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Employee Experience – Ten Reasons It’s So Important for Employers

Employees are resources. They are also human beings. Top leaders are getting clear today about the importance of treating their talent as individuals, not elements. The increase in calling top HR positions "Head of People" and the like is just some of the evidence....

How to Win the Hybrid Workplace in Four Simple Steps

The Hybrid Workplace its the world's next big business challenge, cutting across all verticals, positions, job roles and industries. 70% of employees want hybrid work to continue according to a Microsoft study. . Yet the same 70% want more in-person collaboration. How...

Recognition Matters More than Rewards for Retention. Value Your Employees.

Recognition first. Reward later. That's the winning formula for employee engagement. Even moreso, empower your employees to recognize one another. In our blog post a few weeks back we included rewards and recognition as one great way to prevent silos from forming....

Success at Work: Ten Reasons Why Fun is the Best Recipe

Success is fun. Of that, there is no doubt. But it is also inarguably true that having more fun leads to success. Just ask Richard Branson. “Fun is one of the most important — and underrated — ingredients in any successful venture.” - Richard Branson, in “The Virgin...
The growing traction of skills-based organizations!

The growing traction of skills-based organizations!

Skills-based organizations have a more agile and employee-centric approach to work where employees are valued for their skills rather than their job title, level, or educational qualifications. It is a new operating model of work where employees are matched to tasks and projects based on skills, capabilities, and interests. Focusing on skill sets instead of job experience can help organizations optimize their existing talent pool. Skills-based organizations are moving away from traditional job structures and adopting agile talent development strategies. They have flatter, team-based structures with leaner job architectures, i.e. , fewer levels and job titles as well as broader pay structures.

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