Latest HR Trends: Stress, Heavy Workload, Onboarding Process, retention, Management Style, Recognition, AI HR Innovators, External Hiring

?? Hello Everyone and Happy Sunday !?

?? Welcome back to the?17th edition?of Weekly People Research! ??? Thank you for all your inspiring comments which make this newsletter a concentrate of brilliant ideas for every HR leader!

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

??Why do companies only have less than 2 months and it's critical to have a good onboarding process that welcomes new hires? Why might this make or break their decision to stay long term? BambooHR researchers shared their last wonderful findings.

??Why do so few employees have a healthy relationship with work and why does this impact their company's results? HP researchers shared their last insightful findings about this topic.

?? Why companies should focus mainly on heavy workloads and management style to improve employee well-being? CIPD supported by Simplyhealth researchers give us some interesting answers about their outstanding findings.

?? Why do researchers believe this trend of external industry hiring is here to stay and this is an interesting response to labor shortages? Russell Reynolds Associates researchers use their internal clients data to answer this question.

?? Why most organizations have no-to-low confidence in HR's ability to contribute to AI strategy and how HR leaders can become AI innovators? The Institute for Corporate Productivity (i4cp) researchers give us some great recommendations.

??Finally, you'll understand why recognition is an important part of the organization’s culture and how to transform the culture through recognition? Workhuman and Gallup researchers brilliantly explained us these reasons.

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:

Unhealthy employee relationships with work aren't just personal: they cost businesses dearly!

?? Findings of researchers:

??Employees’ expectations of work have changed significantly, particularly over the past two-to-three years.

??Researchers analyzed more than 50 aspects of society’s relationship with work including the role of work in their lives, their skills, abilities, tools and workspaces, and their expectations of leadership and identified six drivers that lead to a healthy relationship with work.

?? While only 27% of knowledge workers have a healthy relationship with work, 32% have an unhealthy relationship with work and 41% are in the “watchout zone”. For the vast majority of employees, the personal satisfaction that comes from a healthy relationship with work means they would give up a portion of their salary - 83% of people today are willing to earn less if it means loving work more. Also almost three in four business leaders acknowledge that emotionally intelligent leadership is the only way a leader can be successful going forward, according to a new interesting research published by HP using data from 15,624 employees including 12,012 “knowledge workers” – those who are primarily desk-based, including hybrid and remote workers – as well as 3,612 IT decision makers and 1,200 business leaders across 12 countries between June 9 – July 10, 2023.

?? Recommendation of researchers:

Researchers also found that this is a pivotal time to redefine the world’s relationships with work. Greater trust and emotional connection in the workplace were strong and recurring themes across the six core drivers.

???? What were the expert opinions:

Fascinating research with a lot to unpack. Again, there are many studies about employee sentiment at work (well being, experience, commitment, etc.) and now "healthy relationship." I like the six factors as a way to capture what makes a health work relationship and the impact of these factors on personal and social health as well as productivity. I also really like the logic that employee expectations from work are evolving. Clearly, how employees feel about their work setting impacts their performance and their expectations are changing, according to Dave Ulrich

Great piece of research. However, there is still a need to balance staff-centricity with customer-centricity which means balancing employee expectations with those of the customer. There is also a need to realize that expectations may differ across the departments - this will need to be managed. A lot to unpack when looking at expectations across the organization, according to George Kemish LLM MCMI MIC MIoL

A great reminder that business and work is fundamentally a human endeavor that connects people together. While we all have different reasons for why we work, we do so partially to feel a sense of belonging and connection. We can and should do more to help employees develop a healthy relationship with work, according to Al Dea

Really insightful. The retention stats are particularly sobering. A dissatisfied employee is unlikely to feel there is sufficient psychological safety to voice their concerns so they vote with their feet… according to Vicki Saunders

Employer-Employee work relationship is the topic of discussion for a long, what worked earlier may not work in future - My views basis past learning’s. What can work now -1. Meaningful work - Org purpose matching theirs.2. Have researched EVP’s - possibly to include - R&R, Careers, Wellness, Learning’s.3. Provide continuous feedback (if possible +ve) - Building Trust.4. Proper Business Communication, with excellent employee experience.5. Help them to be happy, with leadership connect (idea is to listen), according to Dr. Bhanukumar Parmar

Heavy Workloads and Management style are the main causes of Stress in the Workplace because managers lack the confidence and skills to control them!

