In part 2 of this series around ‘Future Leadership’ in partnership with PeopleSmart SAS, Terry Jones (Senior Director, Global Talent & Development at Palo Alto Networks) looks at ‘Employee Experience’ where he identifies what resources you need to ensure that you can create a unique experience for each employee.
Becoming a great place to work is the aim but how do we get there and what does that really mean for employees?
A consistent, yet more unique, employee experience is one that all employers are now aspiring to as employees are given the choice between home and/or office work. All employees are different, which lends to the importance of an embedded culture of hyper-personalisation to facilitate heightened engagement and bring continuous improvement to the employee experience.
Denial is a powerful force. Having someone question your lived experience can be enough to shake the foundations of your reality, causing you to doubt even your own memory. This form of abuse is known as gaslighting, and it also happens in the workplace. It is used to manipulate colleagues to accept unfair and exploitative situations and can even make the victim cast doubt on their sanity.
The new world of work marks the start of a new chapter for diversity and inclusion (D&I) initiatives. Rather than being viewed as solely an HR issue, cultivating a culture of empowerment and inclusivity is now something the entire C-suite prioritizes. In fact, about 1 in 2 CEOs view building a diverse, equitable, and inclusive workforce as one of their top challenges for 2022.
News broke this week of one of the world’s most recognisable brands changing a long-held hiring rule.
This shift in employee expectation both opens up new markets of candidate opportunity and asks its customers to challenge long-held biases and beliefs of what that brand should “look” like.
It was, of course, the news that Virgin Airways are letting people with visible tattoos become cabin crew.
Toxic management can be defined as a management style that destroys an individual’s dignity, self-confidence, or effectiveness through remonstrances, daily spikes, or inappropriate speeches. Their traits create destructive, degrading and devaluing working conditions that can have significant psychological and physical consequences for the employees. Most organizations are dotted with toxic managers, making them seem like war zones. Individuals’ ability to deal with them in a corporate culture significantly impacts their careers.
Whether you like it or not, every organisation has a culture, and organisational culture affects every aspect of an employees’ work experience. This includes their attachment to a company and its success, and the employees’ willingness to collaborate with their colleagues. All these factors shape the overall work environment, which employees will either thrive or struggle under, and of course – the bottom line.
Recent research shows that 63% of leaders now expect contingent ED&I initiatives to become a higher priority due to seismic cultural shifts across the world.
Cultivating a diverse contingent workforce is now more important than ever, not just from a moral perspective but also from a performance perspective.
The BTN is delighted to partner with Resource Solutions on their latest Whitepaper around 'Cultivating a diverse contingent workforce '.
The Whitepaper from ResourceSolutions identifies the following in four chapters: