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Compensation
+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
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
3
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
4
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
5
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
6
Remote working as the new normal will lead to significant shifts in compensation philosophy and guidelines. Will cost of living differences still make sense?
Recruiting
Compensation
Once work from home/remote work becomes the norm, will companies force lower salaries on employees who choose to move to a lower cost of living market? Will top talent tolerate a lower salary, or will they demand their same big city salary even when they move to cheaper areas? Compensation teams may need to create more "national" salaries (vs regional/local) and begin to benchmark more to the true value of contributions by an employee vs a regional benchmarking survey.
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12
JV
John Vlastelica
7
Companies will take advantage of recruiting talent who can work from home to improve diversity.
Recruiting
Remote
Inclusion
Companies face big challenges recruiting for diversity when the total addressable market is small in their target markets, usually close to their big offices. Focusing diversity recruiting efforts on the markets where the diversity already lives will allow for quicker diversity hires and encourage more local investments in cities and schools that don't get the attention of big tech/big employers today.
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9
JV
John Vlastelica
8
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
9
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
10
More companies will start hiring internationally now that the floodgates to hiring remotely have broken.
Compensation
Recruiting
This will help with cost of labor, multi-language support, and time zone coverage.
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6
KM
Kenny Mendes
11
Massive but not complete shift away from on-campus to virtual recruitment for hiring students, grads
Recruiting
Remote
In the U.S. and Canada, the majority of students and recent graduates of one-, two-, and four-year colleges and universities are hired by Fortune 1,000 companies, government agencies, and other employers who hire at scale, meaning dozens or even hundreds a year. People say that small businesses employ most people and that's probably true if you include the owners and 1099 contractors, but it isn't true when it comes to who employs the bulk of students and recent grads.

College and university recruiting hasn't changed much since the 1950's. Employers assess their needs a year or more in advance, determine which schools to visit and what resources will be needed to properly engage the stakeholders on those campuses (career services, professors, students), fly out recruiters and hiring managers mostly in the fall but some in the early winter too, invite top candidates back to headquarters for a day of interviews, extend offers, etc. But more and more organizations have layered on what some call "virtual" recruitment, which essentially means reaching, engaging, and hiring on-line through job boards like
(my company) and other sourcing tools. Very few organizations have looked at their virtual sources as being any more important than any one of the dozens of schools they may visit.

For the 2020-21 school year, it is become apparent that many and perhaps most college campuses will be closed or inaccessible to visitors at least for the fall. Even if the campus is open, many students will opt to attend classes remotely and so won't be on-campus to meet and interview with employers who physically visit the campus. Employers are scrambling to shift resources from on-campus to virtual, and many are doing so very, very reluctantly as a virtual model requires far less resources, especially on the staffing side. You just don't need nearly as many recruiters and nearly as much budget to hire dozens or hundreds on-line versus flying around the country so those whose jobs or travel perks are threatened are, understandably, not happy.

When the C-suite sees that their early careers recruiting program can be accomplished with far fewer resources and perhaps even better align with their diversity hiring efforts as more students will be hired from more schools, will they want to go back to the old model? I can't see it. It seems to me that we're at a tipping point where college recruiting moves from 1952 to the 21st century. As more students are hired virtually, it also seems to me that we'll see an acceleration in more employers becoming school and even major agnostic, as productivity data has shown that there is little correlation between the school the student attended and their major and their productivity and some studies show a negative correlation.
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6
SR
Steven Rothberg
12
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
13
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
14
Taking The R out of HR - Put Human at the centre of it all
Culture & Values
It is time to abolish the R in HR and build 21st Century workplaces that humans love. At least let's separate the Human function from the Resource function. It is an insult and attack on human intelligence to call/treat us as resources. As Human advocates, we need to provide opportunities for people in organisations to function as human beings rather than resources – helping them to reach their full potential via authenticity and discover themselves via the quest self-awareness, then they can be aware of their self and appreciate how sublime and worthy they and their fellow humans are (Trust building). The attributes of the "Human Advocate or Head of Humans" in an organisation would be to be authenticity and assertive humility, recognising that she/he would not be without other humans. Ubuntu! I am because you are. Finally, organisations have a duty of care in loving/protecting/trusting their employees and coaching them on how to do so, allocating conscious time to travel with them throughout the complicated, messy, and sometime painful feelings and emotions that make the journey of a human being (an employee). It is now the time to Design for Trust and this needs to be the currency of the new economy. Who's with me?
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4
OL
Olivier Lambel
15
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
16
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
17
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
18
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
19
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
20
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.
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1
SH
Steven Hunt
21
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.
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0
MG
Maria Gerea
22
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
23
Use data & transparency to distribute generated revenue based on added value
Compensation
Culture & Values
Data
Remote
The more we move to distributed value creation, the more contribution will become transparent. We should aim to compensate individual contributors based on the value they add, not based on the distribution of market power. So if the design was the tipping point, the designer should be paid according to the impact her/ his work had, not the hourly rate the market constitutes. With the digital footprint we leave, the track of any product should become traceable. Surely, we‘re not quite there yet to derive fair comparisons, but we have the tools in digital collaboration tools, AI and „the internet“ for enough data points. As a byproduct, it will change the market dynamics for career choices.
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0
David Fuesser
24
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
25
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
26
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
27
The idea is to perceive the object in a way you can relate to a taste and a color. And remember that, as you will need to recall either the color/taste/name of object.
Remote
Culture & Values
there are not detail explanation to this except just a way to practice.
👍
0
DY
David Yee
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