Latest HR Trends: The Great Stay, Job changes, Boomerang managers, Leadership Development, Leaders Confident, Talent Development
Nicolas BEHBAHANI
Global People Analytics & HR Data Leader - People & Culture | Strategical People Analytics Design
👋 Hello Everyone and Happy Sunday !
💥 Welcome back to the 80th 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 📊:
✔️How does ‘The Great Stay’ trend, marked by declining turnover rates, signal workforce stability? ZipRecruiter researchers found that most businesses credit the reduction in their workforce turnover to internal improvements rather than external factors.
✔️Why have job changes surged among employees over the past five years, despite fewer promotions? Kickresume researchers revealed that 65% of people have changed jobs in the last 5 years, whether moving internally or switching employers.
✔️How do high salaries for boomerang managers affect employee engagement? SideHustles.com researchers uncovered that 1 in 6 boomerang managers regret returning, and nearly 70% are considering leaving again.
✔️Why is a well-crafted business case essential for effective leadership development? The RBL Group researchers disclosed that Less than 20% of companies report that their leaders engage in thorough discussions about how Human Capability topics can create more value for all stakeholders.
✔️How does leadership development become a top priority for HR leaders, and why do barriers erode their confidence? Gartner researchers observed that only 36% of HR leaders believe their current leadership development programs are effectively preparing leaders.
✔️How can talent development unlock success and help achieve goals in 2025? Skillsoft researchers identified that fewer than half of employees report that their organizations have communicated strategic goals and priorities for 2025.
🔥 Now, let's do a recap of the week on published research:
💡 Findings of researchers:
Most businesses credit the reduction in their workforce turnover to internal improvements rather than external factors.
📉 Declines in average reported turnover rates between the 2023 and 2024 surveys varied significantly across industries.
Business Support & Logistics industry experienced the largest drop in turnover, with a 73% decrease.
❗️ Major layoffs have significantly declined from their peak in 2020, dropping to just 5% in 2024 thanks to greater predictability and stability, according to a new interesting research published by ZipRecruiter using data 📊 from 2,000 hiring managers and talent acquisition professionals surveyed between September 24 and October 16, 2024.
☝️ Recommendation of researchers:
Researchers observed that nearly half of the companies experiencing reduced attrition attributed their success to:
➡️ Enhanced job security and stability
➡️ Improved work-life balance policies
Other benefits are cited by organizations are:
➡️ Improvements in employee benefits and compensation packages,
➡️ Increased opportunities for career development,
➡️ Efforts to boost employee engagement and satisfaction
👉My personal View:
This interesting research uncovered significant patterns in attrition rates and hiring data in the US with this new 'Great Stay' trend. The findings clearly indicate that firms are embracing the lessons of the Great Resignation by investing in better compensation, work-life balance, and career development to retain talent. While turnover fluctuations can be influenced by various internal and external factors, the overall trend in this study is global and presents an optimistic outlook for the upcoming year, with a strong focus on people.
🙏🏼 What were the best HR expert opinions:
Dave Ulrich Again, you have sourced and shared research that is informative. I like the question "why do people stay" instead of "why do people leave?" I also like the results that people stay because of organization practices that create a better personalized employee experience (work/life balance, benefits, compensation, career opportunities, etc.) than external factors. I thought that the external market factors might have more impact, so this is informative.It would also be interesting to separate voluntary turnover (personal choice for mobility) from downsizing or layoffs. The dramatic reduction in lay offs (to 5% from 40%) suggests market stability, so employees who leave do so more for personal choice.I agree with your view that these results indicate a positive outlook for how organizations today are managing their people. Thanks again for sharing.
Ahmad Al Mahri Thank you for again sharing these insightful research findings. As Richard Branson aptly stated, "Train people well enough so they can leave. Treat them well enough so they don’t want to." Rather than relying on small perks here and there, it is essential to focus on the entire employee experience journey to foster long-term engagement and loyalty.
Namita Gopinathan,MBA Very informative research! Stability and retention are emerging as the new benchmarks for success in today’s labor market. This study highlights a shift from pandemic-era turbulence to a more predictable, retention-focused landscape. By emphasizing job stability, work-life balance, and competitive benefits, organizations can reduce turnover and position themselves as employers of choice in a tightening labor market.
