by admin | Aug 18, 2025 | Human Resources
What if employers could capitalize on this current “I quit” mood? If people are leaving jobs for something better, offer something better! Here are some ideas to create an engaged and committed workforce:
1. Understand and Be Responsive to Employee Needs, Motivations, and Priorities
A paycheck may be the reason everyone has a job in the first place, but it’s not the only reason people choose to work or decide to work for one employer over another. Your employees stick with you because there’s something in it for them besides the money. The job is useful to them. Knowing why it’s useful enables you to keep employees satisfied and, better yet, make their jobs even more appealing.
2. Prioritize Employee Development
A work environment in which people gain knowledge, learn new skills, and advance in their careers speaks more clearly and loudly than any marketing message can. People like working where they can grow and develop. According to a LinkedIn report, companies “that excel at internal mobility are able to retain employees nearly twice as long as companies that struggle with it.” And a better trained workforce is also a more productive and profitable workforce!
3. Reward Success
In fact, reward anything you want to see more of. Whether large or small, the rewards have to be meaningful. Ideally, figure out what type of reward speaks to each employee. For some, acknowledgment in a company meeting will make their heart sing. For others, receiving a token of your appreciation, such as a coffee gift card, will be more meaningful.
4. Allow for a Healthy Work-Life Balance
Flexibility is a big selling point for employees looking for better balance between work and life. Your employees have other commitments they need to attend to. Some are caring for young children or other family members while navigating daycare and school closures or multiple appointments. Give employees the time to see to those commitments and have a life outside of work, and you’ll get more from them when they’re on the job. Options may include remote or hybrid work, paid time off, flex hours, four-day workweeks, alternative schedules, and reducing workload. Remember, however, that policies are only as good as the practices around them. Ensure that employees don’t need to jump through hoops to request time off. Remind managers to be responsive to requests for time off and on the look out for signs that employees are feeling overwhelmed.
5. Conduct “Stay Interviews”
Don’t wait until people are leaving to investigate what could have inclined them to stay. Talk to employees now about what’s going well, what pain points they’re experiencing, and what could be done to take the relationship to the next level. Stay interviews enable you to address problems and unfulfilled wishes before they drive people out the door.
By Lisa DeShantz-Cook
Originally posted on Mineral
by admin | Jul 23, 2025 | Human Resources
When considering employee retention, HR professionals must realize that turnover doesn’t begin with a resignation letter. It starts much earlier—and it’s quieter. A skipped lunch, a missed meeting, fewer Slack messages. These small signs often signal something much bigger: an employee pulling away. Long before someone quits, they disconnect. And in today’s networked workplace, social withdrawal is often the first—and most reliable—indicator that someone’s already halfway out the door.
While voluntary turnover has dropped to 13.5 percent—a sharp decline from 24.7 percent in 2022—that doesn’t mean employees are engaged. According to Gallup, more than half of U.S. workers are either actively searching or watching for new jobs. One in three say they’re ready to quit—even without something else lined up. This isn’t just dissatisfaction. It’s detachment. And it’s quietly reshaping our workforce.
Gallup calls this the “Great Detachment.” Employees are still showing up—but they’ve stopped buying in. They’re physically present, but relationally and emotionally checked out. And if left unchecked, this detachment becomes the precursor to departure.
Employee retention: Why people leave before they leave
Network analysis has consistently identified one of the most powerful—and overlooked—predictors of employee turnover: social isolation. While compensation, career mobility, and flexibility certainly matter, they rarely tell the whole story. People don’t just leave because of what they’re missing in their role. They leave because of what they’re missing in their relationships. When employees feel disconnected from their peers, excluded from informal conversations, or cut off from trusted collaborators, a sense of belonging erodes. And once that sense of belonging fades, disengagement—and eventual departure—often follows.
Employees on the edge of the network—those with limited connections—are two to three times more likely to quit. Without strong ties, they’re often left out of critical conversations, informal support, and growth opportunities. In fact, disengagement typically begins at the edges, long before it shows up anywhere else.
