Top HR & People Analytics Trends of 2024: Insights from Leading Researchers !

👋 Hello Everyone and welcome to the grand finale of the year!

💥 I'm thrilled to unveil the top recommendations in HR & People Analytics from 2024’s leading researchers!

This exclusive collection brings you the finest HR insights from top consultants and companies around the globe, covering these pivotal areas:

✔️ Leadership

✔️ AI and Gen AI

✔️ HR Operating Model

✔️ Well-Being

✔️ Talent

✔️ Office and Remote Work

✔️ Employee Engagement

✔️ Recruitment

✔️ Strategic Business Partnership

✔️ Skills

✔️ Culture and Career Equity

🎊 Let’s celebrate the end of the year by exploring these incredible HR insights and setting the stage for an even more successful 2025!

✅AI and Gen AI:

📌 Aon researchers provide four ways HR Professionals can manage the AI Transformation:

✔️ Relate AI use back to company values

Ensure the use of AI applications is aligned with the overall vision, mission and values of the company.

✔️ Ensure accountability and quality with the use of the technology

HR has a big role to play in establishing how people use AI. HR teams should monitor the performance and impact of any AI applications they use, while also supporting best practices within their organizations to identify, report and mitigate any potential errors, biases or harms.

✔️Develop skills and competencies for the workforce to manage AI

As with other technology, AI does not replace HR leaders and professionals who intuitively understand AI is not a substitute for human intelligence or emotions, but rather a complement and an enabler.

✔️Proceed with caution and keep an open mind about limitations

While the hype about generative AI has been around for some time now, there are people who believe that the technology is not and may never be good enough for general use

PwC researchers recommend companies the need for CEOs to bring their people along when it comes to generative AI. Being transparent, purpose-driven, and trusted regarding AI-related plans and decisions can help employees who are wary of AI feel more comfortable experimenting and innovating with it.

📍 Finally researchers conclude that companies making early reductions to capture efficiencies in some areas may already be offsetting them with hiring in others, as growth and revenue opportunities become clearer.

Cognizant and Oxford Economics Researchers recommend following tenets that organizations can take the crucial first steps to bolster confidence, build trust and open the door to a new age of productivity and prosperity:

✔️Take care of your people

✔️Innovate or stagnate

✔️Build confidence with transparency

✔️Put gains to good use

Oliver Wyman researchers conclude that by automating routine and monotonous tasks, generative AI can provide workers more time to focus on the thoughtful and creative aspects of work. This emerging productivity paradigm could mark an era in which the value of work is measured by the novelty and ingenuity it fosters, creating possibilities for collaboration between humans and AI and breaking barriers on what we currently define as productivity.

Finally, Adecco researchers formulated 5 recommendations below for companies:

✔️ Start with a responsible AI framework

✔️ Build skills and promote internal mobility

✔️Educate the entire workforce on AI

✔️ Embed adaptive leadership

✔️ Coach for uniquely human skills

The Hackett Group Inc. researchers propose 4 steps for organizations to follow now to prepare to capitalize on the potential of Gen AI:

✔️Educate leaders and establish policies

✔️Mobilize resources

✔️Develop your proof of concept(s)

✔️Evaluate the solution and service provider ecosystem

HR Acuity researchers believed that to capitalize on this groundbreaking technology of AI, organizations must:

✔️ Work with stakeholders to define appropriate uses of AI.

✔️ Implement guardrails to stave off risk and ensure responsible, ethical use.

✔️ Continue to prioritize the human elements that create meaningful connections with employees, even when using AI.

✔️ Select AI tools judiciously to enhance employee relations efficiency and effectiveness without increasing risk or bias.

Boston Consulting Group (BCG) researchers provide and identify three broad value plays that all companies should pursue regarding GenAI:

✔️ Deploy. This is where nearly every organization begins, focusing on quick wins using off-the-shelf GenAI tools to boost productivity and build experience either as one-offs or for a specific, narrow organization-wide use case.

✔️ Reshape. In this value play, companies rethink critical internal functions through the GenAI lens to drive improvements in quality, speed, and efficiency

✔️ Invent. Companies can leverage GenAI to drive value creation by enabling new products, services, and business models and enhancing the attractiveness of existing ones.

Boston Consulting Group (BCG) researchers provided five recommendations for leaders to harness the transformative power of Generative AI (GenAI) in their organizations:

✔️ Establish a transformation-first mindset.

✔️ Manage all your transformations.

✔️ Build training muscle at scale.

✔️Emphasize how GenAI can increase value creation and employee joy.

✔️ Anticipate the evolution of roles, skills, operating model, data, and governance.

IBM researchers have provided the following recommendations for CEOs to advance boldly and decisively in the era of generative AI:

✔️ Take a fresh look at your talent.

✔️ Give these people a platform to teach others.

✔️ Make people your most important tech investment.

✔️ Eliminate friction from the employee experience.

✔️ Invest in what will inspire change.

✔️ Stoke the fire

Capgemini researchers recommend Leaders should take these steps to ensure teams are prepared for generative AI:

✔️ Ensure the appropriate degree of proficiency at all level and roles.

