Latest HR Trends: Transformation of Job Roles, CEOs Loneliness, Increase negative employee sentiment, Hiring trends, AI proficiency, Integrity
Nicolas BEHBAHANI
Global People Analytics & HR Data Leader - People & Culture | Strategical People Analytics Design
?? Hello Everyone and Happy Sunday !
?? Welcome back to the 62th edition of Weekly People Research! ??
The previous week has offered a wealth of HR insights, from understanding employee sentiments to exploring the effects of AI. It's been an intriguing journey!
?? A heartfelt thank you!
? 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 the latest edition, you will discover more about ??:
??Why might executives overlook the behavior of potentially compromised employees, particularly those in senior positions or high performers? 安永 researchers found that the gap between what leaders say about integrity versus how they act is growing, which perpetuates integrity risk within the organization.
??How can we increase the percentage of the knowledge workforce using AI daily, and ensure more of them use it effectively? Section researchers noticed that Approximately 11% of the population are AI Skeptics
??How can organizations of all sizes plan to hire in the second half of 2024 while mitigating the risk of losing their talent to competitors? Robert Half researchers observed that the scarcity of candidates for the numerous open positions is intensifying the competition for top talent.
??What strategies can leaders employ to mitigate negative employee sentiment and reduce attrition rates when enforcing return-to-office mandates? Revelio Labs researchers discovered that Return-to-office is correlated with higher attrition rates.
??How do successful CEOs navigate moments of doubt and vulnerability, especially when they feel lonely despite their achievements? 麦肯锡 researchers identified five dilemmas that a majority of CEOs are facing.
??How can organizations effectively prepare their workforce for the significant transformations expected in 91.5% of job roles due to advancements in AI? AI-Enabled ICT Workforce Consortium–led by æ€ç§‘ researchers found also that workers in entry and mid-level job roles have the most opportunities to upskill.
Dave Ulrich believes that as we continue to learn, these insights will keep evolving. He has expertly categorized these ideas into the following four domains of the Human Capability Taxonomy:
*Talent: Risk of losing talent
*Leadership: behavior towards compromised employees
*Organization: Advancements in AI, CEO vulnerability and doubt
*HR function: Negative Employee sentiment
???Now, let's do a recap of the week on published research:
?? Findings of researchers:
Leaders need to act on what they say!
?? It seems that the propensity to act without integrity is increasing.
Integrity standards are improving; however, corporate misconduct appears to be on the rise!
?? One in five organizations has had a significant integrity incident in the last two years.
?? The gap between what leaders say about integrity versus how they act is growing, which perpetuates integrity risk within the organization.
?? Even in the most ethical organizations, misconduct can and will occur - Organizations should be periodically evaluating the nature of their incidents and determining the largest issues, drivers and lessons learned, according to a new interesting research published by 安永 called "EY Global Integrity Report 2024" using data ?? from a survey of 5,464 board members, senior managers, managers and employees in a sample of large organizations and public bodies in 53 countries and territories.
?? Recommendation of researchers:
Based on the report data and deeper analysis around organizational policies and programs, and how often management speaks about the importance of integrity, researchers have learned that, generally, companies take one of four distinct approaches to their integrity culture:
1?? Integrity-first.
2?? Policy-driven.
3?? Say-do gap.
4?? Not a priority.
??My personal View:
This insightful research underscores the significance of organizational integrity and the direct impact of leaders' behavior on employee misconduct. It is particularly troubling that the study found leaders often feel pressured to overlook misconduct within their organization. Employees require more decisive action in combating misconduct than mere corporate communications lacking any real commitment
???? What were the HR expert opinions:
Dave Ulrich Ethical behavior signals integrity and Integrity is the foundation of trust that enables organizations to operate with sustainable confidence. It is discouraging that many think their organizations will not positively respond to unethical behavior / misconduct or that they will be harmed for reporting it. I wonder what the research shows about the relationship between organization integrity (ethics) and business performance over time? I would predict that this relationship is high because it is hard to have sustained confidence in a person, leader, or an organization who lacks integrity. If they do not honor their promises or work to ensure ethical actions, others are hesitant to build a long term relationship. Thanks for sharing what may be a glimpse into a broader phenomenon than merely organization ethics, but also the ethics of the community settings and leaders where we live.
