Backed by the latest HowNow and Lattice research, this episode takes you through four realistic HR trends for 2024.
No gimmicks, just proven tactics for more impact in the year to come.
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0:00 Intro to HowNow and Lattice
4:26 The issue with career conversations
10:54 Having better career conversations
18:19 Flexible working in 2024
29:03 The shift from hiring to upskilling
38:54 What AI means for HR and L&D
42:34 Recapping 2024 HR Trends
43:28 Putting this into practice
Five key lessons from Data-Backed HR Trends For 2024
1. Creating effective career paths and conversations has to be high on the 2024 agenda.
75% of employees would prefer to advance at their current company but only 48% currently see a path.
But when Lattice asked 1,000 employees a list of which 14 factors were offered by their employers, career conversations, career paths, and development budget came bottom.
And while it might look like career conversations ended up on the back burner, it could simply be a case of HR having to prioritise other areas.
“It's not that it's no longer important in the business, but with everything that's been going on in the world, HR teams have had to index on areas that needed additional focus.
“HR teams are trying to grapple with the development of a high-performance culture in the workplace, but they've also got to support teams through factors like the cost of living crisis or the fact that they need more flexibility to be able to achieve a balance between work and home.” - Jules Strong, VP Marketing & Insights, Lattice
According to some upcoming Lattice research, half of HR leaders stated that talent development would be a key part of building a high-performance culture in 2024.
“As we go into 2024, there's a real opportunity to simply make growth part of our DNA and to make it part of the day to day business.” - Jules Strong, VP Marketing & Insights, Lattice
2. Employees need flexibility to do their best work, and we need to refine that in 2024.
In Lattice’s research, flexibility came second in the top five factors employees need to do their best work.
The flexibility conversation might have kicked into gear around 2020 and COVID-19, but it’s still very much a work in progress and constantly evolving for many companies.
“Flexible working is still very much evolving, and it is absolutely linked to trust and autonomy; autonomy for the employee and trust within the business.
“And that also played out in the research. So feeling trusted by managers was actually the most significant motivating factor for employees over flexible working, which is really telling.” - Jules Strong, VP Marketing & Insights, Lattice
So, even companies that feel they have a handle on flexibility need to be agile and focused on creating the right environment for flexible working to work in 2024.
Jules’ best tip? Pivoting to a results-oriented culture. Rather than evaluating performance on the number of hours people work or how present/visible they are, make output the focal point.
3. Visibility is critical to trust, autonomy and preventing burnout
“It's really, really important that managers and execs have visibility into individual and team performance. I think when managers feel like they're in the dark or they don't understand what people are working on or what they're achieving, that's a ripe breeding ground for mistrust.
“And it's also a ripe breeding ground for employees feeling like they need to respond to messages quickly. They need to be always on, always available, and that's just such a big factor in burnout.” - Jules Strong, VP Marketing & Insights, Lattice
4. 2024 should see a shift from hiring to upskilling
Udemy’s top seven surging skills for workplace and human resources were dominated by recruitment and hiring, meaning content on those topics saw the biggest increase in consumption.
But we’re in a period of talent shortage, with six open roles for every qualified person - so although we need strong hiring skills for the competitive landscape, we can’t put all our eggs in one basket.
Jules shared a CBI stat that 30% of businesses said they couldn't grow over the last 12 months because they didn't have the right skills.
They could see the demand, but they couldn't go out and capitalise on it because they didn't have the right people and skills in the right roles.
“If you have a strategy and a path in your business to upskill your top talent, your highest performers, that's naturally going to drive more motivation, more satisfaction.
“And those people are going to feel more committed to their roles and to your company because you're investing in that area. And that's just such a natural tie into a high performance culture.” - Jules Strong, VP Marketing & Insights, Lattice
5. HR needs to use AI intentionally and to solve real problems
People across your business are already using AI. The challenge is working out how and where and understanding where AI can solve real business problems.
“The additional component is how HR can use those AI tools in their own day to day work. And I think there's a huge amount of potential there for improving productivity, for taking away all of those manual and repetitive tasks that we know can creep into an HR leader's day.
“To take away some of that time wasted in starting blank sheet projects… there's many potential applications there. What we're hearing from HR leaders is that AI is never going to be a way to replace people and programs, it’s all about optimisation and efficiency.” - Jules Strong, VP Marketing & Insights, Lattice
More than three quarters of the HR teams that Lattice recently spoke to said that they were discussing AI and looking at ways to use it. But only about a third of them have actually started evaluating solutions.
Highlighting that we’re really still in that early phase, and how impactful AI can be will really depend on each team and the problems they need to solve.