✔️ Shift from theoretical education to practical application, allowing employees to build up experience of using the technology, building your organization’s reputation as a generative AI “hothouse.”

✔️ Create cross-functional project teams to ensure development, varied experience, and points of view.

✔️ Carve out specialized learning courses in engineering and coding-heavy roles.

The AI-Enabled ICT Workforce Consortium calls for organizations

✔️ to proactively lean into the transition to support workers who are at the risk of being left behind due to automation and AI.

✔️ put in place essential training programs, specifically designed for both foundational and job-specific AI technologies, are crucial to equip the workforce with the necessary skills for future roles.

✔️ The ongoing AI revolution underscores a critical need: workforce upskilling

Bain & Company researchers have identified six key principles that guide leaders in crafting the most effective strategies for success with generative AI.

✔️ Build a robust tech and data foundation, protecting personally identifiable information (PII).

✔️ Focus on the most strategic opportunities.

✔️ Stay ahead on legal and regulatory compliance.

✔️ Invest in reskilling and upskilling.

✔️ Foster a positive narrative.

✔️ Role model the change.

✅HR operating model

CIPD researchers conclude that there is not a one-size-fits-all HR operating model that is suited to all organizations.

A people function should be built around business needs and requires a thorough assessment of the gaps in your current model and future vision of the function’s operating model, before building a detailed target model.

HR Leaders will need to consider the structure, specialist talent and HR capability (such as roles, responsibilities and skills) and other enabling factors (such as the use of data to drive decisions, HR technology and cultural change) to successfully embed any new model.

Dave Ulrich and his colleagues of The RBL Group reviewed the nine recent approaches of leading consulting firms and showed why human capability delivers value to all stakeholders in today’s changing business context, thus building the case for HR functional excellence from a value logic.

The main corposant of Human Capability are:

✔️ Talent +

✔️ Leadership +

✔️ Organization +

✔️ HR

For them, this is what defines the effectiveness of the HR function.

✅Leadership:

Zenger Folkman Researchers shared the top 10 competencies that emerged from their research, offering valuable insights into the leadership landscape:

1️⃣ Solves Problems and Analyzes Issues

2️⃣ Drives for Results

3️⃣ Collaboration and Teamwork

4️⃣ Inspires and Motivates Others to High Performance

5️⃣ Builds Positive Relationships

6️⃣ High Integrity and Honesty

7️⃣ Develops a Strategic Perspective

8️⃣ Develops Others

9️⃣ Communicates Powerfully

🔟 Makes Decisions

The Hackett Group Inc. researchers believe that most HR teams can make meaningful progress toward achieving their priorities by focusing on seven below areas:

1️⃣ Transform leadership development

2️⃣ Create a compelling culture.

3️⃣ Understand HR priorities and limitations.

4️⃣ Align talent with business strategy

5️⃣ Redesign talent management.

6️⃣ Identify and close HR skill gaps.

7️⃣Use technology to improve efficiency, effectiveness and experience.

Boston Consulting Group (BCG) researchers conclude that improving psychological safety drives positive outcomes for all employees but delivers outsize gains for diverse employee groups. With Empathetic leaders, organizations can finally unlock the full value of their diversity, equity, and inclusion ambitions by increasing employee happiness and motivation, boosting team innovation and creativity, and eliminating the disproportionate risk of attrition among diverse employee groups.

Human Resource Management (HRM) researchers offer 5 ways organizations can encourage humble leadership:

✔️ Reward humility in performance evaluations.

✔️ Recognize and promote informal mentoring, which is stronger and generally more effective than formal mentorship programs

✔️ Encourage humility and mentoring in leadership, helping the entire organization adapt and evolve into a "learning organization."

✔️ In developmental performance appraisal, constructive feedback on leaders' humble behaviors can be given.

✔️ Institute leadership training programs that emphasize humility, highlighting how these traits can contribute to career success and organizational growth

Building Movement Project researchers suggest below actions to leaders to motivate interest in leading:

✔️ A doable job including the funds to hire staff that can help address internal structures and external threats.

✔️ Support from the exiting leader and from other executive directors to offer new leaders the networks they need to get the job done.

✔️ Early intervention by existing mentors and leaders, especially those not in the organization, who can show the benefits of leading.

✔️ Openness to new leadership models ranging from co-directors to stronger board/leader partnerships.

Deloitte researchers found that organizations can consider the below three recommendations to prepare current executives, develop high-potential future leaders, and ready the organization for a new way of integrating modern skills and expertise:

✔️ Keeping your (executive) edge: C-suite leaders need also engage in “reverse mentoring,” a practice where younger employees help teach and guide leaders on new and emerging ideas and skills. Further, this practice has also shown to have the added benefit of cultivating connection and belonging for younger employees.

✔️ Coaching for success(ion): Organizations can extend training and rotational programs to include high performers identified as potential C-suite successors, creating space for vice presidents and directors to participate in rotational programs that expose them to key quantitative, and risk and regulatory–related areas of the business.

