new workforce is entering the labour market: Generation Z. It is even anticipated that by 2030, this generation will already represent one-third of the personnel, imposing on companies their work culture, with more flexible conditions and greater ethical demands. At the same time that we see tomorrow's leaders entering companies, the explosion of artificial intelligence (AI) promises to revolutionise the way we work today. Several possible outcomes emerge, advantages for employees and for the businesses themselves, but also concerns, especially regarding regulation.
Also, the culture of transparency without filters, the need to embrace fulfilment (instead of embracing engagement), the importance of onboarding to cement the professional's relationship with the company, and the immersive worker experience are important topics today, to which Human Resources departments should pay attention, according to last year's study "The Z Effect: Talent Trends 2023", conducted by LLYC, in collaboration with DCH, the International Organization of Human Capital Managers.
Keep reading this article to find out the eight talent trends this year.
1. Z Effect
Generation Z, comprising young people born between the mid-90s and 2010, brings with it the desire to revolutionise the world of work, but also the capacity for influencing others, both with their habits and priorities, and with the ways of conceiving work.
"On the one hand, the momentum of the 'Zs' and their demands have made professionals more demanding of their organisations regarding ethics and sustainability. ESG will no longer be an acronym for specialised audiences and will become a fundamental lever of the employee's value proposition. Compliance policies will transcend the regulatory sphere to become a factor of commitment and pride of belonging for workers," the report states.
Will it be the end of presenteeism culture? Of micromanagement? And of the "workaholic" culture? "The first exercise that companies must do is with their own employees. Professionals of all generations have changed their relationship with employment, and although a context of economic crisis may predict setbacks, the reality is that people do not want to go back to demanding working hours that allow them to better reconcile their personal lives."
2. Immersive Employee Experience
The immersive employee experience is also considered one of the main trends this year. "We believe that the trend will transcend product boundaries and, as has happened in other contexts, human resources will follow the marketing trail here too. Technology will no longer serve only to rationalise processes or simplify the employee's life, but will also become a fundamental component to show what potential workers demand most: to know the experience of working in an organisation without having to belong to the company".
In addition, democratising the experience is expected, which should be seen as a "fundamental opportunity for companies that want to tell the story of who they are and what the experience of working in the company is like".
In the metaverse, specifically from onboarding to training, the possibilities for talent teams are virtually endless. And several companies are already taking advantage of this shared virtual world.
3. AI explosion
With this very accelerated pace of technological evolution, it is expected that by 2029, the global AI market will grow by about 20%, which will allow, among other things, the development of predictive analyses that contribute to more effective decision-making. "This is something we are already very accustomed to when we talk about clients and consumers, but it is equally transferable to talent management. In a context like the current one, where levels of demotivation and burnout are particularly high, AI can be an effective tool to improve this reality," explains LLYC.
The report argues that, on the one hand, AI can improve processes (in the case of recruitment processes, learning algorithms help automate the screening of candidate resumes, providing better quality in the analysis of skills and profile experience) and, on the other hand, it can monitor the level of engagement, satisfaction, productivity, the risk of burnout, and the behaviour of employees themselves.
4. "Data Office"
Data analysis has reached office management. Why? To better understand how workplaces are used. Does it make sense to invest in leisure spaces within offices? What is the current real occupancy? Is it even necessary to have an office? And why not embrace 100% remote work?
Understanding and optimising spaces can help reduce office rent/purchase costs and increase the productivity of professionals.
5. Onboarding
The overwhelming majority (90%) of workers decide whether to stay with a company or not during the first six months, studies show. In this initial phase of the relationship between worker and employer, onboarding is the first step to build it. But it is still an opportunity that is missed.
"Onboarding continues to be the great unfinished task when it comes to the employee experience". So much so, that 75% of professionals have bad memories of their incorporation period, causing them situations of stress, abandonment, or loneliness. This perception leads 21% of new employees to finally decide to leave the job during this first phase. The big challenge for companies is to make the onboarding process a "memorable experience". And to do that, using techniques more associated with marketing can be an interesting strategy.
"HR departments have the opportunity to apply marketing techniques associated with customer onboarding to establish bonds with their new employees. We are talking about evolving programs focused on the first days into true incorporation and monitoring projects extended to the first months, which allow the new employee to understand the operations while 'absorbing' the company's culture. In addition, it is essential to generate constant communication to translate the employee value proposition, create value-added experiences during the process, and measure the success of the program through active listening of the participating profiles."
6. Embracing turnover
Phenomena like the Great Resignation or Quiet Quitting, which came on strong in 2022, have come hand in hand with a reality common to most organisations: increased turnover. And it is not likely that turnover levels will decrease. Embracing turnover involves implementing an "always on" selection and hiring policy. "Job hopping or the permanent search for new challenges, typical of technological profiles and younger generations, has established itself as a new way of understanding talent-company relationships. And this won't change," warns the communication consultant.
"If professionals increasingly seek permanent challenge to maintain enthusiasm, it can be a good solution to provide different opportunities within the same organisation and specific training to avoid creating functional or geographical limits to team growth. Like internal mobility, turnover will also affect career plans. We will have to reformulate growth to adapt to the new needs of profiles".
7. Transparency without filters
We live in the era of transparency. Companies have become more responsible to their key stakeholders, which means that employees are more (and better) informed about the companies they choose to work for.
LLYC speaks of four fundamental principles: transparency based on shared purpose, transparency as a strategic goal of the company, transparency at all levels, and transparency that implies a change in habits.
8. From engagement to fulfilment
Engagement is already gone. Now, we talk about fulfilment. What is it about? "[Fulfilment] goes one step further and is broader than the concept of engagement or job satisfaction. It is something deeper and associated with each person's intrinsic motivations. Fulfilment is a state of fullness and total harmony between employees and companies, a culture in which the personal side combines with the professional side and often influences it," clarifies the report.
Currently, one in three workers do not feel in tune with their company, which makes them 399% more likely to actively seek another job, 340% more likely to leave within a year and 71% less likely to recommend the company as a place to work, concludes a survey by O.C. TANNER.
Balancing the private and professional spheres, creating community and fostering a sense of belonging, encouraging growth (personal and professional), and clarifying purpose are the four levers that most influence the employee experience.
