Latest HR Trends: Trust, People-Centric Leadership, BLNA, Generative AI, jobs, Manager, High-Performing Organizations (HPOs), consistent, Talent
Nicolas BEHBAHANI
Global People Analytics & HR Data Leader - People & Culture | Strategical People Analytics Design
?? Hello Everyone and Happy Sunday !?
?? Welcome back to the?15th edition?of Weekly People Research! ???
In this new edition,?you will learn more about :
??Why is it important for business to recruit employees from diverse demographic groups and how to do it? McKinsey & Company researchers give us some answers
??Why is it better to talk about “Influence” than “replacement” or “destruction” of jobs when we talk about Generative AI? Forrester researchers explained us some reasons.
?? What factors are linked to significantly better organizational outcomes and Why are so few successful companies? 安永 researchers give us some interesting insights
?? Why are managers the central factors in whether employees stay or leave organizations? Cangrade researchers use their data to answer this question.
?? Why being consistent a fundamental trait for high performing organizations (HPOs)? Cornerstone OnDemand researchers found some great traits.
??Finally, you will understand that both coachability and grit have a significant impact on leadership effectiveness and adopting these two characteristics by leaders can lead to substantial growth and success. Zenger Folkman explained us their last findings.
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:
?? Findings of researchers:
The strong and positive correlation between diversity and organizational performance has been well documented in research: More-diverse companies on average have higher profits.
Black, Latina, or Native American (BLNA) women’s representation in technical roles in the workforce is actually shrinking; it’s dropped by more than 10 % in the past four years. BLNA women said nine policies and practices had the most impact on their ability to join their company, stay there, or advance within it. These nine interventions address three key employee needs: democratizing access to information to level the playing field; increasing flexibility by giving employees the choice to work the way they work best; and demystifying development by charting clear pathways for development and advancement.
But only 36% of survey respondents said their company offered all nine of these supports...
Besides, employees from all other demographic groups reported being nearly 80% more likely to be satisfied with their work experience at organizations that offered all nine cornerstone policies and practices, according to a new interesting research published by McKinsey & Company in partnership with Pivotal Ventures using data from 2,076 BLNA women and others, and 27 companies between March 5 and March 31, 2023.
??Recommendation of researchers:
Researchers found that the nine below cornerstone policies and practices could improve employee satisfaction and retention of BLNA women:
1?? Share salary ranges so people know what they can expect.
2?? Create an accessible internal jobs board so employees can understand opportunities across the organization.
3?? Assign mentors to support candidates in the interview process by clarifying the process, answering questions, and helping candidates prepare for interviews.
4?? Provide paid sick leave to all employees.
5?? Offer expanded mental health benefits such as personal leave.
6?? Give employees the option to work remotely, hybrid, or on-site
7?? Enable employees to flex their working hours for example, through compressed workweeks, alternative work schedules, and job sharing
8?? Provide actionable next steps for development and/or advancement directly following a performance review.
9?? Offer professional-development programs to help employees expand their networks and grow (for example, career accelerators, job shadowing, and rotation opportunities).
