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Explores mental health issues in the workplace focusing on supporting employees’ mental health. Outlines how to identify the signs of stress, address stress at work, and distinguish between stress and pressure. Explores defining, measuring and reporting human capital, and the value of external workforce reporting.
Jan 14, 2021 · We can group them under five core themes. 1. Work from anywhere. Location-independent jobs have become de-facto in the current pandemic wherein modern tools, technologies and telecoms have provided the ability to work from anywhere. BCG’s recent ‘Workplace of the Future’ survey found that companies expect about 40% of their employees to ...
Feb 8, 2021 · Company Culture Is Everyone’s Responsibility. Summary. A top down approach to building company culture no longer works for several reasons. For one, Covid-19 has upended how leaders interact ...
- Mental Health: The Single Biggest Concern
- Remote Working
- Work-Life Demarcation
- Tech Overload
- Data Privacy
- Rethinking Office-Based Benefits
- Employers’ Evolving Responsibilities and Obligations
- Conclusion
The explosion of remote working initiated by the COVID pandemic has had significant effects on mental health — and these effects will impact every challenge on this list. The erosion of separation between work and home life, increased strain on family relationships, childcare responsibilities, health anxiety and financial worries have taken their t...
For many organisations, the notion that all staff will be in the officeevery work day is no longer the case. The demand for innovative, elastic and safe working conditions that allow colleagues to stay connected is high. What is possible, prudent and desirable for your staff will depend on factors such as the industry, location and size of your org...
A separate, though related, issue to remote work is that of work-life balance. This has been an increasingly pressing challenge over the past few years (truly ballooning in the wake of the smartphone revolution and round-the-clock access to work emails, chats, tasks and calendars) and has only grown over the past year. With so many of us working wh...
With more and more distributed workforces, an increase in the use of tech at work is inevitable. This increase, however, can be a burden for workers. Keep in mind the effect new workplace technologies have on employee wellbeing. Some workers are more averse to change than others, some are more tech-savvy than others, and some will be wary of the pu...
With an increased reliance on digital tools, individual workers’ digital footprints grow. An Accenture survey found that more than 90% of employees are willing to let their employers collect and use data on them and their work, but only if they benefit in some way. The technology you use should support employee engagement, performance and wellbeing...
With a withdrawal from the office comes a need to reconsider employee benefits. On-site benefits such as fitness classes, health assessments, staff chefs, travel cards and team lunches will likely diminish in importance. Employers have to be creative in finding the next logical iteration of office benefits to reward and incentivise employees. Recog...
Employers continue to have significant responsibilities with regard to looking after the health and safety of their employees. What these responsibilities entail has already changed over the past year and will continue to do so in the immediate future and beyond. Employers should do what they can to anticipate evolving demands and requirements rath...
To a large degree, employee engagement and wellbeing in 2021 lies in uncharted waters. Attitudes towards remote work have shifted, technologies have emerged and the overall landscape of working life has been massively disrupted by a global pandemic. Any efforts to improve working life should accommodate the facts that colleagues may not be working ...
27 Acknowledgements. This report was written by Jonny Gifford and Jake Young of the CIPD. It draws on three rapid evidence assessments on employee engagement, organisational commitment and organisational identification, and a thematic review of work motivation.
For this reason, the Chartered Institute of Personnel and Development (CIPD) approached the Center for Evidence-Based Management (CEBMa) to undertake a review of the research literature to learn more about the evidence on affective organisational commitment.
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Jun 21, 2021 · This blog post is part of a series on the future of work post-pandemic, exploring three symbiotic elements of work, the workforce, and the workplace. Organizations must take three key actions to reimagine the workplace and its purpose in the future of work.
