Latest HR Trends: Uncivil workplace, Flattened organization, Imposter Syndrome, Office Vacancy, Employee listening, Training and development

?? Hello Everyone and Happy Sunday !

?? Welcome back to the 57th edition of Weekly People Research! ??

??This week has been full of HR insights! I am profoundly thankful for the steadfast support and dedication we have demonstrated. A heartfelt thank you!

?? The book of the week: The Reluctant Disciple: A Parable about Reconciling Faith and Business by Robin Pou

My personal view: Immersed in the pages of this book written by Robin Pou - I've gained numerous insights on leadership studies- one embarks on a moving journey of not only the protagonist’s business evolution and personal discovery of a higher purpose in life, but also an enlightening spiritual exploration from a business perspective.

We engaged in a discussion on the following exciting HR topics:

As usual, I also wanted to thank everyone who reads me and shares these ideas!

?? In the latest edition, you will discover more about ??:

??What are the potential economic and social implications if nearly a quarter of office spaces are expected to be vacant by 2026 due to the Work-from-Home trend? 穆迪分析 researchers observed a notable trend towards remote work across different sectors.

??How does the acknowledgement of suffering from Imposter Syndrome by a majority of CEOs and top corporate executives impact their leadership style and decision-making process? 光辉国际 researchers identified that women are more likely to experience imposter feelings than men.

??Why are leading organizations enhancing their focus on both listening and taking action, and how does this strategy contribute to achieving significant business outcomes? Perceptyx researchers discovered that only about a quarter of employees have a direct team meeting to create action plans, and only 1 in 10 meet with their manager 1:1 to make changes.

??Why are many high growth organizations embracing flatter structures, and how is this approach increasingly proving its worth in leadership development? The Josh Bersin Company noticed that many organizations are adopting flatter structures, cutting down on mid-level management, and embracing cross-functional operations.

??Why do uncivil workplaces result in job dissatisfaction and high turnover rates, and why is promoting civility becoming a critical business imperative? SHRM researchers noticed that Civility removes obstacles to genuine self-expression and fosters the well-being of employees

??Why do organizations tend to prefer investing in their existing workforce’s development to address pressing HR challenges rather than hiring new employees, and what are the benefits and challenges of this approach? D2L and Morning Consult researchers found that a vast majority of learning leaders concur that effective training and development programs are key contributors to increased employee retention.

Dave Ulrich believes these insights continue to evolve as we all learn more and he brilliantly classify these ideas into the following four domains of Human Capability Taxonomy:

*Talent: Investing in existing workforce,

*Leadership: listening and taking actions

*Organization: Flatter organization, Uncivil workplaces, Office vacancy

*HR function: Imposter Syndrome, HR challenges

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

By 2026, nearly a quarter of office spaces are expected to be vacant as a result of the Work-from-home (WFH) trend !

?? Findings of researchers:

Approximately 35% of employed individuals in the United States spend part of their average workday performing tasks from home.

?? The impact of work-from-home on office demand is expected to average 14% over a 63-month period, culminating in peak vacancy rates of approximately 24% across the US by early 2026.

??The average office space allocated per worker has generally been decreasing for decades. In 2000, employees typically had over 190 square feet of space each, but by the end of 2023, this had reduced to approximately 155 square feet per worker.

?? While decline in demand for office space isn't a new trend, yet measuring the precise impact of this shift can be difficult, according to a new interesting research published by à 穆迪分析 using data ?? from employment data by industry from the BLS and more than 40 years of historic office performance data.

??My personal View:

This remarkable study sheds light on the enduring impacts of work-from-home and hybrid models on the real estate sector. With over a quarter of office spaces remaining vacant, there is a substantial financial burden for businesses. This situation necessitates that company leaders and Chief Human Resource Officers (CHROs) re-evaluate their office space planning, taking into account the volume of future hiring and the anticipated growth of their business.

Researchers have pointed out that studies on the impact of working from home (WFH) on productivity have yielded varied results. However, for numerous industries, there seems to be no significant effect on productivity. As a result, WFH arrangements are expected to remain more prevalent than they were prior to the pandemic.

???? What were the HR expert opinions:

Dave Ulrich Thanks for sharing this interesting research. WFH is not new (see Nick Bloom) but the scale has increased. I think most companies have put in place policies about how much to do virtual vs. in person work. These policies are personalized by job, tasks, and organization. I think what is less known is the long term impact. Employees like WFH and may be productive, but the long term impact on skill transfer, retention/mobility, cultural fit, mentoring, teamwork, etc. are not clear. There is something to be said for being in the office and experiencing the culture, teamwork, mentorship, and development. More research will likely be done (less on policies) and more on longer term implications. Office space will follow.

Marc Lawn I wonder if we will see a ‘rush’ to repurpose to residential, or will we see a ‘readjustment’ on the hybrid working as we learn more?

Marulam Sitohang Interesting! Working from home is making companies need less office space. This means businesses have to think carefully about how much office space they really need.

Reema Purohit The shift towards remote work is undoubtedly reshaping the dynamics of office spaces.

Sarah McGowan Thanks for sharing! I think that many large companies underestimate the fact that their operations and employees are already distributed across warehouses & manufacturing sites, retail outlets, regional support centers etc. So this shift, while expedited by covid, is not surprising. To me the most important thing to remember is that culture is not shaped by offices, it is shaped by leaders.

A majority of CEOs and top corporate executives acknowledge suffering from Imposter Syndrome!

?? Findings of researchers:

Understanding your people is key to comprehending the driving forces behind your business.

?? Imposter Syndrome is a widespread phenomenon, with a significant portion of individuals experiencing feelings of being overwhelmed and doubting their capabilities.

?? Women are more likely to experience imposter feelings than men, with 45% of women compared to 38% of men reporting such feelings.

?? There is a significant geographic divide as well, with a higher number of individuals from India and the US grappling with imposter syndrome compared to their counterparts in the UK, Brazil, and Australia, according to a new interesting research published by 光辉国际 using data ?? from 10,000 professionals at all levels,?from entry-level to CEO, in six markets: USA, UK, Brazil, Middle East, Australia, and India.

??My personal View:

The escalation of imposter syndrome at the upper echelons of corporate hierarchy is a notable discovery in Korn Ferry's recent research. Addressing this issue necessitates the implementation of leadership coaching and executive training, which should then cascade to every level within the organization, as the study has shown that it impacts more than half of all job tiers. Leaders must remember that comprehending their workforce is key to understanding the driving forces behind their business.

???? What were the HR expert opinions:

Dave Ulrich Again, fascinating research. The term "imposter syndrome" shines a negative light on individuals who claim knowledge they don't have. It is tricky because to gain new knowledge requires exploring and testing ideas outside of one's comfort zone which some might see as imposter zone. I have often explored ideas outside my historical learning so that I can learn more. I hope I don't claim expertise where it is not (yet) warranted, but I hope that I (and others) are comfortable stretching our learning by exploring new ideas.

Jos van Snippenberg Interesting research from Korn Ferry confirms the vulnerability of many CEOs. That more than 70% of American CEOs experience feelings of anxiety and an internal lack of acknowledgment of success, despite evident high performance by external, objective standards, is worrying. This especially puts unnecessary pressure on the well-being of executives. The lack of belief in their own abilities and self-worth seems to be an important explanatory factor. In practice, I find that attention to the development of "the self," along with the development of modern leadership skills, pays off.

George Kemish LLM MCMI MIC MIoL I think that many people at all levels of management can go suffer from imposter syndrome. I sometimes wonder about my own ability, despite many years of experience and some extremely good training. Perhaps it is partly associated with the speed of change in recent years which might result in a lack of confidence in getting to grips with new technology, procedures and processes.

