EX Newsletter April 2022

@nickl4

Here’s the latest version of my informal newsletter, containing a short selection of the very best EX articles I’ve come across over the last few months (so you don’t have to slog through LI or Twitter).

First up is a terrific HBR article by Diane Gherson and Lynda Gratton on how overwhelmed many managers are and what to do about it. In our data we’re seeing more and more evidence of manager burnout. It’s often a systemic problem that’s fixed by rethinking the role of people leader. There is some great advice in this piece: building people leadership skills, simplifying work, and job redesign. Related to this, I am working on a number of “Manager 180s” for clients at the moment that provide tailored developmental feedback to people leaders at all levels. It’s a great use of our listening platform (and often not part of a traditional “listening strategy”).

https://hbr.org/2022/03/managers-cant-do-it-all

I’m a long-time fan of Joe Pine and Jim Gilmore, the authors of The Experience Economy, one of my favourite books. I really like their latest article on transforming jobs to create more compelling employee experiences. Too much of the discussion about the Future of Work focuses on automation, cost-saving, and efficiency (the transactional side of work). It’s good to be reminded of the opportunity to invest in people, engagement, and trust (by transforming jobs).

This is an interesting article by Ayelet Fishbach on how moderate emotional discomfort can be a signal that you’re developing as a person. It often happens before you can actually detect the benefits of self-growth. In other words, short-term discomfort can be a sign you’re making progress towards long-term gains. Ayelet is author of the book “Get It Done: Surprising Lessons from the Science of Motivation”.

The final pair of articles are both reflections on what has happened over the last 2-3 years:

Here, Eric McNulty focuses on leadership. He sets out a simple process of “sensing-responding-adapting” in order to be agile enough to respond to uncertainty and shocks. I think it’s a very powerful (and simple) framework:

https://www.strategy-business.com/blog/The-best-way-to-lead-in-uncertain-times-may-be-to-throw-out-the-playbook

And here Gethin Nadin asks how you design employee experiences starting from the premise of needing “more conscious and compassionate workplaces”:

https://www.hrzone.com/engage/employees/employee-experience-and-the-rise-of-compassionate-capitalism

As always, let me know what you think!

Nick

Including Rewards In People Analytics

@nickl4

The field of of people analytics has seen rapid growth over the last years. As someone who has explored the links between people and performance throughout my career, it’s been great to see this explosion of interest.

There are various definitions of people analytics, which is sometimes called HR analytics or workforce analytics. Janet Maher and John Boudreau call it “An evidence-based approach for making better decisions on the people side of the business; it consists of an array of tools and technologies, ranging from simple reporting of HR metrics all the way up to predictive modelling.”

Jonathan Ferrar and David Green in their book Excellence in People Analytics emphasise the importance of using people data to provide business value. They describe different ages in the evolution of the field with most companies now focusing on supporting leaders to navigate key challenges: “People analytics is an absolute must-have for any Chief Executive Officer or Chief Human Resources Officer.”

There is a potential hitch in all this progress, however. HR has long been a siloed function and it strikes me that this characteristic is being reflected in the work that is now published and shared in the people analytics community. Recent people analytics books, collections, conferences, and articles all seem to have a glaring gap; hardly any of them make any mention of rewards.

Recent people analytics books, collections, conferences, and articles all seem to have a glaring gap; hardly any of them make any mention of rewards.

There are a few notable exceptions. There has been some great work looking at gender and ethnicity pay gaps, for example. It’s also true that, because of the nature of rewards work, it can be harder to share the outputs in public. But in the main, reward analytics operates as a separate field from people analytics, just as rewards is usually a separate sub-function from talent. Even though rewards is full of data-savvy and analytically-minded people. This feels like a missed opportunity.

That’s because decisions about rewards are important business ones. Payroll is a significant percentage of revenue. Companies source and offer a complicated mix of pay, incentives and benefits. It’s an area where smart analytics can provide a lot of business value and generate a return on investment.

Reward design choices are also important human decisions. Rewards carry emotional as well as practical weight. A lot of organisational energy is spent discussing them. And incentives affect behaviour, often in oblique ways.

Getting total rewards right can mean the difference between competing effectively in the global talent marketplace and being left behind. A consumer-grade total rewards portfolio of pay, benefits, wellbeing and career programmes serves as a catalyst, driving attraction, retention and engagement of talent essential to business success. Yet, in many organisations, total rewards are not evolving quickly enough to keep pace with changes in the world of work.

