Latest HR & People Analytics Trends: Future-ready Organizations, High-performing employees, Upskilling, AI exposure, Purpose-Driven Leaders

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💥Welcome back to the 103th edition of Weekly People Analytics Research — our regular weekly check-ins! 🎉

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💡 In this latest edition, you will discover more about 📊:

❓How can HR leaders ensure AI adoption enhances employee experience rather than replaces human talent? Bain & Company researchers revealed that 38% of HR teams are deeply involved in key AI-driven decisions, including training programs, job redesign, and workforce transformation efforts.

❓Why does a clear sense of purpose lead to higher employee engagement and long-term commitment? DDI | Development Dimensions International researchers observed that leaders at every level—frontline, mid-level, and senior—have experienced a sharp decline in their connection to purpose at work.

❓Why do professionals with AI expertise tend to command higher salaries, and how will this trend evolve? Revelio Labs researchers uncovered striking differences in how AI is reshaping various professions.

❓ How should businesses rethink their investment in workforce development to ensure long-term talent growth? McKinsey & Company researchers found that as industries evolve, upskilling is becoming a critical pathway for career mobility.

❓Why does it take 18 months for one in four employees to fully engage, and what factors contribute to this delay? Culture Amp researchers identified companies in the top 25% for engagement boast a significantly higher proportion of high-performing employees compared to those in the bottom 25%.

❓Why do only 10% of companies embrace a Future-Ready mindset, and what barriers prevent others from following suit? The Adecco Group researchers detected that leaders say digitisation, GenAI and AI are the megatrends most likely to be influencing businesses by 2030.

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

HR’s strategic role in AI adoption is unlocking new levels of efficiency, driving a 10%+ boost in workplace productivity!

💡 Findings of researchers:

✅ Strong leadership & cross-functional collaboration are key to driving AI adoption.

✅ 75% of companies have seen AI boost efficiency by at least 10%—the impact is real! 🔥

✅ While almost all companies are testing AI, only 40% have scaled it organization-wide.

Yet, even organizations committed to mobilizing HR early face structural roadblocks:

⚠️ Job security concerns—employees worry about AI reshaping their roles.

⚠️ Ethical dilemmas—questions about responsible AI implementation.

⚠️ Talent gaps—a shortage of skilled professionals to lead AI-driven transformations.

🔑 When HR is fully engaged, AI adoption accelerates! But today, only 50% of companies deeply involve HR in their AI strategies—a missed opportunity for sustainable growth, according to a new interesting research published by Bain & Company using data 📊 from their internal clients.

☝️ Recommendation of researchers:

📍 Researchers conclude that companies can unlock the full potential of HR as an AI-driven support system by implementing three strategic steps:

1️⃣ Foster a culture of flexibility and experimentation.

2️⃣ Put people at the center.

3️⃣ Rethink, don’t retrofit.

☝️ 𝙈𝙮 𝙥𝙚𝙧𝙨𝙤𝙣𝙖𝙡 𝙫𝙞𝙚𝙬:

As research deepens, organizations are witnessing the tangible impact of Generative AI across business functions. I particularly like this research as it highlights HR’s critical role in shaping AI-driven transformation—from training programs and job redesign to workforce evolution.

GenAI is now moving beyond early-stage use cases, advancing through the AI maturity curve toward delivering substantial business value. As companies continue to harness its capabilities, efficiency, agility, and innovation will only accelerate!

🙏🏼 What were the best HR expert opinions:

Dave Ulrich No doubt, AI is the "new" topic de jour! AI provides information that improves decision making (simple definition) and has been used in increasingly complex processes (see waves of genAI for HR)I like this research that focuses not only what genAI is and does, but how to make sure it is implemented. Companies that recognize AI potential and use it will make better decisions faster. Thanks again for sharing!

Dr. Bhanukumar Parmar AI adoption is like a gym membership soring on the 1st week of a new year (Like people start talking after a AI Conference) - BUT only 40% of Companies have actually put it to work.

George Kemish LLM MCMI MIC MIoL AI can provide significant support across an organisation - provided that the systems utilised provide value to all stakeholders. The successful introduction of AI will be very much dependant upon the learning culture within an organisation. Employees will come to own such change if they are included in the planning, they can see the benefits (to both the organisation and themselves) and it provides the them with access to the right data in the right context. A word of warning - there is a need to watch out for bias (in both the software utilised and also in the data produced or utilised). Given that HR drives capability, it is essential that HR are at the forefront of AI planning, as well as its introduction.