Dr.-Ing. Meike Wiarda Thanks, Nicolas and from a lot of deep talks: The feeling of being a fraud in a social (privileged) environment is much more complex than most people assume. Naturally also for a woman in a business situation in which otherwise only men play. But that's just 1 example. It's about the feeling "I don't really belong here (yet)", "the task I've taken on is probably (still) too big". It is the honest side of business self-marketing: "Sure, I'm the superman here, I can do everything easily. "Imposter feelings can therefore also be seen as a healthy mindfulness signal / a side effect of growth processes. It is about a healthy balance. People who constantly overestimate themselves completely forgo contact with this feeling. There is then no disturbing self-doubt, they are convincing, loud, rousing and our career system likes to flush them into positions of power.

Leading organizations are enhancing their focus on both listening and taking action to achieve significant business outcomes !

?? Findings of researchers:

?? The number one barrier to the success of their listening program, identified by HR leaders for the 3rd year in a row, is creating effective follow-up actions.

??The amount of listening organizations are doing continues to increase.

?? About 90% of the organizations studied are doing a listening event for at least some of their population at least once a quarter, and 70% are listening at least once a month.

?? Only about a quarter of employees have a direct team meeting to create action plans, and only 1 in 10 meet with their manager 1:1 to make changes, according to a new interesting research published by Perceptyx using data ?? from interviews with over 750 senior human resources leaders at global organizations employing 1,000 or more individuals.

?? Recommendation of researchers:

?? Researchers have provided the following recommendations for organizations that wish to effect real change based on their employee listening programs:

??Act at all levels

??Manager Training programs

??Simplify data reporting

??My personal View:

The findings of this insightful research highlight the significance of employee feedback, transforming it from a nice-to have to a business necessity. It underscores the growing importance of collecting employee insights and suggestions for enhancement. Leaders of leading companies recognize this shift and have accordingly broadened the range and regularity of employee engagement initiatives, focusing these efforts on the critical business and talent challenges their organizations currently face.

???? What were the HR expert opinions:

John Borland Thank you for the thoughtful share, and for starting this great conversation. The feedback we've received from our customers and the market re: this research continues to reinforce the importance of multi-channel listening, but even more importantly, taking action on that feedback and communicating the intent and results of those actions back to employees. Senior leaders and managers alone cannot drive the organizational change needed. We need to activate ALL employees to create a thriving, high-performing employee experience.

Emily Killham Thanks so much for highlighting our research! Acting on employee feedback is so hard to do well and supporting our managers and teams in this effort is one of today's biggest challenges!

Dave Ulrich Wonderful research. On the one hand, I really like the focus on navigating the paradox of listening AND acting. We have found that navigating the paradoxes of soft skills is a critical success factor for individual leaders and organizations. On the other hand, I really like the research on the impact of "listening" which includes engagement, participation, and otherwise inviting employees to contribute to business goals and success. Paying attention to employees by hearing them is a sign of not only respect, but a pathway to effectiveness. Thanks for sourcing and sharing.

Clare Langley Interesting research and again on something that many of us will intuitively expect but great to see some concrete data. I think one of the challenges with the traditional survey, report, action plan, repeat cycle is what both sides expect as an outcome of the listening exercise. I see employees using this as an opportunity to air their current grievances, and organizations wanting to increase employee engagement - these do not necessarily match! Some providers have changed their approach to focus on individual and line manager actions and micro-actions but this can just have the effect of shifting the ownership to under-resourced and trained managers rather than changing the playing field. I like the idea that more frequent surveys might make this more 2-way and agile so there is a better loop. Combining this with clearly defining expectations on both sides may overcome some of the challenges organizations face with not knowing how to address the issues raised.

