Latest HR Trends: Succession Planning, Gen Z managers, Talent Development, Reverse Mentoring, Workplace utilization, Reduction of HR labor time
Nicolas BEHBAHANI
Global People Analytics & HR Data Leader - People & Culture | Strategical People Analytics Design
?? Hello Everyone and Happy Sunday !
?? Welcome back to the 78th edition of Weekly People Research! ??
?? A heartfelt thank you to all the contributors for making this complex collection of research understandable!
? Some of you have coffee while reading this newsletter, some have lunch,... in short, enjoy reading as always!
Last week, we engaged in a discussion on the following exciting HR topics:
?? In this latest edition, you will discover more about ??:
??Why does the board struggle with interpreting data to effectively guide management in succession planning and leadership development? WTW and Directors & Boards researchers found that only one-third of board members believe their human capital governance is effective.
??How can Gen Z managers effectively embrace a new leadership style centered on empathy and well-being by 2025? Glassdoor researchers revealed that by 2025, the oldest Gen Z members will be 28, boasting nearly a decade of work experience.
??How can organizations effectively implement reverse mentoring and leadership succession as their top talent development strategies in the next 12 months? 德勤 researchers uncovered that employee engagement and productivity are key outcomes of these talent development initiatives.
??Why does the increase in global workplace utilization to 42% indicate the success of hybrid work policies and return-to-office (RTO) initiatives? XY Sense researchers observed that workplace utilization is notably higher midweek, with 43% utilization compared to 28% on Mondays and Fridays.
??How do factors like trust, skill acquisition, cultural shifts, and unclear business value shape the four scenarios for the near future of GenAI? World Economic Forum and 普华永道 researchers identified four scenarios to help stakeholders explore the potential evolution of GenAI in the workforce.
??Why does the reduction of HR labor time by 15% to 20% through artificial intelligence facilitate a shift from transactional to strategic roles? 贝恩公司 researchers discovered that Simple AI applications can empower HR to become role models for change.
?? Now, let's do a recap of the week on published research:
?? Findings of researchers:
By leveraging AI, HR leaders will be able to reinvent their teams’ structure and skills once transactional processes are streamlined through technology
? HR business partners could save up to 15% of employee time through AI; talent acquisition teams can save up to 20%; and HR operations teams up to 35%.
?? Generative AI has the power to elevate HR’s role within the organization, transforming practitioners from transactional operators to strategic advisers.
?? The technology can help HR professionals have a more human touch—and at a lower cost than ever before, according to a new interesting research published by 贝恩公司 using data ?? from their internal clients.
?? Recommendation of researchers:
?? Finally, researchers have identified six key principles that guide leaders in crafting the most effective strategies for success with generative AI.
?? Build a robust tech and data foundation, protecting personally identifiable information (PII).
?? Focus on the most strategic opportunities.
?? Stay ahead on legal and regulatory compliance.
?? Invest in reskilling and upskilling.
?? Foster a positive narrative.
?? Role model the change.
??My personal View:
This remarkable research uncovers significant and intriguing insights into the added value of AI in HR functions, particularly regarding time savings and specific role-related enhancements. Notably, AI’s impact will vary across roles, with some seeing minimal changes (5%) and others experiencing substantial shifts (over 25%). These findings will guide CHROs in prioritizing upskilling efforts for roles most affected by this technology. Importantly, researchers emphasize that AI will elevate HR’s role within organizations, transforming it from transactional operations to strategic advisory.
???? What were the best HR expert opinions:
Dave Ulrich Thanks for sharing. As expected, Bain & Company does relevant research. I like that the genAI research is getting more granular both in terms of where it can be applied and the impact of the research on an outcome like productivity. In our simple definition, GenAI is moving rapidly to provide information that improves decision making to increase stakeholder value. this research suggests information genAI provides to improve talent choices. We also identified 10 criteria to consider in using genAI which are very similar to the six dimensions this research identified, a nice confirmation of our work. Thanks again for sharing. As noted before, much more to come in the genAI area!!