✔️ Designing for incremental change (management): Some organizations are taking a more agile approach to work, moving away from rigid, defined roles and instead matching skills to business issues. This shift in mindset can allow the organization to start identifying the skills they need and targeting those specific skills to execute the tasks.

The RBL Group researchers have finally provided a checklist of critical behaviors that leaders should follow to build and sustain high performance:

✔️ Model growth orientation: Actively seek and respond with a learning mindset to feedback from others. Maintaining open, regular communication with your teams and others in the organization facilitates information sharing and feedback that can help you identify organizational vulnerabilities and opportunities for improvement.

✔️ Build trust: The ability to build and sustain trust throughout the organization is a strong predictor of potential for executive success.

✔️ Foster inclusiveness and equity: High-performing executives are notably inclusive. They lead with authenticity and transparency and treat employees at all levels throughout the organization with humanity, justice, and temperance — even under stressful circumstances.

✔️ Inspire confidence and hope: The high-performing executive is positive and optimistic. They demonstrate commitment and energy to growing the organization and moving it forward.

✔️ Invest time in developing future talent: Effective executives are actively and personally involved in attracting, developing, mentoring, and retaining talent with diverse backgrounds and experiences for the future.

Culture Amp researchers suggest three actionable steps that organizations can implement today to foster greater equity for women in leadership roles:

✔️ Foster inclusion and DEI across all levels:

✔️ Improve systems and processes:

✔️ Make decision-making more equitable:

McKinsey & Company researchers suggest the following strategies for leaders to improve their performance management systems:

✔️ Goal setting is effective when the goals are quantifiable and directly connected to organizational priorities.

✔️ Managers who regularly advise employees on goal adjustments to match evolving business needs and clarify how individual and team objectives interlink see a significant return on investment.

✔️ Competent managers conducting performance evaluations are vital for enhancing employee performance.

✔️ Providing manager training is essential for facilitating impactful growth conversations, especially since about 25 percent of employees indicated their managers lacked the necessary skills to carry out performance reviews effectively.

✔️ Integrating monetary and non-monetary incentives, such as chances for skill enhancement or professional growth, is becoming a key component of performance management tactics.

The RBL Group 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

Gartner 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.

WTW in partnership with Directors & Boards researchers suggest that effective boards should undertake the following actions to enhance human capital governance:

✔️ Lead holistic and strategic human capital discussions

✔️ Create clear accountabilities of the board's and committees' roles in oversight and governance of human capital

✔️ Consider human capital metrics in the context of performance, productivity and risk

✔️ Involve the right stakeholders at the right time

✔️ Make time for the CHRO to meet regularly with the board

✔️ Always remember that the board's role is governance and oversight, not management and execution

✔️ Ensure that the board has the right profile to engage in a meaningful discussion about talent and the business.

✔️ Break the committee silos and find a common voice about human capital risks and opportunities across board committees.

✔️ Build trust with management

✅Culture of Career equity

Finally, Achievers researchers provide three recommendations for organizations to create a culture of career equity:

✔️ Reality vs perception: The first step is to gather data on both what is really happening and what employees feel is happening.

✔️ Reduce internal unconscious bias: If you determine that there are progression equity issues, start by taking steps to remove unconscious bias from the process.

✔️ Consistent, well-understood promotion practices: 1. Start with the information that there must be a business need for a promotion. 2. Next, circulate a defined competencies model, including the timeframe in which those competencies must be demonstrated. 3. Finally, be clear on what else goes into a promotion.

SHRM researchers have identified that workplace cultures encompass the widely shared values, attitudes, behaviors, and norms within a company. Globally, organizations foster positive cultures through five fundamental elements:

✔️ Honest and unbiased management: Employees expect their organization’s leaders and management to be honest, even at the risk of hurting business. Bad behavior shouldn’t be tolerated at any level of the organization, and management should live by the standards it sets.

✔️ Civil behavior: Disrespect and lack of recognition for accomplishments are indicators of negative workplace cultures. It’s critical to avoid the toxicity that arises from inconsiderate comments made by managers and other employees. These can include microaggressions, such as misidentifying colleagues as being more junior than their actual role in an organization.

✔️ Meaningful work and opportunities: Employees who find a sense of direction or see a future for themselves within an organization are likely to accept and support their work culture. Even the most positive work culture will suffer when employees do not feel their work is meaningful. Therefore, employees who feel their work makes an impact and see opportunities to reach their career or life goals are more committed to the company.

✔️ Open communication: Fostering an environment where employees can share their experiences and authentic selves through candid and honest conversations (with one another and with managers) can create a shared trust that is critical to a positive culture.

✔️ Empathy: A workplace that fosters empathy among its employees contributes to a positive culture. Empathy, the ability to feel or understand another person’s experiences from that person’s frame of reference, can help an employee know they can safely express themselves in an open and honest manner. When employees are treated with empathy at work, they are more likely to feel valued and to strengthen their connections with one another.