?? Findings of researchers:

The key health and wellbeing challenge across all sectors is a lack of line manager skills and confidence to support wellbeing. Stress continues to be one of the main causes of short- and long-term absence.

Around three-quarters of respondents (76%) report some stress-related absence with heavy workloads and management style most commonly to blame. Over three-quarters (78%) of organizations are taking steps to identify and reduce stress. Two-thirds of these (66%) attempt to identify the causes of stress through staff surveys or focus groups. But?mental health remains the most common focus of organizations' wellbeing activity, with more than half of organizations reporting their activity is focused on this area ‘to a large extent’, according to a new interesting research published by CIPD supported by Simplyhealth using data from a survey responses from 918 UK organizations, covering more than 6.5 million UK employees during March to April 2023.

?? Recommendation of researchers:

Researchers listed some recommendations for companies to tackle stress and poor mental health:

?? Implement a systematic framework to improve mental health outcomes for people

?? Work with occupational health specialists, where available, to proactively manage the risks of stress and poor mental health.

?? ‘Management style’ continues to be a major cause of work-related stress, showing how harmful the health impact can be if organizations don’t equip line managers to perform their people management role in the right way.

?? Ensure they are supported and trained to be an effective people manager and to look after health and wellbeing in their teams.

???? What were the expert opinions:

I really like focusing on stress as an indicator of mental health challenges and the six factors driving stress are well conceived. In our work we have looked at demands which might include these six factors (work volume being a high demand). We have seen that if these demands are balanced by resources, employees stay mentally healthy and able to work well. Too many demands and employees have the stress of burnout; too few and they are bored. So, we focus on identifying resources to cope with increased demands. This reported stress research highlight what the highest demands might be (work overload), according to Dave Ulrich

Yet another thought-provoking post. Looking at workloads, I wonder how much the current financial situation has had a bearing in this area. It is not unusual for staff to be made redundant when there is a downturn in the marketplace but, in the current situation, employers are having to cope with increased costs - not all of which can be passed on to the customer if they wish to retain market-share. This, in turn, creates a problem in managing the workload - given that customer expectations still need to be met. Perhaps this would be a good time to undertake a Quality Continuous Improvement Event to look at the processes being utilized to see if they can refined in a way that reduces the workload on individual employees? If the situation is allowed to continue unabated it will, at some time, result in customer expectations not being met (as well as staff burnout) thus starting a downward spiral that will result in harming both the employee and the organization, according to George Kemish LLM MCMI MIC MIoL

The health and wellbeing of your team is SO important. Treat your team with care and compassion, and you'll co-create a team that LOVES bringing their best work to your organization, according to Gemma Atkinson

We need to change the culture of workload throughout the whole company, so line managers are not succumbing to the same stress levels as those working in their teams. We have company systems that set unrealistic and unrelenting standards of workload who then often judge the worth of their employees based on their output. This is an outdated system and one proven to contribute to poor mental health and wellbeing of all employees including the managers. Change needs to come from the systems in place. Expectations need to be realistic, flexible and worth not based on productivity, according to Shannon Swales

Embracing a culture that values collaboration and fairness is key to team success. Managers should engage in conversations with team members to address workload challenges, recalibrate priorities, and consult with their teams. Leaders should nurture environments where everyone's strengths can be utilized, according to Shiroz Hamid (CAHRI)

Amazing findings! I firmly believe that heavy workloads are a leading cause of burnout and work fatigue. This is especially true when employees feel compelled to chase after targets relentlessly or when they embark on a new job journey, aiming to make a lasting impression. To mitigate these issues, I prioritize focusing on essential objectives, ensuring that we achieve meaningful results consistently rather than striving for big leaps that lead to burnout, according to Ahmed Salah ????

Hiring Talent outside the industry is a new way to address labor Shortages!

?? Findings of researchers:

Only 37% of Industrial and Natural Resources Leaders feel prepared for the availability of of key talents and skills.

Research already showed that availability of key talent and skills is not only a major threat, but one for which leadership teams are the least prepared.