Jos van Snippenberg This study, along with many others on the benefits of GenAI, is raising awareness that the HR role needs to evolve. The rapidly changing environment demands a shift in both mindset and skillset. HR must move away from simply supporting the business by getting the basics right. In smaller companies, HR often takes a back seat rather than being in the driver’s seat. Now is the time to reshape the HR role for the future and define how it can add value for the business's various stakeholders. For some businesses, this means evolving, while for others, it requires restructuring.
Ahmad Al Mahri These insights and findings are so valuable as they reaffirm our perspective on the future of HR and, ultimately, the future of work. I actually see this as a pivotal opportunity for HR to lead the integration of AI into the organizational operating model, positioning itself as a strategic partner that drives transformative business value.
Andrew Lang While AI’s potential to streamline HR processes is promising, the key lies in how leaders balance automation with maintaining genuine human connections. Strategic opportunities are not just about efficiency but about elevating the human side of HR—coaching, culture-building, and fostering meaningful relationships. The future of HR isn’t just tech-driven; it’s human-centered.
álvaro Villalba Pérez HR didn't have enough relevant data to sit at the table with business strategy - causing lots of problems in the last decade with these huge talent/labor shifts. With the rise of People analytics, they started to see a chair they could seat on at that table. But it's still priority number 5, 6, 7,... the shift to strategic HR is happening, and it starts off with coming up with relevant data that we can 'merge' into the business strategy. PS: some companies recognize that talent is the #1 driver of growth, and those that do, they're doing great.
?? Findings of researchers:
Currently, the future of GenAI in the workforce is uncertain and undefined.
?? By mid-2024, only 12% of workers report using GenAI daily in their jobs.
?? Barriers to GenAI adoption include issues of trust, skill acquisition, cultural shifts, and unclear business value.
?? Researchers have proposed four scenarios to help stakeholders explore the potential evolution of GenAI in the workforce, according to a new interesting research ?? published by World Economic Forum and 普华永道 using data ?? from from interviews with more than 20 early adopters from a wide range of industries and regions across the world.
?? Recommendation of researchers:
Combining insights from the scenarios and lessons learned from early adopters outlined previously, researchers proposes an actionable framework for promoting job augmentation and workforce productivity growth with GenAI.
??My personal View:
This insightful research highlights intriguing patterns regarding the future of GenAI adoption and its inherent uncertainties. With the right enabling conditions, GenAI has the potential to augment jobs and boost productivity. However, organizations must first understand the technology’s value for their specific needs, identify suitable use cases, and rigorously test the solutions. Researchers propose a flexible framework focusing on key elements that could help organizations achieve widespread GenAI adoption within their workforce and beyond.
???? What were the best HR expert opinions:
George Kemish LLM MCMI MIC MIoL An insightful piece of research Nicolas. Trust is certainly required if AI is to be used to its full potential. However, there is a need to ensure that the processes currently being used by the organisation are aligned to the Value Chain in a way that engenders growth and adds value (working back from the customer). If this is not the case then the introduction of AI is unlikely create the outcomes that meet expectations (for all). By including all members of staff in a review of the processes that they currently use to carry out their tasks and by ensuring that they are aware of how their actions could have consequences (for change) in other areas of the organisation, people are likely to have more trust in both the introduction of AI and in how it will help them to undertake their work.
Namita Gopinathan,MBA Another excellent piece of research on GenAI! Insights from the World Economic Forum and PwC provide a compelling roadmap for understanding its future in the workplace. Successful GenAI adoption requires more than just technology; it hinges on strong leadership and actionable experimentation. Organizations can start by embedding GenAI pilots within smaller teams to tackle real-world challenges, ensuring measurable outcomes and creating a feedback loop that fosters trust and scalability. Prioritizing transparency in AI outputs, along with robust upskilling initiatives, will further demystify GenAI and minimize resistance. Thank you for sharing!