Rashmi T. It’s encouraging to see “The Great Stay” emerge after trends like the Great Resignation and Revenge Resignation. This underscores the importance of doubling down on organizational strengths—culture, growth opportunities, and leadership—as the key drivers behind employee retention.
💡 Findings of researchers:
📈 65% of people have changed jobs in the last 5 years, whether moving internally or switching employers.
🔥 58% of people have switched employers in the last 5 years. This group switched employers an average of 2.7 times in the last 5 years.
☝️ On average, people stay with their current employer for 4.53 years and change jobs, whether through promotion or by leaving, approximately every 2 years and 10 months.
Changing jobs can be a fantastic way to advance your career, and shouldn’t necessarily be seen as a last resort, according to a new interesting research published by Kickresume using data 📊 from a randomly selected 1,250 US LinkedIn profiles from various towns and cities across different US regions.
☝️ Recommendation of researchers:
📍 Researchers have finally shared three essential tips for employees seeking new job opportunities:
✔️ Make sure you have a fantastic resume
✔️ Narrow down your applications
✔️ Upskill
👉My personal View:
This intriguing study on US employees uncovered notable patterns in career trends within companies. The findings suggest that if a promotion isn’t forthcoming, seeking opportunities elsewhere might be more advantageous. Changing jobs can be an excellent way to advance one’s career and shouldn’t be viewed as a last resort. However, employees should consider various factors such as the flexibility offered by new companies, compensation, and other benefits.
🙏🏼 What were the best HR expert opinions:
Dave Ulrich Again interesting data. The high mobility numbers surprise me and i wonder if this is based on the sample (linkedin sample may indicate people more interested in career movement)? Regardless, this research raises the issue of why and when employees move based on career expectations and experiences. Not a surprise that those promoted are more likely to stay because they are rewarded for their tenure.Coaching an employee about when to stay or go becomes an interesting question that this research helps with. Thanks again and again (every day) for helping me learn and think.
Gregorio Cerezo Benito In my opinion, should not be underestimated external elements such as the economic cycle, special circumstances (e.g. pandemic and post-pandemic) or the information that employees receive about economic and political news. These external circumstances can influence in employees decisions about job changes.
Dr. Bhanukumar Parmar Absolutely fascinating insights on the shifting landscape of career mobility! With 65% of employees changing jobs in the last five years, it's clear that the winds of change are blowing strong. Gone are the days of hierarchical structures & endless promotions - "Horizontal is the new Vertical" Companies should adopt a "Buy (adding new knowledge, youth) vs. Build (Culture fit)" policy & philosophy (& don't forget to Borrow sometimes). By fostering a culture of internal promotion & balancing this approach, companies can retain top talent while still bringing in fresh perspectives.
George Kemish LLM MCMI MIC MIoL Interesting and insightful data. However, we also have to look at this realistically. Firstly, promotion can only be granted if there are vacancies at the next level up - otherwise employment costs will rise with little tangible value. Secondly, it is not just promotion that has an impact on the movement of employees. Lack of development can have a similar effect - this may come about due to poor communication and collaboration (limiting implicit learning), it may come about due to the poor management of human performance, it may even come about because the employer has provided development but the employee feels that a 'ceiling' has been reached and so looks to move in order to enhance their development elsewhere. Perhaps there is room for greater research into why people move on. Due to a hike in employer taxation and costs associated with the Employment Rights Bill, I am expecting to see a reduction in staffing in the UK (redundancies) and this is likely to reduce opportunities for promotion. My advice to employees in this situation would be to think twice before deciding to move employer - job opportunities may not be as available as they have been due to a lack of growth across industries.
Kickresume Keeping employees happy and motivated is far more cost-effective than constantly searching for new talent. Yet, across all US regions, employees are more likely to switch jobs than receive a promotion.
Arturo Aranda Marín This research reflects the strategic value of fostering a culture of internal promotions, which not only retains talent, but also boosts motivation and strengthens commitment and loyalty to the organization. In addition, companies should bet on transparent career plans, mentoring, and upskilling programs, aligned with corporate objectives and the professional development of the employee.
💡 Findings of researchers:
💡 Nearly 1 in 4 boomerang managers rejoined their former employer within three months.
💸 38% of boomerang managers left for higher pay, and 45% returned for the same reason.
☝️ While this practice is financially rewarding for most boomerang managers—with 80% earning higher salaries upon returning—its impact on team engagement is complex.