Lars Vonheim It is scary that 30% answer they fear for their personal safety. I would like to know whether they see the threat com from inside or outside the organization. It is a sad paradox that the percentage of not reporting because they feel their concerns will not be acted upon IS ALMOST EQUAL TO the percentage feeling reporting will be negative to their career, which again is almost equal to the percentage answering that their organization have incentives encouraging ethical behavior. Too many organizations seem to lack the willingness and the ability to build engagement and enthusiasm to ethical behavior and to acting on concerns
Inbal Netser-Lanciano This is an example of leadership, or its lacking. Senior leadership forums who behave unethicality will bring their org down and will make it impossible to stop.
Dr. Bhanukumar Parmar This an excellent share. Indeed, integrity remains a timeless value. - “Integrity is doing the right thing, even when no one is watching.†–?C.S. Lewis. It’s heartening to see that people are increasingly unwilling to tolerate unethical behavior. In today’s world, where Gen-Z & Millennials are shaping the landscape, ethical behavior is under scrutiny more than ever. The younger generations prioritize transparency, authenticity, & accountability.?
?? Findings of researchers:
?? The Age of AI has been around for approximately 18 months only, yet not all workers use ChatGPT or Microsoft Copilot on a daily basis.
?? A very small group of professionals is using AI every day. An even smaller group is using it effectively !
? 72% of AI Class members who save more than 30% of their time each week are using AI for 3 or more use cases.
?? The AI Class is in the top 8% in terms of prompting skill while AI skeptics make up the bottom 4%.
??Approximately 11% of the population are AI Skeptics; they seldom utilize AI and do not experience any time savings from it. Lacking training, their skills in prompting are the least developed among all groups, according to a new interesting research called 'AI Proficiency Report" published by Section using data ?? from over a thousand knowledge workers in the United States, Canada, and the UK.
?? Recommendation of researchers:
Finally, researchers provide below recommendations to leaders to increase their team’s AI proficiency:
?? Make their stance on AI clear an deliver IT with Empathy.
?? Get your employees access to a paid LLM
?? Establish formal AI training
??My personal View:
This insightful research clearly demonstrates that, despite numerous articles and advertisements from consulting firms, use cases remain scarce, with less than 10% of employees utilizing generative AI applications like Microsoft Copilot or ChatGPT, and even fewer using them effectively. This raises the question of whether such technology will truly add value to businesses in the future. I will certainly address this question in my future research.
???? What were the HR expert opinions:
Dave Ulrich As you wisely say, there will be a lot of research coming about AI adoption. Using "AI every day" is a high standard to define its usage rate. The research I have seen shows that AI dis one of the fastest technology adoptions ever as people use it when required in their work. The state of AI in early 2024: Gen AI adoption spikes and starts to generate value | McKinsey. Our view of AI is that it has and will go through four stages as it moves up the "s-curve" of adoption. We have also identified 10 criteria to track its application. As you say, more research will come to show why, what, when, and how of AI, but the technology is here to stay because it can boost productivity.
Jose Santiago Interesting post once again, the real question on usage is how is it being used and for what purposes, is it ad hoc to review something or to help in an area of low expertise, is it an individual or team application, or is it being strategically and tactically applied across functions to enhance performance and efficiency and thus is integrated into the workflows of the teams involved. What I have seen is much ad hoc application in mid size organizations it would be interesting to research small and large organization usage as separate categories using AI.
Namita Gopinathan,MBA Very insightful! Leadership must visibly champion AI by integrating it into the company’s core values and daily operations. Tailored training programs should cater to the diverse needs of employees, from beginners to advanced users, ensuring everyone has the chance to develop proficiency. Experimenters, who are naturally inclined to explore new tools, may benefit from structured support and guidance. Newcomers, on the other hand, might need more foundational training to build their confidence and competence. For Experimenters, advanced workshops focusing on complex use cases and innovative AI applications can help refine their skills.