Natalia Illarionova Great post! Personally, I think we’re likely to see a progression from Scenario 2 (low trust, current quality) toward Scenario 4 (high trust, expanding quality) as organizations invest in building understanding and demonstrating clear ROI.
Syed Gaous Thanks for sharing this research & it resonates with me from a discussion that I had couple of weeks back with few of my colleagues from the HR fraternity. Trust plays an undeniable role in adoption of GenAI from two perspectives : one, employees are highly enthusiastic about using GenAI to heavy lift their mundane works and free up time for them to be strategic, however, they are hesitant to accept the adoption considering the fear of losing employment as organisations may displace them with GenAI to do the repetitive tasks and strategic works may be outsourced to freelancers or gig work force. Two, the quality of outcomes which are reliable and dependable.
?? Findings of researchers:
Many workers are now spending significantly more time in offices compared to last year, and hybrid work levels appear to be stable worldwide.
?? Workplace utilization is notably higher midweek, with 43% utilization compared to 28% on Mondays and Fridays.
? There is a slight increase in individual desk utilization rates in Q3 2024. The number of desks utilized for 1-3 hours and 3-5 hours each increased by 1% point.
?? In Q3 2024, the most popular space types were team breakout areas (65% utilization) and enclosed conference rooms (55%).
?? Conversely, the least popular spaces were open collaboration areas (25%) and individual workstations or desks (18%), according to a new interesting research published by XY Sense for Q3 2024 edition of the XY Sense Workplace Utilization Index (WUI), using data ?? from over 100 billion data points from more than 42,000 workspaces annually.
?? Recommendation of researchers:
Researchers discovered that the rise in office utilization represents a 42% year-over-year increase, a significant gain that likely underscores the ongoing success of hybrid work policies and return-to-office initiatives.
??My personal View:
This fascinating research, utilizing extensive data on workplace usage, reveals intriguing patterns in office utilization. It’s clear that more people are returning to the office, whether due to mandates or a natural desire to reconnect with colleagues.
Traditional office planning, which assumed a one-to-one person-to-desk ratio, no longer fits today’s hybrid work environments. As employees divide their time between home and the office, the old model of spending entire days at a desk with occasional team meetings is becoming obsolete.
Workplace leaders should reassess their underutilized desk areas and reconsider their current purposes. Teams often concentrate their group discussions and meetings on in-office days, increasing the demand for collaborative spaces.
???? What were the best HR expert opinions:
Dave Ulrich Fascinating research, thanks for sharing. I think there where people work is becoming more personalized depending on the organization, work itself, and person. I believe the more important question is how an employee helps create value for customers, investors, and citizens. "At work" is not a place but a mindset. I like that there is attention to creating a great work setting where people come together and collaborate to better serve customers. Great work has been, is, and will be done in this area by firms like Herman Miller michael volkema. Thanks again for sharing such useful research.
Dr. Bhanukumar Parmar The global workplace is buzzing with activity! Offices are becoming hives of collaboration, thanks to hybrid work policies. Thanks for sharing the trend. In India, office occupancy rates have soared to 70%, a clear sign we're craving those water cooler moments again. (the India Office Outlook 2024 report by Cushman & Wakefield). A report by CBRE mentions that office leasing activity in India increased by 21% quarter-on-quarter in Q2 2024, with a notable rise in demand for collaborative & flexible workspaces. Our colleagues around the Globe are also seeing a similar trend, with collaborative spaces like breakout areas & conference rooms being the hot spots. Time to rethink our office layouts - say goodbye to those lonely desks & hello to vibrant, flexible workspace! With hybrid work here to stay, it's less about hitting pre-pandemic levels (with Business Growth any ways it will be) BUT today more offices are evolving into dynamic hubs of creativity & collaboration.