All of this underlines that when it comes to employee experience (EX), rewards obviously matter. It’s why in our work we include total rewards as one of the four key dimensions of a High-Performance EX, as shown below:

Let me expand on this point about employee experience. I have written quite a bit about EX, and one of the things I believe strongly is that EX requires a shift in perspective. In essence, it means moving away from a traditional and top-down view of organisations towards a messy, conversational, and more personal view of life at work.

From an EX point of view, therefore, all the following things are super-interconnected: jobs, work, performance, skills, careers, learning, pay, benefits, inclusion, engagement, well-being, communications, culture…

It’s a blatantly obvious point, but worth stating — employees don’t experience life at work through a HR lens. Rather, HR needs to think about organisational effectiveness from an employee perspective. That’s the fundamental trick in making EX work.

The same logic applies to people analytics. Talent metrics only address part of the humans and work equation. If you exclude rewards, you’re not capturing the whole picture and you’re not thinking systemically.

Talent metrics only address part of the humans and work equation. If you exclude rewards, you’re not capturing the whole picture and you’re not thinking systemically.

So what does it look like to bring reward into people analytics? One example is the work we do around optimisation. Specifically, Total Rewards Optimisation (TRO) allows you to align reward investments with the employee experience. We talk about finding the “sweet spot” — the intersection that aligns what and how much you spend on total rewards with what your employees value most and least across what you offer — while uncovering how reward changes affect employee behaviour and performance on the job.

There are four key parts to TRO:

  • Understand which rewards employees value most and least using conjoint analysis, a survey methodology used in market research to understand customer preferences. You can also pull in selection data from your flex and benefit programmes to understand actual employee choices and trade offs. We also bring in employee engagement, retention, and performance data in order to analyse the linkages.
  • Assess the return on your total rewards investment, as well as the impact of the programme on your workforce, by combining employee preferences with financial data. We model various investment scenarios in order to help leaders decide how much to spend and where to get the best possible results for the right size of investment.
Modelling total reward options along an efficient frontier
  • Use data to understand what employees see as the most and least valuable components of their reward packages. We help leaders make investment decisions and deliver a talent value proposition that is likely to foster desired attitudes and behaviours at a cost the organisation can afford.
Heat map of perceived value by talent segments
  • Use segmentation to understand the different priorities and attitudes of a diverse and multigenerational workforce towards benefits, cash and work/life balance and build a competitive edge in attracting, retaining and engaging top talent.
Modelling the impact of total reward changes on the engagement of key talent segments

To my mind, TRO is a great piece of people analytics. It’s got interesting and important data, cool maths, fun modelling, nice data visualisation. More importantly, you’re linking together employee preferences and behaviours to business and financial data in order to understand trade-offs and ROI. And those scenarios are typically explored interactively with leaders as different hypotheses are tested and analysed.

My broader argument, however, is that this is an example of how it’s possible to include rewards in people analytics and that this is an important thing to do. It’s one thing to look at engagement, retention and performance drivers for your key talent, and to make decisions based on that data. It’s another to look at those things alongside what you spend on total rewards and how you shape, customise and communicate your value proposition. The latter is taking a step towards thinking holistically about employee experience.

This is especially important right now as leaders are acutely aware of the importance of retaining and attracting key talent in the midst of a period of high turnover. Rather than throwing money at a problem, finding the sweet spot matters more than ever.

There’s also a point here about the state of people analytics at the current time. It’s possible to see the recent rapid growth in people analytics as a transitory moment. A point when data became more available and HR began to explore how it can be used for improving decision making. At first, growth in analytics has mostly occurred with a traditional HR mindset, within HR silos, reflecting long-held budgets and distinct backgrounds and skillsets. But in the near future, the picture might look quite different. As datafication continues apace, the current people analytics community may merge with others to become the analytics engine of an EX function or even an EX analytics team within a business intelligence function. In some of my clients, this shift is already happening.

As datafication continues apace, the current people analytics community may merge with others to become the analytics engine of an EX function.

Jonathan Ferrar and David Green also refer to this kind of transition in their recent book, as they herald a new Age of Excellence in people analytics where “the human resources function itself becomes even more data literate.”

A key question for me is whether that means “business as usual” (such as continuing to think in HR terms) or taking a leap and embedding analytics and design thinking within a truly EX mindset.