Peter Ellerau HR has the opportunity to secure the most valuable asset: implicit knowledge.AI systems can capture, validate, and structure critical experience-based know-how before it disappears.This reduces onboarding time, minimizes errors, and makes companies less dependent on individuals.If you’re serious about human-centered AI, start by preserving collective intelligence.

Dr. Masroor Hussain Shah I strongly in favour of it and the organizations should benefit from its usage. One thing I would emphasize is that the creativity of the people should be at the center of this whole process. I would rather recommend to create something whether it is an idea, working paper, JD, feasibility, report or anything by using cognitive abilities of the people and then validate your work by using Gen AI. If we just get everything being done through GenAI, it might compromise the mental faculties of the people. We have to rationalize the usage of Gen AI.

Purpose-Driven Leaders fuel employee engagement, especially as fewer people find meaning in their work !

💡 Findings of researchers:

🚨 Purpose in leadership isn’t just a nice-to-have—it’s a business imperative. Yet, the numbers reveal a growing disconnect:

❌ Only 35% of frontline leaders say they find their work purposeful—a 20% drop since 2020

❌ Mid-level & senior leaders fare only slightly better, with 48% & 56% feeling a strong personal vision

❌ High-potential employees are 4.8X more likely to leave if they lack purpose in their roles

❌ Trust is fading—only 28% of frontline leaders trust senior leadership, compared to 40% at higher levels

🚀 Without trust and alignment, leaders struggle to connect to a vision they didn’t shape—leaving them unsupported and disengaged.

💡 If organizations want to retain top talent, boost leadership effectiveness, and drive real impact, they must redefine what purpose looks like in today’s workplace. Purpose isn’t just personal—it’s cultural, strategic, and deeply human, according to a new interesting research published by DDI | Development Dimensions International using data from 10,796 Leaders, 2,185 HR Professionals and 2,014 Organizations.

☝️ Recommendation of researchers:

📍 Researchers have identified key traits of Purpose-Driven Leaders—those who inspire, navigate change with agility, and make decisions rooted in a deeper sense of meaning.

✔️ Self-awareness and emotional intelligence

✔️ Authenticity and vulnerability

✔️ Compelling communication

☝️ 𝙈𝙮 𝙥𝙚𝙧𝙨𝙤𝙣𝙖𝙡 𝙫𝙞𝙚𝙬:

I found this research particularly compelling, as it highlights The Leadership Purpose Crisis—a long-standing issue that has intensified since 2020. That’s why I appreciate the concept of Purpose-Driven Leaders introduced in the study. Purpose is a stabilizing force, especially in uncertain times. When teams not only understand their organization’s “why” but also see how their leader authentically connects to it, they gain clarity.

🙏🏼 What were the best HR expert opinions:

Dave Ulrich Again, wonderful confirming research. "Purpose driven" has been so important at many levels.We did a book "Why of Work" that laid out 7 dimensions of an "abundant" organization, and purpose was a key element. These organizations outperformed others.I believe that many work at a job; and others feel work is a calling, or purpose driven.

Dr. Vicki Otaruyina (h.c., MSc., PG. Cert., BA.) As someone who coaches faith-driven and purpose-aligned leaders, I’ve seen firsthand that when leaders lack clarity on why they lead, it trickles down into disengagement and disconnection across teams. Authenticity isn't just a leadership trait—it’s the bridge between vision and trust. The data here validates what so many of us have felt: we don’t just need more skilled leaders—we need more anchored ones.

Kua Lumei-Smith, PMP This absolutely aligns with what I’ve seen in the field of work. When teams understand the 'why' and I'll expand to the "why now" behind their work, and see that leadership is anchored in something bigger than metrics, performance becomes a byproduct of purpose. Beautifully articulated.

Galina Turcan A strong and relevant analysis—this reflects what many organizations are facing today. The data clearly shows how purpose gaps, especially at the frontline, are impacting trust and retention.The focus on aligning personal and organizational purpose is critical. Leaders can’t be expected to inspire teams if they’re not connected to the vision themselves.

Lourdes Gonzalez ☕️ Purpose often gets buried when workloads balloon and layoffs loom. When everything feels uncertain, people crave more direction AND need meaning. That’s why leaders can’t just “say” the “why”. They have to live it with their every day actions. Trust is built in everyday moments

Karen Stone Purpose isn’t just a lofty ideal, it’s a powerful performance lever when it’s real, relevant and rooted in who we are. One thing we see time and again in our work is how connecting strengths, career motivations and personal values can ignite that deeper sense of meaning. When people understand what energises them, what drives them and what matters most, it becomes far easier to align with the organisation's purpose in a way that’s authentic, not forced.This alignment isn’t just good for engagement; it builds resilience, performance and a stronger sense of belonging. It’s the difference between people 'renting a role' and truly owning it. Love the focus on fewer, more human conversations too. That’s where the magic really happens.

