There is little doubt that we are seeing a dramatic shift in the way we work. The 2020 Global Talent Trends Study examines how leading companies balance cost and care to win in an evolving and unpredictable world.
The ability to execute and get things done is a key driver of success but can result in unintended costs for the individual, as well as for their teams and organisations. If you sense that you may be overly task-focused, here are some suggestions to re-set your priorities.
"We need more sophisticated ways to envision possible scenarios in preparing for the skills of tomorrow. We know less about technologies than we think."
So, what is to be done?
The future of work is based on assumptions we need to challenge »
Eric Schmidt speaks about the dizzying speed of disruption, as well as how to nurture and position people for the greater good of organisations and society.
"When I think about how we're going to solve the problems ahead of us, the answer is people. We need to acknowledge how powerful people are, particularly those who are willing to take risks and drive societal change."
"There are efforts underway to reimagine education, training, and hiring in ways that will put career skills front and center… This shift could open jobs to a wider range of workers, but opportunity seekers will have to be able to develop, demonstrate, and clearly articulate skills."
The Three Things Every Learner Needs To Navigate The Future Of Work »
What can leaders aspiring to board roles do to prepare and position themselves for success? Interviews with board members representing some of the world's leading companies found that boardroom capital is built on five different types of intelligence:
- Financial
- Strategic
- Relational
- Role, and
- Cultural.
Organisations are facing a complex mix of talent management challenges in a world marked by talent shortage and digital transformation. The following research and analysis presents a set of key skills development tactics to help close the skills gaps.
Nancy Nazer shares key mindsets and skill sets that have served her and her team well whilst driving significant organisational change.
Getting the best from the collective capabilities of diverse, multidisciplinary teams requires inclusive leadership that assures all team members feel they are treated respectfully and fairly, are valued and sense that they belong, and are confident and inspired. The following research presents six traits found to distinguish inclusive leaders from others.
Why Inclusive Leaders Are Good for Organisations, and How to Become One »
Numerous factors influence how employee experience is integrated into an organisation. Ultimately, though, it is about finding what matters to the people that make up your workforce.
The 1 question all leaders are asking about the employee experience »