Both businesses and workers are after work-life balance. A research by global workplace provider Regus revealed that heightening need to improve employee work-life balance as well as businesses’ desire to create agile organizations that cope with headwinds are driving up flexible working. The research canvassed opinions of over 44,00 businesspeople across 100 different countries, and found that 44% of Singapore respondents say that demanding to work closer to home is also a key factor in supporting flexible working. 23% reported that the need to combat the rising commuting cost is another factor.

Source: 4 of 10 says flexible working encouraged by demands to work closer to home, reveals Regus

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It’s the end of HR as we know it, according to one leading expert. Ben Whitter, Organisational Development Leader, has claimed that it is time for employers to look at HR’s function in the business as a whole. Following Airbnb’s recent decision to redefine their HR department with the appointment of a new Global Head of Employee Experience, Whitter questions HR’s traditional roles.“The best people and HR leaders I know have been labeled maverick at one time or another,” explains Whitter, “because they build something that goes against the norm, they challenge the status quo, and they see beyond the perceived limitations of their function and therefore extend well beyond it. They bring meaning to the workplace and it runs through everything that affects people.

Source: “Bye Bye HR?”: What HR will look like in the future – HR Grapevine

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“Over the years, I’ve observed just about every type of leadership development program on the planet. And the sad thing is, most of them don’t even come close to accomplishing what they were designed to do – build better leaders. In today’s column I’ll share the #1 reason leadership development programs fail, and give you 20 things to focus on to ensure yours doesn’t become another casualty.”

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We must wipe the slate clean as to how Human Resource Management works and start focusing on the company’s needs.

  • Why work with a 4-6 month recruitment process, if you can create a work process where HR finds 3 suitable candidates within 7 days that you can chose from?
  • Why work with 5-6 years performance development processes, if it turns out the employee is only here for 1,5-3 years?
  • Why do we not promote mostly from the inside? Why not? – Perhaps because the leaders are not sure, they choose the right to stay? How do you select, do you select in the right way or on assumptions?
  • Why accept that employees leave us faster and faster? Why not shift the focus, so we can keep them? Or, is it because we don’t know what inspires and motivates him or her? Why do the employee leave, if the employee already has the best spot? And what do the employee see as the best spot? Can we shape the right working life?

Indeed, there are solutions to it all and more.

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