Young American men and men with college degrees led the "quiet quitting" movement in the US, according to new research that sheds more light on the pandemic-induced phenomenon.
Even in a world where remote work is becoming increasingly common, many people spend more time interacting with their workmates than with their own families. So, doesn't it make sense manage those relationships in ways that benefit everyone?
'I am often invited to give talks at corporations and government agencies, and the first thing I tell managers is that they need a neurodiverse workforce.'
One number stands between thriving and floundering workplaces: $2,500. That’s the most 65% of businesses spend per year, per employee on leadership development, according to a survey of more than 700 HR leaders conducted by Forrester and HR Executive Magazine.
It's a paltry sum for many companies, but when spent intelligently, it can help promising employees become effective leaders, says Katy Tynan, a principal analyst at Forrester who co-published the report.
Employee mental health support has long been the responsibility of the Chief Human Resources Officer or Chief People Officer. But in today's world, this is also a business operations conversation for the CFO. Here's why.
Due largely to early retirements and a caustic mix of ageism and cost-cutting measures, businesses let too many older workers go during the pandemic, and when they left, so did a lot of institutional memory, expertise, and loyalty.
With fewer younger workers entering the labor market for at least a generation, employers that don't think beyond today's working-age population will likely struggle to build a reliable workforce that can maintain operational efficiency and effectiveness.