☝️ Recommendation of Edelman researchers:

Researchers recommend 4 ways to restore Trust in the promise of Innovation:

1️⃣ Implementation is as important as invention

2️⃣ Business must partner for change

3️⃣ Science must integrate with society

4️⃣ Give me control over my future

Achievers researchers provide three recommendations for organizations to create a culture of career equity:

✔️ Reality vs perception: The first step is to gather data on both what is really happening and what employees feel is happening.

✔️ Reduce internal unconscious bias: If you determine that there are progression equity issues, start by taking steps to remove unconscious bias from the process.

✔️ Consistent, well-understood promotion practices

Protiviti in collaboration with The London School of Economics and Political Science (LSE) researchers also found the top skills employees across all generations that are important to Productivity and career Advancement:

1️⃣ Active Listening

2️⃣ Time Management

3️⃣ Judgement

4️⃣ Decision Making

✅Skills:

Aquant Researchers recommend companies to find ways to democratize knowledge and give everyone access to the best answers to every service challenge. These methods reduce onboarding time for new employees and upskill every workforce member. To make high-impact transformations, you need to track your KPIs and blending quantitative and qualitative data from multiple sources will give you a complete picture of your organization’s landscape. With the correct data and analysis, you can fully understand your business, prioritize the next steps, create a successful strategy, and achieve a high impact.

Gartner researchers recommend to fill critical skills gaps by strengthening five pillars of talent agility:

1️⃣ Identify needed skills with strategic workforce planning and technology.

2️⃣ Recruit talent with human-centric brand connection.

3️⃣ Develop dynamic skills with agile learning.

4️⃣ Retain top performers by increasing their employability.

5️⃣ (Re)Deploy talent with project-based talent mobility.

University of Phoenix and Executive Networks researchers identified five steps that organizations can take to act on our findings and successfully offer upskilling and reskilling programs

✔️ Assess how well employee skills meet company objectives.

✔️Align your upskilling and reskilling strategies to your most important business goals.

✔️Analyze, prioritize and thoughtfully address barriers.

✔️ Engage and encourage employees to build skills.

✔️Pinpoint the best methods for delivering upskilling and reskilling opportunities

Udemy researchers provide two great recommendations to leaders:

✔️ Leaders are needed to guide the Skills-Based Organizations (SBO) journey:

Among senior leaders, 83% identify that effective leadership will be critical to this transition. So they believed that leadership is essential to successful SBO strategy.

✔️Living up to the promise of SBO:

In order for the SBO transition to fully take place, it will require the participation, buy-in, and engagement of all employees. Effective and empathetic leadership is essential for the skills-based approach to realize its full potential.

Kahoot! researchers offer the following recommendations for leaders to effectively upskill their workforce:

✔️ Rethink how you prioritize training

✔️ Take advantage of technology, but stay focused on engagement

✔️ Boost motivation for learning with employee recognition

✔️ Microlearning: Create bite-sized learning moments any employee can fit into their schedule and complete at their own pace.

✔️ Weave learning into the flow of work: integrate learning into meetings, presentations, events, and more, without employees needing to take extra time to complete a training.

✔️ Gamify learning to create experiences that energize and engage, offering a welcome break from more draining work activities. Friendly competition/game-based learning is also Gen Z’s top choice for methods that would make them feel more engaged in learning at work!

✔️ Peer-to-peer learning can offer employees valuable knowledge and support. Companies can begin fostering collaborative learning by setting aside times for employees to connect and exchange information or ideas, as well as providing resources and tools to share knowledge quickly, easily, and in engaging ways.

✔️ On-demand learning content

✅Office and remote work

Lincoln Property Company researchers have identified five crucial insights that can assist companies in comprehending and aligning with their employees' motivations and values to guide their investments effectively:

✔️ There is not one-size-fits-all approach to creating a compelling in-office work environment.

✔️ The best way to make smart decisions that encourage office attendance is deceptively simple: ask your employees what they value.

✔️ Some of the most costly shortcomings for office-oriented occupiers in the early 2020s have been the result of incorrect assumptions about employee behavior and values

✔️ There are significant generational and other differences in what employees value when it comes to office work and amenities with the workplace.

✔️ When considering office property location, size, and amenities, solve for the present workforce, while refining your equation for the future workforce you desire.

📍 Finally, Gartner researchers provided the following three recommendations for HR leaders: Invest in HR technology to expedite HR's digital transformation, support business growth, and enhance HR efficiency. Additionally, ensure that these investments yield returns by:

✔️Setting realistic goals for the technology implementation

✔️ Improving employee adoption

✔️ Adjusting spend based on constant ROI measurement

Hubstaff researchers believed that their work support the idea workers’ claims that they can prioritize work and minimize distractions in their home environment. Also researchers believe that fewer interruptions -regardless of their nature - positively impact the potential for work quality.

Remote teams are often portrayed as easily and often distracted by home and environmental factors.

An important distinction is that focus time is a tracked element, not a self-reported value so they aimed to create an objective measure independent of other factors or perceptions.

Finally, researchers conclude that the nature of the work and the individual performing will also play a significant role in the success or productivity gains that remote and hybrid settings offer.

