This February issue of Gartner’s HR Leaders Monthly includes six articles on a range of critical talent and workplace topics. The articles are 1) 3 Steps Regional and Business Unit HR Heads Must Take to Advance to CHRO, 2) 3 Steps to Improve Leadership Bench Strength Amid Disruption, 3) Risks and Opportunities for D&I Leaders in 2022, 4) CHROs Also Need a More Human Deal …
Much has been written about the benefits of psychological safety (PS) in the workplace. Simultaneously, leaders are expected to foster PS within the company culture and teams they lead. But as noted in this journal article (which I cannot post since it is part of a subscription), few studies have examined how leaders establish PS in the …
Few would dispute that “coaching” can help employees improve their performance and develop effective work relationships. However, multiple factors make “human-based” coaching less scalable across organizations. This 15-page report covers a growing area in coaching that provides a scalable approach to developing all employees: AI-based coaching platforms. With consent from the employee, these technology platforms monitor employees’ …
As mentioned in my article, 2021 HR Trends and Priorities: A Summarized View of 9 Sources, employee well-being (EWB) is a priority for many organizations. And as HR leaders help drive EWB for their firms, this 30-page report provides insights on employee well-being including 1) a summary of vendors offering holistic EWB solutions, 2) a …
Leaders increasingly make “invisible transitions”—where they take on new tasks, responsibilities, and obligations without changes in their job title, description, or authority. And according to this article, invisible transitions are more challenging to navigate than formal leadership transitions, such as vertical transitions (promotions to a higher rank), lateral transitions (moving to a different part of the business), and geographic transitions (moving …
This article argues how firms can help managers develop a new set of skills to succeed in this new business environment. The current and future business context calls for the “empathetic manager” – one who focuses less on what employees are doing and more on understanding how they feel. This manager type contextualizes performance and behavior — transcends simply understanding …
Organizations envision a “return-to-work” in closer sight as more people continue to get vaccinated for the coronavirus. Alongside this sentiment comes reports warning firms they may find their CEO and C-suite succession bench at risk once they enter a full recovery (see DDI and strategy + business). One reason cited is that a segment of C-suite incumbents and …
This report marks the fifth year of the Workplace Learning Report and includes input from over five thousand professionals spanning 27 countries. This 65-page report is full of insights, including L&D functions expect their budget to increase, and anticipate a continued acceleration to online learning. Page 21 shows the top 10 ways that L&D pros measure the …
COVID-19 continues to spur a shift to hybrid work. And as leaders lead their teams both virtually and in-person, this article suggests four multimodal leadership roles for leaders to adopt 1) Conductor. This role can be mostly virtual and requires leaders to harmonize their team by sharing and coordinating plans, decisions, and information. 2) Catalyst. When teams come together in person, leaders …
Employee wellness, diversity, equity and inclusion (DEI), and strengthening company culture are priorities for many organizations. As firms develop strategies to address these areas, the notion of psychological safety (PS) can serve as a multiplier for positively impacting these areas simultaneously. This short article provides a few ideas for cultivating PS in the workplace. It offers a …
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