Throughout the pandemic, companies of all sizes and across many industries have faced challenges. From shifting priorities and business needs to changing budgets, many have recognized advantages of a more flexible way of working. As a result, companies even in traditional industries have turned to remote freelancers. This research report uses a variety of data to show the value and the potential that remote freelancers are providing to businesses outside of the tech industry and what this means for the broader economy.
Browsing: Employee Engagement and Satisfaction
The global workforce was already in a period of powerful transformation when COVID-19 hit. Starting in the early 2000s, global hyper-connectivity, changing technologies, AI and machine learning, and social trends disrupted traditional models of work.
It’s never been easier for companies to recruit top-tier talent on a global scale, thanks to remote working apps, platforms, and social media. However, employees are now embracing lifestyle over work – with many migrating to other jobs to find new opportunities that better align with their values and priorities.
A key component driving employee development is frequent feedback, enabling continuous learning and growth. But giving feedback can be a stressful process. Here are some helpful tips for cutting down the stress and anxiety for everyone involved.
Highly engaged employees are valued and appreciated for their contributions. They feel connected to both the people around them and the organization’s mission. But what happens when employees aren’t engaged?
From recruiting and hiring to onboarding and management, HR is the thread that connects people to your business. But clumsy, paper-based processes and disconnected workflows can make HR feel impersonal and out of touch.
When the COVID-19 pandemic struck, many frontline employees – including store managers, shop assistants and fleet managers – were hailed as ‘heroes’. But how valued do they really feel at work? And how well do their office-based colleagues actually understand them?
Frontline workers (whether they’re selling goods, driving trucks, treating patients, flying planes, operating machinery or doing any other role that doesn’t involve sitting behind a desk) are often closer to customers than their own leadership.
There’s now an urgent expectation for a new kind of leadership. One that, in the words of HR analyst Josh Bersin, represents a shift towards “empathy, compassion and understanding3.” Because that’s the only way to create a sense of belonging and unlock the potential that only people can deliver.
After creating a brand-new vaccine in record time, leaders at Pfizer knew that if they wanted employees to continue innovating at the same level, they needed to make sure all 79,000 people felt valued and rewarded for their hard work. Since the company’s in-house recognition program could not be implemented everywhere at once – leaving some employees feeling less supported than others – Pfizer chose to partner with Workhuman Ò to produce BRAVO, an impactful Social Recognition Ò program that connected everyone around the globe.