Lourdes Gonzalez Great insights as always. It’s interesting to see that “only about a quarter of employees have a direct team meeting to create action plans, and only 1 in 10 meet with their manager 1:1 to make changes”. It is critical for more organizations to establish a cadence of meetings to ask clarifying questions, for employees to participate in action planning to identify goals, and, even more important, for leaders/managers to provide regular follow up on identified actions and progress

Alize Hofmeester???? It’s great to see the increase of organizations shifting from annual surveys to more frequent and dynamic methods of gathering feedback, listening to people and reflecting a broader trend towards continuous engagement and real-time insights into employee sentiment. However the power of this effort is in writing down the actions, and track progress on the improvements they want to achieve.

Simona Panaite, EMBA, PMP It is extremely important, if you want to have a sustainable business and organization… The program has to start at the top, by actions and personal example: CEO, VP, Region Manager, General Manager, etc… and it has to be done in an environment where people can listen and speak up without fear.. also, following actions need to be implemented.. otherwise everyone will go to mute!

Liz Rider An employee listening strategy is so important! Yet, acting upon the results is crucial. I’ve witness many leaders sitting with their teams and creating action plans but this is not enough. The plans need to become a reality or employees lose trust.

Samoual Hassan It’s interesting to see that creating effective follow-up actions remains a persistent challenge for HR leaders in the context of listening programs. As the amount of organizational listening increases, it becomes crucial to bridge the gap between insights and actionable steps.

Many high growth organizations are embracing Flatter structures, an approach that is increasingly proving its worth in Leadership development!

?? Findings of researchers:

?? Among all HR investments, leadership development yields the highest value.

?? Over the past few years, companies have increasingly chosen to eliminate traditional functional hierarchies.

?? Many Organizations are adopting flatter structures, cutting down on mid-level management, and embracing cross-functional operations.

?? The landscape of leadership has undergone a transformation. It's no longer just about nurturing general managers; leadership has become a ubiquitous presence across various levels and sectors.

?? Effective leadership development is crucial as it can significantly influence the success of an organization, according to a new interesting research published by

The Josh Bersin Company using data from interviews of 85000 global HR professionals.

?? Recommendation of researchers:

Organizations are shifting towards a flatter structure, which necessitates a distinct set of leadership skills compared to those required in a highly hierarchical and pyramidal organization.

?? Researchers at Josh Bersin have found that flatter organizational structures compel companies to develop leadership skills across all levels.

??My personal View:

The insightful research conducted by Josh Bersin reveals that organizations are grappling with disruptions caused by hybrid work and labor shortages, necessitating an organizational redesign.

The transition from a flattering organization gives interesting prospects for development and it appears that organizations prioritizing leadership development are the ones most positively impacting their capabilities.

???? What were the HR expert opinions:

Dave Ulrich It is delightful to see the evolution in how to think about and govern organizations. The assumptions behind and logic for a value adding organization continue to evolve. Thanks for continuing to explore these ideas.

Ahlam Bakkal This is a very important topic that not many leaders pay attention to. The shape of organization has a major impact on its performance, talent retention and on its P&L. My biggest learning from such initiatives to flatten the organizational structure (also called structure delayering) is this. It's a painful change for the stakeholders and impacted audience but it brings valuable benefits in the mid term and long term. More flexibility in moving talent across roles, lateral moves are a signal for a promotion too, there's a larger span of control in many roles (more cost-optimal structure), to name just a few. These benefits serve both employees and the company.

Mark Jeffries A number of years ago I was involved in organization transformation that one of the objectives was to flatten the hierarchy. One of the challenges that we need to address was delegation of decision making deeper unit the organization. As you can imagine at first the hierarchy didn’t want to release the control of decisions lower unit the organization. This caused all the decisions to rise to the top. For example, in one case the head of manufacturing was making the decision as to what color the floor tiles were to be in the cafeteria. As you can imagine this behavior overwhelmed the Sr. Leaders and slowed everything down. To help with this issue we put together development opportunities for the leaders to help with delegation and decision making capabilities. However, the STRONG feedback we received was the following: The organization was risk averse and bad decision are punished. Therefore to avoid this all decision were push up the hierarchy. If you receive a call from a senior leader, you were expected to know, in detail, what was talking place. Saying, let me call the person that is managing that and get back to you was an unacceptable response. This limited delegation.