??Hiring from outside the industry happens across functions, with demands for increased technology and commercial expertise even at the CEO level. Human Resources Officers are the top of candidate placements from outside the industrial industry. Near 67% of the leaders Russell Reynolds Associates placed in key positions at industrial companies came from a different industry, according to a new interesting research published by Russell Reynolds Associates using data from 4,000 successful candidate placements in the Industrial & Natural Resources industries and surveys of over 50 of their consultants and senior researchers, and individual case studies.

?? Recommendation of researchers:

Finally researchers believe this trend of external industry hiring is here to stay: over half of Russel Reynolds Associates consultants and senior researchers believe that hiring “from the outside” is increasingly important for industrials.

???? What were the expert opinions:

Very interesting and helpful study about where to source talent. Bringing the right people into your organization is critical to success. In our research acquiring the right talent is one of the most critical initiatives to drive stakeholder value. We also identified 5 steps to acquiring the right talent (below). this research amplifies where to find people, especially outside the existing industry based on the standards or expectations of the newly acquired employee, according to Dave Ulrich

Yes, it can cut both ways (they train us on new nuances & we train them on existing. I agree with the finding & there are advantages of hiring from other Industries:1. Culture adds.2. Access to a wider pool of candidates.3. Bring in the new perspective on the existing way of doing business - fresh approach.4. Improve Diversity. Note - Need be careful - there can be resentment, according to Dr. Bhanukumar Parmar

From my experience I would suggest to distinguish between hiring for the blue and for the white collars'. (I know that such a qualification is not quite valid anymore, yet still - to convey the idea - suits well).Not only skills need to be transferred, but the mindset and routine KPIs (or OKRs). Sometimes leaders might not fit in due to completely different experience with required profitability and cost effectiveness approaches in business, according to Mikhail Tuzov

Exactly this is one of the way to meet the workforce demand and transform the organization for a sustainable future. I am sad to still seeing HR job advertisement looking out talent "in the similar role and similar industry" the phrase in job advertisement. Hopefully such initiatives are being embraced by many and lift the HR practices for a better resource enabling department, according to Dr. Guna Seelan R.

Much of this will come down to good induction. Taking expertise from a different industry means that the induction process needs to highlight the workings of the organization (not just the job that they are there to undertake). My own view is that employing people from outside of the industry can bring different perspectives that can aid innovation and creativity as well as strengthening the culture within an organization, according to George Kemish LLM MCMI MIC MIoL

In my view organizations can’t afford NOT to hire from outside their native industry. This is how we truly diversify and innovate in my experience through also hiring diverse backgrounds and experience. When there are a skills gap and talent shortage challenge then attracting and hiring talents from different industries together with having clear internal career paths and development initiatives to retain critical talents are key to ensure broad DEI, according to Christian Madsen

While I cannot tell if all industries can afford to recruit talent from outside their native industries, I would like to share some points about the business case and value of doing so: 1.This trend highlights that companies can re-consider and challenge their skills requirement as to must haves VS skills that can be trained on the job; 2.Not only to broaden talent pool for the company, but also to create positive societal outcomes by intensifying talent turnover and engaging talent from often overlooked pools (think about career breaks, veterans, moms after years of break in experience, and many many more); 3.As companies in various industries need to continuously innovate and often reinvent their business models and strategies - acquiring talent with diverse industry experiences would enhance diversity of thoughts necessary for nonlinear thinking; 4.Industries vary in their maturity across dimensions - digitalization, sustainability, customer-centricity, etc. - so this might be helpful hire talent who bring expertise in aspects that our organization is aspired to transform 5.Porters’ five forces could be an inspiration which industries to target, according to Anastasiia Kolos

Many competencies cross over industries. HR and leaders should be seeking the skills and competencies needed for the role. If industry is also there, then it is a bonus, but it is not a requirement, according to Lara Solheim

HR Leaders are already behind the AI revolution because they aren’t involved in strategic and governance decisions!

?? Findings of researchers:

The most effective messaging for AI adoption emphasizes an organizational identity that embraces change.

??Overall, HR is already behind the Generative AI revolution and has a weak influence on AI decisions at more than 60% of organizations, and this is due primarily to a prevalent lack of belief in HR’s capabilities. More than half of organizations have no-to-low confidence in HR’s readiness to contribute to AI strategy but the good news is that there are plenty of pioneers to emulate. An organization’s stance on using generative AI at work drives a cascade of changes that allow the workforce to optimize the benefits of the technology.

