What will the future of work look like?
How are you helping to build the future of work? That future starts with the initiatives we create and the processes we set in motion. From skilling our leaders to redesigning our workplaces, the future begins now.

Working in a disrupted world
Last year was far more chaotic than anyone expected. Many organisations struggled to stay on course through the twists and turns of global events, but the disruption also brought opportunities to review, renew, and advance.

In this latest issue, People Matters Digital Magazine looks back at trends and lessons from recent months. We draw on perspectives from HR experts, industry leaders, analysts, and the shifts and changes that emerged over the course of 2022, to highlight valuable takeaways. What we have learned in the year just past forms the basis for what we will do in the year to come.

The many different ways of rewarding talent
Salary is just the baseline. To bring real engagement and strengthen the employer-employee relationship, we need to look at other, less conventional ways of rewarding employees, even if they aren't officially considered 'rewards'.

This issue of People Matters Digital Magazine encourages you to recast various types of benefits, perks, and even compensation models from the perspective of how we are rewarding people. We hear from industry leaders such as Serena Townsend, Chief People Officer of Silicon Labs; Jorgen Wengel, Director of Global HR & Operations of Sennheiser Electronics; Sara Rahmani, Vice President of People Experience & DEI, Chronus; and more.

Learning the trends that never really goes away
People and organisations never stop learning. What does change, though, is what people learn, and how they learn it. Different skills gain prominence every decade, and technology has greatly advanced our understanding of how learning can be optimised as well as our ability to effect that optimisation.

In this issue of People Matters Digital Magazine, we look at how learning and skilling trends have evolved over the course of the last year and what the learning landscape looks like. We hear from industry leaders and domain experts such as Piyush Mehta, CHRO of Genpact; Katherine Loranger, Chief People Officer at Safeguard Global; culture and innovation evangelist Daniel Strode; and more. We touch on various approaches to learning that have taken off recently, and look at the opportunities and challenges inherent in organisational learning strategies.

Leadership in a hybrid world what’s the difference?
How do you effectively lead and manage a hybrid workforce? Since the pandemic forced an abrupt updating of leadership styles, much effort has been spent to figure out the nature of leadership in the hybrid world of work.

Work Tech After The Pandemic
Organizations are reviewing the great digital leap ahead that they took during the pandemic. This issue considers the use of worktech and tech in the workplace in the post-crisis new normal, and how organizations are adapting their tech and IT strategies today.

e/ 2022/ May
A new take on Employee Empowerment
There's a shift in the employer-employee relationship: people are a lot closer to the center than they used to be. In this issue, we look at how this power shift is manifesting, and what organizations are doing to adapt and win the war for talent.

What value are you offering employees?
The value that people seek in a job goes beyond pay and benefits. In this issue, we consider what expectations employees have of today's workplace, and how organizations can get ahead in the talent war by offering a better employee value proposition.

The Evolution of Diversity
Having a diverse workforce isn't enough; we must also be able to treat diverse individuals in an inclusive and equitable manner. In this issue, we look at how progressive companies are evolving their approach to DE&I, in order to advance from simple indicators to comprehensive strategies that benefit the entire workforce.

Managing performance from Afar
How do we manage performance in a hybrid world The conversation needs to go beyond measuring and reviewing historical data, and pivot towards enabling results in the broader context of business objectives. In this issue, we consider some of the factors and strategies that more profoundly influence productivity and performance.

Workplace 2022
2022 opens on the slow gradient of recovery, as businesses and economies come back to a better middle ground. The world of work is not just learning to live with the exigencies of the situation, but also developing the adaptability and resilience to respond successfully to change. This year, we will surely see an acceleration of the positive changes that have been building momentum throughout the crisis.

2021 has been a year of ups and downs, as the pandemic seemed about to end only to resurge in new and more worrisome ways. It's clear from the months just past that the world of work has not only permanently changed, but will continue to change well into the future. What can be done to build upon the positive transformations and prepare for the challenges ahead, to shape a meaningful pathway into the coming year? This issue draws upon the experiences of 2021 to predict the trends and strategies of the coming year.

