HR makes major strides toward improving employee engagement

whitePaper | November 28, 2022

Interviews are one of the most common methods for evaluating job candidates. For many employers, the job interview plays an extremely pivotal role in deciding who to hire. In other words, the stakes of a job interview are very high.

whitePaper | June 15, 2022

Today, most leaders recognize that diversity, equity, and inclusion (known interchangeably as D&I, DEI, and more recently DEIB-the B standing for Belonging) is a mission-critical business function. Yet, some companies still view D&I as a single component of employee care programs, rather than a core function that must permeate every aspect of an organization and shape its goals and activities from the most strategic down to the most tactical.

whitePaper | September 14, 2022

Providing equal opportunity for all people is at the heart of being a great workplace. To be truly supportive, employers must recognize a person’s value and compensate them equitably based on their skills, their experience, and the work they perform, no matter their gender or diversity intersection.

whitePaper | August 25, 2021

Over the past three years, we’ve proposed dozens of jobs that will emerge in the next decade, in response to the era of AI, algorithms and automation. Now, we present 21 HR jobs of the future that will meet the needs of the new workforce shaped by advanced technology and the COVID-19 pandemic.

whitePaper | December 5, 2022

More and more organizations are looking to optimize their use of labor – their single largest overhead – and minimize labor-related costs. Many organizations are replacing the stand-alone, often manual systems used to manage staff hours and working patterns with integrated software-driven Workforce Management (WFM) Systems that make the whole process of managing attendance, absenteeism, overtime, flexible working, scheduling and vacation leave considerably easier.

whitePaper | June 4, 2022

The health crisis and the transformations taking place within companies have given us a glimpse of a new model of work organisation, described as hybrid, a combination of working at the office and working remotely. This model is said to serve several purposes. For employees, it allows them to choose where they work and thus retain the flexibility experienced during this unprecedented period of forced teleworking. For employers, it means continuing and optimising the process of digitalisation that was accelerated by the crisis, transforming leadership models by focusing more on autonomy and trust, but also reducing costs linked to property by reducing the physical space required.