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Work Practices
+2

1
Reallocate commercial real-estate and travel & expenditure budgets to programs that support remote work and wellness
Benefits
Remote
Work Practices
Employee Experience
With less employees traveling for work or coming into the office, companies have an opportunity to re-allocate those budgets towards programs that optimize remote work and employee wellness.
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43
LS
Lars Schmidt
2
Mental health becomes a core benefit (Categorize as Self-Care that incorporates Physical, Emotional, & Psychological and also has a positive connotation)
Benefits
Wellness
Mental health and wellness support becomes a foundational part of company benefits.
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30
LS
Lars Schmidt
3
Shift nomenclature of 'remote work'
Remote
Inclusion
Performance
Employee Experience
Work Practices
When we use the term 'remote' work we push against diversity of locations and inclusion of those not physically located in the defined and central location. Remote means far or not connected and we are certainly not that in the world of technology we live in. Shifting to "distributed work" (see Matt Mullenweg's work at Word Pres), just defining a colleague's geographic location (I'm working from NJ or I am working from TX) and or simplifying to "I'm working at the organization's Center City Philadelphia location" or "I'm flexibly working from downtown San Francisco today."
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27
SL
Susan LaMotte
4
Design more autonomous learning strategies
Remote
Other
Employee Experience
Refocus on remote training: self-directed and peer learning, micro-lessons and content that builds over time, layering into workflow but accessible any time anywhere.
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23
Kristen Lisanti
5
Internal career coaching to support agile teams
Performance
Employee Experience
Create internal career coaches who proactively track acquired skills, capabilities, and interests of your team to deploy them to different internal projects as needed, rather than keeping them locked into rigid roles and teams.
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19
LS
Lars Schmidt
6
Universal Basic Income
Compensation
Work Practices
Employee Experience
Performance
Pay people a monthly stipend to cover basics in life so that they are intrinsically motivated to show up and perform. Workers become more productive, and the experience of work is more satisfying.
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18
LR
Laurie Ruettimann
7
Improve manager performance
Performance
Employee Experience
Work Practices
Empower managers to manage their teams with a focus on outcomes and deliverables, as opposed to time spent in the office. Train managers to be coaches, with a focus on employee skill development and growth.
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15
AS
Angela Smith
8
Onsite Childcare
Inclusion
Benefits
Wellness
Compensation
Employee Experience
Other
Companies commit to onsite childcare as parents become wary of sending their children to larger daycare centers. Reducing exposure to additional social circles, reliability and convenience of onsite care will increase retention and engagement of parents.
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13
KH
Katelin Holloway
9
Inclusion practices for distance
Inclusion
Employee Experience
Focus on practices and strategies for fostering inclusion in new ways, when proximity, confirmation and preference biases can become more pronounced.
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12
Kristen Lisanti
10
Embed open source practices and approaches and sharing as a fundamental pillar of your people strategy
Work Practices
Open-source practices were essential in helping people teams guide their businesses through the early days of COVID-19. This open collaboration should become an expectation, not an exception, to accelerate the evolution of the field.
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11
LS
Lars Schmidt
11
Real time data analysis
Data
Employee Experience
Before COVID, in best cases, work was more focused on periodic data analysis. One of the most important HR capabilities is agility. How can we implement real-time data collection, to identify precisely where problems are occurring, communicate and iterate/fix.
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11
KB
Katarina Berg
12
Better meetings
Employee Experience
Distributed meetings will (out of necessity) force teams to adopt better practices for how they work together, that translate when we're back in person as well. [sidenote: I wrote about this
]
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9
SM
Shishir Mehrotra
13
Employers will identify new benefits attached to remote work to retain workers.
Remote
Recruiting
Work Practices
Other
Part of the reason employees stay with a specific employer is because switching costs are high for many - moving to a new city and uprooting my social/personal life, or if the employer is still local - the commute would be worse, transportation is a hassle to figure out, daycare for the kids is going to be more inconvenient...even bringing the dog to work (a more common "benefit" in tech). With WFH being the norm, the switching costs are much lower - so if I'm an employee who's now bored or feeling unrecognized or getting micromanaged, and a recruiter calls me about a new role, it's much easier to make a move if I'm not physically moving. Would talent be more fluid with less friction? Certainly. So then it'll be interesting to see if/how companies introduce NEW friction - do they pay for your amazing home office (buy you a giant monitor, ergonomic office chair, provide exercise classes in your home, offer home delivery of meals, offer home cleaning services, credits for uber rides, etc?
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9
JV
John Vlastelica
14
Written and asynchronous video communication will become more important
Work Practices
Employee Experience
Culture & Values
Performance
Remote
Working remotely inherently leads to small communication gaps that accumulate over time. Being able to communicate effectively with words and asynchronous video will become a sought-after skillset.