George Kemish LLM MCMI MIC MIoL Insightful and timely research Nicolas. I was pleased to see this: 'Researchers have noted that the higher utilization of collaboration areas compared to individual desks continues a long-term trend observed since the pandemic. This is primarily because hybrid teams tend to focus their in-office time on group projects and meetings'. It provides an opportunity for implicit learning to be identified, shared and put into context. I am not surprised at the increase in office use - the sharing of learning leads to growth (for both the individual and the organisation).
Arturo Aranda Marín insightful research with the high use of collaborative areas versus the low use of individual desks indicates that offices are no longer just places of individual work, but rather centers of connection and collaboration. This change invites leaders to reevaluate their strategy, prioritizing optimized, flexible spaces adapted to the needs of teams and aligned with business development.
Rishi A. Battja ?? Thanks for sharing these insightful highlights. They underscore some interesting trends in workplace utilization. Overall, these findings emphasize the evolving nature of workplace dynamics and the importance of adapting office environments to meet the needs of a hybrid workforce. As someone deeply involved in HR, I find it crucial for us to carefully consider our purpose in asking (or facilitating or mandating) people to return to the office. It's essential to balance company objectives with employee engagement and growth. Personally, I believe there are still many missing pieces to clarify to ensure any RTO policy adds value to all.
?? Findings of researchers:
?? Talent development is now a top business priority for private company leaders over the next 12 months.
?? The top three business priorities for private enterprises are:
1?? Productivity (36%)
2?? Leadership succession (33%)
3?? Hiring talent (32%)
As a result, over 70% of private company executives anticipate an increase in the use of apprenticeship or mentoring programs in the coming year.
?? Employee engagement and productivity are key outcomes of these talent development initiatives.
?? Larger, higher-revenue private companies are placing a strong emphasis on in-person connections for their talent development programs, according to new research, according to a new interesting research published by 德勤 using data ?? from a survey of 100 private company leaders was conducted online by an independent research company between October 7 and 10, 2024.
?? Recommendation of researchers:
Researchers noticed that 71% of leaders said employee engagement is one of the most important outcomes of employee development programs. Employee productivity was particularly important among respondents from organizations with under $500 million in annual revenue.
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??My personal View:
This intriguing research highlights that private companies are prioritizing talent-centric strategies. Similar to larger organizations, they view learning and mentorship programs as essential pillars of workforce development. Additionally, over 70% of private company executives anticipate an increase in the use of apprenticeship or mentoring programs in the next 12 months.
???? What were the best HR expert opinions:
Dave Ulrich Interesting research as expected from Deloitte. Private enterprises obviously worry about the next generation of leaders who continue to help the organizations flourish. Some privately held firms are controlled by founders and families and succession becomes critical to family legacy. Other private firms are funded by private equity and focused on building next generation leaders who might someday take the firm public.Defining competencies for next generation leaders comes by appreciate future work requirements. I like the finding of reverse mentoring as a way for future leaders to appreciate next generation employees.I am not sure of the sample, but would likely add identifying and serving customers as a top priority and outcome of next generation leaders and talent throughout.
Gregorio Cerezo Benito Fully agree with your analysis. Company mentoring programs increases engagement and accelerates the transfer of technical knowledge, soft skills, culture and values as well as providing an invaluable network of valuable contacts. All of this undoubtedly will be reflect in the company's bottom line. Mentoring programs helps to find internal profiles to be taken into account in succession plans as an alternative to hiring external talent. One of the key points in mentoring programs are the mentor's program training so that they have the will, motivation, and skills necessary to perform this role.
MD Samiul Rabby Khan Great insights, Nicolas! It's encouraging to see organizations focusing on reverse mentoring and leadership succession as key talent development strategies. This shift will undoubtedly enhance employee engagement and drive productivity. Looking forward to seeing the positive impacts of these initiatives in the coming year.
