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Organizational mitigation measures | Mesures d'atténuation organisationnelles

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Reimagining Collaboration: Slack, Microsoft Teams, Zoom, and the Post-COVID World of Work (20 December 2020) by Phil Simon. Strengthen Agility during COVID-19. Why Agility?

Strengthen Agility during COVID-19

We have learned a lot about COVID-19 in the past few months and we are still learning and adapting. Agility is the “key” to adapting quickly and effectively to the new COVID-19 environment – and to maintaining and refining. Our Leaders, Teams and Organizations must optimize Agility to continue to operate and evolve. According to McKinsey: Agility is the ability of an organization to renew itself, adapt, change quickly, and succeed in a rapidly changing, ambiguous, turbulent environment. How can we develop Agility while we are in the middle of a pandemic? The Agile Model ® Suddenly there are many approaches to Agility in the market … however only a few have been around long enough to test, learn, invest and demonstrate success.

The Agile Model ® was originally developed by Dr. Agility in individual leaders, teams or organizations is driven by five critical capabilities: Anticipating Change, Generating Confidence, Initiating Action, Liberating Thinking, and Evaluating Results. Adapting to the Hybrid Workplace after a Year of Change. Over the past year, teams have had to cope with an enormous amount of change in both their personal and professional lives—so now, with vaccinations rolling out, it’s no surprise that people are hoping to return to some semblance of normalcy.

Adapting to the Hybrid Workplace after a Year of Change

But we’d argue that rather than going back to the old routine, organizations are about to go through another set of big changes as teams adapt to the hybrid workplace. As noted in our State of Work report, 63% of workers want to continue working remotely, at least part-time. To navigate this transitional period, managers must establish policies and frameworks that allow people to do their best work, regardless of where they are. In particular, leaders should evaluate: Resources. Given everything teams have gone through thus far, the thought of implementing these additional changes can feel overwhelming, and people may display different degrees of reticence—yet it’s essential if the hybrid workplace is going to be a success. The Wellbeing-Engagement Paradox of 2020. Story Highlights Wellbeing and engagement diverged in 2020Remote workers experienced higher levels of engagement, stress, and worryLeaders face a crucial junction: sustainability and wellbeing vs. burnout "Unprecedented" may be the most overused word of 2020, but COVID-19 workplace data trends are truly like nothing Gallup has ever seen.

The Wellbeing-Engagement Paradox of 2020

Gallup has been continuously tracking the engagement and wellbeing of the U.S. workforce since 2009 and increased frequency to nearly daily at the onset of the COVID-19 pandemic to better evaluate its impact. Many of our insights punctuate what most Americans are feeling every day, but some of the results may surprise you. What a Year of WFH Has Done to Our Relationships at Work. How to reenergize your organization to overcome pandemic fatigue. March 1, 2021Pandemic fatigue is real: Some 75 percent of employees in the U.S. and close to a third in the APAC region report symptoms of burnout.

How to reenergize your organization to overcome pandemic fatigue

The number of those who rate their mental health as “very poor” is more than three times higher than before the crisis. Encouragingly, companies are waking up to the need for greater compassion to unleash the full potential of their people. There are no easy answers, but these five actions have shown to be effective in reenergizing organizations. Listen deeplyLeaders looking for solutions should start by listening. While listening is partly about identifying signs of exhaustion and stress, more importantly, it reconnects people on a deep, personal level.

By exploring these five ways to reenergize their organizations, leaders can help individuals grow personally, nurture their talent, and live their purpose through work. 7 Ways to Save Your Working Moms Before It's Too Late. Story Highlights Women's wellbeing slipped as their levels of stress and worry roseThe workforce has lost over 2 million women since the pandemic beganLeaders can set the tone for working moms with these seven things The pandemic changed everything.

7 Ways to Save Your Working Moms Before It's Too Late

And while the future of the traditional "8-to-5 workplace schedule" is uncertain, there are both positives and negatives regarding the new approach to getting work done. One of those negatives is that the workforce is currently down 500,000 more women than men compared with before the pandemic began. Bureau of Labor Statistics' data have consistently shown that the labor force participation rate has shrunk more among U.S. women than men, translating into 2.3 million fewer women and 1.8 million fewer men in the workforce in February than were there a year ago.

How Have U.S. Working Women Fared During the Pandemic? Story Highlights Women have outpaced men in leaving the workforce since COVID-19Job type and child care needs are playing a large role in women's departureWomen have been more likely than men to enter retirement during the pandemic WASHINGTON, D.C. -- Job losses related to the COVID-19 pandemic have hit women harder than men, starting with the pandemic in early 2020 and continuing one year later through February 2021.

How Have U.S. Working Women Fared During the Pandemic?

Monitoring the extent of that gender gap and understanding the reasons for it will ultimately help businesses and policymakers craft solutions that correct the gap as quickly as possible. This analysis is meant to advance that understanding using U.S. Bureau of Labor Statistics (BLS) employment trends from February 2020 through February 2021, as well as Gallup and U.S. Video: 4 things leaders can do to support remote employees. A CEO’s Guide to Planning a Return to the Office. As Pandemic Fatigue Sets in at Work, Employers Try to Help. People are tired.

