Workforce Management

Thinking Ahead

Employing neurodiverse talent can provide a competitive advantage, but this segment of the workforce requires special considerations.

By Simon Kent

Many organisations look to embrace different thinking as a means to attain a competitive edge. Indeed, tech giant Apple’s whole branding strategy at one point was “Think Different.” Today, that mantra has taken on a new meaning as businesses begin to view neurodiversity as the next stop on their diversity and inclusion agenda.

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Empowering Working Women

Japanese women face many obstacles returning to the workplace after having children.

By Michael Switow

Japanese Prime Minister Shinzo Abe would like to see women comprise a larger percentage of his country’s workforce. Faced with a shrinking labour pool as baby boomers and 1950s danso-generation men retire, Abe placed women at the centre of his growth strategy in 2013, declaring that he would create “a Japan in which women shine.”

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Breaking Down Workforce Silos

Sevenstep

Total talent is designed, not prescribed.

By Tierney McAfee

 Total talent management has been a trending topic for more than a decade, but in spite of this, adoption remains low. One of the key reasons? Many organizations don’t understand what it means to truly adopt this approach in the first place.

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Managing Employee Experience in a Pandemic

Focusing on employee experience is key to a quick recovery post-COVID-19.

By Dr. Anna Tavis

What a difference a week can make in the midst of a pandemic. In a matter of days, companies went from response planning to shutting down facilities and sending employees to work from home. Targeting to “lower the curve” of the highly contagious disease, companies, cities, states, and even nations went into near complete shutdown. By some estimates, the overall loss of productivity in the U.S. in just the first month of the pandemic amounted to about 64 percent. It is becoming increasingly clear that the overall personal and economic toll of the pandemic on the working people around the world will be unprecedented and will by far exceed the financial crisis of 2008.

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COVID-19: HR Responds

COVID-19

Six HR leaders share how they are managing through a global crisis.

By Debbie Bolla

For organizations, employees, and the world at large, these are unprecedented times. As quickly as the coronavirus (COVID-19) spread across the globe, HR leaders responded, ushering their organizations with the needed resources to ensure employee safety, health, wellness, and productivity. HRO Today spoke with six HR leaders on how they are managing through the global crisis that is COVID-19. Great insight here—stay safe and lead on!

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CEO’s Letter: Workforce Management in the Era of Psycho-lation

HRO Today

By Elliot H. Clark

OK, I am stir-crazy—as I am sure are many of you—and it is only day four of working from home as I write this. Humans are social creatures and our ability to team with others is a cornerstone of our evolution into becoming Earth’s dominant species. Of course, there are times when people don’t get along well, and the answer for that is an HR department.

First, I hope everyone all reading is safe and healthy. I have few observations from early on in this global event that I want to share. As we move into this interim period that I call the “new abnormal,” we will see some long-term changes and some of them may be very good.

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A Climate-Friendly Culture

Best practices HR departments can implement to demonstrate their commitment to sustainability and corporate responsibility.

By Grant Goodrich

HR plays a large role in helping organizations achieve their business objectives, but one area where the function could have a larger impact is helping shape policies that contribute to climate-conscious behavior.

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