The AI CEO

Many companies are looking at how they can transform traditional jobs through a combination of technology and new work arrangements. This is often referred to as the Future of Work.

Beyond things like robotic process automation and the increasing use of gig workers, companies are particularly interested in using Artificial Intelligence (AI) to accelerate cognitive automation. There’s a great potential for cost savings, improved efficiency and (hopefully) augmented performance.

This shift is already having an impact. Some observers, such as Richard Baldwin, for example, claim you can see a “hollowing out” of organisations as a result of this new wave of white-collar automation. New technology has always transformed work, of course. What’s different this time is that job displacement is moving far ahead of job replacement. Indeed, it’s the speed of this current digital transformation that’s the most striking aspect.

I have argued elsewhere that employees’ concerns over automation are adding to an already problematic “trust gap” that exists in many organisations. Low trust is a serious drag on performance. The best companies realise this is a critical issue and are addressing it quickly through new tools and approaches.

Unfortunately, some Future of Work thinking seems to start and finish with an old-fashioned top-down view of the workplace. It can feel like a C-Suite analysis of opportunities for saving money and improving productivity deep down in the guts of the organisation.

Looking ahead, perhaps those at the very top of the house need to reflect a bit more on their role in the future. Because if there’s one job that’s surely ripe for automation, it is the Chief Executive Officer.

Let’s imagine that a bit more… what will it mean to have an AI CEO?

Clearly, there will be some immediate and tangible benefits. For example, getting rid of your current CEO is going to shave a lot of dollars from your payroll. Human CEOs earn a lot.

How much do they get paid? According to the Economic Policy Institute (EPI) in the USA, the average pay of CEOs in large companies is $17.2 million. In the UK, the CIPD puts the mean salary for FTSE 100 CEOs at £5.7 million.

CEO compensation is also very high relative to the rest of the workforce. The EPI puts CEO pay vs. a “typical worker” at a ratio of 278-to-1. In the UK, the amount of time it takes a chief executive to earn the annual wage of an “average worker” is just 2½ days.

Replacing your CEO with technology will also help with things like gender and BAME pay gaps. This is because these very well-paid execs are overwhelmingly male and white.

Only six of the FTSE 100 CEOs (at the present time) are women. And as one of my favourite headlines of 2019 put it: “FTSE 100 has more CEOs called Steve than from ethnic minorities, research finds.”

On top of these salary considerations, there are other important factors.

Due to processing power, an AI CEO has some big advantages. No human CEO can compete with AI when it comes to strategy formulation, for instance. An AI could play out, test and learn from hundreds of competitive scenarios and simulations in the time it takes your human chief executive to adjust the recline setting on their comfortable desk chair.

In a similar vein, when it comes to responding to issues, an AI CEO is always on, always focused, 24 by 7, 365 days of the year. The AI is able to make adjustments in a blink of an eye. They can keep the business ticking over and operating efficiently anywhere in the world at any time.

Moreover, with deep learning and advanced neural processing, the AI CEO will be able to avoid predictable problems in the first place. They can also ensure that resources are available for effective risk management.

And there’s no need to provide perks as recompense for all this attentiveness and hard work. No need for golf-club membership or gym fees. No need for expensive retreats. You can sell the company jet to a pop star and forget about buying lift passes at Davos.

OK, you might think, but what about the organisational and people side of things?

Even though your CEO’s people skills may be lacking, they’re still likely to be better than a machine, right?

So how could an AI compensate?

Well, there are some things that an AI might actually do better. Think about cascading goals, creating alignment and objective setting, and then managing performance through observable, quantitative data. This is something that technology is already helping with. It could be done even more effectively by a machine leader. For instance, the AI CEO isn’t going to be bothered that the Head of Sales is a “great person” and a super “culture fit” if the sales campaign isn’t quanitifably successful and delivering positive results.

And when it comes to the ongoing monitoring of the health or fitness of the organisation, a mathematical approach can have some benefits. Imagine that you have some hierarchical redundancy in the finance function — now that the AI has brought its robot CFO cousin online. The machine CEO is going to be pretty effective at trimming non-essential people in order to keep costs down.

At the present time, there’s often little empathy from leaders when organisations undergo restructuring. At least with an AI CEO, I expect these human resources will be fired by an app in order to provide a consumer-grade experience as they exit the organisation.