But a new pattern is emerging inside organizations: some employees aren’t just stuck on the edges—they’re choosing to move there. They’re intentionally stepping back from collaboration, reducing their interactions, and moving to the periphery of the network by design rather than by default.
Just consider the organization below, it represents an operations group of just over 40 employees within a global consumer goods company, a network analysis revealed a disturbing trend. Six employees—represented in yellow nodes (Figure 1)—were only connected to one other colleague. Several more had just two connections. And while that level of isolation is concerning on its own, what made it worse was that nearly half of these individuals were previously well-connected just a year earlier. They hadn’t just become isolated. They had chosen to pull back.
A recent study from Thred provided even more compelling evidence: employees who had recently resigned had 36 percent fewer connections than the company average. Even more telling, they were twice as likely to report having no meaningful friendship relationships at work. These findings point to a deeper insight—relational connectedness is more than a cultural asset; it’s a predictive signal. Building strong interpersonal ties may be one of the most underutilized levers in improving employee retention.
The contagious nature of the center
Research has long shown that employees at the center of an organizational network—those with many active connections—are 24 percent less likely to leave. These individuals, much like the red nodes in Figure 1, are deeply embedded and often serve as the glue that holds teams together. Their centrality provides access to information, influence and support.
And when those connections go beyond the professional—when they include genuine friendships—their likelihood of staying increases even more. Research has found that employees engaged in dual-purpose relationships—blending both professional collaboration and personal rapport—were 37 percent less likely to quit than those with purely transactional ties. When relationships go beyond the task at hand, people are more likely to stay—not just for the work, but for the sense of shared connection.
But here’s where it gets more complex. When well-connected, central employees become burned out, disengaged or disillusioned with the organization’s direction, their influence can shift from stabilizing to destabilizing. According to Thred’s research, when a central employee leaves, as much as 25 percent of their immediate network is likely to follow within months. These aren’t isolated exits—they’re relational chain reactions.
In highly collaborative environments, the ripple effect of a single departure can quickly cascade across a team. Employees who leave often hold more than just a role—they serve as connectors, mentors and informal leaders whose influence stretches far beyond their job title. When they exit, it disrupts not only workflows but the underlying trust networks that hold teams together. Like a contagion, quitting spreads through connection: the closer someone is to a departing colleague, the more likely they are to re-evaluate their own sense of belonging, purpose, and place within the organization.
The effect can cascade across teams, departments and even geographies—especially in highly collaborative organizations. Like a virus, quitting spreads through proximity. The closer you are to someone who leaves, the more likely you are to consider it too.
What HR can—and should—do
For HR leaders, the implications are clear: employee connection is no longer a soft metric. It’s a strategic one. The good news? Relationships are something organizations can influence—with intention.
Here are four high-impact ways to foster friendship—and reduce attrition:
1. Use network analysis to spot flight risk early
Conduct regular organizational network analysis to identify employees with few or declining connections. These individuals are not just disengaged—they’re already on their way out. Early detection can inform re-engagement strategies or personalized outreach. And if you can’t run an analysis, just watch. Notice who is leaning back more often than they used to.
2. Facilitate moments of connection
Friendship doesn’t form by accident—especially in hybrid or remote settings. Use tools like interest-based matching (for example, Thred’s Stitches) to facilitate meaningful one-to-one meetups. Host curated mixers, team swaps or mentorship pairings that prioritize human connection, not just transactional interactions.
3. Support relationship-rich teams
Encourage cross-functional initiatives where both personal rapport and professional trust can develop. Invest in psychologically safe team cultures that allow for vulnerability, shared experience and the blending of professional and personal interest.
4. Routinely pulse check with central employees
Central employees with high trust capital have the greatest influence on the network. If they’re thriving, they’ll lift others with them. But if they’re frustrated or burned out, their exit could trigger a talent drain. Keep these employees close—and engaged.
By Michael Arena
Originally posted on HR Exchange Network
by admin | Jun 24, 2025 | Human Resources
Almost one-third of businesses or 31 percent are planning to invest in business intelligence and data analytics in the next 12 months, according to PEX Report 2024-25. Business intelligence dashboards are used by almost two-thirds of organizations with data visualization and process intelligence coming second and third respectively.
