The results of our Seventh Annual Employee Relations Benchmark Study are a clear signal that Employee Relations has not only arrived as a full-fledged function, but it also faces a critical moment to grow in its leadership. As you’ll read in this report, established ER norms are validating our scope and benchmarking our maturity. As the annual data builds, we’re strengthening our case for dedicated budget, specialized technology and powerful analytics on par with traditional HR categories including recruiting and learning.

Aside from bolstering confidence in the employee relations function, this year’s data provides a striking reminder that living through times of great change requires courageous leadership. While we’ve emerged on the other side of the pandemic, the impact on employees’ mental health is far-reaching. We are the leaders charged with pulling our people and organizations through this plight. Simultaneously, as younger generations transform the demographics of our workforce, we are leading at a time when expectations for transparency and accountability are at the highest levels ever seen.

Let’s wrap our minds around how to navigate the surge in mental health issues.
In the post-pandemic, hybrid work era, ER professionals are facing a sharp rise in mental health related issues. This is the first year we’ve measured mental health case volumes and the results deserve our attention. Two-thirds of organizations saw an increase in mental health cases in 2022. To address pervasive mental health concerns, employee relations professionals will have to tighten investigative processes, improve anonymous reporting technology, invest in better aftercare processes and upskill team members. What’s more, employee relations teams must commit to non-negotiable values including transparency, empathy and fairness if they want to build trust during what is sure to be a sensitive time to lead.

ER silence is going to backfire.
The data around ER transparency signals a widespread fear of sharing aggregated outcomes with the workforce. The lack of transparency excuses accountability
and weakens employee trust that the organization takes concerns and issues seriously.

While sharing aggregated outcomes is more common among the Fortune 100 than organizations overall (27% vs. 17%), data sharing across the board has remained low for the past three years. This won’t age well. With younger generations demanding more transparency, it’s imperative that employee relations leaders find the courage to guide their organizations in a thoughtful approach. The benefits of sharing aggregated outcomes data will most certainly outweigh the risks.

As you dig into the new data, I encourage you to take an honest look with your team at your function’s practices and processes. Where are you with respect to these benchmarks? Where do you want to be? Review these insights with your organization’s leadership and decide where to invest your resources.

Employee Relations has arrived because of the smart, vibrant community we’ve built together. Every year you all have the courage to self-reflect, stretch and grow as leaders. This year’s Benchmark Study feels like a rallying cry to keep pushing forward. Our people need courageous leadership. It’s time for us to embrace the lead.