Andrew Nowak Brilliantly surfaced! Purpose isn’t a perk—it’s infrastructure. When leaders feel disconnected, it’s rarely a personal failure. It’s a design flaw.

Jos van Snippenberg highly valuable research about the driving power of purpose . Through the years we've seen that walking the extra mile for boosting shareholder value has shriveled. The rising importance of intrinsic motivation became clearer after the pandemic left its mark. I experience that organisations who renewed the foundation of doing business flourish. They've transformed traditional revenue and profit goals into positive impact goals. Inspiring ambitions for their stakeholders; clients, employees, society, nature or the world as a whole. No fluffiness but real objectives that automatically goes hand in hand with numbers. Embedding this in the company DNA, creates opportunities to connect individual DNA's and guide people how to live it in practice. A blue print for this makes it easy for the business to stay true to their reason for being, and for MT's to act as role models.

A strong correlation between AI exposure and higher salaries suggests that hiring patterns are evolving !

💡 Findings of researchers:

💡 There is strong correlation between AI exposure and AI adoptions

💪 Low AI-exposed roles rely on manual & interpersonal skills, staying human-driven.

🦾 AI-exposed jobs are booming, shifting hiring priorities toward automation-integrated roles.

💸 Pay boost! A 10% rise in AI exposure = 25% higher salaries 📈

🔹 Unlike past automation waves, AI impacts high-paying roles in innovation & decision-making, according to a new interesting research published by Revelio Labs using data from Revelio Labs’ unique data on job postings and employee profiles.

☝️ Recommendation of researchers:

Researchers have outlined practical steps to help both employers and employees align workforce development with the evolving demands of an AI-driven economy:

• For Employees

✔️ Adopt AI tools , especially in high-exposure roles

✔️ Prioritize learning adaptable skills

• For Employers

✔️ Encourage and incentivize AI adoption

✔️ Rethink your hiring strategy

✔️ Bridge the AI adoption gap

☝️ 𝙈𝙮 𝙥𝙚𝙧𝙨𝙤𝙣𝙖𝙡 𝙫𝙞𝙚𝙬:

I find this research on AI’s long-term impact on the workforce incredibly fascinating—especially how it’s amplifying productivity and enhancing the value of already highly-paid professionals. The evolving AI landscape is a game-changer, driving new efficiencies in tech-driven roles while leaving certain professions largely unchanged. This contrast highlights the diverse and uneven effects of automation across industries, shaping the future of work in ways we’re only beginning to understand.💡 AI isn’t just about replacing tasks—it’s about transforming how we work, innovate, and create value. 🚀

🙏🏼 What were the best HR expert opinions:

Dave Ulrich Again fascinating. AI does for knowledge workers what factory automation did for manufacturing employees. AI accesses information that reinvents knowledge work from accessing information to providing insights about what information to access and how to apply the information. Factory workers were no longer on automated assembly lines, but had to lean to manage the control and process systems of those assembly lines.Knowledge workers will likely have to do the same ... data access is open source; the ability to turn data into relevant actionable insights will still require human actions. It is fascinating how AI will change how work is done since so much of work today is around accessing and using information.

SUNDARRAJ. S Of course, 30% work integrate AI in tech professionals. Still It is surprise to know about the magic of AI. There is need to educate HR professionals much. Now theme will be humanize AI .

Herman Leroy Today, hiring isn’t just about hard skills. It’s about finding people who can read data, work with AI-powered tools, and navigate uncertainty with clarity and intent. That shift affects HR just as much as core business functions.

Time and Cost continue to be major barriers to upskilling, limiting Career mobility and the ability to transition into new opportunities !

💡 Findings of researchers:

📣 By 2030, nearly 10% of the U.S. workforce may need to switch occupations—an increase from pre-pandemic levels.

🎯 As industries evolve, upskilling is becoming a critical pathway for career mobility.

📈 42% of workers are actively seeking or expressing interest in upskilling opportunities—yet time and cost remain key barriers to learning new skills.

💡 The solution? Collaboration. When workers and employers join forces, they can create a sustainable upskilling strategy that benefits both individual careers and business success, according to a new interesting research published by McKinsey & Company using data from a survey of 2567 US employees.

☝️ Recommendation of researchers:

📍 Researchers emphasize that businesses must take center stage in driving the next wave of upskilling. With time and cost as major barriers, many workers look to their employers for accessible, on-the-job training.