Marija Kose Investing in leadership development has an out proportionate impact on business performance. There's very clear evidence and data. Now, in flatter orgs, leadership development would focus on modern leadership skills, like influencing, leading with empathy and purpose, empowering and developing others, etc. Leading by example and leveraging soft skills rather than by title and hierarchy. This is the only way.

George Kemish LLM MCMI MIC MIoL Not all organizations are in a position to adopt a flattened structure (especially where there are safety considerations). However, where this can be done, I am aware of the advantages - especially when it comes to communication and collaboration. That said, when undertaking a change of structure, there is a need to ensure that the Value Chain, working back from the Customer, does not become distorted.

Munyaradzi Chikwanha Very informative, organizations can move to a flatter model by focusing on leadership development that emphasizes cross-functional collaboration and empowerment at all levels. This involves training leaders to operate without traditional hierarchical structures, encouraging open communication, and fostering a culture of trust and accountability. For example, developing a leadership model that supports cross-functional teams could enhance employee engagement and innovation.

Uncivil workplaces result in job dissatisfaction and high turnover rates, making civility a critical business imperative!

?? Findings of researchers:

?? Dialogue, civility, inclusivity, and a sense of belonging are vitally important in the workplace.

?? Civility is more than making others feel comfortable; it's about creating a dynamic, diverse, and productive workplace where everyone can thrive.

?? US workers collectively experience 171 million acts of incivility per day in the workplace

?? Civility removes obstacles to genuine self-expression and fosters the well-being of employees.

Over half of U.S. workers believe our society is uncivil, according to a new interesting research published by SHRM using data from 1,611 U.S. workers to comprehend the extent to which incivility impacts organizations.

?? Recommendation of researchers:

Joyce E. A. Russell, PhD a Professor of Management at VSB Villanova School of Business , has recently provided strategies and tips for addressing incivility in the workplace:

?? Establish a code of conduct: EMake civility one of the core values of the firm. Have all employees sign off on the civility code of conduct.

?? Educate employees on examples of incivility and what the costs are of uncivil behavior in the workplace.

?? Use the hiring process to select individuals who will model civil behaviors.

?? Ensure that the top leaders support and model civility.

?? Enforce a zero-tolerance policy of incivility at work. Make collegiality or civility something the firm measures and provides feedback on.

?? Reward and recognize employees who model civility.

?? Provide training on conflict and effectively coping with conflict.

?? Employees have to take a stand against incivility and speak up.

?? Provide training for how individuals should give feedback to others.

??My personal View:

This compelling research underscores the critical need for civility in the workplace, as U.S. workers encounter millions of uncivil acts daily. The influence of civility extends beyond the workplace, permeating society at large. Let's disagree, let's debate, let's ensure our voices are heard, but let's remain civil!

???? What were the HR expert opinions:

Dave Ulrich The SHRM research is outstanding on a very important topic. Civility is one of the major social challenges of our day; While institutional solutions should be encouraged and can become a dysfunctional pattern in the workplace, ultimately civility is how individuals respect and treat each other. Thanks for sharing. This is a topic worth pursuing even more vigorously.

Nimrata Randhawa Kapoor This research hits home!! In the performance race, when leaders exhibit incivility, the ripple effects are huge. Can't agree more on the solutions suggested especially on hiring, code of conduct, leader modelling behaviors and zero tolerance for uncivil behavior.