Anna Maffucci Thank you for a great share. That would mean that mentoring skills will be highly in demand in the next 12 months. It sounds like private companies are focused on legacy building and leadership continuity.
?? Findings of researchers:
The kids have grown up! By 2025, the oldest Gen Z members will be 28, boasting nearly a decade of work experience.
?? Current trends indicate that one in ten managers will be from Gen Z by 2025.
?? Over the past five years, management and leadership styles have evolved, and the rise of Gen Z managers is expected to bring further changes.
?? As Gen Z steps into management roles, it’s crucial to consider how their leadership style will align with or differ from previous generations.
Managers should pay attention to workers’ requests for mental health care coverage and remote work options, according to a new interesting research published by Glassdoor using data ?? based on an analysis of Current Population Survey data accessed via IPUMS CPS, University of Minnesota.
?? Recommendation of researchers:
When researchers look at Glassdoor reviews that discuss leadership or management, a few themes emerge.
?? Terms like well-being and empathy are increasingly mentioned, with 222% and 76% increases in mentions, respectively, from 2019 to 2024, as employees look for leaders that are able to empathize with their needs.
??My personal View:
This insightful research on Gen Z has uncovered intriguing patterns regarding their access to management positions. Often perceived as challenging to manage by older generations, Gen Z is now reaching the age where they are stepping into managerial roles and facing the current challenges of office work (RTO, Hybrid work,...). The pressing question now is how to effectively train this new generation of managers to upskill their workforce and drive business results.
???? What were the best HR expert opinions:
Dave Ulrich Again, I so admire your ability to scan for and share fascinating research. Two parts of this research stand out for me. First, the line "generational differences are often overstated" which I have seen in other research. Many principles are timeless, across generations. In our leadership work over the past 15 years, we have identified five timeless competence domains leaders of any industry, organization, level, or age need to demonstrate. Second, I resonate with the themes of well being and emotional empathy as timely skills employees want to see in their leaders. Mental health concerns are increasing and leaders who can attend to them will be more effective. Finally, i like your comment about leaders learning and demonstrating the skills that "drive business results". In our research, we identified both timeless and timely leadership requirements.
Marc Lambert, PhD Great post. interesting insights, and is consistent with the increased work place emphasis on mental health, health and well being. Intriguing then to consider this in the context of the forthcoming Gen Z leaders.
Sarah McLellan This is hopeful insight! Now we need to give Gen Z managers the tools and support to start a new era in human management.
Jos van Snippenberg Insightful perspective! Gen Z indeed plays a pivotal role in reshaping workplace dynamics by emphasizing empathy and well-being, values that resonate across generations. Their influence accelerates the shift towards human-centric leadership, where personal growth and collective talent success are intertwined. As we approach this turning point within 5 years time, organizations that prioritize creating environments fostering passion, self-efficacy, and meaningful contribution will undoubtedly lead the way. Investing in these personal leadership principles not only drives employee satisfaction but also positions companies for long-term success. A future where leadership inspires rather than directs is truly the path forward.
Darshana D. Spot on the Generation G analogy! And a kind reminder there will be a Time for us to sit back and enjoy the ride! To empower Gen Z Leaders should provide mentorship and mental health support, integrate flexible work options, and focus on skills development.
Melanie Volk Thank you for sharing this valuable insights! It’s crucial that we lead and train by example, demonstrating that achieving organizational goals is entirely possible while embracing a human-centric leadership approach.
Marc Lawn The fascinating thing for me is that what works well for Gen Z is going to be a great 'no regret' action for the whole organization.
Mikhail Lvovskii Every time new decade sounds incredible. But then you start calculating age, working experience, and discover that your scale is not valid any more. So, we are in front of generational shift, welcoming the generation of 2000s in the management boards. Not only age shift is approaching, but also values shift, leadership shift, culture shift.
?? Findings of researchers:
?? Boards are focusing on developments in labor markets, skill shortages, succession planning, retention, employee well-being and costs.