Companies are uniquely positioned to:

✔️ Integrate learning into work schedules, ensuring skill-building without disruption.

✔️ Offset training costs, benefiting both employees and business growth.

✔️ Align upskilling with career aspirations, helping workers unlock their full potential.

☝️ 𝙈𝙮 𝙥𝙚𝙧𝙨𝙤𝙣𝙖𝙡 𝙫𝙞𝙚𝙬:

I find this research incredibly insightful—it truly underscores how careers are evolving amid shifting priorities, emerging opportunities, and the relentless pace of innovation. One of the key takeaways is how upskilling is no longer just a benefit—it’s a necessity. Companies that invest in employee growth don’t just enhance their workforce, they fuel innovation, strengthen retention, and solidify their competitive edge in an increasingly AI-driven economy. As industries transform, the question isn’t whether upskilling is important—it’s how quickly organizations and individuals can adapt to keep pace with the future of work.

🙏🏼 What were the best HR expert opinions:

Dave Ulrich Again fascinating research on relevant topic. As the context changes, organizations must adapt or die, and employees must upskill or be replaced. Helping employees become better seems a shared responsibility between the organization providing opportunity for learning (through training and on the job experience) and the employee being accountable for accessing opportunity. HR can bridge organization opportunity and employee accountability through programs and career management.I have learned that in my work, I need about 15-25% new material (teaching notes) each 12 to 18 months. This learning requirement (half life of knowledge logic) continues and gets even more with AI insights. Thanks again for sharing.

Arturo Aranda Marín Skills enhancement should not be conceived as an expense, but as a strategic investment, in which the most resilient companies that integrate continuous learning as part of their culture and empower talent with time, resources and purpose will generate a competitive advantage. The challenge is not just to train, but to align development with business evolution.

Karen Stone I believe reskilling is a shared responsibility. Employers play a vital role by providing access, support and embedding learning into the flow of work. But equally, employees need to take accountability for investing in their own development and future career path.Crucially, line managers are the missing link too often overlooked - they need to role model ongoing reskilling themselves, and create the kind of coaching culture where learning isn’t seen as a one-off initiative but a continuous, supported commitment. When both sides step up, upskilling becomes not just possible, but powerful.

Engagement drives Performance, yet one in four employees only reach that milestone after 18 months in their role !

💡 Findings of researchers:

High-performing employees = highly engaged teams!

⏰ 1 in 4 employees don’t receive their first high-performance rating until after 18 months, proving that growth takes time and the right environment.

⚡ The cost of neglecting engagement? Burnout can drain up to $21,000 per employee annually! On the flip side, companies that prioritize performance management are 4.2x more likely to outshine competitors.

📣 The takeaway? Engagement and performance go hand in hand.

When organizations invest in their people, motivation soars, workplace experiences improve, and success follows.

🤝 Support your employees

🔥 Drive engagement

🚀 Watch performance skyrocket , according to a new interesting research published by Culture Amp using data from over 567,000 employees across 1,517 companies.

☝️ Recommendation of researchers:

⏳ Research uncovers a fascinating insight—one in four employees don’t receive their first high-performance rating until after 18 months in their role.

☝️ 𝙈𝙮 𝙥𝙚𝙧𝙨𝙤𝙣𝙖𝙡 𝙫𝙞𝙚𝙬:

I find this research truly fascinating—it sheds light on powerful patterns between performance and engagement, offering key insights into what drives success in the workplace. One of the most compelling takeaways is the undeniable fact that engaged workplaces fuel excellence. When employees feel connected to their work and empowered by leadership, they don’t just perform—they thrive. Engagement sparks motivation, fosters innovation, and drives higher productivity, shaping a culture where individuals and teams push boundaries and achieve more.

At the same time, this research reinforces the critical role of organizations in unlocking employee potential. Performance isn’t just an individual trait—it flourishes in the right environment.

🙏🏼 What were the best HR expert opinions:

Dave Ulrich Again, thanks for sharing. compelling research. The logic about the impact of employee experience (i.e, engagement) on customer, investor (profitability), and social citizenship has been studied (figure).This compelling research shows that employee engagement can be tied to "time to performance" of new hires. If 18 months is the time to become fully engaged, and there for drive customer, investor, and social outcomes, this means that retention of new hires is key and even more, finding ways to shorten that time becomes critical. If time to performance could be cut in half (or more) for new hires, wonderful results would follow.Thanks for sharing

Alexandra Reguera Interesting results, but evidence from organizational psychology suggests that, in most cases, motivation drives engagement, not the other way around. When people feel autonomous, competent, and connected, they tend to become more engaged in their work. Positive organizational climates further strengthen this relationship. While engagement can reinforce motivation, it’s usually a result of it, not the initial cause. Clarifying this cause-effect relationship is key to designing effective actions and interventions.

