Explore Insights

The long-term impacts of hybrid working arrangements – particularly on the degree of trust that exists in work-related relationships – are not well understood. The research we do have, almost all of it conducted before the pandemic struck, suggests that hybrid working arrangements can have negative impacts on key relationships if specific measures are not taken to acknowledge and adjust to this new normal.

Organizations need to not only encourage leaders to undertake wellness conversations, but also train them in the best practices needed to help people to open up about their physical and mental wellbeing.

Our new global study, Resetting Normal: Defining a New Era of Work, revealed that exacerbating the problem of burnout is what appears to be an inability of leaders to identify employees who were burned out.

Improving employee wellness, both in a physical and mental health sense, requires more than just a mission statement or a memo to employees expressing concern. Companies must incorporate “organizational empathy” into the very culture of their organizations.

According to a ground-breaking global research survey conducted by The Adecco Group, senior business leaders are profoundly disconnected from their employees on most major workplace issues, including career development, mental health and wellness and plans for a full or partial return to the office.

One pandemic; two radically different working experiences. Our research shows us that the gap between the views of senior leaders and the people they lead has grown into a worrisome chasm. This deep disconnect between leaders and their talent could have a crippling impact on organizations and their future business plans, impacting satisfaction, motivation and performance.

How to use talent assessments to understand your organization’s talent

Developing leaders and engaging teams for the new world of work

It’s time for a new approach to talent. Organizations must shift their talent strategy approach from a replaceable to renewable workforce.

“Everyone needs a coach. It doesn’t matter whether you’re a basketball player, a tennis player, a gymnast or a bridge player. We all need people who will give us feedback. That is how we improve.”

After more than nine years as the Vice President of Global Markets, Policy, for General Motors and a long career on Capitol Hill in Washington, D.C., Lee Godown was not interested in retirement. He wanted to step back, figure out what was most important to him and then decide what he was going to do next.Reuben Cohen U.S. Managing Director, LHH Leadership Transition Practice, International Center for Executive Options (ICEO)