Talent Retention In Future

Just out in Harvard Business Review, summary of the Hybrid Experiment results and lessons on how to make hybrid succeed. Experiment: randomize 1600 graduate employees in marketing, finance, accounting and engineering at Trip.com into 5-days a week in office, or 3-days a week in office and 2-days a week WFH. Analyzed 2 years of data. Two key results A) Hybrid and fully-in-office showed no differences in productivity, performance review grade, promotion, learning or innovation. B) Hybrid had a higher satisfaction rate, and 35% lower attrition. Quit-rate reductions were largest for female employees. Four managerial lessons 1) Hybrid needs a strong performance management system so managers don’t need to hover over employees at their desks to check their progress. Trip.com had an extensive performance review process every six months. 2) Coordinate in-office days at the team or company level. Schedule clarity prevents the frustration of coming to an empty office only to participate in Zoom calls. Trip.com coordinated WFH on Wednesday and Friday. 3) Having leadership buy-in is critical (as with most management practices). Trip.com’s CEO and C-suite all support the hybrid policy. 4) A/B test new policies (as well as products) if possible. Often new policies turn out to be unexpectedly profitable. Trip.com made millions of dollars more profits from hybrid by cutting expensive turnover.

Inflation often forces businesses into a dilemma—raise prices and risk losing customers, or keep prices stable and shrink margins. But what if data could help strike the perfect balance? 🚀 Challenge: Flipkart, one of India’s largest e-commerce platforms, noticed fluctuating customer retention rates and declining repeat purchases, especially during inflationary periods. Traditional deep-discount campaigns led to short-term sales spikes but failed to build long-term customer loyalty. 🔎 Solution: Data-Driven Discounting Strategy Flipkart’s analytics team uncovered a key insight: Small, frequent discounts (e.g., 5-10% on repeat purchases) led to higher engagement. Personalized offers based on purchase history encouraged repeat buys. A/B testing revealed that customers preferred consistency over occasional deep discounts. 💡 Implementation: Using AI-driven dynamic pricing, Flipkart rolled out: ✅ Tiered discounts for loyal customers. ✅ AI-powered coupon recommendations. ✅ Targeted email campaigns promoting small, time-sensitive discounts. 📈 Results: After three months of testing, Flipkart saw: ✔️ 17% increase in repeat purchases ✔️ 12% uplift in customer retention ✔️ Higher profit margins vs. deep discounting 🎯 Key Takeaway: In an inflationary environment, data-driven pricing isn't just about maximizing revenue—it’s about customer psychology. Businesses that personalize their offers and optimize discounts intelligently can boost retention while protecting margins. 𝑾𝒉𝒂𝒕 𝒑𝒓𝒊𝒄𝒊𝒏𝒈 𝒔𝒕𝒓𝒂𝒕𝒆𝒈𝒊𝒆𝒔 𝒉𝒂𝒗𝒆 𝒘𝒐𝒓𝒌𝒆𝒅 𝒇𝒐𝒓 𝒚𝒐𝒖𝒓 𝒃𝒖𝒔𝒊𝒏𝒆𝒔𝒔 𝒊𝒏 𝒄𝒉𝒂𝒍𝒍𝒆𝒏𝒈𝒊𝒏𝒈 𝒕𝒊𝒎𝒆𝒔? #datadrivendecisionmaking #DataAnalytics #DiscountStrategy #BusinessStrategies

