The Blog: a

More Articles: Latest Popular Archives

Location does not make a successful business… or does it?

Since the onset of the Covid-19 pandemic over a year ago, the world has seen traditional globalisation drastically slow down. With bans on travel, closed borders, and airlines reducing or completely halting most flight schedules altogether, more and more people have had to stay put, in order to stay safe. However, through the marvels of modern technology, it has been possible to substitute physical, traditional globalisation with digitised globalism. Now as the world aspires to open up with the help of vaccines, and lift previous bans, the question that stands in front of many businesses is, does location still make a business successful or not?

Article by 4 August 2021

Make D&I a core part of your talent strategy 

Improving diversity and inclusivity in the workplace has become a key priority for HR teams. If used correctly, talent assessment tools in the recruitment and professional development process can help overcome biases, source talent more widely and develop individuals to increase diversity at all levels of the organization.

Article by 3 August 2021

Adapting to a hybrid world: The future of board meetings

How would you conduct board business if each member of your board lived in a different city, or even a different country? Though many organisations flourished meeting virtually during COVID-19, boards of directors still require time spent face-to-face. Ana Plaza, an independent director and audit committee chair, Yiannis Petrides, director on the board of PUIG and chairman of PUIG’s Audit and Compliance Committee, and Eileen Kamerick, a member of the board of directors for several organisations, met at Diligent’s 2021 Modern Governance Europe event to discuss how COVID-19 changed the future of board meetings, and to what extent that future will remain virtual.

Article by 3 August 2021

Pandemic Fallout and the Future of Work

Even as parts of the world return to a state resembling normal, the fallout from the coronavirus pandemic continues to unfold. Referring to this global event as “unprecedented” has become so commonplace as to be clichéd, and yet, the term hits the nail on the head. The unprecedented nature of this worldwide disaster renders its effects unpredictable, and as we march into the future, those effects continue to develop in ways we could only have guessed. Pandemic lockdowns had an immediate and marked effect on work. Who could or should go to work, where that work took place, how it was done—these work life fundamentals changed overnight for the majority of the population. Had lockdowns lasted only two weeks, as first predicted in those optimistic old days, we might have snapped back to normal. Sixteen months in, no one can hope for a magical reset. The transformation of work translates to a transformation of employment. If the workforce is out of whack, so will be the job market and the future of work. The pandemic changed the borders around work, perhaps permanently. People grew comfortable working from home and realized this broadened their options, or they were laid off

Article by 31 July 2021

It’s a candidate-driven market so how can you attract the best applicants?

The number of vacancies is outweighing the number of people searching for employment. As a result, the market is highly competitive with companies battling to attract and recruit the best candidates out there. Many employers are surprised to discover they are not getting anywhere near the number of applications they would have done a year or two ago. And it’s not simply about the number of applications being received either; it’s about the candidate quality too. So where does that leave you if you are an employer in that situation?

Article by 29 July 2021

How to manage the wellbeing needs of a multi-generational workforce

Today’s workforce is increasingly becoming more age-diverse, with more workers staying in employment into their later years and delaying retirement to secure a better financial future for themselves and their loved ones. This means that many people could be working for well over 50 years of their lives and it is not uncommon to see a business with employees aged from 16 to 75 years old. Whilst a number of workplaces offer wellbeing packages that are designed to benefit all generations, there needs to be some flexibility to ensure that you can support, attract and retain the talent and skills that your company will need to succeed.

Article by 27 July 2021

Bringing the consumer experience To employees

With the overnight shift to remote working, HR departments were trying to buy services and overcomplicate digitising the workforce unnecessarily, with the aim to mimic seamless customer experiences in real life. 2021 has been a pivotal point where people review their HR tech. As a result, HR departments are now seriously looking to get better at this.

Article by 26 July 2021

Lessons learned from 20 years of managing flexible workers

So many times in the early days of flex I had felt that, as a kind manager, empathetic to employees’ lives outside work, I had to say yes. But colleagues could always tell when I was reluctant, and as the suboptimal flex continued, performance and relationships were affected.

Article by 21 July 2021

NEETs – creating work experience and opportunity

Young people not in education, employment or training between the age of 16-24 (NEET) made up a staggering 11.6% of the population between October and December 2020 according to the Office of National Statistics.

Article by 19 July 2021