XY Sense researchers recommend below popular ways to leveraging the insights of their study:

✔️ Integrating real-time occupancy data into space management and meeting booking tools

✔️ Reducing overall workplace footprint

✔️ Rebalancing the ratio of individual to collaborative workspace

✔️Right-sizing collaboration spaces

✔️ Validating space types for hybrid offices

Gartner Researchers recommend four best practices HR leaders should consider if their organizations seek to formalize in-office work requirements:

1. Motivate employees to return to the office rather than mandate.
2. Consider policies that focus on-site attendance per year, not per week.
3. Enable employees to shape the RTO policy.
4. Provide a clear reason behind requirements for working on-site.

Robin researchers provide 4 tips to organizations to get people into the office during the week:

✔️Resource your office effectively

✔️ Provide points of connection for teams

✔️ Find ways to offset costs for employees

✔️ Continue iterating on your office strategy

Zenger Folkman researchers conclude that the merits of remote versus face-to-face work is not one that can be resolved with a one-size-fits-all answer.

The key takeaway is not about choosing one over the other, but rather understanding and leveraging the strengths of each. The most effective approach seems to be a hybrid model that combines the best of both worlds.

This model capitalizes on the advantages of in-person interactions for strategic alignment and relationship building, while also embracing the flexibility and independence of remote work to boost employee satisfaction and productivity.

Eptura researchers found that the incremental value attributed to hybrid work varied according to company hybrid policy :

✔️ Employee-led policies project the highest value on in-office collaboration.

✔️ Company-mandated hybrid work policies project the least value on in-office collaboration.

Researchers emphasized that hybrid policies are often governed by corporate culture. There is no right or wrong policy, there is only the right policy for the company.

Hassell researchers provided three actionable recommendations that offer valuable insights for businesses aiming to optimize their workplace utilization and design:

✔️ Implement innovative workplace designs that cater to the evolving needs of hybrid work models.

✔️ Maximize space utilization to reduce costs and environmental impact.

✔️ Foster a culture of collaboration and adaptability by creating versatile work environments.

The Conference Board researchers suggest the following actions for the effective optimization of the hybrid working model:

✔️ Organizations must pinpoint their desired outcomes, evaluate the effects of their work model on these outcomes, and implement the required adjustments.

✔️ In addition to particular outcomes and methods, businesses should establish metrics to gauge the success of these methods.

✔️ It is crucial for organizations to periodically verify the relevance of these metrics and, if necessary, introduce new ones.

Lincoln Property Company researchers have identified five crucial insights that can assist companies in comprehending and aligning with their employees' motivations and values to guide their investments effectively:

✔️ There is not one-size-fits-all approach to creating a compelling in-office work environment.

✔️ The best way to make smart decisions that encourage office attendance is deceptively simple: ask your employees what they value.

✔️ Some of the most costly shortcomings for office-oriented occupiers in the early 2020s have been the result of incorrect assumptions about employee behavior and values

✔️ There are significant generational and other differences in what employees value when it comes to office work and amenities with the workplace.

✔️ When considering office property location, size, and amenities, solve for the present workforce, while refining your equation for the future workforce you desire.

✅Talent

Deloitte researchers recommend some steps organizations can take now to lay the foundation for a shift toward human performance metrics:

✔️Co-create metrics and solutions with workers:

✔️ Measure what you should, not just what you can.

✔️Implement these practices in your performance management approach.

✔️Integrate new metrics into the processes of other areas of the talent life cycle.

✔️Establish responsible data and AI practices.

✔️Plan now to address tensions around the use of emerging technologies.

Bain & Company researchers recommend that transforming organizations is all about engaging people and developing leaders and provide three actions below:

✔️ Dedicate the most respected leaders and most capable subject matter experts to the effort

✔️ Build a top team that is cohesive, committed, and aligned.

✔️ Understand all the talent implications of your transformation, including the broader workforce shifts and skills needed to deliver your future strategy.

The Josh Bersin Company researchers recommend that leaders leverage the potential of talent intelligence by:

✔️Reinventing the talent model.

It’s time to move away from rigid job architectures to focus on understanding and developing workforce skills and capabilities.

✔️Rethinking the HR technology ecosystem.

While traditional HCM or ERP systems remain, AI platforms will increasingly play a critical role.

✔️ Redesigning the HR function.

Integrate recruiting, L&D, employee experience, and organizational design into a cohesive team. Talent intelligence systems hold the necessary data, but collaborative teams are required to effectively leverage it.

IBM Institute for Business Value in cooperation with Oxford Economics researchers conclude that look beyond initial productivity gains to see how a new division of labor and an entirely new operating model could drive innovation and transformative growth. So they recommend three below ways for leaders to succeed :

✔️ Take a fresh look at your talent.

✔️ Boost creativity with a culture of curiosity.

✔️Make people your most important tech investment.

