Looking back at the onset of the protective measures brought on by the pandemic, few of us anticipated that the mass shift to hybrid working would give rise to the ‘Great Resignation’.
Learn moreOver the past eighteen months, our understanding of the nature of work has changed dramatically and flexible work arrangements have spread across the world in response to the Covid-19 pandemic. But how can we harness the possibility of hybrid work whilst minimising the risks?
Learn moreThe pandemic has necessitated significant change to how we work. As the situation improves in some parts of the world, organisations are again faced with a challenge – how do we retain the benefits of a hybrid working model in a post-pandemic world?
Learn moreAs we shift to a more hybrid way of working, the way we think about learning must shift with us. As we are increasingly thinking about how to maximise the collaborative and co-operative function of the office, how can leaders be intentional in how space, proximity and encounters are designed?
Learn moreA report by Actual Experience has found that 42% of people expect a hybrid model, with an emphasis on remote working, to be the main approach to work in the future. What does this mean for HR and leaders?
Learn moreLeaders want employees that are agile and readily available, and people relish autonomy and flexibility. But many of the core roles in companies require a high level of connectivity and the tacit knowledge that, historically, only full-time employees have been able to bring. In this article Lynda explores how we can experiment with the gap that sits between full-time work and contract work.
Learn moreBefore we all packed up our desks in March 2020, the way that most companies operated was consistent – or “frozen”. Thanks to Covid-19, they are now “unfrozen”, giving us a unique opportunity to reassess our most basic assumptions about work.
But soon enough, new practices will solidify and we will “refreeze” again. So how can we ensure we make the most of the current opportunity – and maintain a degree of fluidity for the future?
Organisations are starting to realise that employees can work productively wherever and whenever they choose. Leaders must ensure that new hybrid work arrangements are rooted in the company culture in order to be successful.
Learn moreOver the years, we have witnessed many different ways of supporting young people as they learn about a job and a company culture and norms - to “absorb by observation.” But much about this is changing.
Learn moreWhen designing hybrid work arrangements, leaders must focus on individual human concerns, not just institutional ones.
Learn moreHow do you attract, and keep, the staff you need in challenging times? And what skill sets mean a machine can’t replace you?
Learn moreThe three-stage life of education, work and retirement previously provided a clear narrative structure for our lives. It is now being eroded by demographic, economic, and technological changes. What are the implications?
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