???? What were the expert opinions:
Very thoughtful research on implications of DEI, among BLNA women. When diversity is not just a social good, but an economic agenda, it is more likely to be sustained. This data helps build that case and how to navigate this paradox. The increasing impact of diversity over time is compelling as information about how a company operates inside is shared with those outside (future employees, customers, investors, and communities). So, a serious commitment to diversity likely becomes a part of a market signal to external stakeholders. We have found that diversity work has evolved from numbers to policy to impact (this study) to assumptions, according to Dave Ulrich
To address historical disparities and empower women, organizations/governments should provide and promote education to marginalized groups, ensuring they have equal access to skills and knowledge. It's crucial to prioritize creating a level playing field in education while striking a balance between meritocracy and diversity initiatives in recruitment, according to Shiroz Hamid (CAHRI)
Having role models who can share their lived experience and pave the way is key, as well as mentoring and sponsorship, to help lift people to the next step and to result in equity in organizations at all levels, according to Kristal McNamara
So much data, yet regressive action. Diversity is the output, and inclusion is the input. Diversity is the output of having an inclusive mindset. And, if you have an inclusive mindset, you will want your people to be treated equitably. The outcome is a truly diverse team and culture. We hear a lot of talk from clients that while they are "focused on" or "concerned about" diversity, hiring and promoting on merit prevails. If you want that merit-based system, then you should ensure that your hiring, promotion, and succession pipelines are as diverse as possible before going to any next stages. If you do not have the diversity at the beginning of a pipeline, press pause and don't hit play again until you have the mix you desire. This takes deliberate action and patience - the latter of which not many management teams are able to demonstrate for diversity. The tough economic climate over the past year+ has proven that. If you want a more profitable company. If you want one will grow in the face of adversity. Then, you should invest in DEI and adopt an inclusive mindset, according to Drew Fortin
I would suggest that Asian Women would share the same protected characteristic as BLNA Women (if in the UK) as would women from any country outside of the UK. In fact they could have more than one characteristic that is protected under the Equality Act (in the UK) - Race and Sex. However, it would be unlawful in the UK for an employer to have a policy of recruiting people purely on their protected characteristic. The person with the protected characteristic must be as qualified as the person who does not share the protected characteristic, the employer must not have a policy of treating a person with a protected characteristic more favorably in connection with recruitment or promotion than someone who does not share that characteristic, taking the action in question is a proportionate means of achieving the aim overcoming or minimizing a disadvantage, according to George Kemish LLM MCMI MIC MIoL
?? Findings of researchers:
Generative AI will make up almost 30% of the jobs that will be lost to automation by 2030 and will influence 4.5 times more jobs than it replaces
Generative AI will also replace 90,000 jobs in 2023, growing to 2.4 million by 2030. Job losses from generative AI over the next two years will remain modest until questions on intellectual property rights, copyright, plagiarism, model refresh rates, model bias, ethics, and model response reliability are resolved. Harder-to-automate jobs with high generative AI influence, such as editors, writers, authors and poets, lyricists, and creative writers, are more likely to influence how jobs are conducted via augmentation rather than replace them. Reshaping the future of work with generative AI comes with its own risks and challenges, so leaders can’t rush in without a plan, according to a new interesting research published by Forrester using various datasets.
??Recommendation of researchers:
Researchers recommend below actions to build a workforce generative AI strategy that better prepares leaders for the Wild West of generative AI at work:
1?? Invest in RQ, the robotics quotient:
2?? Make augmentation the centerpiece of your strategy
Privilege job scenarios in which generative AI explicitly augments (rather than replaces) workflows to turn this into an advantage
3?? Analyze the jobs that’ll benefit most from generative AI
Equip workers in jobs with high generative AI influence with early pilot tools.
4??Hire or upskill to fill generative AI gaps
Hiring the right skills for generative AI will be an evolving proposition.
???? What were the expert opinions:
I appreciate this research. No question Generative AI will change where and how work is done. Some jobs will be replaced and others created as has happened with many innovations. A famous economist about 80 years ago name Joseph Schumpeter articulated a theory of "creative destruction" where innovations always replace the past. His ideas continue to resonate today as AI innovations will both replace and create jobs. I am not sure we know for sure how many or what type, but this (and other) research will help discover that inevitable "creative destruction", according to Dave Ulrich
This is an interesting subject and I am sure that AI will create jobs as well as replace them. However, organizations need to look at the operations that are likely to be affected by the introduction of AI and ensure that they are creating the value expected (one way would be to carry out a Quality Continuous Improvement event). If not, then there is a likelihood that the introduction of software to replace tasks might not add the value required in the internal and external environments that are needed to create a successful outcome, according to George Kemish LLM MCMI MIC MIoL
I agree augmentation will be crucial to integration. There will be many phases & being prepared to test & retest with each failure & success is the key. Organizations will need that end vision to be ready to withstand the interruption, according to LynnAnn B.