Gartner researchers provide four tips for talent management leaders to close the gap in employee career development expectations:

✔️ Giving employees a more realistic understanding of what is possible

✔️ Connecting employees to work that is meaningful to them

✔️ Making a variety of career growth options actionable for them

✔️ Ensuring they know what to do to get where they want to go

Boston Consulting Group (BCG) researchers provide below five recommendations to employers to fill talent gaps:

✔️ Forecast the impact of technology on the organization’s workforce.

Organizations stand to gain by treating strategic workforce planning as an ongoing process. They should then align their evaluation of employment needs with a projection of talent availability, taking into account factors like retirement ages and staff turnover.

✔️ Shift to skills-based human resource management. In an era of swift technological evolution, the relevance of a static college degree diminishes as employees are required to continually acquire new and evolving skills.

✔️ Modernize and personalize recruitment. The recruitment process is significant for workers. It's crucial to ensure a responsive, seamless, and equitable process, and technology can be beneficial when utilized correctly.

✔️ Know who to target and how to customize offers. When it comes to the employee value proposition (EVP), one size does not fit all.

✔️Shift from traditional training to strategic skilling. Faced with rapid advances in technology, shortages of talent, and major changes in the way people work, employers must shift from traditional training methods to strategic upskilling and reskilling.

EY researchers suggest five actions that organizations can take to move beyond transactional isolation:

✔️ Act strategically

✔️ Integrate with talent

✔️ Focus on digital

✔️ Build people-first mobility programs

✔️ Develop resilient operating models

✅ Strategic Business Partner:

Finally PwC researchers provide six recommendations for CHROs to become strategic business partner:

✔️ Don’t just be a transactional player.

Adopt a business strategy perspective when leading HR as a business unit. Strive to comprehend the business objectives of your C-suite colleagues and the total cost of your workforce to uncover joint opportunities for cost optimization and to provide a more cohesive experience.

✔️ Invest in our future leaders.

Concentrate on developing leadership skills in individuals who could be pivotal leaders within your organization. Explore diverse methods to cultivate future leaders capable of thriving in the current dynamic landscape, including formal training programs, partnerships with external entities and academic institutions, business rotations, and providing "stretch" assignments that allow employees to tackle new challenges beyond their usual responsibilities.

✔️ Don’t just tighten the purse strings.

The greater the savings from cost optimization, the more funds are available for reinvestment in the business. Consider automation, rebates, and tax credits as potential sources of funding for strategic initiatives.

✔️ Use technology to match the right skills to the right job.

Concentrate on developing a robust job architecture that matches roles with their required skills. Consider the adoption of GenAI to optimize data analysis and role allocation, thereby hastening the decision-making process.

✔️ Evaluate your performance management process.

Examine your current processes critically to ascertain whether they align with the company's interests.

✔️ Make feedback a two-way conversation.

Ensure you have an efficient process and are aware of the time commitment it entails. Cultivate an environment that promotes immediate feedback and pay attention to employee preferences to ensure your policies and benefits reflect what your employees truly value.

🚩 Omdia in partnership with SHNEIDER ELECTRIC researchers provided 3 below recommendations to address this resistance of change from P&C:

✔️Executive sponsorship

Executive sponsorship ensures that the transformation efforts are aligned with the overall strategic direction of the company.

✔️Worker training and flexibility

Worker training is critical to support digitalization because it empowers employees to embrace digital change. It ensures that the worker can adapt to their evolving role and contribute effectively to the organization’s digital initiatives. It also boosts employee engagement.

✔️Working with a digital transformation partner

Gartner researchers found that Talent management leaders should focus on the 4 actions below to support managers:

✔️ Redesign the manager role to focus on the activities with the greatest impact on manager effectiveness.

✔️ Equip employees to self-discover whether management is right for them.

✔️ Build long-term habits, not just skills, to sustainably change manager behaviors.

✔️ Eliminate processes that get in the way of managers’ highest-value work.

iCIMS researchers provide below recommendations for HR leaders seeking technology change:

1️⃣ Identify the business problem: Clearly articulate the problem or inefficiency the new technology aims to solve, approaching it with a clear understanding of current processes and systems.

2️⃣ Focus on employee experience: Highlight how the technology will enhance the overall employee experience, including onboarding, workflows and mobility.

3️⃣Consider the impact on IT: Understand and address the impact to the tech team and foster a collaborative approach to implementation

Achievers researchers make the following 3 recommendations for HR leaders to ensure strategic recognition programs have real, front-line impact:

✔️ Identify business objectives

✔️ Accurately aim recognition at those targets

✔️ Measure the impact on business outcomes

PwC researchers provide six recommendations for CHROs to become strategic business partner:

✔️ Don’t just be a transactional player.

✔️ Invest in our future leaders.

✔️ Don’t just tighten the purse strings.

✔️ Use technology to match the right skills to the right job.

✔️ Evaluate your performance management process.

✔️ Make feedback a two-way conversation.