“OPEX and transformative growth hinges on the strategic use of advanced data analytics and business intelligence,” Madhu Kittur, industry analyst, told PEX Network.
Clearly, data is a big deal nowadays. As HR Exchange Network prepares for the All Access: Digital Transformation in HR webinar series, data becomes one of the words in the word cloud. People analytics is necessary storytelling and allows HR leaders to validate their seat at the C-suite table. It provides a way to explain decisions and make informed decisions. With advanced technology helping humans more easily gather disparate data and make sense of it, the data becomes currency.
Recently, HR Exchange Network spoke with Michael D. Lieberman People Analytics: Statistical Case Studies for Human Resources (independently published, August 2024), who reminds people that getting down to the basics of data analytics is vital to everyone’s success. Discover his ideas:
HREN: Why should professionals entering HR analytics learn basic statistics?
ML: Statistical literacy is essential for making informed HR decisions. HR analytics tools require a solid foundation in statistics to interpret data effectively. Without understanding the basics, it’s difficult to properly analyze workforce data or make evidence-based decisions about employee programs.
HREN: What techniques are commonly used in HR analytics and why were they chosen?
ML: Many techniques used in HR analytics were adapted from marketing research. The focus should be on desired outcomes rather than specific techniques. Regression analysis and sequence waiting are particularly useful for analyzing employee benefits and performance metrics. The key is selecting methods that answer your specific business questions.
HREN: What advice would you give to beginners in HR analytics to avoid feeling overwhelmed?
ML: Take a step back to understand the question and desired outcome before diving into data. Know what event you’re analyzing and what insights you’re trying to gain. Think of analytics as storytelling with numbers – you’re using data to convey insights that drive decisions.
HREN: How can HR professionals approach changing performance review systems?
ML: Consider testing different types of performance reviews or adding new elements to your existing system. Apply design thinking principles to statistical modeling, making it an iterative process of refining ideas based on feedback and results.
HREN: How is people analytics relevant to the broader business?
ML: Happier employees lead to more profitable businesses. HR analytics helps maximize efficiency by understanding and minimizing costs related to turnover, onboarding, and other HR expenses. This data-driven approach allows HR leaders to make stronger business cases for people-focused initiatives.
HREN: What final advice would you give to HR professionals about analytics?
ML: There’s tremendous momentum in the people analytics industry right now. HR professionals should develop data fluency to make better decisions and communicate more effectively with leadership. Balance soft skills with data literacy – both are necessary for success in modern HR.
By Francesca Di Meglio
Originally posted on HR Exchange Network
by admin | Apr 9, 2025 | Hot Topics, Human Resources
In an era defined by rapid technological advancement, the nature of leadership is evolving at an unprecedented pace. As artificial intelligence, remote work, and digital communication tools become increasingly integrated into our professional lives, the role of human connection in leadership has never been more crucial. The future of leadership will hinge on the ability to balance technological efficiency with the essential human elements of empathy, communication, and emotional intelligence.
The Rise of Digital Leadership
Technology has reshaped the way organizations operate, making leadership more complex and multidimensional. Leaders now manage teams that may be dispersed across different time zones, cultures, and work environments. This shift has necessitated the rise of digital leadership—a model that leverages technology while fostering engagement and collaboration in virtual spaces.
Digital leadership requires adaptability, as traditional face-to-face interactions are increasingly replaced by video calls, instant messaging, and artificial intelligence-driven solutions. However, the challenge lies in maintaining authentic relationships despite physical distance. The leaders of the future must develop new strategies to ensure that employees feel connected, valued, and motivated.
The Importance of Human Connection
Despite technological advancements, the human need for connection remains unchanged. Studies have shown that employees who feel a strong sense of belonging and purpose within their organizations are more engaged, productive, and loyal. Leadership in the digital age must prioritize these elements to create thriving workplaces.
Key aspects of human-centered leadership include:
- Empathy and Emotional Intelligence – Leaders must be able to understand and relate to the emotions of their employees, recognizing the challenges they face and offering support where needed.