❌ 1 in 6 boomerang managers regret returning, and nearly 70% are considering leaving again.
❗️ Only 51% of managers achieved the goals they had set when they initially left their employers, according to a new interesting research published by SideHustles.com using data 📊 from a survey of 259 managers and 701 employees conducted in November 2024.
☝️ Recommendation of researchers:
Higher compensation is the primary reason boomerang managers leave their companies, yet it also draws them back.
Researchers observed that 80% of boomerang managers enjoy higher salaries after rejoining their previous employers, with an average increase of 15%. Notably, nearly 20% of these managers received salary boosts exceeding 20% upon their return.
👉My personal View:
This fascinating research has uncovered valuable insights into boomerang managers and their impact on team engagement. Researchers have highlighted significant findings discussed in this post, particularly the notable rise in boomerang employees since the pandemic. These insights are crucial for leaders considering rehiring former managers and leaders. It’s essential to weigh the potential benefits and challenges carefully before making such decisions. Thinking twice could make all the difference! 😊
🙏🏼 What were the best HR expert opinions:
Dave Ulrich Thanks for sharing. We have also found that rehirinig former employees is overall a good idea, but creating a career track for promotions that requires leaving the company and company back at much higher salary or rank does not make sense.
Jos van Snippenberg Valuable insights about the impact of "boomerang managers."I never heard to that extrinsically motivated managers outperform those who are intrinsically motivated, so the effect of return isn't a surprise. This finding, backed by scientific evidence, challenges the short term thinking. However, factors like passion, self-efficacy, motivation to grow, and finding meaning in one’s work are still key predictors of job satisfaction and effectiveness.The critical question for any organization is: Why should we rehire a manager? In practice, I often see organizations opting to re-engage former employees because it’s quicker and more convenient than starting a new hiring process. The urgency to fill a vacant position often overshadows any deeper consideration of the manager's motivations. These external motivations, like financial rewards, are usually met without much scrutiny.A better approach would be to explore the manager's intrinsic motivation for returning and align it with the organization’s DNA and long-term goals. This prevent that employees feel overlooked and unappreciated.
Michelle Lee 🌱 This research highlights a critical tension in modern talent management - the trade-off between quick staffing solutions and long-term organizational health. The statistic that 70% of boomerang managers are considering leaving again is particularly telling, suggesting that higher compensation alone doesn't address underlying engagement issues. Perhaps there should be specific reintegration frameworks that address both the returning manager's growth during their time away and the evolution of the team they're rejoining.
Syed Gaous This research strikes a chord with me as an HR professional. At one of my known organizations, they had a strict policy regarding the rejoining of “boomerang employees.” If someone chose to return within a year, they were not granted a salary hike or a promotion. This approach was designed to uphold the morale of current employees and reinforce the organization’s cultural values.
Andrew Lang Boomerang managers may bring familiarity, but their return often creates tension and uncertainty for teams. Organizations must weigh short-term gains against long-term impacts on employee trust and engagement.
💡 Findings of researchers:
📉 Less than 20% of companies report that their leaders engage in thorough discussions about how Human Capability topics can create more value for all stakeholders.
💡 Building a business case for leadership development should focus on the “why.”
➡️ Understanding the “why”—or identifying the value that leadership investments aim to achieve—is just as crucial as focusing on the “how.”
❓ Having leaders answer two “why” questions before any leadership development program ensures that the commitment to improving leadership is grounded in a clear business rationale., according to a new interesting research published by The RBL Group using data 📊 from their internal clients.
☝️ Recommendation of researchers:
Researchers recommend that organizations investing in leadership development should adopt a six-step process known as the “leadership brand” to guide all leadership transformation efforts.
✔️Build a business case for leadership
✔️Agree on what leaders must do
✔️ Assess leaders and leadership
✔️ Invest in leaders and leadership
✔️ Measure leaders and leadership
✔️ Ensure reputation
👉My personal View:
This insightful research has uncovered crucial insights into the “why” behind leadership development. We know that leadership development is one of the top talent issues for organizations, and selecting the right leaders to enhance their skills is vital for business success. The RBL Researchers have highlighted that when people understand and embrace the “why,” they are more likely to actively engage in the “what” and the “how.”