?? Findings of researchers:
?? Organizations across various sizes are opening new roles in the latter half of 2024, indicating an end to the hiring freeze.
?? 52% of U.S. companies are planning to create new permanent roles, while 43% intend to fill existing vacancies.
?? However, 86% of managers report difficulty finding skilled talent with 3 in 10 (30%) saying it’s very challenging.
The scarcity of candidates for the numerous open positions is intensifying the competition for top talent, according to a new interesting research published by Robert Half using job posting data ?? from surveys that were developed by the company and conducted by Textkernel by Bullhorn .
?? Recommendation of researchers:
Researchers have identified various factors that influence organizations to hire new employees:
?? Company Growth (for more than 50%)
?? Employee turnover : replacement of existing employees
?? Project based short term : majority of temporary employees
?? Capitalizing on top talent from layoffs at other companies
?? Skills gaps
??My personal View:
This interesting research by Robert Half indicates that companies of all sizes are beginning to recruit for permanent positions this year, a positive sign of business health. The hiring freeze, a topic of concern post-pandemic last year, appears to have conclusively ended. Now, companies are not only hiring but also need to devise robust retention strategies to maintain their talent pool.
???? What were the HR expert opinions:
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Dave Ulrich Great research again, thanks for sharing. In the talent domain, we found that acquiring talent had the most impact on stakeholder value. So, this research affirms that getting the right people into the organization becomes a critical talent agenda. We also identified five practices for getting the right people into the organization (figure)Exciting to see additional research bring new insights into these findings.
ILDIKO BUJAKI I agree with your views that companies need a forward-thinking retention strategy which should be aligned with the reskilling and upskilling strategies where creating new job roles should be the overall goal for providing better career perspectives for their loyal and talented workforce.
George Kemish LLM MCMI MIC MIoL Once you have attracted the people there is a need to find a way of retaining them. We see much written about competitive compensation packages, but there is a need to ensure that employers do not start a 'salary war' whereby no-one really benefits. One area where retention can be encouraged is in the development of the individual (emphasis on individual).
Jos van Snippenberg Interesting outlook for this year with the Robert Half study. It could be an advantage for companies to hire for new roles. Not only because these are needed to support company growth. Also to adapt to the "hunger" of generation Y and, especially Z, to grow and expand expertise. It could strengthen the company image of being an "attractive employer". Besides that, I would emphasize the importance to link that with personalized "career plans/offers". You benefit twice; one you successfully hire employees and secondly you strengthen the commitment and loyalty
?? Findings of researchers:
Hybrid work is here to stay, yet the push for Return-to-Office (RTO) and increased days in the office may not be necessary.
?? Return-to-office is correlated with higher attrition rates, echoing the view that companies use RTO policies as a way to increase voluntary turnover.
?? Mentions of "return to office" in negative employee reviews have quintupled since June 2021.
?? Organizations offering robust remote work options often attract and retain a broader talent pool. As the push for returning to the office has accelerated, the phrase "return to office" has become more prevalent in negative employee reviews, according to a new interesting research published by Revelio Labs using data from Revelio Labs’ workforce data.
?? Recommendation of researchers:
Researchers observed a positive correlation between the frequency of negative references to Return to Office (RTO) in employee reviews and the rate of employee attrition.
??My personal View:
This interesting research provides insight into one long-term negative effect of Return-To-Office (RTO) mandates: a decline in employee sentiment. As indicated by the study, this adverse sentiment can lead to the loss of top talent. The significant correlation between negative employee reviews and increased attrition rates is unsurprising. The happier and more engaged employees are, the less likely they are to resign. Leaders considering RTO mandates or an increase in office days must contemplate the unfavorable repercussions of such decisions on both talent retention and business outcomes.