Well-Being By Design 
The new reality of the world of work has brought forth an acute awareness of health and well-being, calling on corporations to devise innovative ways to integrate employee well-being into the flow of work to help their staff perform optimally. There is a clear opportunity for companies to leverage workplace design to nurture holistic well-being for people at work. But, how do you incorporate design features and amenities to prompt well-being and how do you embed it at ‘Work By Design’? The cover story of this issue throws light on the wider spectrum of well-being at work.

The skills gap conundrum
The shift towards digitization and automation has distended the skills gap forcing businesses to innovate their capability-building approaches in the new world of work. Close to 70 percent of employers globally are struggling to find skilled workers, especially in high-demand areas like operations and logistics, manufacturing and production, IT, sales, and marketing, according to a study by ManpowerGroup. So, the need to address skill gaps by adapting employees’ skills and roles to the new ways of working is more urgent than ever for organizations to come stronger on the other side. The cover story of this issue digs deep into the current organizational learning & training landscape and how leaders can fix the larger skills gap to prepare for the future.

The Great War for Talent

Best talents remain elusive irrespective of the market dynamic. After the great round of layoffs led by the pandemic, organizations are now scuffling to win the war for talent. Workers are quitting or switching jobs in droves which some economists have dubbed the ‘Great Resignation’. Four million people left the US workplace in April 2021. This issue of our magazine attempts to decode how organizations can win the war for talent amid the continuing uncertainty.

The Rise of Work Tech
Disruption. Transformation. Agility, Remote Work: those are some of the words that largely described the world of work in the year 2020. But the fact is all these changes have been happening for a while now well before the pandemic. However, the pace of change and the way several trends came roaring together dramatically was unprecedented. Technologies have been playing a crucial role in keeping us functional amid this crisis. The HR landscape is undergoing a drastic shift. HR Tech, which was by design meant for the benefit of the employer, has now shifted to work tech which puts employees at the center stage. This issue of our magazine attempts to decode the evolution of the HR tech landscape amid this crisis.

The Digital Culture Reset
The COVID-19 pandemic changed numerous aspects of how we live and work. The new world of work warrants agility, adaptability, innovation, and customer-centricity as the key components of work culture. Remote and hybrid mode of work has shifted how leaders and coworkers connect. With uncertainty still abound — and hybrid work set to be planned by the majority of employers over the coming months, a new culture-building approach is imminent to uphold more inclusive ways of communicating with remote workers. For leaders, all this calls for a whole lot of rethinking as the needs of employees are getting complicated. So, how do you create a vibrant culture where the best minds are connected and driven to perform at their optimum? The July 2021 issue of our magazine attempts to find answers to the new culture-building approach.

COVID-19 Rages On: Are You Ready?
Companies globally are gearing to settle to the new normal by reviewing work policies, embracing hybrid/remote mode of work, and new work arrangements. While some are planning to return to the office, others are beefing up their digital infrastructure so their employees can work in virtual mode given the uncertainty that lies ahead. 
COVID-19 cases and deaths are plateauing globally, according to WHO, but we are still in a perilous situation. More than a year after COVID-19 started wreaking havoc, the virus is still here. New variants of it, which are more transmissible, are spreading in several countries including India. This issue of our magazine attempts to find out how businesses are sailing through the new waves of the pandemic

Empowering ‘Experience’
 
The COVID-19 pandemic forced talent leaders globally to rethink one question — are your workers truly satisfied? Or are they just keeping the wolf from the door because of a difficult market? And the result is evident — the new workplace is more human with organizations clearly shifting their focus inward. We have seen a sharp rise of people-first cultures, and humanistic work ethics across organizations globally. While most organizations did a decent job of taking care of their workers' needs including well-being during the initial days of the pandemic, the needs are shifting as several studies find. Moving forward, HR leaders will need a sophisticated approach in terms of offering tailored responses to employees' challenges and manage workers' overall “experience”.  
 
The May 2021 issue of our magazine attempts to find answers to several questions around EX in the current world of work. How are organizations devising new EX programs and ensuring the engagement of their workers? How do they measure the impact of their EX initiatives, and many more?

2021: The Year of Continuous Reinvention
The long awful year 2020 is over but we are still in the dark. The year 2021 will be crucial for leaders globally to reinvent the new world of work as we come out COVID-19 crisis. Straightening out the nitty-gritty of business —amid the ongoing chaos —including settling into the new mode of work, redefining processes and policies, embracing the new virtual culture, and tackling new challenges will warrant radical transformations. 
There are several areas that organizations should focus on as they continue their reinvention journey in 2021. The April 2021 issue of our magazine attempts to find out the reinvention mantras of global leaders to succeed in 2021 and beyond.

