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.
Culture & Values
there are not detail explanation to this except just a way to practice.
Make compensation more fluid, adjusting it both down and up over time
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
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.
Culture & Values
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.
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
The hourly worker has experienced a flavor of wage deflation . . .
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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