New research shows what today’s employees want from work.
By Debbie Bolla
The changes in employees’ work experiences in 2020 is bound to shape how they approach their roles in the future. But how? This is what Wade Macdonald’s Employee Expectations 2021 Report sought to find out. The study shows that workers shifting quickly to remote environments has led to the desire for increased flexibility, a move toward inclusion, collaboration, work-life balance, and autonomy.
As offices reopen and a hybrid workforce becomes the norm, a new set of challenges are arising.
By Jo Deal
The “future of work” and “return to office” have never been more top of mind than they are today. In the next few months, companies that once held millions of square feet in office space will need to make choices that will shape their workplace for years to come:
Learn how Venus Soundararajan led an HR transformation for BFSL that puts people at the heart of strategy.
By Debbie Bolla
Building an employee-first culture is key to Venus Soundararajan’s human capital strategy for BOB Financial Solutions Limited (BFSL). The people-minded company culture is strengthened and reinforced by aligning initiatives to organisational values and goals. Soundararajan’s well-designed HR policies are always created with the employee at the forefront.
In 2018, CVS Health merged with Aetna to complete the largest healthcare merger reported in U.S. history. At the center of it all was Jeffrey Lackey, vice president of talent acquisition for CVS, whose responsibilities grew from managing the company’s TA operations to overseeing the integration of two existing infrastructures into one.
A sitting board member of the HRO Today Association, Lackey shares firsthand insight into managing the integration of culture, operations, and data at this scale in our latest educational podcast.
Speaker: Aubrey Blanche, Director of Equitable Design & Impact, CultureAmp
By Elliot H. Clark
I have been chided before by our editorial team for sinking my fangs into a provider here and there. I have rarely commented on the HR practitioner audience. Throughout 2020, there have been numerous important HR-related stories. From HR’s response to the coronavirus pandemic to the role of HR in social progress with California Assembly Bill 5 (AB5), HR has been at the forefront of the business news. But Wells Fargo is an HR story that has been broken up into fang-sized bites—a story of the complete and utter failure of cultural management at one of America’s largest banks.
How do I loath thee? Let me count the ways. Four years ago, Wells Fargo was embroiled in a series of awful headlines about creating fraudulent banks accounts and loan accounts. At the time, CEO John Stumpf, who later resigned in the wake of these scandals, blamed overzealous employees trying to maximize their commissions and succumbing to greed. This was cold comfort to the thousands of customers who had to actively engage in credit report repair and who were being harassed for loan payments on accounts they knew nothing about. Stumpf at the time promised an overhaul of Wells Fargo’s culture and compensation schemes to avoid this happening in the future. Hold that thought as we move chronologically—we will come back to that issue after we take a side step into a recent diversity and inclusion fiasco.
Strategies to keep corporate giving and volunteerism a business imperative in a virtual environment.
By Angela Harrell
Over the past year, the ramifications of COVID-19 have forced people across the U.S. into a new way of living. Even now that the first wave of the pandemic has ebbed, there are local communities that continue to suffer in unimaginable ways. In response, mid- to large-sized companies are bolstering their corporate giving efforts to aid their communities’ revival.
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.
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