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Remote
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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
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
5
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
6
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
7
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
8
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
9
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
10
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
11
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
12
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
13
Organization Design (people, process and technology)
Other
How are we re-visiting organization design? Currently orgs still design themselves in traditional silos like marketing, finance, HR, etc. Dan Heath talks about this in his new book Upstream. Each department is measured on different things to the customer and employee experience. Based on this org design, are there some metrics/initiatives slipping through the cracks because functional departments are siloed. Can we look at upstream design versus always looking to optimize. It's about getting things right and less fire fighting. Current org design focuses on specialization and silos versus integrated customer or employee experience org design.
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1
BR
Brenda Rigney
14
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
15
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
16
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
17
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.
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0
DY
David Yee
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