New research from The Adecco Group and the Center for Leadership in the Future of Work, University of Zurich claims that people management executives are moving further away from being “managers,” toward a dual role as both data scientists and guardians of change and culture. The report, The Chief People Officer of the Future: How is the Top People Management Role Changing as the World of Work Evolves? draws upon the views of 122 senior people management executives from 10 countries and regions, and who are responsible for a total of 3,110,419 employees, to assess how the landscape of people management is changing. (more…)

Is the management of people in organisations today really about growing the long-term value of an employers’ most important asset in an increasing uncertain and skills-short labour market? Or is it more to do with continuing to drive costs down and shareholder returns up; and meeting the bare minimum standards required by legislation? The Institute for Employment’s (IES) latest research, carried out in partnership with the Chartered Institute of Personnel and Development (CIPD), looks at the reality of people management and comes up with some generally positive findings and conclusions. (more…)

Employees who perceive management controls to be restrictive and punitive will develop dysfunctional and negative responses to the organisation where they work, according to a new study involving the University of East Anglia (UEA). These responses might be observed through what the researchers call ‘workplace deviance’ – for example absenteeism, reducing effort, daydreaming, taking longer breaks – and turning a blind eye, also referred to as ‘deliberate ignorance’ by the research team from the UK and Spain. (more…)

New research by specialist employment law firm Littler, based on 2024-25 data from HM Revenue & Customs, suggests there has been a 12 percent rise in the number of people working past retirement age over the past five years up from 1.39 million in the year to March 31 2020-21 to 1.56 million in the year to March 31 2024-25. The firm claims that, with the number of older people in the workplace growing, employers need to be more proactive to avoid age discrimination and prevent conflicts from developing between workers of very different generations. Although these conflicts are often seen as just workplace ‘banter’ they can cross the line to the point an employee feels they have been unlawfully discriminated against. For instance, where workplace ‘jokes’ have a repeated ageist element or stereotypes about young or old people stray into being seen as unlawful harassment. (more…)