Little by little, employers are announcing their intentions in terms of post-Covid telework. Some have already announced very flexible policies, while others advocate returning to the office as soon as it is safe to do so. In the long term, what could be the impact of these policies on the culture of organizations?
The pioneer of the candidate experience Gerry Crispin created Talent Board. The foundation publishes a valuable report every year (the bible in the title) containing a dizzying amount of data on candidate experience.
Elon Musk uses a simple question to detect whether he has a genius or a “show-off” in front of him. Intriguing, isn’t it?
Bosses and managers tended to look positively at workers who worked long hours in the office and to favour chatty employees, extroverts, who have the upper hand in meetings and discussions in the hallways.
While salary and benefits historically top the list of incentives for current and prospective employees, a new study by ADP Canada and Maru Public Opinion indicates work-life balance now outweighs pay.
When planning to return to the office, the reflex of many is to look, on the one hand, at what employers want and, on the other, at what employees want, as if these two parties were acting independently of each other.
Most companies are about to return to the office in “hybrid” mode, with a minimum requirement to be in the office. And this is confirmed by a more recent ADP Canada survey, where 60% of workers say their plan to return to the office has some form of hybrid schedule.
Many large companies have the reflex to post their positions internally before looking for candidates outside the organization. However, this process creates a major problem: internal candidates who are refused tend to withdraw from their work and eventually resign in greater numbers. Researchers have discovered how to mitigate these negative effects.