So much value to be generated for all by AI, Nicolas ! And, exponentially more jobs will be created as AI proliferates over the coming years. Although the velocity and speed at which AI evolves should outpace prior innovations, it's important to remember that we are still very early in its introduction to business. Many are scrambling to figure out governance and data privacy policies, never mind implementing a true AI strategy across their company. I think a bottoms-up, task analysis, approach makes sense. This is an opportunity for senior management to bring their teams along for the ride. Ask the question, "What are all the recurring tasks you do in your job, and how might generative AI enhance or optimize them?" Even when you have data and assess the potential impact AI can have on your business, deciding on any AI technology to implement broadly is a challenge. The applications we're using now will be markedly different in a year (some won't exist). This is one of those go-slow-to-go-slow-to-go-fast situations IMO, according to Drew Fortin
?? Findings of researchers:
Leaders most need to build toward a “We not Me” approach, fostering collaboration, driving consensus and ultimately building a culture underpinned by trust.
?? Only 20% organizations meet the criteria for success in key areas related to leadership, DE&I, skills-building and ways of working. 34% of employees say they’re willing to change jobs in the next 12 months, with employers being more likely than employees to think economic challenges will reduce likely employee turnover. Pay remains the primary employee concern, keeping focus on comprehensive total rewards programs. Also cultivating trust and having a people-centric leadership model is linked to significantly better organizational outcomes, including perceptions of better culture and productivity, according to a new interesting research published by EY called 'EY 2023 Work Reimagined Survey' using data from of 17,050 employees and 1,575 employers across 25 different sectors and over 20 geographies between June and August 2023.
??Recommendation of researchers:
Researchers recommend organizations to consider evolving their strategies in 5 below areas, as the “next normal” presents a vision of how work has been reimagined:
??Reinvent with intent for the Great Rebalance
??Equalize the internal and external labor markets with EVP and learning pathways
??Define and cultivate a people-first culture (humans at center) with trust
??Right-size and elevate the “destination office” and experience
??Prioritize people amid generative technology
???? What were the expert opinions:
Marvelous research on building employee trust inside the organization. These are characteristics of managing people well that are very worth pursuing. In our work we have classified internal people and organization practices into four domains: talent (most of the the items in this study) + leadership + organization + HR that we have called human capability. Then, we prioritize them based on the value they create for stakeholders inside and outside. Establishing a positive internal work climate so that customers have a positive experience with the firm creates a virtuous thriving cycle. Again, thanks for sharing these outstanding ideas on building a better workforce inside that leads to customer and investor value outside the organization, according to Dave Ulrich
领英推荐
A timeless concept, Abraham Lincoln's famous quote "of the people, by the people, for the people", though these words were spoken in a different context, their essence can profoundly guide an organization's trajectory. By prioritizing a people-centered approach, organizations can harness the collective wisdom and commitment of the workforce to drive innovation, excellence, and sustainable growth, according to Shiroz Hamid (CAHRI)
It's crucial for organizations to prioritize trust, connection, and leadership that cares about their people, according to Elizabeth Govender
I believe that trust is the glue that booster collaboration among people. Without it, it is impossible to create value for all the stakeholders. Trusting is the perfect bridge for closing the perspective between employees and employers, according to Juan Camilo Maya Vasquez
In my professional experience a key challenge for a People Leader organization , that aim to built l Trust Environment is dealing with egos , without being scared of that. Looking for a balance that allows each team member to thrive while also contributing to the overall success of the team or company. It's not about diminishing anyone's sense of self-worth, but rather about fostering a collaborative and productive working environment, according to Luigi Bellopede
This is great research and recommendations. As one who has coached many operational leaders on the plant floor, it is important that the leader feels valued, respected, and are engaged for their input and feedback. Once this new culture is achieved, it will allow for real improvements to take place, and become sustainable, according to Angelo Rao
Big part of Leadership talk of walk! The minority of Leadership walk the talk. Time for change! according to Stefan Lorentzson
If you look at some of those characteristics of thrives (learning new skills, ways of working, leadership) it's clear to see why building trust and empathy is so important, according to Al Dea
Great article regarding building trust. Much of this will come down to the Culture within the organization - a culture of trust should ensure that employees have trust in the leadership and also in their colleagues, whilst the leadership needs to have trust in the employees. This enhances the opportunity to engender trust in by people in the external environment as well, according to George Kemish LLM MCMI MIC MIoL
Great research and here is a very effective leadership model Vivo Team uses to cultivate the risk-trust dynamics to activate people talents for increased performance. The risk-trust dynamic facilitated by "The Platinum Rule.", according to Dr. Jim Sellner, PhD. DipC.