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8
JH
Justin Hales
15
Support the rise of 21st century 'collective' worker influence models (new normal unions)
Benefits
Inclusion
Employee Experience
Our [US] society is among the least supportive of worker-communities of all developed countries. We tend to label everything as socialist or communist. Balancing a businesses commitment to stockholders with an emphasis on creating a community among the businesses' workers to support their sentiment and regards for one another will be of increasing interest for many as a 'best place to work' post Covid in anticipation of the next black swan event. This would suggest 'worker council' involvement in business decisions, pay equality, emphasis on a servant leadership style of management
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7
GC
Gerry Crispin
16
Workplace design gets massive overhaul
Inclusion
Wellness
Employee Experience
Other
Open offices become a way of the past. Individual workspaces are reimagined to allow for more privacy and new health standards. How do you create community in common areas that enable safety and connection?
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6
KH
Katelin Holloway
17
More Authentic Communication
Culture & Values
Work Practices
It became impossible for brands to rely on expensive photo shoots and videos to communicate with customers ー thus, they started sharing a more intimate and authentic type of content, more "real." I believe in this and think it should become the new normal.
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6
AS
Alicia Sekhri
18
Create shorter-term employment models
Recruiting
Remote
Performance
Work Practices
Employee Experience
With more employees working remotely (in roles that support it), talent will be more fluid now that the traditional considerations that had to align (i.e. commute, relocation/location) are no longer a factor. Offset this with one-year tours of duty (akin to LinkedIn's model) with clear outcomes and mutually-additive value for the company and employee.
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4
LS
Lars Schmidt
19
Personal development opportunities through coaching and group work
Performance
Wellness
Inclusion
Culture & Values
To support a learning or developmental culture and a culture of inclusion everyone gets the opportunity to look inside themselves to find out what motivates them, what thought patterns limit them and what biases hinder their working relationships.
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3
MG
Maria Gerea
20
Crowdsource ideas by timeline
Work Practices
There are multiple positive ways of prioritizing ideas in this model: function, top ideas,, crowd sourced thumbs up etc. and, they rightfully should be in the front of consideration with few if any limits other than the Covid compass is pointing that way. But after agreeing with so many of these great ideas, I begin to want to recast them from the perspective of investment, resistance among stakeholders of older solutions, inadequate technology and timeline when wide adoption expected if we all agreed to do it- if only as a means to separate low hanging fruit from what a community might not have the resources and energy to push forward.
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3
GC
Gerry Crispin
21
Humanization of Work
Recruiting
Remote
Work Practices
Employee Experience
Culture & Values
Whether it's going to work or working from home, companies need to humanize work. They need to take the "Robot out of the Human.) That includes transforming not only how works get done, but how people access the work. The pandemic might be the tipping point the world was waiting for when it comes to commuting up to 3 hours every day (not to mention saving the planet!) The pandemic ripped wide open how fragile the current system of work, jobs, and employment were. It immediately shattered the productivity and functional myths about working remotely. Even with the challenges of working from home, work gets done with little preparation and a hodge-podge of technology. Imagine if the transition had been planned! Regardless companies must treat employees as human beings. This isn't only a moral argument but a functional and strategic one too. From all indications, a lot of workers aren't "going back to work as usual."
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2
IW
Ira Wolfe
22
Mental Health (to add additional color to the above item)
Benefits
Wellness
Add mental health appointments as a "preventive" benefit in terms of coverage and bump up the coverage to one appointment per week. Either 1.) cover all therapy appointments as "in-network" or 2.) cover the full cost of any therapy appointments. Taking care of mental health shouldn't be a financial burden or worse, an access issue due to the minimal coverage due to therapists who don't contract with insurance companies. Simply covering this service in full (by employees submitting their monthly statements with diagnosis code from therapist), would be a huge win for employees and employers of course will benefit too.
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2
MJ
Megan James
23
Increased cost per head budget specifically for wellness benefits
Benefits
Compensation
Wellness
Follow on to the idea of wellness (mental, financial, etc) programs increasing, we need the spend to as well. It's time.
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1
AV
Ambrosia Vertesi
24
Humanization of Work
Recruiting
Remote
Work Practices
Employee Experience
Culture & Values
The pandemic was a tipping point. It was a much needed catalyst moving management toward the humanization of work - taking the Robot out of the Human. Whether work is going to an office/plan or working from home, companies must value the wellbeing of the human being. That includes reevaluating how works gets done AND how people get to work. The silver lining in the pandemic has been that myths have been shattered why work couldn't possibly get done without congregating workers under one roof. Commuting 1 to 2 and even 3 hours every day was insane. Work from home has been a wake-up call and many companies have responded. Slow to adopt industries like healthcare have responded with telehealth. But others are waiting for life to go back to "normal." Normal died. It's a mere memory. Now is the time to focus on how to improve productivity while fostering wellbeing.
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1
IW
Ira Wolfe
25
Gig/Project Based Work
Work Practices
Employee Experience
Performance
The design of the organization should emerge as an evolutionary model where work roles become more fluid and experimentation happens regularly. Work roles are more project based focusing on creation of teams of teams to foster collaboration, networking, individual competency and org capability building. This also allows for a higher degree of work and role customization which could support acceleration of innovation, time to market, market differentiation.