You don’t build loyalty through rewards—you reward customers for already being loyal. Big difference. Loyalty programs are primarily designed for customers who have already demonstrated consistent engagement and loyalty to your brand. The goal isn’t to create loyalty through rewards, but to recognize and strengthen it. By offering rewards, perks, and recognition, you can maximize their lifetime value, whether by increasing purchase frequency, boosting basket size, or encouraging referrals. Tactics like tiered rewards, exclusive access, and personalized incentives help reinforce their commitment and make them feel valued. 𝗦𝗲𝗰𝗼𝗻𝗱𝗮𝗿𝘆 𝗙𝗼𝗰𝘂𝘀:  For customers with the potential to become loyal, the strategy shifts. These customers have shown higher engagement but haven't fully crossed into the loyal customer category. To convert them, 𝗽𝗲𝗿𝘀𝗼𝗻𝗮𝗹𝗶𝘇𝗮𝘁𝗶𝗼𝗻 is key. Tailor rewards based on their behaviors and preferences to create a sense of exclusivity and recognition. It’s also crucial to stay top of mind through strategic touchpoints—whether via targeted email campaigns, loyalty app notifications, or personalized offers that speak directly to their interests. Offering a path to higher-tier rewards as they engage more frequently can further motivate them to commit to your brand long-term. 𝗖𝗮𝘀𝘂𝗮𝗹 𝗖𝘂𝘀𝘁𝗼𝗺𝗲𝗿𝘀:  Casual customers require a different approach. They won’t become loyal overnight, and the objective here is gradual nurturing. For this segment, it's all about increasing touchpoints and staying relevant. Broader offers, such as discounts, time-sensitive promotions, or entry-level rewards, help keep them engaged without overwhelming them. The goal is to activate them periodically, ensuring they interact with your brand from time to time. By keeping consistent offers flowing, you maintain visibility, and over time, some of these casual customers may transition into the potential loyal customer segment. ----- Ultimately, loyalty is about retention, not conversion. The focus is on maintaining a strong relationship with those who already support your brand and steadily nurturing others to deepen their commitment over time.

Do employers have the right to mandate office presence—or is hybrid truly the future? Back when I was CFO in the NHS, walking the floor wasn’t just routine—it was essential. Quick hallway conversations often solved problems faster than any formal meeting could. Presence mattered. Yet, times have shifted. Rigid office mandates have led to over 80,000 resignations in Scotland since January 2024. On the flip side, a fully remote setup carries risks: - Juniors lose out on mentorship. - Career visibility declines, especially for women. - Trust-building suffers. The data is clear, though: - 83% feel more productive in hybrid setups. - Stanford and Nature studies reveal turnover drops by 33% with just two WFH days weekly. - UK hybrid workers gain 56 extra minutes daily for sleep, rest, and wellness. Perhaps the real answer isn't forcing one extreme, but intentionally designing hybrid for the best of both: = 3–4 days in-office for connection, mentorship, and culture-building. = 1–2 remote days to boost productivity, flexibility, and wellbeing. We could even rethink the workspace itself: - Quiet focus zones for deep tasks. - Collaboration hubs for spontaneous problem-solving. From my experience a thoughtful balance often outperforms rigid extremes. Can hybrid truly deliver productivity, culture, and career growth—or do some roles genuinely need daily face-time? Share your thoughts or experience below.

By the time many employees reach office in India, they have already spent 30–40% of their daily energy. Not on work. On getting to work. In 40–45°C heat. Through long, humid, hot, unpredictable commutes. Across crowded trains, buses, and last mile gaps. By the time the workday actually begins, fatigue has already set in. And yet, we continue to evaluate productivity as if energy starts at 100%. Heat is not just discomfort. It is a productivity variable. Cognitive sharpness drops faster Decision-making slows down Error rates increase Energy crashes earlier in the day This is physiology, not perception. The silent impact? Employee well-being. Daily exhaustion becomes normalised Heat stress and dehydration go unnoticed Irritability, burnout, and disengagement quietly rise And over time, this reflects in attendance, performance, retention and sometimes irritability at home. This is where CHROs need to lead. This is not just about hybrid policies or flexibility as a perk. This is about redefining work for the environment people operate in. What could change: - Climate aware hybrid models (not one-size-fits-all) - Staggered work hours to avoid peak heat commute - Distributed / near-home work hubs - Outcome based performance vs presence driven models (very important) - Seasonal flexibility built into policy Because the real question is no longer: Are people in office? It is: Are people at their best when they get there? India doesn’t need borrowed work models. It needs context-aware leadership. And this is a moment for CHROs and senior leadership to lead that shift. #WorkCulture #FutureOfWork #HybridWork #WorkplaceWellbeing #CHRO #Leadership #UrbanMobility