The best strategies we are implementing are all around communication and appreciation, according to Michael Alexis
Really stellar work here - trust is top of mind for successful organizations and the data support it, according to George Rivera
?? Findings of researchers:
Each employee is a unique puzzle, and it's up to organizations to piece it all together.
??The effect of managers on job experience is critical - While a caring manager is appreciated, it may not necessarily be the silver bullet for job satisfaction and fair decision-making, while important, isn't always the glue that binds an employee to their job. Maintaining a healthy relationship with managers is crucial, but it's just one part of the intricate job satisfaction mosaic. Fairness in decision-making could significantly influence employee sentiment, necessitating transparency and unbiased practices but fair rules alone don't retain employees, according to a new interesting research published by Cangrade using data from 2,685 employees with over a year’s experience in the sales domain from 2018-2022 - 88% of the people surveyed did not quit. Meanwhile, the remaining 337, or 12%, eventually left voluntarily for better pay or opportunities, providing researchers insight into why they left the organization.
??Recommendation of researchers:
Researchers believed that to increase employee retention, leaders need to ask themselves these questions:
?? What are you doing to manage employee engagement at an individual level?
??How does your organization allocate its resources?
??Are you developing your manager by emphasizing their responsibility to their direct reports?
?? Are you asking your employees how happy and supported they feel?
???? What were the expert opinions:
Thanks for always sharing insightful notions Nicolas. People are the Head & Core of business. People will not be engaged. If we (every Manager) are not talking & engaging our people (every single employee), according to Ali Al Abbas
The narrow difference in engagement levels between quitters and stayers is indeed an intriguing observation. I strongly believe procedural fairness plays a significant role in determining employee happiness. Incorporating procedural fairness into an organization's culture can have a profound impact on employee happiness, according to Shiroz Hamid (CAHRI)
Thanks for sharing fascinating research. The correlation of engagement and turnover is interesting. There may be many reasons why people leave their jobs, and engagement may be one of those reasons. I really like the first line of this post: Each employee is a unique puzzle, and it's up to organizations to piece it all together. For me, this captures the reality and challenge of personalization. We can find generalized statistics about retention and engagement, but each individual makes a personal choice about how to approach work. I think personalization is an evolution of how to treat and involve employees... see chart. It refers to the "person" (care) and "ization" (customizing the relationship).Thanks for sharing the research that triggers these ideas, according to Dave Ulrich
One area that has caused disengagement in the workplace has been the lack of development and so I would add the following question to the list: Does your Learning Culture provide the 'right' career development for your staff? It is likely that employees will be at different stages of their career development and so treating them as individuals is a real necessity if they are to remain engaged (with both their work and the organization), according to George Kemish LLM MCMI MIC MIoL
?? Findings of researchers:
High-Performing Organizations (HPOs), in comparison to Average or Laggard organizations, exhibit notable operational differences and variations in talent health maturity, particularly in areas such as Content Strategy, Skills Strategy, and Performance Management. High-Performing Organizations also have at least a three-point difference on nearly every Talent Health Index dimension and there is 22-point difference in overall maturity between High-Performing and Laggard organizations, according to a new interesting research published by Cornerstone OnDemand using data from 1,453 employees and 701 business Leaders across across three regions: NAM, EMEA and APAC.
