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Managing and hiring in a new world of work

 

 

The impact of COVID-19 pandemic has meant leaders, managers and teams have had to adapt to new ways of working. As organisations in Thailand and around the world continue to transition to the new world of work, Robert Walters hopes to support employers in attracting, hiring and onboarding good talent that can help drive their businesses ahead.

Take a look at some of the hiring advice we have on leveraging technology, managing teams and embedding new talent into your organisation in this new era of work. 

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[e-guide] Hiring based on potential 

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The impact of COVID-19 pandemic has meant businesses have had to adapt to remote working to remain operational, while simultaneously facing new businesses challenges. Onboarding new staff, in particular, is a challenge that many organisations struggle with in this period. 

Experts at Robert Walters have devised a guide to onboarding your staff from home, to ensure your new recruits can add value and be embedded into your organisation from the get-go. 

Remote onboarding can also provide enhanced post offer engagement as well as compliance and efficiency benefits but, in these unusual times where home-working is becoming the norm for many, remote onboarding can provide a crucial touch point for your new joiners.  

Download the e-guide to learn:

  • Why businesses are continuing to hire during the COVID-19 pandemic
  • Strategies to keep new hires engaged remotely
  • Leveraging technology to get your business remote-ready
  • Tips and initiatives to map out a remote employee induction
  • How remote onboarding could revolutionise your hiring strategy going forward

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Is your organisation geared to hire staff remotely?

Remote hiring isn’t a completely new concept, but it has evolved, with the majority of the working world forced into a situation which has rapidly become the new norm. In these times, how do you attract, interview and build relationships with candidates that you’ve never met?

Experts at Robert Walters have devised a guide on how to hire remotely whilst also maintaining a positive candidate experience and enhancing your employer brand.

Download the e-guide to learn:

  • The challenges of remote hiring
  • The remote hiring process
  • How to manage the remote hiring process
  • How to use tech to facilitate the remote hiring process

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There is no doubt Covid-19 is the biggest event to have shocked the business world since the global financial crisis. In a tremendous effort of maintaining business continuity while at the same time ensuring their staff’s safety, organisations made swift changes to the way they work. This led to the biggest remote work experiment in history. 

Now we are at a point where many organisations are beginning to imagine life after lockdown. Amid unprecedented global job losses, concerns about transport infrastructure and the continuing need for workplace social distancing, businesses are launching plans to return to the office. But when they do, what will the new world of work look like?

Robert Walters surveyed over 400 organisations in South East Asia to ask exactly this. We wanted to understand how businesses responded to Covid-19, what they really think about remote working, how they plan to return to the office and – most importantly – what their vision is for the new world of work.

While it is hard to look beyond the next six months, due to the unprecedented nature of the pandemic, this guide is designed to give business leaders an overview of organisations’ collective learnings. It also provides an insight into what options are available in the short to medium-term, whilst the long-term future of work is being considered.

Download the e-guide to learn:

  • A snapshot of the business response to Covid-19 in South East Asia
  • How organisations have transitioned to remote working during this period
  • The working models companies have adopted for the short to medium term
  • A framework for the safe return to the office
  • A sneak peek into the future of work 
  • How recruitment in the new world of work will look like

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The COVID-19 pandemic is placing unprecedented demands on us, as business leaders. The extent of the problem is not yet understood. The long-term impact of emergency measures remains unknown. How long will it last remains an open question. We are seeing some evidence of reactive response in the businesses we encounter; unclear directions, uncertain policies and flip-flop decisions, to name a few examples.

The differing reactions of businesses around the world show that the slower and less effective the response, the greater the risk of prolonging the economic, political and social consequences of COVID-19. In case of doubt, now is the time to take up the mantle of leading through change. The focus must be on impact on leaders to respond deliberately, rather than merely “react” to the situation. The reality is that the future of work is already upon us. If there is any legacy that comes from COVID-19 it is this; uncertainty is the new constant and leaders must embrace sustainable practices that future-proof their businesses from crises to come.

Robert Walters has partnered with changeosity, a Dubai-based business consultancy and, with their co-founder, Kiran Scarr, we share advice on what it takes to lead remote teams in the time of COVID-19.

Download the e-guide to learn:

  • The leadership behaviours required to lead remote teams
  • How leaders can create and sustain team productivity and motivation levels remotely
  • 5 top tips to ensure your remote teams are engaged and empowered to deliver success during these challenging times

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Not all stress is equal. In fact, a little bit of stress in the workplace is beneficial to all of us, boosting our ability to forge ahead, and aiding in the generation of novel ideas. However, chronic and persistent stress that hasn’t been managed can easily lead to burnout. In fact, in May 2019, “burnout” was added to the World Health Organisation’s ICD-11 as an official diagnosis.