???? What were the HR expert opinions:
Dave Ulrich Thanks for sharing more research on where people work (hybrid). As discussed in other similar studies 1. RTW mandates requiring one size fits all employees can be dysfunctional since where people work varies by setting (job requirement, personal interest) 2. Short term (employee sentiment) and long term (erosion of culture) risks of where people work need to be balanced. While employees may want to work from home (short term), the longer term consequences may be negative (more likely to change jobs, loss of culture cohesiveness) 3. Where people work (home vs. office) is less relevant than why they work and what they work on (e.g., are they adding value to customers through their work). 4. Managing remote workers requires some new leadership behaviors to create cohesive teams and personal commitment.5. ??? I know I have missed some key insights from the myriad of studies on WFH and RTW. Thanks again for sharing research that helps clarify how to manage such workforce policies.
Diana Carolina P. Leaders must stop trying to push employees into the office against their will and should be focusing more on making the office a nice place where their employees really want to be.
Dara Bidwell, SHRM-CP I wonder if the organizations, who are demanding RTO and receiving negative reviews, are intentional with the in-person employee experience. If you have employees on global or dispersed teams who connect via Teams or Zoom, what are they gaining by a forced "in person" work environment. I worked at a global manufacturer and most mornings you saw employees in cubicles wearing headphones or alone in conference rooms in virtual meetings. My feeling is that the negative reviews and turnover is because they are not intentional with creating "in person" collaboration or connection opportunities, or have not explained why they are demanding RTO.
Lisa Carlin In Australia recently in the state that I live, New South Wales, the Premier has mandated days in the office each week for public servants. I when I saw the announcement, I’ve been wondering how they will put that genie back the bottle, without eroding engagement. Ultimately we all thrive if we have choice and some measure of control over our destiny. I think organizations will ultimately find a way through this that delivers some choice and flexibility for staff, and also some days in the office to promote cohesion and a desirable workplace culture.
Andrew Lang Leaders who adapt to the evolving work landscape by embracing hybrid models will likely see better engagement, stronger retention, and ultimately, more sustainable success.
Mikhail Tuzov Time commuting should be considered time in the office.
Sarah McLellan RTO mandates pushes us back to parent-child relationships. Being told what we need to do so those in charge feel they have control and can influence an outcome. The evidence shows hybrid models can work if we manage them well... we need to focus on intentional design for connection (and this isn't all about being together in person), finding moments to collaborate, grow, share ideas and socialize, as well as times for focused, independent work. And the biggest challenge is the answer isn't we all do this, all of the time (although that's what we fall back into, because it's what we know). At the heart of it all is a need for a new style of leadership and management focused on understanding and empowering, rather than commanding and controlling.
Jos van Snippenberg Interesting findings, and at the other hand; seems logic. Forcing people to come to the office decreases autonomy. The working condition that stimulates and also breaks a positive sentiment. So instead of forcing to, companies need to overthink their strategies about it.
Alessandro Antonini In my opinion, there is an urgent need to train managers on how to plan, allocate, monitor, control and evaluate work (performance cycle) on the basis of the most effective type of activity and way of working (wow) for their team. I don't think it still makes sense to talk about the dichotomy between 'office work' vs 'remote work', but rather about as many work modes/styles as there are people you work with. We can try to simplify with an 'activity-based' approach, but I think the first step is to co-define with your team (not impose/enforce) common operating standards and so a shared wow, considering the key steps/phases of the performance cycle.
Reema Purohit As highlighted, considering the long-term effects of these decisions on talent retention and business outcomes is essential in shaping a positive work culture.
?? Findings of researchers:
50% of CEOs report feelings of loneliness and 61% believe loneliness hinders their performance
?? Loneliness of CEO can manifest in different ways: it's lonely in candor and intellectually,
?? Sometimes, CEOs fight to feel part of a team, for camaraderie, and even a wish to be liked. But this causes knock-on issues. CEOs need to regularly disassociate from their SLT in order to make tough decisions,
?? CEOs are tasked with making numerous decisions daily, ranging from minor to major, across various issues. This often involves balancing multiple potential outcomes and navigating complex trade-offs. Researchers have discovered that these moments of decision frequently involve at least one of five key dilemmas, according research published by 麦肯锡 using data from about 100 CEOs have passed through the McKinsey Center for CEO Excellence (MCCE) leadership program.