- Authentic Communication – Open, honest, and transparent communication builds trust and fosters strong relationships, even in virtual settings.
- Active Listening – Leaders should prioritize listening to their teams, ensuring that diverse perspectives and ideas are heard and valued.
- Well-being and Work-Life Balance – In a world where work and personal life are increasingly intertwined, leaders must advocate for policies that support employee well-being and mental health.
Leveraging Technology to Enhance Connection
Rather than replacing human interaction, technology should serve as a tool to enhance connection. Leaders can leverage digital platforms to create inclusive and collaborative environments. Tools such as virtual reality, artificial intelligence, and data analytics can help leaders personalize engagement, understand team dynamics, and foster meaningful relationships.
Additionally, organizations can implement strategies such as regular virtual check-ins, team-building exercises, and digital mentorship programs to strengthen connections. Investing in digital literacy and training ensures that leaders and employees can effectively navigate the evolving landscape of work.
The Leadership Model of the Future
The future of leadership will be defined by a hybrid approach—one that seamlessly integrates technological innovation with human-centric values. Leaders who prioritize human connection, emotional intelligence, and adaptability will be best positioned to navigate the complexities of a digital world.
As we move forward, organizations must recognize that technology is not a substitute for leadership but rather a tool that, when used wisely, enhances the depth and impact of human relationships. The leaders who succeed in this new era will be those who understand that, despite all the advancements, the core of leadership remains unchanged: people leading people.
by admin | Mar 24, 2025 | Hot Topics, Human Resources
For decades, the traditional hiring process has heavily relied on resumes, degrees, and years of experience. However, the modern workplace is rapidly evolving, demanding a shift towards a more dynamic and inclusive approach: skills-based hiring. This emerging trend prioritizes a candidate’s demonstrable abilities over traditional credentials, opening doors to a wider pool of talent and fostering a more agile and adaptable workforce.
The Limitations of Traditional Hiring
Traditional hiring methods often overlook talented individuals who may lack formal education or specific work experience but possess the precise skills needed to excel in a role. Resumes can be poor indicators of actual competence, and relying solely on degrees can perpetuate systemic inequalities. This narrow approach limits access to diverse perspectives and skill sets, hindering innovation and growth.
What is Skills-Based Hiring?
Skills-based hiring focuses on evaluating a candidate’s proficiency in the specific skills required for a particular job. This can involve various assessment methods, including:
- Skills Assessments: These can range from coding challenges and writing samples to simulations and practical tests that directly measure a candidate’s abilities.
- Work Samples: Candidates may be asked to complete a project or task representative of the actual work they would be doing.
- Behavioral Interviews: These interviews focus on understanding how a candidate has demonstrated specific skills in past situations.
- Portfolio Reviews: For creative or technical roles, portfolios showcase a candidate’s past work and highlight their skills.
Benefits of Skills-Based Hiring
The shift towards skills-based hiring offers numerous advantages for both employers and job seekers:
- Access to a Wider Talent Pool: By looking beyond traditional credentials, companies can tap into a more diverse range of talent, including individuals with non-traditional career paths, those returning to the workforce, and those who have gained skills through alternative learning experiences.
- Improved Hiring Accuracy: Skills-based assessments provide a more accurate picture of a candidate’s actual abilities, leading to better hiring decisions and reduced employee turnover.
- Increased Diversity and Inclusion: Skills-based hiring can help level the playing field for individuals from underrepresented groups who may face barriers in traditional hiring processes.
- Faster Hiring Cycles: By focusing on specific skills, companies can streamline the hiring process and make quicker decisions.
- Enhanced Employee Development: Skills-based hiring emphasizes the importance of continuous learning and development, encouraging employees to acquire new skills and stay relevant in a rapidly changing job market.
Challenges and Considerations
While the benefits are significant, implementing skills-based hiring requires careful planning and execution. Companies need to:
- Identify Key Skills: Clearly define the specific skills needed for each role.
- Develop Effective Assessments: Create assessments that accurately measure the required skills and are free from bias.
- Train Hiring Managers: Equip hiring managers with the skills to evaluate candidates based on their abilities rather than traditional credentials.