Hybrid work isn’t just a logistics challenge anymore, it’s a leadership one. While AI tries to equalize presence with auto-transcriptions and virtual whiteboards, the real imbalance runs deeper: → Who gets access to real-time decisions? → Who builds informal trust at the watercooler? → Who gets seen and who gets sidelined? This is the new frontier: In-person equity. In 2025, the true test of hybrid success lies in how fairly you empower contribution, regardless of geography. 📍 The playing field is no longer just about hours or output - it’s about visibility, opportunity, and influence. What forward-looking firms are doing differently: ✔️ Designing team rituals that travel across time zones ✔️ Decoupling performance reviews from “face time” ✔️ Training managers in proximity bias and silent exclusion ✔️ Prioritizing inclusion over mere connection AI can support, but it cannot replace human responsibility in how equity is lived across hybrid models. If your hybrid setup silently favors the office, it’s time to redesign, not just digitize. What does in-person equity look like in your team today?👇 #PASH #HybridWork #WorkplaceEquity #FutureOfWork #TeamLeadership #ProximityBias #RemoteInclusion #PeopleAndCulture #EmployeeExperience #OrganizationalDesign #HybridLeadership #WorkplaceStrategy #EquityInAction #WorkplaceWellbeing #InclusiveLeadership #TeamDynamics #MidSizedFirms #ProfessionalServices #TalentManagement #TrustInTeams #WorkplaceInnovation #RemoteTeams #InPersonBias #HRLeadership #ManagerExcellence #CulturalTransformation #WorkplaceReset #DigitalCulture #FutureReadyTeams

Kia ora e te LinkedIn whānau! +++The Dark-Side of Hybrid Work+++ Since 2020, hybrid work has been the undisputed KING of performance. Hybrid workers outperform (helping behaviours - co-workers/employer) and out innovate full-time office or full-time home workers. But, is it without any issues? Well...international arguments (see https://lnkd.in/gy_wk4RS) suggest the ability to separate boundaries are an issue. What’s the problem? Hybrid workers fail to separate their work and non-work roles because work is occurring in the home! But does NZ data confirm this?   Study of 1000 NZ workers in 2025. Generally representative of the NZ workforce by gender, age, and geographical location. Findings? *Hybrid workers are more helpful and more innovative that other workers. The six-year run remains! *But, hybrid workers [new in 2025] are also lonelier, perceive work being more demanding, reporting higher cognitive demands, and report greater conflict between work and family roles. *Hybrid workers are more likely to use technology to work (after hours) in family time. ☹ *Hybrid workers are more likely to ruminate about work – so thinking about work in non-work hours. *Not surprisingly, they have worse mental health including higher job burnout! But they don’t work extra hours – and they FEEL they are integrating their work and non-work roles BETTER than everyone else. But the data doesn’t support that! Suggests that hybrid work brings special challenges that workers might be ignoring. I suggest this IS a boundary issue, whereby hybrid workers - when they are working from home - just merge all the work and life roles together and likely go over time ie 6am start and 6pm finish! Eek!   What can hybrid workers do? *Recognise that creating and following work boundaries is important for your wellbeing. *Recognise that hybrid work is win-win [less travel, more time] but that time and energy is YOURS not to give it all to the employer by working/thinking about work after hours! That might make you a good employee but the personal cost is high! :-( *Think about that spare/extra time and how YOU can use it (e.g., gym, walk, cooking, family time etc.). *Knock off the use of technology after hours in family time. *Work on social relationships! *Try to complete your job/s for the day/week and then relax. *Switch off. If thats a problem for you, then it IS a problem...[just saying]. *Reconsider how many days/week you work from home? Breakfast on TVNZ is live for today (then on demand): https://lnkd.in/gWNmfMmc Kia kaha all you (us) hybrid workers. Knowledge is power so take some control! Ngā mihi, Prof Jarrod Haar, PhD, FRSNZ, CFHRNZ Massey Business School, Massey University - Te Kunenga ki Pūrehuroa Tribal affiliations: #maniapoto, #mahuta, #tainui #hybrid #hybridwork #productivity #performance #darkside #theforceisstronginthisone #boundaries #boundarymanagement #work_life_balance