Upwork researchers found four key practices that Work Innovators undertake—and that every business leader should consider—to overcome barriers to distributed, flexible work and technology adoption and to drive both innovation and efficiency as the environment increasingly demands both:

☑️ Align existing technology stacks for an integrated work experience

☑️ Foster ethical engagement with people and AI at work

☑️ Cultivate a workforce ready to embrace innovation

☑️ Formalize innovation as a core organizational capability

✅Recruitment:

Canadian researchers in the International Journal of Selection & Assessment (IJSA) have finally recommended the following actions for conducting candidate interviews:

✔️ A more structured scoring procedure may be particularly important for the evaluation of constructs related to contextual performance

✔️ Structured scoring procedures may decrease this subjectivity and thereby increase the validity of interviewer evaluations

✔️ In general, structured interviewing is more valid, less likely to lead to bias and discrimination, and may be more legally defensible than less structured interview formats.

📌 Finally, SHL researchers provide the 5 recommendations below for organizations to future-proof their recruitment processes:

✔️ Make the most of your existing Talent

✔️ Leverage Assessments

✔️ Hire for Skills

✔️ Prioritize Candidate Experience

✔️ Stay Agile and Adaptive

Catalyst Inc. researchers noticed that Champion companies utilize the below ways to retain marginalized Women:

1️⃣ Employee Resource Groups (ERG)

2️⃣ Mentorship and sponsorship

3️⃣ Career advancement programs to foster an inclusive community and build opportunities for networking, development, knowledge sharing, and empowerment.

🚩 Researchers conclude that in a climate of legal challenges and backlash against DEI initiatives, it’s refreshing and encouraging to witness the Catalyst CEO Champions For Change modeling the very reasons why DEI remains vital to global business.

Glassdoor researchers recommend that when organizations rush to hire they force the recruiters to bring in “bodies” and not focus on fit. The result is what Josh call it the “diminishing productivity of each hire.” Each additional person organizations hire slows down the others already in place...

When a company hires quickly the shear volume of onboarding and new people forces managers to slow down, staff to slow down, and many existing processes to slow down. And that means each additional “new hire” reduces productivity overall.

📌 Cangrade researchers provide 3 tips each for recruiters and jobseekers:

For recruiters:

✔️ Assign your applicants their pre-hire assessment early in the week to maximize the likelihood of completion and decrease time-to-hire

✔️Make the most of slow winter hiring months by improving hiring efficiency and growing your talent pool ahead of July and August

✔️ Brace yourself for an early summer hiring spree

For jobseekers:

✔️ Consider job searching mid-year rather than in January if you can to maximize your number of opportunities

✔️ Be prepared for more job competition in July

✔️ Expect the slowest hiring season to come at the end of the year

Gartner researchers offer three recommendations for organizations to help new hires feel confident about their future.

✔️ Add progress cues to the new-hire experience early on as they begin the routine work of their role, even highlighting small wins that supported the team.

✔️ Enable hiring managers to embed several of these informal feedback checkpoints before the first formal feedback process to address problem areas early and solidify a new hire’s self-assurance and motivation to drive their own success.

✔️ Coach hiring managers to recognize and celebrate high-performance actions that build new-hire confidence sooner. Examples include completing a task independently, owning more complex responsibilities, taking on early opportunities to coach others and handling a challenging customer interaction.

Canadian researchers in the International Journal of Selection & Assessment (IJSA) have finally recommended the following actions for conducting candidate interviews:

✔️ A more structured scoring procedure may be particularly important for the evaluation of constructs related to contextual performance

✔️ Structured scoring procedures may decrease this subjectivity and thereby increase the validity of interviewer evaluations

✔️ In general, structured interviewing is more valid, less likely to lead to bias and discrimination, and may be more legally defensible than less structured interview formats.

Kickresume 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

✅Employee Engagement:

Gallup researchers recommend the tips below for organizations to increase employee engagement and make 2024 the year of organization's mission, purpose and quality:

✔️Check in on your managers

✔️Prepare managers to have meaningful conversations with their employees.

✔️Prioritize promoting mission and purpose especially among remote workers

✔️Measure engagement

937 Strategy Group researchers provide some recommendations to organizations to prevent and act upon injustice in the workplace:

✔️ Maximize Reporting: Encourage employees to report injustice so you know what happened and so you can address it.

✔️ Increase Action: If injustice happen is reported, take action.

✔️Type of action: The important thing is that when action was taken, most experienced a positive outcome.

📍 CIPD researchers provided three recommendations for organizations to foster engagement, commitment, and motivation among employees, emphasizing the need for positive behavior from staff at all organizational levels:

✔️ Providing employees with the resources to do their job properly, such as supervisor and colleague support and feedback, helps prevent the demands of their job from becoming overwhelming.

✔️ Employers should provide their staff with sufficient support to ensure they feel cared for and valued in their jobs. This will probably enhance their sense of belonging to the organization and result in them feeling more involved and dedicated.

✔️ Jobs need to be clearly defined so employees have an acute understanding of their role expectations. Employees need to fully utilize and be sufficiently challenged by their skills to find their work meaningful.

Perceptyx 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

D2L 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

ADP Research researchers have provided two recommendations for leaders to comprehend why an employee might choose to resign rather than remain unhappy at work:

✔️Talk about workplace discrimination with your employees. Discrimination could be felt for a variety of personal reasons or factors, such as how an employee is treated by their peers and managers, and it could vary significantly for each generation.

