IN BRIEF: Hybrid work in the post-pandemic world represents a dramatic shift, and it will require significant ongoing commitment and focus to get it right. Design thinking provides leaders with a process framework to inspire and guide them on the journey. There is no one-size-fits-all solution for successful hybrid work. Individual managers should be empowered to do what’s right for each member of their team. As leaders craft new hybrid work models that fit people, they can draw inspiration from design thinking processes to build empathy, iterate, and refine over time. By forcing knowledge wor ..read more

IN BRIEF: The talent pool available to companies is shrinking due to factors like an aging workforce and declining birthrates, creating a need for stronger engagement and retention practices. Investing in leadership development is a strategic move that benefits both individual employees and the organization, leading to increased retention and higher employee engagement. Three best practices for effective leadership development include rethinking career development for the contemporary workforce, elevating the senior leader’s role in learning and development, and training leaders around critica ..read more

  IN BRIEF: Investing in L&D throughout the enterprise can unlock deeper employee engagement and commitment. Personalized learning paths tailored to skills and needs gaps foster a sense of value and support for employees. Leveraging technology and offering contextualized and social learning experiences boosts engagement and improves learning outcomes. Despite how often we in the talent management world talk about employee engagement, very few members of the global workforce report a high level of involvement and enthusiasm in both their work and workplace. In fact, not even one in fou ..read more

              IN BRIEF: While developing vision, strategies, and innovative ideas for integrating new technology are important, insufficient capacity to rapidly and responsibly adopt technology may be the greater threat to the success of digital transformations in BFSI. BFSI leaders must understand and mitigate the inevitable negative emotion and resistance associated with transformations of any kind. Support efforts that go both broader in enhancing leaders’ skillsets and deeper by involving leaders at all levels of the organisation can help prepare them to ..read more

  IN BRIEF: Amidst technological advancements, a timeless truth endures: Leaders remain responsible for guiding people. While the pandemic emphasized authentic and inclusive leadership, leaders are struggling to strike the right balance. Traditional leadership skills require fine-tuning to align with contemporary needs. In today’s technology-driven world, the expectations placed on leaders have evolved, creating a need for more tech-savvy leaders at all levels. But even as the latest trends and innovations captivate our attention, a fundamental truth remains unchanged: leaders still lead ..read more

IN BRIEF: The potential for generative AI (GenAI) to transform business is significant, but it requires organizations to develop tech-savvy leaders who are prepared to recognize and evaluate opportunities to use it and then lead the initiatives that can begin to unlock its full potential. To drive the innovative use of GenAI, organizations must develop tech-savviness across all levels of leadership. Key strategies for increasing tech-savviness in organizations include building foundational fluency, hiring and cultivating tech talent, and supporting digital responsibility. Many organizations ar ..read more

  IN BRIEF: Leaders today face unpredictable, ever-changing, and even chaotic environments which often necessitate agility and rapid responses. This is now true even for those outside the C-suite. Leadership development strategies must equip leaders at all levels of an organization with the mindset and the skills to embrace disruption as the norm and to lead their teams through it. Key capabilities for leaders include developing the mindset to embrace ambiguity and uncertainty, the ability to take calculated risks, and creating clarity in dynamic situations.   In his influential book ..read more

  IN BRIEF: Quiet hiring is an emerging workforce trend in which organizations make use of existing skillsets to tackle staffing shortages without adding employee headcount. To truly benefit from quiet hiring, organizations need to capitalize on the third element of the trend, which is developing the talent organizations already have. Frontline leaders play a critical role in creating opportunities for employees to grow and develop through coaching and feedback—yet organizations aren’t developing them enough to do so. Table of Contents What is quiet hiring? Rethink quiet hiring to improve ..read more

  IN BRIEF: Downturns in the economy put all at work on edge, especially frontline employees, who often find themselves navigating stressed and frustrated customers. Frontline leaders can have an outsized impact on an organization’s ability to steward employees through tough economic times, given they supervise an estimated 80% of the workforce. Research by Harvard Business Publishing has uncovered the top leadership skills frontline leaders most need to navigate economic uncertainty—and the capabilities aren’t just business-centric; they’re human-centric, too. Downturns in the economy pu ..read more

   Frontline leaders crave development opportunities. That’s encouraging for those tasked with developing the capabilities of the people leaders who supervise an estimated 80% of the workforce.[i] The not-so-great news? There’s a gap between what frontline managers want from their leadership development experiences and what companies deliver. Today’s frontline leaders are highly motivated to grow and learn—about topics that reach far beyond what’s been traditionally served up to them. Companies that don’t respond to the interests of this vital segment of their workforce face an uphill ba ..read more