Redesigning work to ensure that employees are supported, motivated, and empowered can be both an enabler and result of AI adoption.

Employees are customers who decide daily how much energy to give to their work. Here’s how leaders can understand and segment their workforce to identify what employees want most — and act on it.

Rosie Sargeant shares how bringing joy to work can boost retention, satisfaction, and success.

Reskilling is no longer an option. As the shelf life of a skill gets shorter and talent becomes scarce, companies must construct successful reskilling programs.

Research suggests the need to tip the balance—increasing the enjoyment that nurses, teachers, factory workers, and other deskless employees experience at work.

Given the exponential pace of technological change and the diminishing longevity of skills, the need for a novel approach to lifelong learning is clear. Governments have a unique opportunity to make it happen.

In this article, written as a follow up to the award-winning “Reskilling in the Age of AI”, the authors report the results of a reskilling survey that they conducted with chief human resource officers from approximately 1,200 organizations in the U.S., along with business leaders from around 200.

Gen AI offers efficiency, but employee adoption hinges on shared benefits and supportive leadership. By adding joy to work, co-creating with employees, and ensuring managers serve as role models, you can flip the odds of success.

In so many ways, the future is an attitude, a state of mind. The world’s most successful CEOs have shown that if you are decisive and unsentimental, experimental, and ambitious you can navigate through choppy waters toward your vision of the future.

How to bridge a significant skills gap in national workforces? Governments need to play a more strategic role, starting with three key interventions.

Pessimism may rule the day. But business leaders who look to the future with optimism can guide their companies toward long-term success.

People don’t always make use of opportunities and programs offered to them. Organizations can find ways to improve the take-up rates of products and programs by utilizing concepts from behavioral economics. These techniques have been used to convince more citizens to apply for tax benefits and more franchised hotels to use a new algorithmic pricing system, among other examples.

Retention is a complex issue unique to each company, but research suggests a universal solution: doubling down on employee joy.

Redesigning work to ensure that employees are supported, motivated, and empowered can be both an enabler and result of AI adoption.

To find the most workable post-COVID return-to-office strategy, companies should focus on four factors: the needs of the work, the needs of the people, how work gets done, and the new managerial muscle required to manage a hybrid workforce.

Five new paradigms for leaders—and employees.

Of the 1,500 office-based employees we surveyed, 85% reported that their organization adopted a hybrid model—but companies need to delve deeper to make flexibility work. Insights from our "What the Flex?!" surveys of office-based employees.

Change is difficult ... because people just don’t like it! Discover the reasons behind change aversion and ways that businesses can realize more successful change efforts.

The successful companies of the future will not only invest in human capital but also track and report progress with the same attention they devote to other assets.