✔️ Be open about discussing stress in the workplace and how employees are feeling. Try to pinpoint the triggers of negative stress and determine ways to minimize them while identifying and seeking out activities that deliver positive, energizing stress.

HRBrain researchers offer the following recommendations to manage and identify flight risk employees:

✔️ Strategic Management Decisions for Managing Flight Risks

Identifying flight risk employees through data analysis can empower organizations to make strategic management decisions to curb turnover

✔️ Measuring and Refining Retention Strategies

To measure the effectiveness of retention strategies, HR professionals should track key metrics over time, particularly the employee turnover rate.

✔️ Adapting Predictive Models with New Data

To keep predictive models accurate, new data should continually be fed back into the algorithms. This includes updated information on both current employees as well as new hires.

✔️ Optimizing Retention Tactics Based on Data Insights

By linking retention tactics to risk scores from predictive models, HR has a framework to determine which initiatives are most impactful.

DDI | Development Dimensions International researchers have provided five recommendations for establishing a Coaching Culture:

✔️ Get senior-level support.

✔️ Give all leaders coaching skills.

✔️ Encourage employees to apply coaching skills on the job.

✔️ Create accountability.

✔️ Measure for effectiveness and ROI.

Gallup researchers suggest three strategies that managers can implement to ensure the most positive exit experience possible, which can result in advantageous outcomes for the organization:

✔️ Show support and avoid negativity.

✔️Inspire pride in their contributions.

✔️ Develop a network of brand ambassadors.

Workday researchers highlight that rebuilding trust is crucial for redefining the employer-worker relationship. They offer three key recommendations:

✔️ A renewed focus on internal mobility will help grow the workforce you already have, and will go far in keeping top performers

✔️ A deeper understanding of how engagement changes with tenure means that you can time your programs and initiatives to engage with employees when it matters most

✔️ Helping workers find more accomplishment and meaning in their work is good for workers, and good for business

✅Well Being

Reward Gateway Edenred researchers recommend five ways employers can lead in the well being:

☑️ Don’t overlook the power of pay (and benefits)

☑️ Go all-in for work-life integration

☑️ Use recognition as a strategy

☑️ Get excited about AI

☑️ Support managers to help employees

Headspace in partnership with Dimensional Research researchers recommend that organizations move beyond a focus on “work-life balance” and instead, build a culture that fosters minimal work-life impact, empowering employees to set boundaries between work and personal life. They provide four tips below:

✔️Encourage employees to set healthy boundaries

✔️ Make space in work schedules to support teams in creating those boundaries

✔️Create opportunities for flexibility in and outside of work

✔️Offer comprehensive mental health benefits to meet employees where they are.

📌 Russell Reynolds Associates researchers provide recommendations below for leaders looking to make meaningful improvements to employee well-being and the success of their organizations:

✔️ Ensure that employee wellbeing (or related outcomes like engagement and retention) is incorporated into the objectives of senior leaders and managers.

✔️ Clearly communicate the organization's commitment to wellbeing by stating concrete goals and integrating them across business units.

✔️ Allocate resources and investments towards cultural practices that support employee wellbeing.

✔️ Empower employees to contribute to goals: clarify objectives and expectations for employees, ensuring clear roles and responsibilities with autonomy and flexibility where possible.

✔️ Purposefully and consistently recognize employee achievements.

✔️ Regularly assess, monitor, and prioritize organizational culture to better assess if employees feel safe enough to bring their full selves to work.

Gallagher researchers concluded that several tactics can help build engagement and career wellbeing. The researchers have listed three of them:

✔️ Supporting employees in developing and pursuing a career path, applied by 43%. Because organizational size is a feasibility factor, the large group (51%) has an efficiency advantage over their small counterparts (34%) in using this tactic.

✔️ at the same overall rate of 43%, communicating in a way that fosters trust and confidence is more often used by small employers (47%) than large (42%).

✔️ Defining clear performance goals as a strategy for boosting engagement also comes in at 43%.

meQuilibrium researchers suggested a series of key actions to make managers' well-being a top priority:

✔️Deploy evidence-based techniques for building resilience:

✔️Prioritize self-care for leaders:

✔️ Ease access to acute mental healthcare resources

✔️ Foster a supportive culture

✔️ Promote physical wellness

Wellhub researchers conclude with the following recommendations for leaders, emphasizing the significant business implications of this generational shift:

✔️ Companies must provide something worth showing up for Monday through Friday. Failing to foster a robust wellness culture risks higher turnover rates and the associated sky-high rehiring and training costs.

✔️ Companies need to offer a strong benefits package that includes robust medical insurance, competitive compensation, flexible working conditions, and holistic wellness programs that cater to the multifaceted needs of employees at every stage of life.

✔️ It’s time to develop a holistic employee wellness strategy. The benefits are profound and far-reaching. Companies stand to gain powerful productivity and employee satisfaction boosts, setting themselves up for long-term success in a competitive marketplace.

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