With the state of the world in pandemic, the risk for workplace burnout has risen significantly. Burned out employees aren’t difficult to identify. Exhaustion, cynicism, reduced professional efficacy, and absenteeism are the most common symptoms.

Burnout is detrimental to both employer and employee:

  • It leads to decreased productivity and poor work culture.
  • Burned out employees are more likely to take sick leave or look for another job, which increases turnover, creating new costs to hire and onboard fresh talent.

Based on Robert Walters survey, the following are some of the key statistics that we found out.

  1. 82% of professionals have suffered from workplace burnout in the past
  2. 47% of managers believe their employees may be at risk of burnout
  3. 61% of professionals believe wellness policies are important but 34% said their companies only offer what is required by law
  4. 65% of professionals would like to give their managers anonymous feedback but 46% of employers said they ‘rarely’ give employees this option

Download the e-guide to learn:

  • Chapter 1: How to manage workload expectations
  • Chapter 2: How to give employees agency and control
  • Chapter 3: Best practices for giving feedback/recognizing hard work
  • Chapter 4: How to create a community where everyone belongs
  • Chapter 5: How to ensure equal opportunity and fairness in the workplace
  • Chapter 6: How to live your company's mission and values
  • Plus: Advice from top industry leaders

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Whilst it is Covid-19 which has transformed the way the world has lived, worked and played in 2020, the longer term impact on our lives is likely to be the commencement of the fourth industrial revolution.

In short, the Fourth Industrial Revolution describes the blurring of boundaries between the physical, digital, and biological worlds. This revolution is already having a profound effect on the way we work and in turn, how we resource our organisations in a time where skills will become outdated soon after they are learned, where colleagues will be a mix of human and robots and where the one guarantee is that the pace of change will be unprecedented.

In this e-guide we will explore the impact of the 4th industrial revolution on talent acquisition and how your organisation can future proof itself by hiring for potential rather than current skill set.

Download the e-guide to learn:

  • What the fourth industrial revolution means for talent acquisition and HR
  • How to hire for potential instead of experience
  • The new breed of assessment technology
  • An action plan for meaningful change

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The Covid-19 pandemic led to the world’s largest ever workplace experiment as companies were forced to quickly mobilise their workforces from office-based working to home working with very little warning or preparation.

Employees who had never previously worked from home before began to experience the impacts on their health, family relationships and mental wellbeing. Managers discovered that their teams could remain productive and connected while working remotely.

But, what have we learned and how might this shape the future of work? And which of the perceived positives of flexible working should Hiring Managers approach with caution when planning their workforces of the future? 

Download the e-guide to learn more about:

  • The new era of flexibility
  • Tomorrow's most in demand skills
  • Leading in the new era of work
  • Curating a workforce for the future
  • Preparing your organisation for the future

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The impact and scale of the COVID-19 pandemic was both unexpected and unprecedented. Around the globe, we witnessed leaders having to rapidly change their approach to the way they work, manage, and lead their teams to adapt to ever-changing situations.

While many of these changes, such as organisation-wide work from home arrangements, may be a temporary measure to ride out the worst of the pandemic, the global COVID-19 crisis has undoubtedly reshaped the long-term expectations employees have of their leaders. 

As we move to a new future of work, leaders need to account for these new workplace expectations, and adapt to remain relevant and effective in managing their myriad of stakeholders – be they customers, suppliers, employees, board members, or wider communities.

In this e-guide, we explore how the COVID-19 pandemic has impacted companies and reconfigured stakeholders’ expectations of their leaders. We interviewed 9 business leaders from diverse industries across the world, to hear their experience and valuable lessons learnt while steering their companies through the pandemic and the resulting ‘new normal’. 

Download the e-guide to read about how leaders are:

  • Making swift yet effective decisions in an ever-evolving world
  • Engaging, building relationships and trust amidst uncertainties
  • Managing employee well-being during and beyond the pandemic
  • Embracing change and innovation

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In recent months, HR professionals have been on the frontline when it has come to managing the impact of COVID-19 on business continuity. During the next phase, in which organistations need to decide how their new normal will look. HR departments will be afforded the opportunity to take on an active role and leave a lasting impression on strategy within their organisations.

In this report, we address a number of areas in which HR can make an impact, from monitoring mental health in a partially remote workforce, to fostering togetherness in a new style of workplace.

 

Download the e-guide to learn:

  • How the role of HR in the workplace has evolved 
  • How to manage company culture in the new world of work
  • How to monitor mental health in the new world of work
  • How to prepare your leaders for the workplace of the future

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