Namita Gopinathan,MBA Great insights from SHRM on the impact of civility in the workplace! Creating a civil and inclusive environment is essential, but we must look beyond reactionary measures and consider the deeper, systemic factors contributing to incivility. High-stress environments and unrealistic performance expectations, for example, can exacerbate uncivil behavior. Addressing these root causes requires not only implementing recommended strategies but also fostering a broader culture of empathy and psychological safety. Furthermore, the rise of remote and hybrid work models presents new challenges and opportunities for maintaining civility. Organizations must adapt their approaches to ensure civility transcends physical boundaries and thrives in virtual interactions.

Hector Wong Leaders need to set the tone for what is acceptable and expected within the organization. Walk the talk and demonstrate the desired behaviors.

Organizations tend to prefer investing in their existing workforce's development to address pressing HR challenges rather than hiring new employees!

?? Findings of researchers:

?? Recruitment and Retention rank as the foremost human resources concerns for the majority of organizations

?? A vast majority of learning leaders concur that effective training and development programs are key contributors to increased employee retention.

Employers recognize the value in investing in the development of their current workforce, with 55% saying they would invest more in developing current employees compared with only 12% who say they would invest more in new hires to address their top human resources concerns.

?? This approach not only improves the skills and capabilities of employees but also ensures that workforce investments are aligned with the enterprise's value creation.

?? In the current competitive job market, opportunities for career advancement have become increasingly crucial for retaining employees and ensuring their satisfaction.

?? 75% of Learning and Development leaders report a strong sense of urgency in preparing their organizations for the impact of AI and automation on their work, according to a new interesting research published by D2L in collaboration with Morning Consult using data ?? from two surveys in U, one of full-time employed adults (n=857) and another of L&D leaders with the title of director or above (n=313).

?? Recommendation of researchers:

?? Finally, researchers have provided the following recommendations for L&D leaders to support efforts in building a more engaged, productive, and innovative workforce:

?? Recognize that your talent strategy is your business strategy

?? Prioritize strategic learning opportunities

?? Leverage metrics to track return on investment (ROI)

?? Integrate technology to enhance learning delivery and management

??My personal View:

This latest research underscores the critical importance of strategic Learning and development in the contemporary competitive environment. The emerging trend of upskilling the existing workforce in AI, as opposed to hiring new talent, is particularly noteworthy. Consequently, it is essential for strategic talent to monitor the relevant metrics to bolster the business.

???? What were the HR expert opinions:

Dave Ulrich Again, fascinating research. Upgrading the existing workforce with competencies (knowledge, skills, attitude) is more valuable that sourcing outside because existing employees generally know how to get things done in the current culture. Their upskilling helps them get the right things done. We found that sourcing outside the current organization works best when the present culture needs to be changed and a new hire is more likely to do so and/or when the new hire (often a leader) is 30 to 40% "better" than the current employee being considered for a position. In this case, current employees are delighted to work for the new more qualified hire. Again, great research on the value of L&D to upgrade existing staff so that they have the right skills to go along with the right culture.

George Kemish LLM MCMI MIC MIoL If you want to increase engagement and productivity then you need to ensure that the workforce is developed so as to provide the capability required to provide the innovation and creativity required to improve growth (for the employee and the organization) and value (to all stakeholders). By moving from measuring productivity to managing human performance it is also possible to set the rate of productivity and to ensure that targets are being met - rather than blandly measure something that, on its own, adds little, if any, value.

Alessandro Antonini Personally, I agree with those companies that adopt policies to promote 'internal growth', however, we need to reflect on how much we want to strengthen the existing culture or trigger innovation by bringing in new personalities from outside, perhaps with eclectic or non-standard skillsets for the context

Shiva Venkateswaran I believe that one of the primary workplace behaviors that is essential in today's world is the commitment to continuous learning and development, both by the organization as well as the employees. While the onus is on the organization to build a culture of continuous learning and make it possible for employees to access learning opportunities, there is also a responsibility on the part of the employee to prioritize learning and development by putting in the effort and time to do so. Thus, continuous learning and development becomes a shared responsibility.

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