??To unleash the power of generative AI to improve productivity, effective leaders communicate positive messaging about the opportunities of this technology and the importance of protecting sensitive data. But about a third of large organizations aren’t communicating with their workforces about AI, which is correlated with lower levels of market performance, innovation, productivity, and comparatively less healthy cultures, according to a new interesting research published by Institute for Corporate Productivity (i4cp) - available exclusively to i4cp members - using survey data from 1,522 business professionals (primarily HR professionals) across 62 countries, in June and July 2023.

?? Recommendation of researchers:

Researchers recommend and unveiled 4 practices and activities - in their public report - that have helped AI Innovators succeed with leaders working to expedite their organizations’ effective use of generative AI:

?? Implement an AI-related strategic framework

?? Define business cases

?? Openly communicate about generative AI to reduce fear and uncertainty

?? Develop workers to effectively leverage generative AI

???? What were the expert opinions:

A few thoughts; 1. I think we (HR) have to be leading the AI strategy framework in organizations along with the business leaders.2. Viewing AI as only a productivity and efficiency measure is not enough. Organizations have to designed to get the best out of the collaboration between humans and machines, delivering greater capability and value for the customers, stakeholders, and employees.3. The redesign of jobs and work processes across the organization is a good place to start. This requires readiness from the entire leadership, not just HR, according to Asad Husain

Thanks again for reporting this relevant research. Generative AI is clearly one of the emerging technologies that will provide digital information to organizations. Institute for Corporate Productivity (i4cp) continually does research to highlight implications of such innovations for HR. As HR professionals and business leaders follow the steps suggested (build business case, define generative AI team, assess current state, envision future desired state, take action), they will help turn Artificial Intelligence (AI) into what we call Informed Intelligence (II)... The research will make this happen, according to Dave Ulrich

Recognition in the workplace is the founding element and catalyst of Organizational Culture

?? Findings of researchers:

84% of the value of an S&P 500 company comes from the talents, skills, knowledge, work ethic, and health of its employees.

??Recognition not only helps build strong company cultures, it also makes good business sense but there is a widespread lack of synergy between how leaders implement recognition programs and how employees experience them.

??Employees who strongly agree that recognition is an important part of their organization’s culture are 3.7 times as likely to be engaged, 3.8 times as likely to feel connected to their culture and half as likely to experience frequent burnout as those who don't.

?? But just 13% of employees rate their recognition program as excellent. Employers are missing out on a simple way to reinforce the other cultural elements that an organization views as important, according to a new interesting research published by Gallup in partnership with Workhuman using data from a survey conducted from May 26 – June 6, 2023, with 1,081 adults who are employed full-time or part-time, aged 18 and older and living in all 50 U.S. states and the District of Columbia.

?? Recommendation of researchers:

Researchers have identified four practical steps to leverage the power of recognition to transform and sustain the culture that will propel them to achieve the long-term goals and mission of their organization, outlined below:

1?? Establish your workplace culture goals and values in alignment with business strategy

2?? Use recognition to reflect your workplace culture goals and values

3?? Continuously evaluate and refine your recognition strategy

4?? Promote quality recognition across your organization so your culture can flourish

???? What were the expert opinions:

Culture continues to be an important research topic. This view of culture as internal values and the importance of recognition as a way to turn those values into action is an important view of culture. It is what we would call wave 2 where culture is defined as the values (wave 1) and shows up in the systems (like recognition)... other systems exist (information, decision making, people management, but this research reinforces this view and helps make culture actionable. We tend to build on this an more to the 4th wave of culture outside in and the value of values to the customer, not just employee, according to Dave Ulrich

Very true! Making recognition part of the day-to-day operations is critical to keep recognition alive! Waiting to year end feedback, or even bi-annual will not drive the right behaviors, according to Evan Kagan

This is great feedback but some additional thoughts. The stat that just 13% of employees rate their recognition program positive really caught my eye. While it's clear that recognition is a core piece of organizational culture and employee engagement, the disconnect between leadership's intentions and employees' experiences is more glaring. Recognition takes a lot of forms, and in my experience, even top organizations that try to systemize a PROCESS for this, often fail. The problem is usually a PEOPLE problem - specifically, manager training and cultural gaps... comes down to soft-skills and best practices. I'm not saying a system can't help, but it needs great leaders and managers who genuinely care about their people. ??Lack of recognition comes along with a lot of other sticky hairball issues, according to James Lawrence