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1
ST
Shannon Teixeira
26
Belonging
Culture & Values
Employee Experience
Inclusion
With less physical contact, companies need strategies to make their people feel part of something greater. A sense of belonging is critical to high-performance. People who feel like they belong to their team and business dedicate discretionary energy and attention to the business. Organisations should define a clear DNA (values and expected behaviours) and rituals to keep people close to one another and to the business. They should leverage technology to make company information easily available and collaboration tools leveraged consistently across the organisation. Adapting on-boarding to enable the above for new employees is key too.
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1
GL
Gregoire Lemaitre
27
Make compensation more fluid, adjusting it both down and up over time

Compensation
Employee Experience
With the exception of highly trans-actional jobs, pay should not be seen as a reward for things done in the past. It should be viewed as an investment based on the value employees will provide in the future. But unlike other investments, compensation almost always stays flat or goes up, but almost never goes down. Nevertheless, there are situations where it makes sense for both companies and employees to lower pay levels.

The financial impact of COVID has led to questioning the
. Employees will naturally be wary of decreases in compensation, but research suggest that employees will
if they believe the decision is based on valid criteria and is appropriately communicated. Changing mindsets so compensation can go up and down over time also has consequences on workforce downsizing. When a company lets someone go, they are implying the person’s contributions do not justify their cost. But it seems unlikely the person has no value! An alternative would be to adjust compensation down, so their contributions justify their pay. I suspect many employees would view this as a fair and appropriate provided it was done in a truly honest manner. It certainly seems preferable to the widespread use of “cost rationalization” layoffs.
👍
1
SH
Steven Hunt
28
A learning culture to take down barriers to autonomy and collaboration.
Culture & Values
Performance
Work Practices
Develop a learning or developmental culture in which leaders are coaching not telling and people feel psychologically safe to take risks, ask questions, challenge the status quo, offer ideas, admit to mistakes and challenges and ask for help.
👍
0
MG
Maria Gerea
29
Video tools (Zoom, Teams, Meet, etc) replace email...
Employee Experience
Either through live engagement or 15 second limited recorded video messages, email is sent to the dustbin of history - hooray!
👍
0
K.C. Donovan
30
Finally move on from using MS Word and PDF built resumes which current ATS "try" to interpret
Recruiting
Data
Work Practices
Performance
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0
DM
Declan Murphy
31
Reimagining the role of 'manager'
Performance
Work Practices
Employee Experience
The typical role of 'manager' in knowledge-based orgs is increasingly complex and difficult to perform. As well as the basic mechanics of management (from hiring to firing), we've loaded mgrs up with more tasks as progressive people and culture practices have taken hold (cultural ambassadors, wellbeing advocates, inclusive leadership, distributed teams etc) - usually on top of producing their own individual results as well. This is a great time to parse out the constituent parts of 'future management' to reimagine how these get delivered effectively. I suspect it would look significantly different to today.
👍
0
GM
Graham Moody
32
Distributed role profiles
Remote
Work Practices
Employee Experience
Culture & Values
Recruiting
We were already moving through a period where individuals had a much broader range of choices in terms of how they related to their employer (employed, contract, freelance, etc). Designing organisations that can draw strength from a distributed workforce is step 2 on top of this already existing variety. If we can then maintain this level of flexibility through to the way that we describe roles themselves and step away from formal job descriptions and into hiring for potential, values, behaviors, energy and the ability to learn and collaborate
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0
A
Andy
33
Develop employee privacy protections
Remote
Performance
Employee Experience
Culture & Values
Data
Employers need to know how their employees are performing, but monitoring key strokes, active screen time, screen recordings and the like is not the way forward for remote work and can be an invasion of privacy. Employers should hire employees who they trust to perform a given role at a predetermined acceptable level of quality. Using metrics based on work achieved rather than personal work style is key here.
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0
PB
Peter Buschbacher
34
The hourly worker has experienced a flavor of wage deflation . . .
Compensation
Benefits
Employee Experience
Covid seems to have fast forwarded this idea of at home delivery of food / beverage as well as at home delivery of goods. The F&B and retail value proposition continues to be redefined from simple “service” to “experience”. This segment is where I believe the majority of the US’s ~80mm hourly workers live.
There has been a sort of implicit wage deflation for this segment as they are the ones that could not stay at home. Pre-covid, an instacart shopper’s cost was gas . . . during covid his cost was potential death.
Unemployment creates a pretty material supply glut for this segment in an environment where the competency needs are potentially shifting (service → experience).
Is there an opportunity for workforce management solutions to support labor pooling and eventually serve as platforms for unionization?
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0
SD
Sachin Divecha
35
Internal mobility
Performance
Work Practices
Employee Experience
Culture & Values
Promote internal rotation or mobility to other functions to match skills,talents of employees with roles. Internal tools to post internal job ads and allow internal candidates to apply based on their skills and interests
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0
MY
Maria Yarmeniti
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