By: Jen Colletta | July 8, 2021
Just two months into the pandemic, Facebook CEO Mark Zuckerberg made the company an early adopter of long-term remote work—pledging to allow employees to work from home through summer 2021 and predicting that, within five to 10 years, about half of its workforce could be working remotely. That forecast became more solidified, and expansive, over the following year, with the company ultimately announcing last month that nearly all employees would have the option to request permanent remote status.
To make that a reality, the tech giant has invested significant back-end work to formalize its approach to remote work—from new policies to tech adaptations. And, in charge of it all, a new position: Director of Remote.
By: Kathryn Mayer | July 16, 2021
Forget digital transformation and developing next-generation leaders—mental health is now HR’s top priority.
That’s according to new research out from Lyra Health, Boston University and Future Workplace, an advisory and membership organization that prepares HR leaders for the future of work. Their HR Sentiment Survey of more than 200 senior HR leaders across the U.S. finds a shift of priorities from the early months of COVID-19 in 2020 to where they are now, nearly a year and a half into the pandemic. HR’s focus has moved to employee wellbeing, mental health, and diversity, equity and inclusion.
By: Jen Colletta | July 19, 2021
As the pandemic ushered in myriad shifts for employees, many leaders responded by leaning heavily on one skill: empathy.
In fact, according to a recent Businessolver report, employees this year rated both leadership and their organizations higher on an empathy scale than they did before the pandemic. Now, as organizations strategize for what the post-pandemic workplace will look like, many are striving to embed a more “human” approach—an effort that experts say can be elevated by a new federal regulation.
By Phyllis Furman July 26, 2021
In the wake of the pandemic, companies are facing no shortage of problems attracting employees and ensuring that their workforces have the right skills to compete.
Employees who lost their jobs during the pandemic are reluctant to return to the workforce, or don’t have the skills necessary to fill open positions. Employees who held onto their jobs are demanding that they maintain the remote-work flexibility put in place during the pandemic — and are willing to quit if they don’t get their way. The war for talent, a term coined by former McKinsey partner Steven Hankin back in 1997, has taken on new meaning.
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