George Kemish LLM MCMI MIC MIoL My starting point would be to treat people as individuals (each being at different stages of development) and ensure that feedback is based on that persons' ability to complete the tasks that have been set them (not to compare them with others who may be at different stages of development). If you want to make a comparison, then compare potential. I would then look at inclusion - is everyone included in everything that is going on around them? Is the work meaningful and are people given the space needed for creativity and innovation? Don't listen, but hear what people are saying. What would you do if someone came up with a brilliant idea? My thoughts: Stand back and let them take the lead (after all, the idea is in their head not yours) but be ready to provide support (if required).

Only 10% of organizations are Future-Ready—leading the charge in creating a Human-centric technology strategy that transforms the way we work !

💡 Findings of researchers:

📢 By 2030, the workplace will be reshaped by three dominant megatrends: digital transformation, GenAI, and AI—driving innovation and redefining how businesses operate. Meanwhile, skills scarcity, once a top concern, is expected to drop to second-to-last place, signaling a shift toward automation and AI-driven workforce solutions.

💡 The biggest talent risk? Global leaders overwhelmingly rank “workforce strategies that cannot keep up with the pace of disruption” as the #1 challenge to business growth. The ability to evolve, reskill, and adapt to change is more critical than ever.

📈 A future-ready elite—just 10% of companies—are navigating AI’s impact with agility, strategic leadership, and a commitment to education and workforce development.

🔎 Despite this, only a third of organizations are leveraging data insights to understand and build critical skills, creating an urgent gap that must be addressed, according to a new interesting research published by The Adecco Group based on extensive survey data 📊 , gathered in local languages from 2,000 C-suite executives across 13 countries, spanning November 2024 to January 2025.

☝️ Recommendation of researchers:

📍 Key Actions for Leaders to Build Future-Ready Organizations

✔️ Promote the idea that upskilling and career mobility go hand in hand by adopting a skills-based workforce-planning strategy, celebrating transferable skills and investing in internal mobility.

✔️ Position AI as a tool that complements, enhances and augments human efforts, and therefore empowers employees. Leaders should act as role models, openly developing and celebrating their uniquely human skills.

✔️ Invest in leadership development, focusing on decision-making and change management, to ensure that leaders can deal with any seismic shifts while balancing organisational agility and stability for workers.

☝️ 𝙈𝙮 𝙥𝙚𝙧𝙨𝙤𝙣𝙖𝙡 𝙫𝙞𝙚𝙬:

I really like this research—it provides invaluable insights into how future-ready organizations are setting the pace in a rapidly evolving world. As disruption accelerates, the ability to adapt, think creatively, and foster innovation is becoming the defining factor of leadership success. What truly stands out is how future-ready organizations go beyond standard workforce strategies—they make adaptability the core of a tech-enabled talent strategy, ensuring that both AI and human potential thrive side by side. As transformation speeds up, these organizations aren’t just responding—they’re leading. Their proactive approach to education, workforce mobility, and structured AI integration puts them ahead of the curve, shaping the future of work.

🙏🏼 What were the best HR expert opinions:

Dave Ulrich Again, I learn from the research you share. I like the term "future ready" and that it begins by understanding the disruptions in the world today. This research dives deep into the technology disruption and its implications. We see additional disruptions which all evoke the same message of reinventing human capability (talent, leadership, and organization). We can't predict the future, but we can prepare for it. Thanks again.

Max Blumberg Your emphasis on leadership development as the foundation really resonates with me. The future-ready organizations I see typically have leaders who understand how to balance human potential with AI capabilities, rather than viewing them as competing forces.

Lourdes Gonzalez ☕️ These stats are sobering and a wake-up call for HR and senior leaders. Only 10% of orgs are truly future-ready, and most are still mapping skills in a vacuum, building strategies about the workforce without engaging the people who live the work every day. That’s a miss.I propose using design thinking tools like empathy maps to listen to frontline teams and customers. Then shaping skill development around real-world needs. For senior leaders and HR, it’s time stop guessing. Start listening to not be left behind.

Nicole Vaughan Wetherley The pace of change isn’t slowing, and it’s clear that future-ready organizations aren’t just investing in tech, but in people. I especially love the action about positioning AI as a tool for human empowerment to increase productivity - something I’ve been working on for the last couple of years!

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