Browsing: HR Technology and Innovation

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.

If you’re like most organizations, cloud-native has forced you to revisit how you perform Observability and monitoring. The secret: great Observability comes from zeroing in on the three phases of Observability: know, triage, and understand. In this way, teams are able to derive maximum value from their data on the way to rapid remediation.

At first, DoorDash was using a combination of StatsD monitoring for its cloud-native stack and another solution to monitor its virtual machine environment. As the cloud-native environment scaled and developers delivered new features, however, the monitoring system kept breaking down.

This paper is for the Boards of Directors of organizations that are engaging in a new, or substantially increased, adoption of cloud technology perhaps as part of a wider digital transformation of their business.

This whitepaper is aimed at Chief Information Security Officers (CISOs) who are looking to the cloud to improve their security and at CISOs who find themselves moving to the cloud with the rest of their company.

Cloud transformation has enabled businesses to bring new capabilities to market and enter new markets more rapidly, innovate more easily, and scale more efficiently. While the introduction of this new technology paradigm may reduce overall technology risk, the increasing reliance of businesses on technology puts more intellectual property at stake.

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.

As work is evolving and taking shape in various ways, trends are painting a picture of where employees are (both physically and mentally) and what they need. One of the clearest is that, across all ways of working, people feel more connected to colleagues than company culture.