?? Only one-third of board members believe their human capital governance is effective.
? Boards lack the time and the right level of information to engage in meaningful and strategic discussions about human capital governance.
?? The only two human capital areas more than 10% of board members feel they are spending too much time on are work strategy (e.g., remote work, return to office) and DEI. With a series of high-profile stories of companies publicly backtracking their DEI initiatives, DEI is one of the most controversial employee-related topics, according to a new interesting research published by WTW in partnership with Directors & Boards using data ?? from a survey of over 500 directors.
?? Recommendation of researchers:
?? In conclusion, researchers suggest that effective boards should undertake the following actions to enhance human capital governance:
?? Lead holistic and strategic human capital discussions
?? Create clear accountabilities of the board's and committees' roles in oversight and governance of human capital
?? Consider human capital metrics in the context of performance, productivity and risk
?? Involve the right stakeholders at the right time
?? Make time for the CHRO to meet regularly with the board
?? Always remember that the board's role is governance and oversight, not management and execution
?? Ensure that the board has the right profile to engage in a meaningful discussion about talent and the business.
?? Break the committee silos and find a common voice about human capital risks and opportunities across board committees.
?? Build trust with management
??My personal View:
This remarkable research uncovered intriguing patterns in board priorities using data directly from boards, which I find more insightful than surveys or leadership interviews. The study emphasizes that boards view human capital as a crucial focus in their stewardship role, yet often feel they aren’t dedicating enough time to the most critical human capital areas.
???? What were the best HR expert opinions:
Dave Ulrich I really like this research on board views of human capability. In my stakeholder value focus, boards are a key "human" stakeholder whose can receive value from human capability at two levels. First, the entire board often meets quarterly and traditionally has 2 regular agenda items (finance and strategy reviews), then focuses on targeted issues (capital structure, innovation, supply chain, succession, etc). Today, I see boards having 3 regular agenda items, adding human capability as an every meeting agenda. Second, the "compensation" committee has broadened its agenda to include compensation but also talent, organization, and leadership (or human capability in my terms). (see chart)This thoughtful research shows that much has yet to be done to help boards assess, identify, and guide human capability decisions. Some research suggests that just as boards require a certified financial specialist, they may also required a certified HR expert. Thanks for sharing.
Jos van Snippenberg An amazingly relevant piece of research you bring up! These outcomes provide management teams with concrete tools to offer boards the insights they need to fulfill their roles effectively. To determine whether a company’s course is steady, the suggested points indeed matter. In one of our latest business cases, we observed that a strong set of metrics enhances dialogue. In this case, we focused on productivity and performance metrics- the scientifically validated predictors of effectiveness and satisfaction at work. Specifically, we emphasized: 1. Passion, 2. Self-Efficacy, and 3. Growth Motivation. Additionally, we evaluated the extent to which employees understood and embodied the company DNA in their roles. By encouraging regular reflection, employees developed personal leadership within their positions. Regular measurement provided clarity at both leadership and HR levels about what employees needed at different stages of their careers.Presenting actions to the board was now fully supported by objective insights, which improved the focus and quality of discussions.
Liz Rider Too often succession planning becomes a KPI that has to achieved to fill the board requirements. Names in boxes! Taking the time to identify potential objectively and create talent pools is important. Identify potential leaders who could take on different positions. The jobs we have now will not be the ones we have in the future! We have to prepare leaders to be adaptable.
George Kemish LLM MCMI MIC MIoL Interesting research. In my view, where a HR BP is employed, surely it is down to the HR Professional to provide the data required by the Board and to put the data into context. This means having an understanding of how the organisation operates and to identify the needs of all departments through collaboration with departmental heads. Where necessary, the HR Professional should be in a position to be able to put forward a business case for change. However, the problem is exacerbated where there is no HR BP or where the Board Members fail to understand the importance of utilising the skills of their HR Professional. Effective succession planning and leadership development needs to provide a robust understanding of the management of human performance and the need for forward planning. Great thought-provoking post Nicolas - thank you so much for sharing this research.
