“The role of the HR leader can be something bigger and more influential: 70% of HR leaders say they have more opportunities for impact now compared to three years ago.”

“HR leaders have a moment now to redefine and reshape how work is done, but they are grappling with the question: Is it reckless to continue to be bold, to challenge convention when external forces are no longer forcing our hand?"

“Becoming Everyday Bold requires HR leaders not just to take action, but to prepare – to create the conditions every day to confidently and competently break boundaries when needed.” 

“There are three key components to build this muscle of Everyday Bold: Building stability, initiating trust, and forging ahead.”

• Organizations that offer stability to their workforce observe a 61% rise in employee engagement.

• Organizations that give trust increase employee discretionary effort by 39%

• At organizations that are the best at forging ahead by letting go of existing mindsets and processes, employees are 10 times more likely to say their organization enables innovation.”

“Employees in organizations that embrace these components of Everyday Bold are 6 times more likely to be high performers.”

“Almost two-thirds of CHROs feel ‘mostly’ or ‘very’ prepared to navigate various situations in the workplace, such as natural disasters, violence and economic downturns.” 

“Less than one-third feel prepared to deal with domestic political crises or geopolitical crises.”

“CHROs fear the potential risks of acting boldly – weakening their relationships with peers, backlash from stakeholders, and making decisions without having all of the information.”

“Three strategies can mitigate the risks of acting boldly:

• Trust Through Transparency: Openly discussing negative emotions, sharing the information you have and fostering a culture of open communication prevents the erosion of trust in a crisis.

• Clarity Over Consensus: Utilizing consistent decision-making frameworks provides visibility into the decision-making process, which increases organizational trust by 11%.

• Progress, Not Perfection: Recognizing that you can’t wait to make a decision until you have all the data. Instead, make the best decision you can in the moment, knowing that most critical decisions require iteration.”

“Executive attrition and burnout are on the rise: 70% of executives consider quitting in favor of a job that better supports their well-being and more than 1 in 3 struggle with exhaustion.” 

“Yet, organizations are investing a significant amount in developing executives – executives make up 2% of leaders but consume 16% of the leadership development budget.”

“Current L&D approaches for executive development are hyper-targeted to each individual leader. Not only is this type of customization not meeting today’s needs, it creates learning gaps.” 

“Organizations can close executive development learning gaps present in today’s workforce by combining customized and cohesive development.”

“Cohesive development involves three key steps: 

• Collaborate: Design development and learning goals with the executive teams.

• Connect: Formalize chances for executives to learn from diverse employees. 

• Contemplate: Guard executive time for group reflection around critical leadership moments.”

“Traditionally, HR’s scope focused on things HR has full control over – payroll, employment policies and employee administration. These are essential for the organization to function, but the business’ expectations from HR are shifting.”

“HR is now being asked to tackle requests over which they do not have full control or expertise, including employee experience, productivity, well-being, and gig careers.”

“To boost digital HR, HR leaders must shift their attention from HR processes to the day-to-day work of employees in three ways:

• Focus on differentiated work journeys of employees.

• Collaborate across functions to solve work problems.

• Scale up impact on day-to-day work by leveraging newer digital technologies within and outside HR.”