Work today transcends boundaries and company culture must follow it.
By Donna Kimmel
COVID-19 has turned the world of work upside down and is shaking it like a snow globe. Work is no longer a place employees go, but something that happens everywhere and knows no boundaries. In this moment of transformation, what has become of corporate culture?
Heading into the recovery phase, organizations should consider putting these five measures in place.
By Billie Hartless
The last six months have offered a petri dish experiment for both personal and professional ways of adjusting to extreme change. The abrupt transition to remote wasn’t easy for every employee or organization to make. Even now, the current business operating environment remains challenging. Some lessons are emerging, however, which offer guideposts that HR can look to when developing long-term plans for the new workplace realities. Here are five best practices that have emerged after navigating the pandemic crisis.
Recognition programs can help promote collaboration and camaraderie within a remote workforce.
By Marta Chmielowicz
Many companies have been forced to institute mandatory work-from-home policies throughout the pandemic, but while some employees are finding the transition a welcome change of pace, the shift to remote can be isolating for people used to working collaboratively in an office.
A new incentive programme was instrumental to driving business results and culture change at Gates Corporation.
By Michael Switow
When the Gates Corporation hired Rick Goh to be its HR director for East Asia and India four years ago, the Denver-based multinational organisation was undergoing a cultural transformation following its acquisition by the Blackstone Group two years earlier. One of the keys to this transformation would be a new sales incentive programme to motivate and reward Gates’ commercial team.
Three lessons learned from the pandemic’s quick shift to a remote workforce that will have a lasting impact.
By Joan Burke
HR teams have always evolved quickly, but 2020 has truly tested the limits of what’s possible. At the beginning of the year, DocuSign embarked on a study to take the temperature of today’s HR leaders. The results of the HR Trends 2020 report found was that these professionals overwhelmingly recognize hiring (28 percent) and employee benefits (16 percent) as their top two priorities, but are running into hurdles freeing up time to focus on those responsibilities. In a standard week, tedious operations and payroll tasks left respondents with hardly any time to do their most important work. Half a year -and one global pandemic -later, it’s more apparent than ever that HR needs to evolve.
Organizations that connect business decisions with company culture are on target for higher levels of engagement, loyalty, and productivity.
By Debbie Bolla
During times of uncertainty, a strong company culture aligned to core organizational values is paramount in maintaining business fluidity and high levels of employee engagement. For some organizations, the recent COVID-19 global pandemic has been a testament to that.
HR leaders reflect on the lessons learned during the height of COVID-19 and share three ways the world of work has been permanently impacted.
By Marta Chmielowicz
Over the course of a few weeks, the coronavirus pandemic turned the world upside down. Now, as the first wave of the pandemic passes, businesses are gearing up to open their doors once more -but many complications remain.
Recognition is a key element of a post-COVID-19 employee engagement strategy.
By Marta Chmielowicz
With a dispersed workforce that operates at government facilities across the U.S., IT company T-Rex Solutions LLC already had the building blocks in place to manage remote workers before the advent of the coronavirus pandemic. But the crisis is putting massive strain on even the most prepared organizations. In the midst of so much uncertainty, employee recognition has emerged as one of T-Rex Solutions’ key organizational priorities.
Seven strategies that help maintain a strong company culture while managing a remote workforce.
By Livia Martini
Fostering a company culture has long been hailed as an important way to recruit and maintain the best talent within corporations. It has become so critical that “chief culture officers” are now common within many large corporations, and it has been a driving force in making companies like Google such an attractive place to work.
Ally Financial is redefining its benefits program to meet the needs of the modern family.
By Kathie Patterson
An organization’s culture and purpose are key driving factors in attracting and retaining talent, and this is particularly the case with top millennial and Generation Z workers. While all employees may want the same things regardless of age, younger generations are more vocal about what they need from their employers and have called on companies to be more thoughtful and willing to evolve with today’s changing society. Ally Financial strives to be open with its employees, listening to feedback in order to be better and do better for its workforce.