🙏🏼 What were the best HR expert opinions:
Rodrigo Calderon As you underline, having a clear business case both at an individual and an organizational level for leadership development enhances the learning experience and the business results significantly. At The RBL Group we can guide people to build these business cases with a simple framework if needed, as for many this is something new to do.
Dave Ulrich Thank you for sharing our research from the organization guidance system. We are very excited about how this research (from 548 organizations with at least five respondents) shows where to invest in leadership development to deliver stakeholder value. Effective leadership is not just what leaders do, know, and be, but how they create value for others (stakeholders).Thanks for sharing. The Organization Guidance System (OGS) offers a rigorous was to prioritize human capability efforts.
Namita Gopinathan,MBA Wonderful research! Leadership development often falls short of delivering meaningful results, not due to poor execution but because organizations fail to address the critical “why.” This six-step “leadership brand” process offers a compelling blueprint for maximizing ROI on leadership initiatives. A standout insight is that building a business case for leadership isn’t just the starting point—it’s the most valuable step. By linking leadership efforts to tangible outcomes such as employee engagement, strategy execution, and stakeholder confidence, organizations can ensure their initiatives drive real impact.This research prompts a vital question: Are we equipping our leaders to uniquely align with our strategy and serve our stakeholders?
Mikhail Lvovskii Absolutely spot on! Surely, "because all others are doing it" is not a good reason for leadership development. It is absolutely no doubts any company must dedicate time, money and efforts to develop their leaders. Leaders are like levers, multipliers for the overall company capability. Still, being super clear what is the role of a leader, how does a leader impact other people's performance, is crucial to understand which capabilities a leader should master, and is the basement for understanding where this leadership development program should focus.In other words, the WHY comes first, cannot agree more. I've met too enough occasions when the "WHY" was sort of under-matured, and disproportional attention was spent to "WHAT" and even "HOW".
💡 Findings of researchers:
🏆 HR leaders have identified heir top five priorities for the next 12-18 months, with leader and manager development taking the lead.
🔥 This focus on developing leaders and managers has consistently been the top priority for HR leaders over the past three years.
❌ However, only 36% of HR leaders believe their current leadership development programs are effectively preparing leaders.
⛔️ Seven barriers are hindering organizations’ progress towards their leadership development goals.
The two most significant obstacles, are related to measurement and strategy, according to a new interesting research published by Gartner using data 📊 from 1,403 HR leaders across all major industries and over 60 countries around the world.
☝️ Recommendation of researchers:
📍 Researchers have outlined the following recommendations to boost confidence and increase the chances of success in leader and manager development:
✔️ HR leaders should first identify what barriers they face and focus efforts on mitigating those that pose the greatest threat to success.
✔️ Focusing on measurement and strategy initiatives as well as those that tackle multiple barriers at once will be especially effective in overcoming these challenges and avoiding the barrier cliff.
✔️ Bringing people together in person for networking and team-building activities as part of leadership development has a positive impact on enterprise and human leadership behaviors.
👉My personal View:
This remarkable research published by the reputable Gartner has unveiled fascinating insights into leadership development. Recently, we reviewed another intriguing study emphasizing that building a business case for leadership development should center on the “why.” The researchers’ recommendations are truly inspiring, and with these insights, HR leaders can confidently tackle their top priority for 2025!
🙏🏼 What were the best HR expert opinions:
Dave Ulrich Gartner has a legacy of thoughtful research and these findings are no different. I like the mix of priority topics ... that cover what I call human capability: Talent: workforce planning Organization: culture, change management*Leadership: leadership development*HR: technology (AI) In our work, we identify priorities less by perception and more by the impact of the human capability initiative on stakeholder value. We have evidence about where to invest in each of the four human capability domains to deliver more value to stakeholders. Our data shows that organization initiatives have more impact on stakeholder value than others. Again, good to see this research that shares where HR can invest to have a higher contribution.
Sandra Lopes Guerreiro I’ve seen those “results” over and over…. Training is only contributing 10% for the development of a skill. Fortunately, people start to understand how to get the other 20% from networking, mentoring, etc. And more options are available in the market that bring a individual, practical approach.
Anna Maffucci Thank you, this is insightful. With so many people speaking about leadership development and change and so many programs available it is very surprising to see that organizations struggle to measure the success of leadership programs. This to your point may mean they struggle to put the “why” behind it first.Another insightful point for me is the lack of efficiency in the development of middle management, as this should be the logical progression for leadership development.