?? Recommendation of researchers:
Russell Reynolds Associates researchers provide 5 recommendations to organizations to combat CEO loneliness:
?? Accept their vulnerability
??Avoid becoming an island
??Find trusted advisors
??My personal View:
It is noteworthy that McKinsey and Russell Reynolds, a consulting firm and a headhunting firm respectively, have published studies on the loneliness of CEOs and their primary challenge in today's uncertain world. Extending this analysis, it can be said that not only CEOs but also all executives and board members experience loneliness. This loneliness among leadership is not just a risk for the business but also for their employees - as unpopular decisions like mandated returns to the office can have a direct impact on people. Leaders need to be close to their employees to understand their challenges and avoid loneliness...
???? What were the HR expert opinions:
Dave Ulrich Wonderful research on the challenges of the CEO (and other) roles. Loneliness and Social Isolation A host of studies examine the relationship between social isolation and mortality... with the correlation being quite high: Social isolation as a risk factor for all-cause mortality: Systematic review and meta-analysis of cohort studies. So, CEOs who are more isolated and lonely because of their position and power, face enormous personal demands. Unique dilemmas. I really liked the five dilemmas the research identified, all of which require the navigation of paradox (short and long term, individual and collective, present vs. future). We round in our research that the ability to navigate paradox was one of the most critical leadership skills for both individuals (leaders) and organizations. So while I would agree that the loneliness and paradox dilemmas are more acute for CEO's, they likely exist for all leaders, and even individuals. Because of CEO visibility and influence, they are more prominent in this role. Helpful research that points to some solutions.
Dr Ty Wiggins Thank you for sharing our research. The loneliness of senior roles, especially the CEO role, is more than common and can have a significant impact on success.
Ahlam Bakkal Your point here, about the ripple effects of CEO loneliness is particularly compelling. It's not just about the individual leader, It impacts the entire organization.
Rob McPhillips Clarity of purpose and having a clear vision can mitigate some of those feelings of loneliness.
Munyaradzi Chikwanha Yes, organizations should combat loneliness at all levels, from leadership to individual employees. Addressing loneliness can improve decision-making, team cohesion, and overall performance. It is crucial for maintaining a healthy and productive work environment.
Mark Lawrence Perhaps links to support for the current trends to encourage Belonging, but then don’t necessarily know how to role model this…
?? Findings of researchers:
Artificial Intelligence will influence every job family, every role, and all types of workers.
?? Over the past eight years, there has been a 323% increase in demand for AI technical talent
?? The introduction of ChatGPT and other Gen AI tools led to rapid AI adoption in information and communications technology (ICT) industry, since then this demand for new AI skills has increased by 65% over five years according to analysis from Indeed
?? AI has the potential to empower a broader range of workers to handle more complex tasks sooner.
?? Workers in entry and mid-level job roles have the most opportunities to upskill, according to a new interesting research published by AI-Enabled ICT Workforce Consortium–led by æ€ç§‘ with industry leaders 埃森哲 , Eightfold , è°·æŒ , IBM , Indeed , 英特尔 , 微软 and SAP , along with key advisors using data ?? from the analysis of 47 Information and Communication Technology (ICT) jobs Collectively, representing 6 countries account for a significant segment of the ICT sector, with a combined total of 10 million ICT workers.
?? Recommendation of researchers:
Finally the AI-Enabled ICT Workforce Consortium calls for organizations
?? to proactively lean into the transition to support workers who are at the risk of being left behind due to automation and AI.
?? put in place essential training programs, specifically designed for both foundational and job-specific AI technologies, are crucial to equip the workforce with the necessary skills for future roles.
?? The ongoing AI revolution underscores a critical need: workforce upskilling
??My personal View:
The results of this exceptional study conducted by a consortium of nine top global corporations are quite intriguing. It is acknowledged that some of these corporations are consulting firms with a vested interest in AI, heavily investing in this sector. The research indicates that AI will affect almost every job category, leading to the obsolescence of certain roles. However, those who undergo adequate training and transformation may thrive. Contrasting with other research I shared earlier, which suggests that these transformations are not yet impactful, there is a prediction of a massive wave of changes in the future workforce. Time will tell!
