“The most common approach to change management centers on involving employees, which can reduce change fatigue by up to 29% while making willingness to change 1.5 times more likely.” 

“However, from 2016 to 2022, the percentage of employees willing to change their work behaviors to support their organization’s goals decreased by 42%.” 

“Simply involving employees in change efforts is necessary, but insufficient; organizations must create an environment of psychological safety if they want employee involvement to be productive.”

 “When managers create a psychologically safe environment for their employees, it can have up to a 46% reduction in change fatigue.” 

“Psychological safety is composed of two key components: 

• Safety to Experiment: Comfort in taking risks to accomplish team goals, even if it results in failure. 

• Safety to Challenge: Comfort pushing back against the status quo and contributing to transformation efforts.”

“Employees’ trust in pay is alarmingly low: Less than one-third of employees believe their pay is fair and only 39% agree that their organization’s pay practices are free of bias.”

“Organizations tend to focus on the technical aspects of pay equity – conducting pay equity audits and adjusting salaries as needed – but they ignore employee perceptions of pay.”

“Employees who perceive pay as unequitable are 15% less likely to stay at their organization and are 13% more likely to actively look for a new job.”

“Organizations can better address pay equity by managing three contextual factors surrounding pay:

• Reduce Discomfort with Pay Differences: If pay gaps are unavoidable, HR should seek to keep them to a minimum and close them quickly, while also leveraging non-monetary factors such as PTO to off-set pay differences between new hires and tenured employees.

• Minimize Unfair Moments: Employees experience an average of 2.5 unfair moments every two years, which negatively impact their perceptions of pay and intent to stay with their employer.  

• Provide Critical, Low-Risk Information: Employees have little actual pay information and without it, they assume the worst. Messaging (re)builds trust and improves perceptions.”

“Executive leaders are increasingly prioritizing sustainability as one of their top five strategic business priorities – rising from 2% mentioning it as a priority in 2012, to 16% in 2023.”

“Employee interest outpaces opportunities – 67% of employees rated at least six out of 10 sustainability-related issues as highly important.”

“Only 16% of employees said their organization currently has a strong culture of sustainability, and only 31% of employees say their organizations provide resources to support ESG goals.”

“To close the sustainability interest-opportunity gap, CHROs should focus on two things:

• Maximize Opportunities by Supporting a Strong Culture of Sustainability.

• Close Opportunity Gap by Equipping Connector Managers to Support Sustainability.”

“Creating a strong culture of sustainability encompasses knowledge, mindset and behavior.”

“Nearly 1 in 5 HIPOs – the subset of employees who provide outsized value and who have outsized potential to rise to more senior, critical positions – are actively looking for a new job.”

“There are several attrition drivers organizations must address to better retain HIPOs, including work-life harmonization, future career opportunity, development opportunity and people management.”

“To retain HIPO talent, organizations should focus on providing opportunities for professional and personal growth and helping HIPOs avoid burnout by reserving energy for their lives, not just their work.”

“Improving HIPO satisfaction with development opportunities can increase intent to stay by up to 11%, while greater satisfaction with future career opportunities can increase intent to stay by up to 15%.” 

“Organizations that ensure their HIPOs feel valued can increase intent to stay by up to 21%.”