Strategic HR
The pandemic has generated a greater appetite among employees for remote and/or hybrid working patterns. Consultant editor Darren Newman explores how employers can strike a balance between advocating a physical return to the workplace and satisfying staff who are pushing to spend more time working from home.
Hybrid meetings, where some participants are present and others join remotely, are now a fact of life in many workplaces. What can you do to ensure that hybrid meetings are effective?
Employee engagement and employee experience are two terms often used in the same breath, but really shouldn't be, says Trevor Merriden. Both have a role to play in any successful organisation, but the meaning and significance of each has diverged since the coronavirus pandemic began, as he explains.
A four-day working week may be attractive for employees, but what challenges could organisations encounter? Ashleigh Webber looks at some of the practicalities of the shorter working week.
After 18 or more months of employees working at home, XpertHR research finds that the introduction of hybrid working is revealing challenges around collaboration, consistency, engagement, wellbeing and - in some cases - how to manage those who remain reluctant to return to the workplace, even on a hybrid basis.
It is good practice for employers to run a trial period before committing to the hybrid working model. A trial period gives them the chance to identify any issues and assess whether individual employees, roles or teams are suited to this new way of working. Stephen Simpson considers how employers can operate an effective hybrid working trial period.
The widespread introduction of homeworking in response to the coronavirus (COVID-19) pandemic has brought many challenges for employers - not least how to welcome new staff to the organisation when they are unable to actually bring them into the workplace itself. We cover six areas that HR should consider when planning a remote onboarding strategy.
Many major companies treat their corporate governance responsibilities on workforce representation as a "tick-box exercise" according to a review of current practices by the Involvement and Participation Association.
Appraisals can be daunting for both appraiser and appraisee, but they can be especially challenging in a virtual setting, when non-verbal cues cannot be read so easily. Nikki Squire, facilitator and co-founder at Strevas, outlines some of the common concerns and how to overcome them.
The scale and duration of the coronavirus (COVID-19) pandemic and the enforced shift to home-based working has led many organisations to think about the future of the workplace and a move towards a hybrid or blended working model. Gemma Dale takes us through six areas for HR to consider as part of its planning process.
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