Browsing: Hybrid working | Page 9 (150 items)

An employee who claimed mental health issues prevented him from returning to the office after a year of remote working has failed to prove he was unfairly sacked for ignoring directions.

After an employer more than quadrupled in size during remote working, its people leader says a key challenge ahead will be to keep its culture "alive" as employees return to the office.

Virtual performance reviews are often a "transactional" process, and they need to become much more empathetic conversations, a leadership academic says.

New year's resolutions are prone to failure, but leaders can set employees up for success by laying the groundwork for next year's goals now.

Although 84% of employees want to keep their current flexible work arrangements, only one in five have the autonomy to choose what lies ahead, and this is set to create some major workplace trust issues, according to Atlassian work futurist Dom Price.

There's no one-size-fits-all approach to hybrid work, but there is a "recipe" that can help employers determine what their model should look like, organisational strategy specialists say.

The majority of leaders feel "pressured" and anxious about providing the level of flexibility employees now appear to expect, according to LinkedIn research.

Leading with trust isn't just "nice to have"; it's crucial to driving high performance but appears to be waning, an organisational design expert says.

As organisations review their remuneration policies for a future of hybrid work, a culture change expert warns that linking pay to location can open the doors to discrimination.

Flexible work options that suit one employee could cause issues for another, so it is critical for employers to set and then maintain expectations and boundaries, an HR specialist says.