Engaging Hybrid, Virtual and Dispersed Workers and Teams
One of the biggest legacies from the Covid-19 pandemic has been the accelerated change in working practices across almost all industries, job professions and global locations. The term “hybrid working” has become part of our vocabulary, a key Google search term and, in cases, a reason why we have stayed or left our job. Hybrid working is not new, even though some commentators seem to think it is. It was in our midst long before the pandemic hit yet, in most cases, it was ad hoc and informal in our approach to it.
But now in this post-pandemic world, many job roles and functions have been accelerated by pandemic lockdowns into a “hybrid first” working style expectation by current employees and applicants. Attempts to force workers into the office for the majority or all of their time has been often met with resistance and has soured organisation cultures and engagement levels.
Download our latest white paper, ‘Engaging Hybrid, Virtual and Dispersed Workers and Teams’ where we discuss how you can create an engaging performance culture for your hybrid teams.
Dispersed Team Leadership
One of the main impacts of the Covid-19 pandemic was to initiate the most impactful period of change for society and organisations in modern times. Supply chains have been disrupted, passenger travel was highly restricted and the workplace, for most people, has changed considerably but is still not certain for the future.
Download this report where we pull from previous leadership thinking and our own research to offer practical advice on how you can support your leaders and managers to successfully lead dispersed teams. We share our Dispersed Team Leadership model and conclude with some questions you can reflect upon with your own leaders and managers.
Inclusive Organisations: How inclusion leads to strategic success
For many organisations, diversity reporting was the driver and door opener to start paying attention to opportunities to increase awareness and action regarding less represented communities. With evolving political movements, such as recent Black Lives Matter activity, stakeholders are now more interested in this area than ever before. But this reporting focuses largely on diversity, rather than inclusion.
So, in this report we delve into the common gaps and circumstances that organisations can face and suggest focus areas to aid the journey of inclusion maturity, no matter where your starting point is.
Building Resilience: An organisational or an individual responsibility, or both?
The outbreak of the Covid-19 pandemic in early 2020 have created challenging business environments for all sectors. Working with our customers we have seen an emphasis on certain behavioural characteristics that leaders, managers and employees need to cope, succeed and thrive during these difficult times. A number of these characteristics fall under the umbrella term of “Resilience”.
Yet, resilience, as a term, has been overused in blogs, articles and in media in recent months without much rigour around defining its elemental construction and how organisations can become “more resilient”. So, what is “resilience”? What are the building blocks of resilience and how can we measure it?
In this report we aim to explain how to help build resilience in your organisation through individual employees and the company itself.
The Productivity Challenge: Understanding what CEOs and People Leaders need to do in 2020 and beyond
CEOs are demanding action from their Exco teams and, in most organisations, the workforce is seen as the biggest challenge/opportunity to “improve” productivity, with the burden of resolving this falling often, on HR/People Leaders.
But what is productivity, really? And what actionable strategies can leaders employ to get productivity improvements?
In this report we investigate the topic of stalling productivity growth in the UK and identify six key focus areas where CEOs and HR Leaders can focus their efforts to deliver positive productivity growth through their people.