⚡ Why High Performers Quit (And the 5-Minute Fix That Saves Them) The High Performer Exodus: 67% of high performers leave because of their relationship with their manager, not their job. But most organizations only pay attention when it's too late. "I'll never forget the the very talented senior leader who told me, 'I feel like I'm speaking a different language in executive meetings.' 🗣️ She was brilliant, experienced, and had solutions that could revolutionize their business. If you're losing your best people and exit interviews keep revealing the same issues, this proactive approach will help you retain top talent before they start looking elsewhere.   The Early Warning Signs Most Leaders Miss: •      Decreased participation in meetings •      Less enthusiasm for new projects •      Shorter responses to communication •      Reduced collaboration with colleagues •      Subtle changes in work quality or engagement   The 5-Minute Retention Conversation: Minute 1 - The Check-In: "I've noticed you seem less engaged lately. What's going on?"   Minute 2 - The Listening: Let them talk. Don't interrupt, defend, or problem-solve. Just listen.   Minute 3 - The Validation: "I can understand why you'd feel that way. Thank you for being honest with me."   Minute 4 - The Collaboration: "What would need to change for you to feel more engaged and valued here?"   Minute 5 - The Commitment: "Let me work on [specific action] and let's check in again next week."   The prevention framework: Weekly pulse checks: Brief, informal conversations with key performers Monthly deep dives: Longer conversations about career satisfaction and growth Quarterly strategic discussions: Involvement in bigger picture planning Annual retention planning: Proactive career development and recognition strategies   The cost of inaction: Replacing a high performer costs 150-300% of their annual salary, plus the loss of institutional knowledge and team morale impact.   Your retention action plan: Identify your top 3 performers Schedule 5-minute check-ins with each this week Listen for early warning signs Take immediate action on their feedback Follow up consistently

If you are a CHRO, this is for you… cause every CHRO I have spoken to in last 1 year is under immense pressure to cut or manage costs right now. Freeze headcount. Reduce spend. Justify ROI. But here’s what most forget: Retention is the frontline of cost optimisation. You’re trying to cut costs while losing your most expensive asset - experienced talent. Let me explain. Retention isn’t a soft HR metric. It’s a hard cost lever. In fact, at Aon, we found this: Increasing average employee tenure by just 1 year led to a $1.26 increase in revenue per dollar of total rewards spend. That’s not theory. That’s outcome. And yet… most organisations don’t model the cost of attrition, or the value of staying. When companies say they want to cut costs, what they really should be asking is: → How do we keep the people who are already delivering value? → How do we make our total rewards work harder through retention? Here’s the reality: Hiring is expensive. Attrition is a silent P&L leak. And generic rewards don’t cut it anymore. The smartest companies we work with aren’t throwing more money at the problem. They’re using analytics to personalise, prioritise, and prove what works: ✅ Identify high-performers ✅ Understand what they truly value - not just through surveys, but choice modelling ✅ Personalise rewards and benefits ✅ Track retention and productivity lift - and link it to business impact Retention is where total rewards, workforce analytics, and business strategy collide, and it isn’t a soft metric anymore. It’s a financial lever - if you treat it like one. 🔗 To dive deeper, read the full Aon report on how rewards, analytics, and retention intersect to drive business outcomes: https://shorturl.at/RwYfU If you’re building your 2025 people strategy - start here. Because it’s not your benefits budget that’s leaking value. It’s your exit interviews. #aon #consciousleadership

"Hybrid workers less likely to ‘quiet quit’, research finds" (People Management) Summary A new report from the International Workplace Group, based on a survey of over 1,000 UK office and hybrid workers, reveals that hybrid work reduces the likelihood of employees "quiet quitting"—a term describing disengaged workers who only meet the minimum job requirements. The study found that 40% of office workers are less likely to quietly quit when offered hybrid working options. In contrast, 57% of workers feel more inclined to quiet quit if their manager micromanages or fails to provide flexibility. Additionally, 62% of hybrid workers say they would consider quitting their jobs if forced to return to the office full-time. With 78% of hybrid workers reporting increased productivity and 92% stating that the ability to choose when and where they work enhances their performance, it’s clear that autonomy plays a critical role in job satisfaction. Dr. Gleb’s Take This research aligns with what we’ve seen in terms of the importance of employee autonomy and flexibility in the workplace. Hybrid work offers people the freedom to work where and when they perform best, which increases both productivity and job satisfaction. It’s unsurprising that rigid office mandates and micromanagement drive disengagement. This is a wake-up call to companies that resist flexible work—forcing employees into rigid office structures not only risks losing top talent but fosters a culture of quiet quitting. Smart leaders will adapt, prioritizing trust, flexibility, and a results-oriented approach to keep their teams engaged and productive.