As Pandemic Fatigue Sets in at Work, Employers Try to Help

Between a global pandemic, economic crisis, social unrest, and political upheaval, the past year has been physically and emotionally draining for just about everyone, and perhaps most for essential workers. Across industries, workers struggling with pandemic fatigue are facing burnout more than ever. For leaders, keeping these employees engaged and motivated is a challenge in itself. While some leaders are turning to incentives like gift cards and cash to help support employees, others are taking a softer approach, investing in relationships and focusing on workplace communication. Money Talks When the pandemic began, the hospitality industry fell off a cliff, says Liz Neumark, founder and CEO of Great Performances, a catering company in New York City. How the pandemic transformed digital manufacturing.

In 2020, industrial digitization faced its biggest test to date.

How the pandemic transformed digital manufacturing

Confronted with the largest health and economic crisis in recent history, companies across sectors were forced into extraordinary measures to protect their people and maintain operations. While some contended with keeping the operations running in the face of shortages of workers or raw materials, others struggled to keep up with the sudden spike in demand.

Did the technologies of the ongoing Fourth Industrial Revolution (or Industry 4.0) help those companies in their efforts? People problems. How to Get Employees to Report Their Covid-19 Risk. In order to limit the spread of Covid-19 in workplaces, managers must ensure that employees are comfortable disclosing their risk.

How to Get Employees to Report Their Covid-19 Risk

A potential solution, is to implement “random rotation” policies in the workplace. Random rotation ensures that... The Gates Foundation, COVID-19, and the race for a vaccine. Don’t Let Your Company Culture Falter During the Pandemic. Closing the capability gap in the time of COVID-19. The COVID-19 crisis has reminded business leaders that a more capable workforce creates more resilient companies.

Closing the capability gap in the time of COVID-19

Even before the pandemic struck, organizations faced a dizzying pace of change and the ever-present risk that today’s best-performing companies could be tomorrow’s vanquished ones. Against this backdrop, the virus and its shocks have shown how the capabilities and mindsets of an organization’s workforce provide a foundation for resilience and successful adaptation.

Sadly, though, the traditional approach to corporate training was broken long before the pandemic arrived. How to Do a Virtual Company Holiday Party the Right Way. Normally at this time of the year, companies are hiring caterers, setting up on-site casinos or party games, and inviting employees to cut at least a little bit loose to celebrate. This year doesn't exactly feel like one to celebrate though. It's certainly no time for a large in-person gathering. And doing the easy alternative--setting up yet another all-hands, all-muted Zoom--would feel like the equivalent of hosting a lecture instead of a holiday party. Cassi Hansen, vice president of people operations at the Nerdery, a digital consultancy in Minneapolis, Chicago, and Phoenix, realized a few months into the pandemic that while Zoom was functional for large staff meetings, its novelty had faded for networking or team-building events.

The Pandemic Is Widening a Corporate Productivity Gap. During the Covid-19 pandemic, most businesses have adopted new ways of working. Many employees have gone remote, interacting with customers and coworkers virtually. Others continue to go to a workplace each day, but perform their jobs very differently.

Everyone is doing their best. Survey: Diverse employees are struggling the most during COVID-19—here’s how companies can respond. Almost a year into the COVID-19 crisis, employees are still crying out for more support. Diverse groups—including women, LGBTQ+ employees, people of color, but also working parents—are having the hardest time, both in the workplace and with balancing work and home life. To understand the challenges diverse employees are grappling with in the COVID-19 environment, we recently conducted surveys and interviews and examined data across 11 developed and developing countries (see sidebar, “Our survey methodology”).

We discovered that workers across demographic groups and geographies reported a remarkably similar set of challenges related to mental health, work–life balance, workplace health and safety, a missing sense of connectivity and belonging with colleagues, and concerns about job opportunities. However, there were also differences. The severity and prevalence of these challenges, such as with mental health, were far higher in developing countries than in developed nations. Small Businesses Gird for a Wave of the Coronavirus Unlike Any Other. The bad news keeps coming. The U.S. recently broke a single-day record, with more than 160,000 new coronavirus cases. California became the second state with more than 1 million comfirmed cases, joining Texas. And perilously, more Americans are now being hospitalized for Covid-19 than at any other point during the pandemic.

The biggest culprit? Businesses. The Story of Pollution - Getting past the pandemic. Podcast: Managing Working Parents During the Pandemic. CURT NICKISCH: Welcome to the HBR IdeaCast from Harvard Business Review. I’m Curt Nickisch. It’s pretty well known by now that the Covid-19 pandemic has put an enormous strain on working parents. It’s also put a new strain on the managers of those working parents. Leading a team to drive results – that’s always been the manager’s job. But how do you do that when your team members are suddenly managing childcare while they’re on the job? Healthcare innovation: Building on gains made through the crisis.

Medicine is a living science that prides itself on continual discovery. Comment les entrepreneurs s’adaptent à la pandémie – Étude. On weeks where decades happen. Creating a resilient and optimistic workplace. How Companies Are Winning on Culture During COVID-19. Topics Measuring Culture. Government workforce experience.

