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By 2030, half of U.S. talent is expected to be independent. The relationship between the organisation and its workforce is becoming increasingly fluid. As a result, organisations must adapt to a reality where sourcing top talent goes beyond traditional full-time employment models.
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As we reflect on the challenges of 2023, it's clear that a return to traditional practices is occurring at a time when visionary leadership is needed most. How can leaders build the resilience and adaptability needed to face the uncertainty of 2024?
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Work is becoming increasingly complex, driven by the rapid advancement of generative AI and the shifting expectations of your workforce. This transformation can feel overwhelming, but it's also a compelling opportunity. It's time to be intentional in shaping a human-centred workplace that not only adapts to these changes but delivers for your people.
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We are living in a polycrisis of major economic, social, political and ecological events. Simultaneously, the Edelman Trust Barometer revealed at the start of 2023 that organisations are the only trusted institution, above governments and NGOs. This means that business has the opportunity to be a force for good and create positive change. To do this, organisations will want to focus on the social aspect of ESG.
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Technology and automation have fundamentally changed the way we work, highlighting the importance of learning. Our research shows that learning has become a critical lever for attraction and retention, engagement, social connection and a great work culture. Our Learning into the Future whitepaper explores how organisations can begin to reimagine the future of learning.
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Over the past two years, we’ve been through an extraordinary process of freeze and unfreeze. What’s happening now is that we’re starting to refreeze. Different philosophies around ways of working and leadership – among other areas – are forming. As we move into 2023, a new set of priorities are on the agenda for leaders.
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Designing the office of the future requires a new way of thinking. Thinking of the office not as a space but as a place providing opportunities to connect requires a human-led approach. We explore how the office can be used to support the redesign of work and how to build a work ecosystem to enable people to thrive.
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We've seen many different approaches to hybrid working. Regardless of your hybrid model, the success of implementing it and establishing a positive people experience is reliant on your managers. But how do you support your managers in developing the key skills required to manage in a hybrid organisation?
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We now have the once-in-a-lifetime opportunity to completely reset how we work for the better. To ensure the progress we made over the last year is not lost, it’s important that we build upon our lessons learned as we embed a sustainable, performance-led way of working. What new set of priorities are on the agenda for leaders as we enter 2022?
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Let’s face it – redesigning work has been on the corporate agenda for decades. Hybrid work forced by the pandemic has been the catalyst for the large-scale redesign of work that we face today. But how do we do so in a way that is fair and future-proofed whilst delivering sustainable high performance?
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The talent required to deliver high performance in legal firms is changing. As a result, leaders must begin to think critically about flexibility in their respective firms. How can flexibility be used to drive productivity?
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How do we create new ways of working in response to COVID-19 that safeguard productivity and employee wellbeing?
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