|
|
Publiée le mercredi 19 décembre
With over 100 edge use cases identified, the fast-growing need to power connected devices demands a custom response from vendors. |
|
|
Publiée le mercredi 19 décembre
Innovations in technology and management practice are creating new opportunities for the finance function to add value to the business. Here’s how finance teams will need to evolve to make the most of them. |
|
|
Publiée le mercredi 19 décembre
Digital transformations are even more difficult than traditional change efforts to pull off. But the results from the most effective transformations point to five factors for success. |
|
|
Publiée le mercredi 19 décembre
Connected buildings could introduce a new way of working. Here’s what it will take for them to become mainstream. |
|
Publiée le mercredi 19 décembre
Left unchecked, subconscious biases will undermine strategic decision making. Here’s how to counter them and improve corporate performance. |
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.