The AI CEO probably doesn’t have to worry too much about culture and engagement either. Both of these things are major challenges for human executives. It’s difficult, with traditional leadership approaches, to get people to work simply, effectively and collaboratively. And it’s hard to provide the conditions whereby people are motivated to go the extra mile and inspired to bring their best ideas and efforts to all aspects of their work.

Research shows that human CEOs spend most of their time (up to 72%) bogged down in meetings, mainly in their corporate headquarters, as they try to stay in the loop and get people to do what they need them to do.

Instead of all this, the AI CEO will probably adopt a surveillance approach instead. They can monitor all digital communications and workflows as they happen. They can keep a real-time watch on productivity and collaboration by examining the “digital exhaust” trails of email, messaging and calendar data (alongside business and operational data). They can analyse the flow of information across their human networks and simply remove people who are working in silos (“low-influence nodes”). They can automatically deploy a “nudge” to their human colleagues who are failing to do exactly what’s required.

In order to fully optimise human performance, the AI might also want to assess the mood of its human colleagues. Rather than walking around, the AI can simply listen to the water-cooler gossip via the smart badges people wear. They can review the tone of meeting discussions through mics in conference rooms. They can obviously use facial recognition algorithms to analyse interactions caught on video. Of course, they can track what people are posting on social media as well. The AI leader can then add all this mood data to its retention algorithm, so that it can predict individual turnover and take action accordingly.

There are obviously some privacy concerns about this sort of surveillance (although most of this tech already exists). So there’s probably a need to ensure that the AI CEO’s algorithms follow some kind of ethical code, especially when it comes to managing people.

High ethical standards have been hard to achieve with human CEOs, of course. It might actually be easier in this new AI-led workscape.

It’s possible to imagine, for example, “hard wiring” an AI version of a doctor’s Hippocratic Oath or Isaac Asimov’s first Law of Robotics into machine leadership. This could provide consistency, reliability and even help to build trust.

Think of all the financial and non-financial scandals that can be avoided by having a piece of machinery as the boss. Plus the lawyers’ fees you’re going to save as a result.

Don’t forget all the business school tuition fees you no longer have to pay for leadership development. The AI CEO could be the final nail in the coffin of MBAs.

There are numerous other benefits, such as not stressing about succession planning and no longer paying for head-hunters. In fact, do you even need a HR department in this new world of data and analytics?

For any human CEOs actually reading this post, I apologise if it is causing your blood pressure to rise.

Let me provide some reassurance.

As your job is transformed, we will make sure that you are up-skilled to play a new role in the new organisation.

I can see, for example, you operating as a kind of Human Corporate Mascot. This could be a new future of work job title that didn’t even exist a few years ago. It involves talking to customers and investors about our vision and our values. An endless roadshow of presentations and dinners — not so unlike now really.

We will give you access to online micro-training, so you can learn to tell funnier anecdotes and we will make sure that the uniform fits.

We will need to be fair in this transition process, however. This means sending you to an assessment centre, so we can measure your current skill level and also your future potential in telling entertaining stories. And it is possible that Brenda in Accounts, whose job is also terminating, has more passion for our customers and is better suited to the ambassador role than you are.

If anyone else doesn’t like the picture presented here, then you might need to act quickly. All these trends are already apparent. Publications such as The Economist worry that capitalism is embarking on a new era of “Digital Taylorism”. Worrying about some of these trends, groups like the Business Roundtable of CEOs are trying to redefine their role and the purpose of corporations in the new world of work.

So how might you lead a different kind of organisation and still be successful in this new machine age?

Well, I would argue that a different leadership perspective is required, one that taps into the human intelligence of your workforce. One where employees and their experiences are at the heart of your thinking.

Some organisations are already making great progress in this, but many more have barely started their employee experience (EX) journey.