Todd VanNest Great call-to-arms. The board focus here should ground every CHRO and HR Team in “eating and sleeping” the following — What we DELIVER that is shaping org productivity and accelerating transition to future biz model? The internal fixation of HR on HR (frameworks; models; trends) allows us to show that we’re a real discipline—that we “have a way:” However, it’s insufficient for shaping and fulfilling our accountability to those we serve. The great truism echoed in your work and post here, Nicolas, is that HR must not lose sight of its responsibility to produce measurable readiness; pipeline vitality, and talent deployment agility…vs the “activity-based” scorecard of building processes to fill out frameworks of build up HR roles. Our Clarion Call should always emerge for good (and more agile) talent governance at the Board level. And, it’s a dual (two-way) influence … our role is not fully lived by using frameworks to shape Board inquiry. We need to coach the Board and C-Suite re what questions to ask in order to LIVE a clear and compelling connection between capability and performance—and how to hold HR accountable for planned impact.
?Leaders looking for the next step in their career:
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That's it for last week's recap - Happy Sunday and wishing you health and success?!???
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Nicolas BEHBAHANI
HR Director Southeast Europe @ Aurubis
2 个月Always a pleasure to read your posts, Nicolas! Such an insightful collection of research, presented in a crisp and understandable way.
Is Your Team Feeling Discouraged? ?? Let’s Turn That Around! ?? Boosting Productivity, Driving Motivation & Engagement ?? Founder @AlbiCoins | 15+ Projects for Global Enterprises | Workplace Innovation Expert ?? DM
2 个月Thank you, Nicolas BEHBAHANI, for sharing such valuable insights! I’d like to highlight that gamification is an increasingly relevant tool for connecting people and motivating them effectively—especially when it comes to Gen Z. This generation thrives on interactive and engaging solutions, making gamification a perfect fit for fostering collaboration and driving results. What are your thoughts on integrating gamification into employee engagement strategies? ??
Human Resource Professional | MBA | Coporate Recruiting Professional- ASA | Ex-Wirtgen Group,A John Deere Company
2 个月What an insightful and comprehensive summary of the latest HR research! This week’s edition truly highlights the importance of staying ahead in a rapidly evolving workplace landscape. Thank you somuch Nicolas BEHBAHANI for this week’s exceptional research. The focus on leadership, especially how Gen Z managers can embrace empathy and well-being, alongside the shift towards hybrid work models, is highly timely and relevant. A special acknowledgment to all the contributors who contributed their expertise in making this collection so insightful. I look forward to seeing more such informative editions in the future!
Gerente de recursos humanos na Tietê Agroindustrial S.A. | Human Resources Manager at Tietê Agroindustrial S.A.
2 个月Nicolas BEHBAHANI, thanks for sharing pertinent HR-related topics. The information that AI can reduce HR work time by an average of 15% to 20% has become an urgent need, which was inevitable. Only when HR balances the workload between operational and strategic tasks will it occupy a more meaningful position within the company. Today, AI is the way to achieve this.
Industry Veteran | Exploring Future of Work | Great Manager’s Coach & Mentor
2 个月?? Hey Nicolas BEHBAHANI, Happy Sunday indeed! ?? The trending shares are all about learnings with solutions - just what we need. ?? Kudos to the HR experts for sharing their invaluable experiences - it's truly inspiring. Exciting to see new contributors & how the community is growing. ?? Navigating the intricate world of HR with all these insights is like solving a Rubik's cube - challenging but oh-so-satisfying! ? Whether I'm sipping on my chai or deciphering data, your Weekly People Research always hits the spot! ?? Here's to more enlightening reads & less "board struggle" in interpreting data. ?? Cheers to the next edition!