“Organizations today don’t have the leadership pipelines they need, and weak leadership benches lead to slower revenue growth, slower profit growth and hiring externally more frequently than desired.”

“There are three pressing succession challenges:

• Succession processes aren’t keeping up with the pace of change.

• The visibility challenges of hybrid work threaten the diversity of our pipelines.

• Organizations are not retaining their current and future successors.”

“Succession planning needs to evolve to be more adaptive, more equitable and more human.”

“To be more adaptive, succession planning must shift from relying on traditional role-based succession planning, to a more scenario-based process.” 

“Achieving a more equitable succession process relies upon investing in relationships and advocacy, not just relying on visibility, for potential successors.”

“HR can make succession planning more human by crafting the successor experience, not just the succession process.”

“Though 79% of HR leaders believe that frontline worker attrition has negatively impacted their business, only 29% are currently investing more efforts in improving their organization’s EVP for frontline workers as compared to desk-based workers.”

“Frontline workers report wanting more control over their schedule, more paid leave and a more stable work schedule.”

"All employees, including frontline workers, want radical flexibility, which includes five dimensions: where, when, what, who and how much."

"To offer frontline employees radical flexibility, leaders must embrace the following:

• Where: Determine which tasks of an on-site job role can be performed remotely

• When: Understand and account for variability in employees’ day-to-day lives

• What: Empower employees to focus on their interests and what they desire from their work experience

• Who: Enable employees to choose shifts based on who else is working at those times

• How much: Acknowledge that certain employees are willing to work longer hours
  for greater compensation and vice versa.”

“There are two elements that are essential for building a successful culture in your organization – alignment and connectedness. Connectedness is achieved when employees identify with the culture, care about the culture, and believe in the culture.”  

“When employees feel connected to their organization’s culture, there is a 37% impact on employee performance and a 36% impact on retention.”

“While 61% of HR leaders agree culture is more important in a hybrid work model to achieve organizational goals, only 1 in 4 employees report they are connected to their organization’s culture.”

“Sixty percent of hybrid knowledge workers say their direct manager is one of the top two influences on whether they are connected to their organization's culture.” 

“To drive culture connectedness, HR should equip managers in three areas:

• Define Team Culture: Managers must be able to articulate what the company culture is, and what it means for their teams.

• Bring Culture to Life: Culture must be embedded within teams and put into practice. 

• Make Culture Personal: Managers should target key moments when employees already feel most connected to the culture to focus on building cultural connectedness.”