The moment to fix the DE&I equation
The crisis of 2020 has exposed how some companies view diversity, equity, and inclusion (DE&I) as a nice to have rather than a core value. The onset of the pandemic saw businesses shedding jobs across industries including jobs related to diversity roles. According to McKinsey, the pandemic has driven as many as two million women —particularly mothers, to consider leaving the workforce or stepping back from their careers. However, we have seen a lot of companies rethinking their approach to the public conversation around inclusion and diversity with several companies hiring their first diversity officers. So, the question is how do you leverage this moment to ensure your ‘diversity’ efforts pay off? How do you unleash talent, ensure that your organization has representation from multiple points of view, and can leverage DE&I practices as a sustainable competitive advantage for your company? Our cover story digs deep into this to find out the answers

It’s always the small pieces that make the big picture. Long before the pandemic, top-notch organizations were already debating the relevance of conventional performance management systems and embracing adaptive approaches that are based on a continuous process with periodic checkpoints to facilitate a transparent and merit-based evaluation of work that is employee-friendly. In fact, successful organizations around the world had steadily started replacing their traditional ranking system with innovative performance management solutions.  Given the current environment, businesses must reinvent how they manage the performance of their employees that triggers the right behaviors in the remote working world, delivers on investment, and develops processes that result in desired business outcomes.
So, how should organizations recalibrate their productivity and performance yardsticks? What should be the key components of the new framework of performance management at a time like this? How should you define and measure productivity amid changing business priorities? Our cover story attempts to throw light on the new paradigms of performance and productivity management in the current reality.

Are You Set for 2021 and Beyond? The dystopian 2020 is coming to an end — but not the virus. Epidemiologists, constructing projections and timelines, agree on two things: COVID-19 is here to stay, and the future depends on a lot of unknowns. So, it’s time to look back to lessons learned and prepare for an uncertain future. The pandemic has changed the world and the world of work permanently. The unemployment scenario is off the charts. We have seen a massive shift in work and work culture. From the acceleration of remote working and flexibility in workforce management to integration of work and life, the pandemic has also brought into focus the humanization of employees. . The cover story of the December 2020 issue of People Matters magazine takes a look back to identify key lessons leaders should factor in as they plan for the year 2021. The story also deeps dive into opportunities that lie ahead and how we can together build a sustainable and resilient world of work

Post-COVID-19 World of Work
Are You Set for 2021 and Beyond?

The dystopian 2020 is coming to an end — but not the virus. Epidemiologists, constructing projections and timelines, agree on two things: COVID-19 is here to stay, and the future depends on a lot of unknowns. So, it’s time to look back to lessons learned and prepare for an uncertain future. The pandemic has changed the world and the world of work permanently. The unemployment scenario is off the charts. We have seen a massive shift in work and work culture. From the acceleration of remote working and flexibility in workforce management to integration of work and life, the pandemic has also brought into focus the humanization of employees.  

It's time to embark on a journey that is meaningful, purpose-driven, and people-centric. As we move into the year 2021, it’s time to set better norms that will instill a holistically healthy, productive, and inclusive workforce into the future. So, while full economic recovery depends on the immunity and availability of vaccines, by recognizing the challenges of COVID-19, we can be better equipped to harness the opportunities and to make meaningful contributions in the future.

The cover story of the December 2020 issue of People Matters magazine takes a look back to identify key lessons leaders should factor in as they plan for the year 2021. The story also deeps dive into opportunities that lie ahead and how we can together build a sustainable and resilient world of work

The State of Digital HR
The pandemic has not only caused an economic downturn for businesses, it has also impacted HR practices and the overall role of HR departments across organizations worldwide. However, with the pandemic altering the way we work, it also offered the possibility for HR and talent leaders to accelerate to digital and enable their workers to stay productive amid all this chaos. In fact, the crisis has also forced digital transformation initiatives of organizations to fast-forward into the future of work where tech innovations especially remote technology solutions have become a must-have. The cover story in this issue takes a look into the current HR landscape and how HR and talent leaders are demonstrating agility by taking the lead to remodel their talent management systems with next-gen HR tech such as people analytics, talent acquisition tech, RPA, AI, etc. in across functions including recruiting, onboarding, upskilling, performance management, and employee well-being

Reimagining Workplace Learning
COVID-19 has forced us to restructure work; come up with new business models, revisit roles, set new priority areas, among others. The pandemic has also brought back the importance of reskilling and upskilling of resources as part of the larger business transformation in the wake of the crisis. As experts say, companies that continue to invest on training and offer learning opportunities for their talent will emerge as winners on the other side of this crisis.

