Nick South believes the issue of proximity bias is a particular worry for those organisations looking to make progress on diversity, equity and inclusion.
Business executives have a responsibility to prevent bureaucratic creep in their organisations, and that flattening their structures is the perfect way to do just that.
Many of the interfaces claiming to be part of the metaverse are actually far from it, and are unlikely to revolutionise the way we work any time soon, according to Professor Bob Stone.
Robert Bolton, Partner and Head of the Global People & Change Centre of Excellence for KPMG, argues that the pandemic has altered work to such an extent that businesses need to experiment with their HR practices to truly allow their employees to flourish.
Liz Fealy argues that the three characteristics of empathy, resilient flexibility and authenticity are crucial for how leaders should look to operate in the new working world.
Our opinion this month comes from Shivani Maitra, Partner and Private Sector Leader for Human Capital at Deloitte UK. She argues the impact of siloed structures on organisations is threefold, and in order to overcome these issues businesses must start by shifting their focus away from output to outcomes.
Ryan Higginson argues existing solutions, while useful, struggle to bring together the many touchpoints found in B2B, and therein lies the key challenge for businesses when collecting feedback.
Despite organizations recognizing the importance of teams in their businesses, their performance management systems do not reflect their importance, much to the detriment of overall performance.
Frank Cespedes, Senior Lecturer at Harvard Business School, argues that while using behavioral assessments can be beneficial, there are three key things that must be considered.
Sandy Gould examines the dangers of conducting too much performance measurement now that we are moving into a hybrid working environment where technology is likely to be more widely used.