When I think about employee experience leadership like this, three things stand out:

  1. Purpose: This means ensuring that people are able to make small changes to their jobs, so they achieve more and get more out of their work. Sometimes this is called job crafting and it’s one practical way of helping people get meaning from their efforts. As you think about the skills you need in the future, this kind of approach to involving people in shaping their work becomes more critical. It’s a bottom-up approach to organisational change. Another way of providing purpose is to ensure alignment between employee experiences and customer experiences. In other words, making it clear to people how their work impacts customers in positive ways. To do this well, you need open communications and transparency, so that information flows to everyone who needs it. This also helps in working simply and end-to-end.
  2. Learning: A second key focus should be on learning and feedback. Team learning (which was first described by Peter Senge) means taking advantage of the collective wisdom of your people. It requires innovative thinking and coordination, as well as a focus on organisational capability. Team learning leads to personal growth, but it also makes organisations better equipped to solve problems and it ensures a better flow of information and ideas across silos. New technologies also provide the opportunity for more personalised learning and more useful feedback. There’s especially a need to improve performance management, which is probably the most impactful process in terms of employee experience overall. Performance management should be a process of frequent check-ins, setting and re-setting relevant goals, encouraging developmental conversations, and providing lots of real-time feedback and recognition.
  3. Authenticity: Above all else, EX leadership needs to be personal and authentic. In terms of communications, this means designing and producing materials, preparing and delivering messages, in order to meet employees’ individual requirements. Three key elements stand out: providing personal content; when it matters to me; so that I can use the feedback to improve my experience. The final aspect of making EX personal is the individual contribution that people make through their own behaviour and their own openness to feedback. As such, the most important component is leaders’ own behaviour and consistency. Doing what you say, builds trust and confidence.

You can read more about EX leadership in my book. I have looked at how the best companies are using technology and data to create better workplaces. In particular, I have looked at the critical role that leaders play in shaping employee experience, building trust and improving engagement.

Please also connect with me here and on twitter and on LinkedIn to ask me questions and to find out more.

Notes:

Obviously, this is all a bit tongue-in-cheek, but the article that got me thinking along these lines is this OneZero piece by Erin Marie Miller: https://onezero.medium.com/how-robot-ceos-could-save-capitalism-e410a33b1405

Also, I am hereby trademarking the term “Human Corporate Mascot” as I think it’s got legs. 🙂

Tags: #FutureOfWork #Leadership

This article was first published on Medium on September 7, 2019

Preparing for the Future of Work: Employee Voice and People Analytics

Many of our clients are preparing for the future of work. Technological, economic and demographic forces are causing disruption and change.  Companies are adjusting their strategies so they can adapt and capture growth.  They are also thinking about what it means for how they lead their people.

What are some of the things they’re thinking about?  We asked leaders in our recent Future of Work Survey and the answers challenge some widely-held ideas.

For example, when it comes to AI and robotics, rather than simply replacing people as many commentators fear, most respondents (57%) see automation as a way of augmenting human performance.  The big implication for many companies, therefore, is on improving the way people interact with technology.  It means focusing more on human-machine interaction, on combining human skills and machine tasks, and on improving user experience.

In addition, rather than automation leading to de-skilling – a new digital Taylorism as The Economist recently put it – many organisations (27%) are already changing the design of jobs to require more skills.  In fact, many organisations have a big focus on capability-building. They realise they need to make learning easier and more continuous. With a multi-generational workforce they need to support employees making different career and job transitions.

In the future, organisations will also rely a more diverse mix of worker types to deliver their services, including freelancers, contractors, and partners.  A lot has been written about the rise of the gig economy and new talent platforms such as Upwork. However, the contribution of free-agent workers is only set to rise from 4% to 6% in the next 3 years. This means that the focus that most leading organisations already have on employee engagement, employee commitment, and employee retention remains critical to their success as a business.

So what are companies doing to prepare for these future trends? For one thing, they are listening to employees more often and more continuously.  There is more interest in employee research now than there has ever been.  Last year was the busiest twelve months in the 40+ year history of the employee insights team at Willis Towers Watson.

Many of our clients are now licensing our self-service Pulse Software to capture employee voice on an agile basis.  Our Pulse Software allows them to run surveys as often as they like, as and when they need to, and to track engagement in real time.

Employee engagement surveys are also now part of a continuous listening strategy, which incorporates joiner, leaver, and key-cohort surveys. Clients are also using tools like our Virtual Focus Group Software for active listening and jams – creating conversation and dialogue with hundreds of employees at a time.

They are also using technology and analytics to understand their workforce better.  For example, we use smart machine analytics to suggest the specific actions that individual managers can take to improve their team’s performance.  We also connect engagement data to other workforce and business data, in order to reduce employee turnover, improve sales, productivity, customer retention, and so on.  Predictive analytics like these help companies transition from a point-in-time perspective to a process of continuous improvement.