It is hard, and it's simple at the same time. The most important thing is to understand that employer and employee have a professional relationship, but still a relationship. In every successful relationship, there is recognition in some way. And to be able to give recognition, we need empathy. As I said before, it's easy but tricky at the same time, according to Santi LG

Recognizing the value of employees' contributions is essential, but like printing currency, excessive praise can lead to diminished impact. That's why tailoring recognition programs to individual preferences is key; it signals that organization truly value and understand the team, according to Shiroz Hamid (CAHRI)

Managers need to be careful that they are not providing praise to some and leaving others feeling that they have not achieved (as this will reduce their engagement with the work and the organization). If they are not achieving, then perhaps the question 'why' needs to be asked - what are they not receiving that could boost their development? According to George Kemish LLM MCMI MIC MIoL

Very insightful and eloquently articulated , Nicolas BEHBAHANI Clearly no doubt that employee recognition serves as a great opportunity to align employee actions to organizational values, goals and purpose and once the employee realizes the connection between what they do every day with the big picture of organization’s priorities and objectives creates a kind of ripple effect leading to faster problem solving, less mistakes , more innovation and improved well being. A must read article for modern day HR leaders, according to Vishal Gupta

Onboarding Process is critical : Organizations today have just 44 days to influence a new hire’s long-term retention!

?? Findings of researchers:

When new hires show up on their first day of work, the onboarding process that greets them can make or break their decision to stay long-term.

?? 70% of new hires decide whether a job is the right fit within the first month, including 29% who know within the first week. A typical employee will draw their conclusions by the time they've received three paychecks or attended just six weekly meetings - so in just 44 days.

?? Nearly two-thirds of employees (62%) say their impressions of their company from the first day at work are still accurate, with 60% agreeing that first impressions are hard to change.

?? Regarding onboarding process, new hires thrive when their onboarding blends authentic social connections and more structured programs. But younger generations are more likely to prefer diving into work on day one but nearly all new hires also want onboarding to include an introduction to employee guidelines and the company's mission statement and values, according to a new interesting research published by BambooHR using data from 1,565 US full-time employees, including 500 human resources professionals.

?? Recommendation of researchers:

Finally researchers provide 10 powerful Onboarding Process that organizations need to try that’ll make every new employee feel right at home:

1?? Complete paperwork and share important information before the first fay

2?? Take time for introductions and ice breakers

3?? Pair new hires with an onboarding buddy

4?? Send company swag

5?? Invite new hires to lunch

6?? Stock up on their favorite snack

7?? Announce new hires on social media

8?? Offer in-person training for new remote employees

9?? Help remote employees set up their home office

?? Ask for feedback with an onboarding survey

???? What were the expert opinions:

This insight is truly fascinating and prompts two immediate thoughts regarding on of my close to my heart, employee experience. First, when considering the employee experience, the process of new hire onboarding emerges as one of the most intricate process to reinvent for enhanced efficiency, effectiveness, and customer-centricity. Why is this the case? Well, this onboarding process, which extends beyond the realm of HR, necessitates seamless collaboration among various departments including HR, IT, Finance, Facilities, and, when applicable, Risk & Compliance. The convergence of these functions is pivotal in creating a smooth and holistic onboarding experience for new hires. Secondly, academic research has convincingly demonstrated that new hires construct a mental image of what the employee experience should encompass, drawing from a variety of sources even before they officially join an organization. Once they become part of the organization, there is an inevitable assessment made between their preconceived expectations and the actual reality of their experience, according to Tanguy Dulac

Completely agree on the critical moment of Onboarding. Futurist HR teams need to equip them with onboard leaders...Perfect on-boarding doesn’t exist but perfect support to any on-boarding issue can make the difference:” imagine you are in a 5star hotel ..sure you can experience some issue with your room ..and you are prepared with that... but if you call the reception and nobody support ..you will be mad...if they will quick help you and fix...you will rate their service so high” according to Luigi Bellopede

Wonderful results on a critical topic. First impressions linger and on boarding becomes increasingly difficult in hybrid relationships (per George Kemish) This research offers specific tools for improving onboarding which is very helpful, according to Dave Ulrich

