety by having a fair process for dealing with bad behavior, according to Dave Ulrich

"Power harassment" is a known issue in Japan. Perhaps this helps to explain one reason why engagement is Japan is just 5%, according to John Foster

After all it is all about trust. “Can I trust my manager / HR?” I fully agree that an organization has to be prepared to follow up on any signs of misconduct/ harassment. This means difficult conversations and sometimes taking the decisions to let someone go. After all everyone wants to work in a safe environment, according to Hannes Goth

There have been a number of cases of discrimination and harassment recently, in the UK, that have had a detrimental effect on an organization's brand; resulting in the loss of investment from sponsors and the loss of income from a reduction in market-share.??Discrimination, harassment and victimization can also have a detrimental effect on staff and organizational development and team work which can also be detrimental to organizational growth. From a staffing point of view, the toxic culture that is results from discrimination and harassment tends to lead to a greater turnover of staff - with all the costs associated with it. Even though there has been a drop in the number of organizations, in the East Midlands (making up three counties in the UK), that have stated that they still do not have a Equality, Diversity & Inclusion Policy, 37% of organizations still do not have such a policy and I find this difficult to understand, according to George Kemish LLM MCMI MIC MIoL

Today’s rapidly evolving work environment, organizations must recognize the vital role of people leaders in handling tough conversations & addressing employee issues. These individuals are often on the front line, not equipped with the knowledge & experience to navigate these challenges effectively. To ensure their success, HR tools, trainings, & programs play a fundamental role in empowering and upskilling these leaders, fostering a culture of accountability and growth. And having an objective, equitable, & fair process to look into such address bad behavior is crucial, according to Kelley J. Finnegan

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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