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Publication
1: The ‘Great Resignation’: A Global Risk?
The term ‘Great Resignation’ was coined by Dr Anthony Klotz to refer to the significant number of employees expected to leave their current roles during or towards the end of the pandemic.
Global | Publication | March 2022
Workplaces are undergoing a transformation. Triggered by the pandemic, businesses and their employees have changed the way they think about work. Some commentators believe we are seeing a complete reset of what constitutes work, workers and the workplace on a global scale that has not been revisited in almost a century.
We explore the opportunities, challenges and risk of the transforming workplace.
Publication
The term ‘Great Resignation’ was coined by Dr Anthony Klotz to refer to the significant number of employees expected to leave their current roles during or towards the end of the pandemic.
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The adverse economic, financial and other effects of the pandemic created uncertainty in the minds of employees and business leaders. The last year or so has been tough for many.
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This paper examines why and how employees have rethought their relationship with work. It is noteworthy that flexibility, health, wellbeing, and work-life balance are prominent employee needs.
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During the pandemic, employees rethought their relationship with work. Employees now seek roles that offer competitive remuneration with other benefits including flexibility, health, wellbeing, and work-life balance.
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Asking your employees what they want and need (see our previous paper) is a vital part of updating your organisation’s Employee Value Proposition (EVP).
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In this series of articles, we have explored some significant changes to the external and internal environments in which your organisation operates.
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In our previous article, we considered the challenges to your organisational culture that will result from changed employee expectations and from modernising your Employee Value Proposition (EVP).
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This article is the first in a series examining employees ‘working from anywhere’ - an important issue facing organisations worldwide.
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Our previous article noted that ‘work from home’ becomes ‘work from anywhere’ when employees move home to a more remote location further away from their pre-pandemic worksite.
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We considered the growth in the number of employees ‘working from anywhere’ in our previous articles.
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Our previous ‘work from anywhere’ articles discussed some of the important issues relating to this worldwide trend.
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In our preceding article, we examined the hybrid model of work, which combines some days ‘working from anywhere’ and some days working at the organisation’s worksite.
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In our prior article, we examined the challenges of ‘work from anywhere’. We will now consider the best options for introducing ‘work from anywhere’ on a short-term basis in your organisation.
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In our previous article, we outlined the benefits of short-term ‘work from anywhere’. We will now focus on the advantages of introducing flexible hours and days.
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This is the 15th paper in our Transforming Workplace series. In this paper we examine how ‘work from anywhere’ can be made to work better.
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This is the 16th paper in our Transforming Workplace series. We examine whether the day of the office, as we know it, has ended.
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Examining how organisations can upskill their leaders to meet the specific leadership challenges arising from ‘work from anywhere’ and hybrid work arrangements.
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In July 2024, the English High Court handed down a judgment on whether or not the insurers under a charterer’s liability policy were obliged to indemnify third parties, where the insured went insolvent and had not paid the underlying claim to the third parties.
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