Such helpful insights, thanks for collating and sharing Nicolas. Onboarding is so important, very often we’re looking to confirm we made the right decision and so even the small things can feel heightened, as many emotions flood our brains. But, even beyond onboarding key moments matter - the challenge for us is in hybrid and dispersed workforces, these can feel harder to proactively and positively facilitate. I wrote about the ‘messy middle’ recently in my blog! according to Sarah McLellan

So accurate and helpful. Introduction to a mentor/team matte whom will guide them through this process is very helpful also, according to Anisa Keri

From the many onboarding I had myself and from the feedback I got from many onboarded employees, the most important thing is that the onboarding is based more on a map, than a plan. What do I mean with this? Topics should not only be a list of trainings to be performed, provided randomly, but instead be coordinated between theory and practice, at the same time we promote bounding and make a good integration into the culture. And definitely, do not ask people to do things alone, without first properly know where they have landed and be aware of formal and informal governance. Onboarding is a critical period, thanks for this illustrative post Nicolas. According to Sandra Lopes Guerreiro

And indeed employee regret is alive and well. Organizations need to start seeing onboarding as part of the total end to end employee experience. Driven and guided by the desired employee emotional proposition which is the compass and guide for decision making. Time to start looking at not only how we deliver the experience, but the content/focus areas in the initial two months. It's more than acquiring knowledge, according to Ali Uren ??

“We never get second chance to make a good first impression” Great reminder of the importance of this initial effort in the extended employee experience process! Thanks, according to Rick Lochner

I found the following results, from a survey carried out by Forbes, to be extremely disappointing: 'Today's early career professionals haven't had the benefit of traditional company orientation sessions, team building events and professional networking that are critical for them to 'learn the ropes' and build their professional networks. Needless to say, it is not just early careers professionals that require good induction training, according to George Kemish LLM MCMI MIC MIoL

I did a survey of employees a good few years ago for a large American company in the UK. We looked at how committed people felt to the org and how likely they were to look for alternative employment. We found it peaked at the 6-12month period. There were also increases after 5 years I think, but this peak after 6 months was so memorable as it was unexpected. It aligns with the importance of onboarding and that first opportunity to create a sense of belonging. If it is missed, it leads to higher turnover, wasted investment and a poor experience for new hires and consequently a reducing reputation. It also indicated that for 6months new hires will give you the benefit of the doubt, according to Erika Henson

So true!! The onboarding process, though only one component, is such a critical factor in retention. If new employees have a positive onboarding experience, feel welcomed and that they belong from day one, they are much more likely to stay, according to Brandy Hecox ????

So true Nicolas. I find it helpful to look at the relationship of people to their organization much more like the relationships of people to other people. And more to the point, like relationships of people to people who are actually IMPORTANT to each other. Some organizations, or parts of them, seem to do this very well. But most are average, poor or woeful at it. When you get there, nothing is set up, including space or ICT systems, logins etc. Very little or no walk around introductions or welcomes. Very little to no guidance in finding anything you need to start ‘hitting the ground running’ (which is what new hires are keen to do as quickly as possible) in terms of resources, folders on servers. So…imagine it’s like a new relationship (platonic or romantic new friend) - you’re the ‘organization’ and you arrange to meet the ‘new hire’ outside a restaurant or cinema, but don’t specify which one. You give them a time, but you’re very late, and then send someone else to wait with them. You pick the wrong cuisine or movie, they have to pay, and you don’t reimburse them for 3 weeks because of ‘accounts’…Would we DO THAT?? according to Paul Cristofani

In our work with clients, we find that these critical windows of time affect not only the incoming talent’s performance, but overall company reputation. Negative experiences tend to have an outsized effect on company reputation, and in the case of incoming new talent, when they make a quick exit, their sentiments do travel outside the company. Companies can improve this new employee journey, and it takes intent. This is why HR needs to really become more focused on organizational architecture: creating the conditions for success, according to Tony Scida

Onboarding is a critical process because it will help the new hire to understand the team, department and the overall organization better. It is about working with the new colleague in navigating their way around the systems, other stakeholders and departments in getting their required resources, access and tools set up. It can be a lonely journey, but if there is a buddy to do so with them, the experience will be a wonderful one. To sum up, the early days experience in the organization will shape the new colleague's sense of belonging too, according to Woon Chin Yeong

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??Finally, I'll be in just a few weeks at #Unleashworld 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