- Embrace a Culture of Learning: Foster a workplace culture that values continuous learning and supports employees in developing new skills.
The Future of Hiring
Skills-based hiring is not just a trend; it’s a fundamental shift in how companies approach talent acquisition. As the demand for specialized skills continues to grow, organizations that embrace skills-based hiring will be better positioned to attract, retain, and develop the talent they need to thrive in the future. By focusing on what people can do rather than just what they have done, we can create a more equitable and dynamic workforce that benefits both individuals and organizations.
by admin | Jan 29, 2025 | Human Resources
As we begin 2025, most HR professionals are thinking: ‘What will the top HR trends be?’ At HR Exchange Network, we have you covered! The world of HR is entering a pivotal phase of transformation. Economic shifts, breakthroughs in technology and evolving workforce expectations are pushing HR leaders to rethink their strategies. These forces aren’t just reshaping how businesses operate – they’re redefining the very fabric of leadership, culture and employee engagement!
This article explores the most pressing HR trends for 2025, offering insights and forward-thinking strategies to help organizations stay ahead. Whether it’s harnessing the power of AI, fostering wellbeing, or reimagining hiring practices, these trends will shape the future of work and HR’s role in driving it forward.
1. Human-centric Leadership in a Digital Era
The emphasis on leadership development remains critical in 2025, but the focus has shifted toward “human-centric leadership.” This trend highlights the importance of empathy, emotional intelligence and adaptability in navigating an increasingly digital workplace. According to McLean & Company’s HR Trends Report 2025, organizations that prioritize leadership development are 2.3 times more likely to excel in adapting to new opportunities and 1.9 times more likely to meet strategic goals.
Leaders face the dual challenge of managing a hybrid workforce while maintaining employee engagement and productivity. To meet these demands, HR must facilitate continuous learning opportunities and foster a culture of inclusion and transparency. Programs that emphasize coaching and peer-to-peer learning can equip leaders with the skills needed to navigate complex work environments.
2. The Integration of AI in HR Practices
Generative AI is revolutionizing HR processes, from recruitment and onboarding to employee engagement and analytics. According to Naomi Lariviere, Vice President of Product Management at ADP, businesses of all sizes can leverage AI to boost productivity and streamline HR operations. Yet, only 7 percent of organizations currently have a formalized AI strategy, underscoring the untapped potential in this area.
HR teams must adopt a two-pronged approach to AI: using it to enhance internal workflows and guiding employees through its broader implications. For example, AI-powered tools can automate time-consuming tasks such as resume screening and compliance monitoring, freeing HR professionals to focus on strategic initiatives. Additionally, HR should address employee concerns about job security by emphasizing the complementary role of AI in augmenting human capabilities rather than replacing them.
3. Prioritizing Employee Wellbeing
Employee wellbeing is projected to move from being a “nice-to-have” to a central business priority. Stressors such as job insecurity, burnout and rapid technological change are taking a toll on the workforce. McLean & Company’s research reveals that while 70 percent of HR leaders cite economic stability as a key threat to well-being, investment in financial wellness initiatives remains limited.
Speaking to HR Exchange Network, Kate Palmer, Employment Services Director at Peninsula emphasised the importance of employee wellbeing in retention strategies. “We predict a focus on employee retention, more specifically prioritizing employee wellbeing. In the modern workplace, well-being and work-life balance are becoming increasingly important when it comes to an employee’s satisfaction in the role,” she notes.
Programs that promote physical, mental and financial wellness are critical to addressing these challenges. Also, as Palmer highlights, “The remote working debate, as one of the key factors, will continue to be prevalent throughout the year with employers looking to balance the needs of their operations and the desires of their employees.”
According to the American Psychological Association, 77 percent of employees recently reported experiencing work-related stress. To address this, companies are integrating mental health days, telemedicine and wellness apps as scalable solutions. Employee wellbeing programs are now seen as critical for productivity and burnout prevention.