Quand le télétravail rime avec désastre et bombe à retardement. Vous avez publié récemment un billet (Nouvelle fenêtre) dans lequel vous affirmez notamment que la nouvelle économie du télétravail est un désastre en matière de productivité. Que voulez-vous dire? How working from home works out. Key Takeaways. Battling Pandemic Blues: How Managers Can Rally the Troops. Le pilotage en temps de pandémie. La pandémie actuelle de la COVID-191 a rapidement affecté tous les secteurs de la vie des organisations, et ce, en créant un défi de gestion et de communication sans précédent pour les établissements de santé et de services sociaux. : Tout était en crise », résume Lise Vaillancourt, directrice à l’Hôpital Montfort, un hôpital universitaire francophone en Ontario.

Depuis plus d’une décennie, plusieurs établissements de santé et de services sociaux consolident la mise en œuvre d’un système intégré de gestion de la performance. How to Develop Your Leadership Style. The Impact of COVID-19 on Employee Engagement. A Manager's Toolkit for Supporting Change. 4 Tips for Effective Virtual Collaboration. Executive Summary. The importance of psychological safety in the workplace.

Companies are just now starting to figure out remote work. The postpandemic workforce: Responses to a McKinsey global survey of 800 executives. The COVID-19 pandemic has caused major disruption to our working lives in the short term, and is likely to change the way that we work in the long term. COVID-19: Product and Spatial Design in a Pandemic. Hidden perils of unresolved grief. Your organization is grieving. Psychological-safety leadership in a time of flux. Leading Through COVID-19: How To Get Your People On Board. Podcast: How businesses can confront the COVID-19 crisis - Actionable insights to help businesses respond and recover.

A Lot Will Change—So Must Leadership. An Exercise to Help Your Team Overcome the Trauma of the Pandemic. 7 Strategies for Leading a Crisis-Driven Reorg. How to Make Rational Decisions in the Face of Uncertainty. This interactive tool lets you test COVID-19 reopening strategies. How to Foster Psychological Safety in Virtual Meetings. How CEOs can navigate an uncertain economic future. Thriving during a pandemic: What moves the needle on organizational health. Collaborating During Coronavirus: The Impact of COVID-19 on the Nature of Work (July 2020) by Evan DeFilippis, Stephen Michael Impink, Madison Singell, Jeffrey T. Polzer, Raffaella Sadun. Sustaining inclusion in our new remote work environment. Innovation in a crisis: Why it is more critical than ever. CEO leadership for a new era. The Continuing Spread of COVID-19 is Keeping Most Employers in a Holding Pattern. INSEAD Leadership and Consultation Blog. Remote Workplace Success - Survey Results.

1 employeur sur 2 s'apprête à renoncer au télétravail! Technology in the Pandemic: Recreate the Office or Repurpose It? Report - How governments can navigate in a disrupted world. Guides to bereavement support. Coronavirus' business impact: Evolving perspective - Executive briefing as of 9 July 2020. As COVID-19 Continues, Employees Are Feeling Less Prepared. Coronavirus' business impact: Evolving perspective - Briefing Note as of 2 July 2020. Demystifying modeling: How quantitative models can. Leaders are building new muscles to deal with the pandemic. Fostering employee productivity and morale through COVID-19. 6 things the best bosses know will help workers and companies thrive in a recession. Coronavirus' business impact: Evolving perspective - Briefing note as of 18 June 2020.

The war on the coronavirus. Coronavirus' business impact: Evolving perspective - Briefing note: June 4, 2020. How Cognitive Technologies Can Help Managers During the COVID-19 Crisis. Three Paths to the Future. 6 experts on how capitalism will emerge after COVID-19. There Are No Easy Answers for Our Biggest Global Problems. How Reskilling Can Soften the Economic Blow of Covid-19. Lessons from Chinese Companies’ Response to Covid-19. COVID-19: Brand Purpose & Social Impact. Coronavirus: 15 emerging themes for boards and executive teams.

COVID-19: The toughest leadership test. Navigating to the next normal: The first 100 insights. Who should be on your COVID-19 task force? We asked IBM, Amazon, and Blue Shield. Lessons from the military for COVID-time leadership. Amazon's COVID-19 blog: daily updates on how we're responding to the crisis. Why Time Signals Still Matter When Working Remotely. Podcast - Creating Stability in Chaos: How to Navigate the Extended Neutral Zone of the Coronavirus Pandemic with Theresa Moulton. COVID-19 Guide: Work From Home Strategy. Ensuring the wellbeing of your remote workforce. Coronavirus Insights. Google, Facebook tell staff to plan to work from home for the rest of the year. How CEOs Can Lead Selflessly Through a Crisis. What Good Business Looks Like. 5 Leadership Lessons From the COVID-19 Crisis. Low-paid workers more likely to die from Covid-19 than higher earners. Weekly COVID-19 HR pulse: w/c 11th May.

Coronavirus' business impact: Evolving perspective as of 13 May 2020.