Saieed Sadeghzadeh These findings are both concerning and unsurprising. Most of these barriers highlight the underlying cultural unsuitability in organisations. That would be a good starting point, as leadership development (like culture change) is seen more as an initiative than fundamental to the business. Given the speed and volume of changes coming, these are no longer nice-to-haves but urgent requirements for employee experience, satisfaction and competitive edge. On the other hand, confidence in itself is a personal development trait, where areas such as emotional intelligence can be significant in developing leaders.
Dr. Jim Sellner, PhD. DipC. Yes to the 7 barriers! And I would add Involve team members in any Leardeship Development Program (LDP) - just developing leaders leaves out the people who are the ones who make it happen with guidance from the leader. Without involving team members the leaders do an LDP. Post LDP team members see the leader pumped up & think "oh boy it’s trip of the month club time again.”So ponder & answer this if you can please:Do you know of any leadership development program that includes the team members in diagnosing the team’s, and each leader’s team effectiveness, as well as actively engaging those team members in the program?Plus any leadership development programs that assess the leader self-assessment of their effectiveness based on 10 behaviors, plus each team member's perception of their leader’s effectiveness based on those same 10 behaviors?That means that 10 leaders who participate in a cohort of 10 leaders, each of those leaders, have, say, 10 direct reports, in a cohort of 10 leaders will actually affect 100 people.The traditional method of leadership development would involve only those 10 leaders.Think that might be an improvement?
Rishi A. Battja 💼 Intriguing findings! Both posts/findings (this one and the other one you are referring to in your personal view) confirm that adding the "Why" to leadership no longer can be optional and should be a must. Many things come to my mind, but in short:- Adding "Why" activates Critical and Strategic Thinking: It encourages deeper analysis and planning.- Approaching "Why" complements principles like Vision and Purpose, Business Acumen, Outside-In, Creating value for all (stakeholders), HR4.0, etc.: It aligns with these key concepts.- Adding "Why" allows breaking the traditional way of providing development opportunities: It moves beyond just ticking the box of doing a "development," ensuring it meets personal and organizational objectives.These days, the biggest benefit of development events is that participants have a break from the daily dynamics and are able to vent, receiving confirmation that they are not alone in their daily struggles... Besides adding the "Why," we should connect "Barriers" and TM-topics instead of treating them as stand-alone. This out-of-the-box thinking can lead to more engaging, effective, and efficient HR solutions, moving beyond the regular, tick-the-box agenda.
💡 Findings of researchers:
Talent Development is the key to hitting goals and weathering challenges in the new year
❗️ Fewer than half of employees report that their organizations have communicated strategic goals and priorities for 2025.
⚠️ Only 40% understand how their roles align with these objectives, and even more concerning, nearly one-third feel their skill sets are well-matched to their organizations’ strategic priorities for 2025.
☝️ In 2024, only 25% of employees are highly satisfied with their roles, and just 20% are extremely satisfied with their organization’s culture, highlighting substantial opportunities for improvement.
🚀 When employees have access to talent development opportunities, they become not only more effective but also more engaged, motivated, and satisfied, according to a new interesting research published by Skillsoft using data 📊 from a survey of more than 2,100 global workers across the United States, UK, and Germany.
☝️ Recommendation of researchers:
📍 Finally, researchers have offered the following recommendations to help organizations better prepare for the challenges of 2025:
✔️ Enhance Communication and Transparency
✔️ Invest in Talent Development
✔️ Foster a Supportive Culture
✔️ Offer Mentorship and Coaching
✔️Leverage Technology for Learning
👉My personal View: This insightful research on workplace challenges and opportunities for 2024/2025 has uncovered intriguing trends about the future. It reveals that employees have mixed feelings about the past year, at least professionally. Only 25% of employees are extremely satisfied with their roles, and just 20% are extremely satisfied with their organization’s culture, highlighting significant opportunities for improvement. Leadership will continue to play a crucial role in engaging employees in 2025
🙏🏼 What were the best HR expert opinions:
Dave Ulrich Thanks again for sharing. When I began my career some time ago (ahem!), my mentor/professor taught "Organizations don't think, people do!" This reinforced people as the DNA or essence of an organization. This research reinforces that the basics of attending to people still exists: clarify direction, communicate extensively, care personally, compensate fairly, develop frequently, etc.These basics affect mental health that then affects value created for all stakeholders (employees, and also customers, investors, citizens). We have found an evolution of the employee value proposition that shapes mental health, with an increased emphasis on "hope". Again, this research reinforces and expands on these ideas.Thanks again for giving us a glimpse inside how organizations are shaped by how people think, act, and feel.