Also, Heka’s report on 2025 wellbeing trends highlights a shift in employee preferences, where individuals are choosing benefits that directly impact health and wellbeing. Arguably, this signals that employers investing in targeted wellbeing strategies can significantly improve satisfaction and loyalty.
A holistic approach to wellbeing – addressing physical, mental and financial health – is essential. Organizations should consider implementing programs that promote work-life balance, provide access to mental health resources and offer financial planning support. Transparent communication and regular check-ins can further enhance employee morale and reduce attrition.
4. The Rise of Skills-Based Hiring
To tackle talent shortages, many organizations are shifting from credential-based hiring to a skills-first approach. Research shows that 90 percent of companies adopting this model report a reduction in mis-hires, while 94 percent agree it is more predictive of on-the-job success.
This trend challenges traditional hiring practices by valuing practical experience and transferable skills over formal education. HR leaders can support this shift by reassessing job descriptions, removing unnecessary degree requirements and investing in upskilling programs. Initiatives such as internships, apprenticeships and mentorship schemes can also help build a robust talent pipeline.
5. Pay Equity and Transparency
Pay equity and transparency are under the spotlight as regulatory requirements increase and employee expectations evolve. Over the past two years, more than 12 U.S. states and Washington, D.C., have enacted pay transparency laws, with several more jurisdictions considering similar measures.
In the UK, recent Office for National Statistics (ONS) data suggests that three-quarters of all jobs had a gender pay gap in 2024, alongside pay equality being included in the Employment Rights Bill. Palmer states that she also “expects there to be a move to increased transparency from employers when it comes to salary and pay.”
To stay ahead, HR teams must conduct regular pay audits and benchmark salaries against industry standards. Transparent communication about pay structures and equity initiatives can foster trust and strengthen employer-employee relationships. As Meryl Gutterman, Senior Counsel at ADP, advises, “Understanding your pay data and effectively communicating about it can improve employee trust and engagement.”
6. The Shift toward Geographically Dispersed Teams
The rise of remote work has created opportunities to tap into talent pools beyond traditional geographic boundaries. From February 2020 to June 2023, the share of long-distance remote workers increased from 23 percent to more than 31 percent, according to industry studies. This trend offers benefits such as enhanced worker-job matching, improved work-life balance and reduced turnover.
One of Indeed’s top six key labor market trends for 2025 emphasizes the value of flexibility. Remote work remains a key offering, with 7.8 percent of job postings still advertising remote options – well above pre-pandemic levels, according to Indeed’s Jobs and Hiring Trends Report. Employers embracing skills-based hiring, reducing degree requirements, and offering pay transparency, flexibility, and benefits will attract the most talent in 2025.
In the UK, Seb Maley, CEO of Qdos arguees that the “increase to employers’ National Insurance, due to take effect on 6th April 2025, means the cost of hiring employees is set to increase. This may well force the hand of businesses and encourage them to source flexible workers, many of whom can be engaged in a more cost-efficient manner than traditional employees. This, in my opinion, is no bad thing and many firms stand to benefit from the flexibility and skills these temporary workers can offer.”
However, managing a distributed workforce comes with challenges, including compliance with diverse labor laws and maintaining organizational culture. HR must implement tools and practices to foster collaboration, ensure equity and provide consistent employee experiences across regions.
7. Wage-and-hour Compliance in a Dynamic Regulatory Landscape
Changes in wage-and-hour regulations are creating new complexities for employers. For example, discussions around a four-day workweek and evolving overtime rules are prompting organizations to revisit their policies. In California, recent court rulings on work-time calculations further highlight the need for meticulous compliance.
HR teams must stay informed about regulatory updates and adapt their practices accordingly. Proactive measures, such as investing in compliance technology and training managers on new policies, can mitigate risks and ensure fair treatment of employees.
The HR landscape in 2025 will be defined by its adaptability to economic, technological and social changes. By focusing on human-centric leadership, embracing AI, prioritizing well-being and adopting equitable practices, organizations can position themselves for success in a rapidly evolving environment. As these trends unfold, the role of HR as a strategic partner will be more critical than ever, shaping not only the workforce but the future of work itself.
By Amelia Brand
Originally posted on HR Exchange Network