??Researchers defined “talent health” as the holistic condition of an organization’s entire talent management program. It measures four overall maturity levels of global organizations: Foundational, Administrative, Sophisticated and Transformative
??Recommendation of researchers:
Researchers noticed that High-Performing Organizations do almost everything differently compared to average and Laggard organizations. They invest more comprehensively across talent and skills development.
??They use the technology and tools at their disposal.
??They care about employees and their experience.
??They take a sense of responsibility to help employees develop their careers.
???? What were the expert opinions:
This is fascinating research that builds on some of the most important research in our field on "high performing work systems" (HPWS) by Mark Huselid and Brian Becker. Their foundational research looked at how well organizations performed on 24 HR practice areas and related these results to firm performance with over 400 firms. They found that firms that went from 0 to about 20% (scaling these 24 practices to 100 points) had high impact, then performance was flat until about 60%, then improved again (see chart). These results showed that the integration of HR practices into a "system" is where impact on business outcomes was the highest. Huselid's research (which has been furthered by human capital scholars for decades) offers evidence for the organization capabilities that are created from these high performing work systems. This present research complements this foundational work and shows that talent health (a part of HPWS) continues to impact performance. Business and HR leaders add the most value when they offer integrated solutions from many HR practice areas, according to Dave Ulrich
In my view the most impact, when looking at the collaboration required to add value in the external environment (which is often one of the most important areas when reviewing performance), will come from the integration of solutions (and processes), according to George Kemish LLM MCMI MIC MIoL
?? Findings of researchers:
Enter GRIT and COACHABILTY, two distinct yet increasingly popular leadership behaviors at opposite ends of the spectrum.
Improvement in both coachability and grit had a substantial influence on overall leadership effectiveness. Leaders who actively sought feedback and embraced change while staying determined and focused on their goals experienced the most significant advancements in their abilities. On the other hand, those who neglected either trait showed less progress in their leadership effectiveness. But leaders who harmonize the tenacity of courage with the humility of coachability are rare (only 16.6%). Embracing both traits can lead to substantial growth and transformation in leaders, driving them toward long-term achievement and success. The more effective the leader, the higher the engagement, according to a new interesting research published by Zenger Folkman using data from 6,008 leaders and 118,031 other leaders who underwent 360-degree assessments.
??Recommendation of researchers:
The key to successful improvement efforts is a combination of grit (hard work, determination, and passion) and coachability (checking in with others on the impact of your efforts to improve)
?? As organizations seek to nurture their future leaders, recognizing the importance of these characteristics will undoubtedly foster a more effective and resilient leadership culture.
???? What were the expert opinions:
Very insightful. It's good to see that it's not just grit that matters. I think there's been too much focus on this in recent years. In practice though we're seeing something else. It is leaders who are coachable, self-aware and open to feedback that are showing up as more effective. Thanks for sharing research that proves that, according to Marija Kose
Thanks for sharing this research. Joe Folkman and Jack Zenger have done. They continue to do some of the most insightful research on how to be an "extraordinary" leader. Having grit and being coachable is a wonderful combination that leads to effectiveness. Grit implies resilience, persistence, and patience an coachability implies humble, teachable, and adaptable. Sad it is only 16% of sample, but knowing the result, this may improve, according to Dave Ulrich
There’s a fine line between grit and obstinacy. Grit is a combination of passion and hard work, while obstinacy refers to passion combined with irrational perseverance. Coaching can certainly change a leader from being stubborn to becoming gritty. A good coach can help leaders become more self-aware, allowing them to recognize when their persistence might be veering into obstinacy, according to Shiroz Hamid (CAHRI)
Being open to change and coaching as a leader with the grit to see it through is what makes a standout business, according to Michael Alexis
