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Publiée le mardi 23 février
Sur le sujet « Quelles sont les pratiques managériales, RH et économiques #émergentes en 2021 ? » Le replay |
Publiée le mardi 23 février
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Publiée le mercredi 27 janvier
sur Fréquence protestante avec Laurence Roux-Fouillet et Juliette Tournand sur la bienveillance au travail |
Publiée le dimanche 24 janvier
Mardi 26/01 de 19h à 20h, nous serons sur Fréquence protestante avec notre complice Juliette Tournand pour parler bienveillance au travail |
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As it turns out, most companies did a solid job of addressing their employees’ basic needs of safety, stability, and security during the first phase of the COVID-19 crisis. However, those needs are evolving, calling for a more sophisticated approach as organizations enter the next phase.
The return phase presents an opportunity for companies to rethink the employee experience in ways that respect individual differences—home lives, skills and capabilities, mindsets, personal characteristics, and other factors—while also adapting to rapidly changing circumstances. The good news is that with advances in listening techniques, behavioral science, advanced analytics, two-way communication channels, and other technologies, leaders can now address employee experience in a more targeted and dynamic way. While drilling down on which employees need more and varied types of support, they can also tailor actions that create widely shared feelings of well-being and cohesion across the workforce.