???? What were the HR expert opinions:
Dave Ulrich Thanks for sharing this study from firms that have a vested interest in exploring challenges where they can add value through their service offerings. On the one hand, this might mitigate their findings, but on the other hand, their findings may reflect the emerging market changes that shape their opportunities. Regardless of their intent, AI is here to stay because it provides information that improves decision making. As the study shows, accessing information will require new skills. Someone told me recently that AI will not replace jobs, but people know how to use AI will replace jobs, which I find compelling. Since many jobs (and likely more coming) revolve around managing information (we live in the knowledge economy), AI will likely impact how that work is done. With any new innovation, there is quite a bit of variance in how to apply it as the innovation moves up the "s-curve", but, we have seen four stages of this movement for AI... Clearly, more to come on all dimensions of this AI technology evolution Thanks for reporting all aspects of this agenda.
Marc Lawn I concur with your summary Nicolas. I am always more reserved when it comes to studies published by those with a vested interest. I read the other day that 71% of employees report AI is actually making them less productive not more.
Namita Gopinathan,MBA Thought provoking research! The success of AI integration isn’t just about having the right skills; it’s also about fostering a mindset that welcomes change and encourages innovation across all levels of the organization. Moreover, as AI becomes more embedded in everyday operations, there’s a growing need for interdisciplinary collaboration, particularly between AI experts and domain specialists, to ensure that AI-driven solutions are both effective and ethically sound.
?? The book of the week: The First 90 Days, Updated and Expanded: Proven Strategies for Getting Up to Speed Faster and Smarter by Michael Watkins
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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
Senior HR Expert - Managing Consultant
7 个月Michael Watkins ' book is great and so are his classes at IMD
Industry Veteran | Exploring Future of Work | Great Manager’s Coach & Mentor
7 个月?? The latest edition of Weekly People Research is packed with intriguing questions. The important ?is: Why do executives sometimes overlook compromised behavior in high performers? It’s a classic case of “the ends justify the means,†but we need to challenge this mindset to uphold integrity. ?? The world has shifted from unipolar to bipolar & now to multipolar, with power dynamics constantly in flux - like a circus performer balancing on a tightrope. (Analogy) Population explosion creates unemployment & migration issues, while population slowdown poses its own challenges. ??Leaders must understand that the ends don’t justify the means; maintaining integrity in all walks of life is imperative. ???? Thanks for the shoutout, Nicolas BEHBAHANI, Always a pleasure to be part of these insightful discussions & learning from experts.
Human Resource Professional | MBA | Coporate Recruiting Professional- ASA | Ex-Wirtgen Group,A John Deere Company
7 个月Another enlightening edition! This week’s research continues to be a goldmine of insights, providing a nuanced perspective on the evolving workplace landscape. It highlights the complexity of real-world HR challenges and the importance of understanding the nuances behind issues such as executive behavior, AI skepticism, talent competition, and CEO vulnerabilities. The focus on practical strategies for addressing these challenges—ranging from AI integration to managing return-to-office risks—emphasizes the need for adaptable and informed approaches. A special thank you to Nicolas BEHBAHANI. Grateful to all the HR experts for sharing their insights. Looking forward to exploring another week’s insights. Happy Sunday to you all!
Work shouldn't suck, so design a better employee experience!
7 个月Nicolas BEHBAHANI thank you as always for highlighting this research. I always learn something.
HR Strategist. Lecturer and International Speaker on HRM and Value Management.
7 个月Great research Nicolas - covering both retention of talent and the effect of AI in the workplace. I found the research on AI to be particularly interesting and thought-provoking. The speed with which technology is progressing will require all stakeholders within an organisation to show flexibility in developing AI and capability in being able to decide how best it can be utilised. Thank you so much for continuing to provide that encourages further thought and development. Have a happy Sunday Nicolas.