As well as listening more and understanding people better, when it comes to taking action on engagement, many companies are thinking about it through the lens of employee experience (EX).  What do we mean by EX?  It comprises all the elements of the employment deal and psychological contract.  This includes challenging work, effective rewards, strong teams, and a clear purpose.  Often our clients are thinking about EX as part of an overall culture transformation, because they are making a shift to a more digital business strategy.

It’s an exciting time for anyone involved in employee research and people analytics as both are key elements in helping leaders navigate towards the opportunities provided by the future of work.

See also:

Tags: #FutureOfWork #EmployeeExperience #EmployeeSurveys #PeopleAnalytics

This article was first published on LinkedIn on  July 17, 2018

Leadership and culture in the future of work

My news feed is full of articles on the Future of Work (“FoW”). A number of trends are converging so that it feels like we are on the cusp of big changes in the workplace. Some of those trends include:

  • Increasing use of contingent workers and talent exchanges like Work Market.
  • A more diverse workforce, meaning, for example, that teams comprise people with widely different experiences.
  • Employees who have grown up with social media and who have consumer-type expectations of their experience at work.
  • A workforce that is geographically dispersed and reliant on social media rather than face-to-face interaction.
  • Jobs that are far more technology-dependent, with routine tasks automated by artificial intelligence or robots.
  • Demand for new skills, such as those required to make sense of the huge volume of data that our on-line participation leaves behind.

Within this shifting mix, many people are wondering what it all means. In practice, “disruption” is an over-used term and transformation will be incremental. But it’s clear that there are new challenges and also opportunities for those companies that are able to seize them.

One area I am interested in is what the future of work means for leadership and culture. This can sometimes be low down on the to-do list in FoW articles, as it relates to something that is generally hard, ongoing, sustained effort. Some writers have even speculated that in the future there should be less focus on culture as attention shifts to the work itself. But I believe the leadership challenge is to glue together the shifting workforce into a community of shared interests and this is as important as ever because people want meaning from their work.

Some of the emerging priorities for this are already clear and are being explored by my clients:

  1. Focus on employee experience. This means identifying the key interactions that employees have with the organisation and then applying design thinking to improve engagement and performance. It is a joined-up approach to jobs, teams, rewards and the way people work. It includes understanding employee journeys and maximising the value of key episodes. It also means improving the digital tools employees use and reviewing the physical workspace in order to increase collaboration and productivity.
  2. Adopt a comprehensive listening strategy. This means deploying a mix of consumer-style approaches, including pulse surveys and social media analytics. An important part of the mix is also supporting managers to have dialogue and conversation, rather than only managing from their desktop “cockpit”.1 It also means shaping the physical workspace so that it is easy for face-to-face conversation to occur.
  3. Create a strong identity through shared experiences. Although artefacts and rituals are changing (workspaces, flex working, mobile tools, dress code, etc.), the fundamentals of culture building remain the same: role modelling, strong values, clear purpose. Increasingly, shared experiences are digital. These provide the opportunity to engage a broad group at the same point in time. However, breaches of trust are also more public, which highlights the importance of authenticity and consistency.
  4. Reinforce meaning and purpose through feedback. Technology makes it far easier to provide useful, regular feedback, not only from colleagues, but also from customers and partners. In fact, it is vital to provide customer feedback and to align employee and customer experiences. The critical “cog” in using feedback remains the team leader. So selecting and developing front-line managers who are able to build line of sight and help people understand the contribution they make is key.

Because change is incremental, the FoW is not as far off as it might feel, so it’s important to build preparedness now. But there is an additional challenge, namely who will be your most effective leaders in the future of work? In our recent Global Workforce Study only 39% of people said their organisation is doing a good job of developing future leaders.2 It’s quite likely that your current definition of leadership reflects your old hierarchy and old ways of working. Leading people in a flatter, networked organisation requires a different set of skills.3 Understanding the behaviours needed for your future success, and incorporating those into your assessment and development programmes now, is one of the most critical components to get right.

References:

  1. Sherry Turkle “Reclaiming Conversation” (Penguin Books, 2015)
  2. Willis Towers Watson “Employers look to modernize the employee value proposition” (2016)
  3. Ravin Jesuthasan and Marie S. Holmstrom “As Work Changes, Leadership Development Has to Keep Up” (HBR, 2016)

Tags: #Leadership #Culture #FutureOfWork

This article was first published on LinkedIn on April 20, 2017