Anna Maffucci That’s quite a shocking statistics! In a nutshell, people don't understand what companies want to do, they don't feel they have the skills to support what companies plan to do, and they are not happy with “how” companies want to do it. Working with many executives and senior professionals in my coaching practice, I see the disturbing trend of misalignment on the foundational elements - values and direction. And this is what I see behind these numbers, which is obviously leading to the challenges you highlighted: burnout, feeling overwhelmed, decreased motivation, and feeling undervalued leading to a lack of confidence.
Liz Rider I am think it’s a shame that we still seem to miss these basics of management and leadership. If we know where we are going it’s a lot easier to get there! Communicate strategic goals and priorities and then spend time understanding how they connect to team and individual goals. This is an ongoing conversation and not once per year.
Deena Priest The employee disengagement is driving many to leave corporate and set up their own businesses / portfolio careers. Businesses need to help them find more purpose and meaning in their employed roles to retain and attract the right people.
✅Leaders looking for the next step in their career:
🚀 Interesting HR roles posted on LinkedIn during last week - Please note that I do not have any affiliations or relationships with the companies for which I post HR roles. These postings are shared purely for informational purposes.
📌 Argonne National Laboratory click here to apply
📌 Philadelphia College of Osteopathic Medicine click here to apply
📌 Tal Healthcare click here to apply
📌 Massachusetts Institute of Technology click here to apply
📌 SkillOnNet click here to apply
📌 Dormio Group click here to apply
📌 Main Capital Partners click here to apply
📌 Claire Joster click here to apply
📌 McCain Foods click here to apply
📌 Burger Support BV click here to apply
📌 Russell Tobin click here to apply
📌 The HEINEKEN Company click here to apply
📌 Lockheed Martin click here to apply
📌 Stellantis click here to apply
📌 Analog Devices click here to apply
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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
Industry Veteran | Exploring Future of Work | Great Manager’s Coach & Mentor
21m💥 Excited to be part of the 80th edition of Weekly People Research! 📚, Thanks Nicolas BEHBAHANI, for your remarkable & consistent work. 🧞♂️ From 'The Great Resignation', 'Quiet Quitting', 'Boomerang Managers', 'AI in HR', 'Ex', 'Engagement challenges', '4-days work' 'Skilling' 'The Great Stay,' & the rise of 'Mental Health Focus', this editions are overflowing with trends & tips for 2025! 📈 🙏🏼 Huge thanks to all the HR Guru's & New Rockstars for making research fun & digestible! 🎉
Unleashing talent potential with real-time people analytics: Empowering HR & leaders to enhance employee experience, save time, and cultivate a culture of high performance and well-being through personal leadership
57mNicolas BEHBAHANI wonderful summary of the daily newsletter. Fuel for thought, happy Sunday
Speaker, Author, Professor, Thought Partner on Human Capability (talent, leadership, organization, HR)
58mNicolas BEHBAHANI Thanks again for your thoughtful daily research posts. I like this week's focus on the: * flow of talent: great stay vs talent mobility (fascinating contradiction in research findings), boomerang employees, and talent development *leadership: building business case and leadership development I hope to keep learning from these research posts. Thanks for your sharing, especially when the research does not always agree (mobility vs. stability)
Guiding Senior Leaders to Work-Life Harmony | Top #40 UK Leadership & Management | Building Emotionally Intelligent Leaders | Organisational Consulting
1hGlad to be a part of the discussion this week. A very insightful summary and recap. Thanks for sharing this. Subscribed. Cheers Nicolas BEHBAHANI
A Human and NOT a Resource | Certified HR Analytics Professional | ESTJ |People and culture | Start up mindset |Data Analytics | Views and Opinions expressed are of my own|
1hNicolas BEHBAHANI - Again an insightful week ends! Thanks for bringing up always the timely and impactful researches. Glad to be engaged with the discussion! Have a great Sunday !