And you know what. If we look at what appear to be very different or even contradictory or oppositional traits, then yes it can look like they’re difficult to balance or combine. BUT, that is only if we compare them laterally. If INSTEAD, we view them as one left branch and one right branch of a tree, and then track DOWN to where they join at the trunk, and how that aligns and connects all the way down into the roots, we might find they share a common root: The ability we all have access to - to consciously separate our ego from our heart - at will. IME it’s THAT ability that’s probably the single most important root-driver of all sorts of otherwise juxtaposed characteristics. That when combined instead of negated - can become a rare ‘superpower’, according to Paul Cristofani
Thanks for sharing this article and research, and it's a fascinating combination to consider. It's important to point out that there can be a point when grit as a trait, especially in a leader who is not self-aware, can become detrimental. As a responded to in a comment in this string, when it reaches the point of diminishing returns, the right choice may be to step back, to NOT keep driving. This takes an exceptionally self-aware leader, one who recognizes how tightly their identify might be tied to goal fulfillment. And, of course, this is where the support of a strong coach, and a framework from which to discuss these concepts (I use and love the Leadership Circle Profile and EQi-2.0) can be invaluable. Coincidental timing, as early this week I wrote a post about recognizing when it no longer makes sense to keep driving towards a goal, according to Cynthia Farrell
Certainly, both grit and coaching fundamentally involve resilience, perseverance, and a focus on long-term goals. A person with grit displays passion and commitment, and coaching supports these qualities by guiding, motivating, and helping individuals consistently strive towards their chosen goals, according to Praveen Kalsekar
If you've enjoyed this piece, don't hesitate to press like, comment on what you think, and share these articles with your network.
??Finally, in EXACTLY one month, I'll be at #Unleashworld this year in Paris!
My people analytics topic will be what data and metrics can employers use to measure and attract employees to the office? What are the core considerations for the workplace of the future and does “Where” people work become more important than “Why”? I hope to meet many of you!
?? Follow me on?LinkedIn , and click the ?? at the top of my profile page to stay on top of the latest on new best?HR, People Analytics, Human Capital and Future of Work research, become more effective in your HR function and support your business, and join the conversation on my posts.
?? We are 10,000 subscriptions! Thank you so much for your support! ??if you haven't already, subscribe to receive my?Weekly People Research
Everyday, I share a new research article about?People Analytics, Human Capital, HR analytics, Human Resources, Talent,….
Let's spread the HR knowledge together and understand the Future of Work!
That's it for last week's recap - Happy Sunday and wishing you health and success?!???
Thank you,
Nicolas BEHBAHANI
Vivo Team is the ONLY digital L&D company that uses unique, internationally award-winning processes and analytics to build your company into one that is winning in the marketplace with people & profits.
1 年The financial and human impacts https://www.dhirubhai.net/posts/drjimsellnerphddipc_people-as-human-and-assets-not-necessarily-activity-7109677265185107968-VMTN?utm_source=share&utm_medium=member_desktop jim
CEO at teambuilding.com ? Let's make work happier!
1 年Thank you for sharing! A great list that leaders should read to build a great culture.
Human Resources Director | Talent | People and Culture I Coaching | Recruitment I Diversity Inclusion & Sustainability l International HRBP l Leadership Development| Employer Branding
1 年??#HR network don’t miss another interesting newsletter. Thanks Nicolas BEHBAHANI to mention the #HRPeopleCentric leadership https://www.dhirubhai.net/feed/update/urn:li:activity:7104849128865624064?utm_source=share&utm_medium=member_ios and my input on dealing with #egos.
Lead consultant in HR Strategy & Value Management. Enhancing Value through Human Performance. Delivery of Equality, Diversity & Inclusion Training. Lecturer and International Speaker on HRM and Value Management.
1 年Thank you for continuing to provide such interesting posts Nicolas
We work with clients in the industrial manufacturing, food & pharmaceutical spaces to help identify opportunities for operational improvements and facilitate solutions leading to stable profit making. Let's talk!
1 年Great insight, and research. Thank you for posting and sharing!