Work changed radically in the first half of the decade, but more change is sure to come. What are the emerging contours?
A technology boom has provided HR leaders with both opportunities and challenges. On the one hand, AI and other new tech can help match people to workforce needs, reduce bias in hiring, and produce an abundance of data to inform people-management decisions.
Most major corporations need to distribute their work across regions, markets, and labor pools. Yet it can be immensely challenging to overcome all the barriers of language, culture, legal systems, and the effect of time and distance. What solutions are talent-acquisition and talent-management experts using to close the gaps?
When workers can get more done with less time or effort, everyone benefits. How can HR leaders collaborate with their management peers to evaluate workflows, staffing levels, digital tools, and other elements that affect worker efficiency?
In the movement towards focusing more on skills than on degrees and work experience, L&D professionals are tasked with transforming age-old systems of measuring worker aptitude. What are the elements of moving toward a new system–and how can AI and other technologies help? What are the best methods of creating a taxonomy of skills needed in an organization, now and in the future?
What was once a fairly standard set of offerings has blossomed into myriad point solutions, many of them beneficial to workers yet creating a daunting task for benefits leaders to evaluate and adopt them. With such an abundance of choice, what new approaches are benefits leaders taking to designing comprehensive benefits packages?
Amid a backlash to the initiatives championed half a decade ago, employers are searching for direction on all the elements of DEI. For companies that have stayed the course on commitments made in 2020, has their rationale or articulation of their purpose changed, and how so? Has the business case for any aspect of DEI changed?
Workers do better when they hear from managers and peers about how they’re doing. Yet many workers feel unappreciated or mystified about how their work is perceived. What are the organizational obstacles to providing better feedback?
When benefits leaders set high expectations for the quality and efficiency of the services they’re choosing for their company’s employees, the outcome can be a healthy workforce and a considerable return on investment. What innovative ways can benefits leaders stay in tune with what employees want, as well as evaluate the impact of those benefits?
HR leaders who focus on improving worker experience can produce a host of good outcomes in terms of employee engagement, receptivity to change, employee retention, and overall productivity. What are the most effective techniques?