The cover story of this issue attempts to decipher the new workplace learning paradigms that COVID-19 has pushed into the spotlight. The story attempts to dig into the new learning strategies and what it means for L&D leaders. It also talks about the role of talent professionals to build resilience for enduring learning and development sector and form improved learning culture in their organizations.

JOBS: NOW and BEYOND
 
The COVID-19 pandemic is an unprecedented global crisis with devastating effect on health, economy, and society across countries. It has brought to fore the susceptibility of millions of employees and businesses across the globe. The impact of the pandemic on the labor market shows alarming effect on workers and businesses worldwide. Between April-June 2020, the world lost almost 400 million full-time jobs due to the pandemic, according to statistics released by the International Labour Organization (ILO) on June 30th, 2020. The highly uncertain recovery in the second half of the year will not be enough to go back to pre-pandemic levels, even in the best scenario, warns the ILO. So, in the post-pandemic days, there may be jobs that get lost forever. On the other hand, there are some jobs that can become more important than ever. In fact, a new category of jobs may emerge altogether in the post-pandemic days. 
 
The September issue attempts to analyze the current job scenario, its implications for businesses, and the way forward. It also looks at the future of jobs –-skills, leadership traits that will be in demand, and more

Performance and Rewards in the New Normal
Businesses globally were in a turmoil when the COVID-19 pandemic started spreading its wings throughout the world. They faced unprecedented challenges to adapt to the changing environment. Employers’ top priority became employees’ safety and business continuity. But now, as we slowly move toward the post-pandemic world, the business and HR leaders are looking to reset workplace and people policies in the new reality of work. Businesses are increasingly realizing the dire need to focus on employees’ feelings and state of mind to ensure productivity during this tough time. When almost everyone is working remotely, it becomes crucial to ensure that the right talent is retained and engaged and that they follow the most relevant performance management framework. The cover story of the August issue delves deep into the new performance and reward metrics that organizations should consider, to help businesses make the right decisions as they move toward the new normal..

The New Digital Reset at Work – July 2020
The COVID-19 pandemic is still fledging its wings and we are still battling the fire blind-folded. But as experts say, leaders who can best prepare their businesses for a more digital future will be the winners at the end. The pandemic has emphasized the vital role of technology and innovation for supporting remote working, scaling digital channels, and measuring productivity. As a matter of fact, COVID-19 has significantly triggered the shift to digital for the majority of businesses globally including enabling employees working from home overnight.  
The cover story takes a look at the larger technology scenario and innovations that organizations are coming up with to battle COVID-19. We try to find out how companies are putting technology to their best use to enable the safety of their employees, meet the needs of customers, and most importantly keeping their businesses stable at this crucial time.

The COVID-19 era has brought astounding changes for organizations across the world and has challenged the way work has always been done. While we were debating the future of work for the last couple of years, the catastrophic COVID-19 precipitated the conversation to shift to the newer ways of working. What seemed previously implausible has been achieved in no time. The Cover Story in this issue takes a look at the larger picture of the new workplace including aspects such as tools to restart and set the new workplace in action, new challenges that organizations will face, the new normal of remote work, and most importantly, revisiting the HR policies..

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People Matters is India’s leading magazine in the Human Resources space for the HR community that aims to foster the amalgamation of new ideas between HR Leaders, HR Service Providers and CXOs, leading to growth and development of their most important asset – PEOPLE.

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 En caso de que encuentre algún contenido objetable en nuestra plataforma, hemos implementado una política de reparación de quejas para abordar sus inquietudes.

Magzter Inc. (”Compañía” , ”nosotros” , ”nos”  o ”nuestro” ) sabe que le importa cómo se usa y comparte su información personal.Lea la siguiente política de privacidad(la ”Política” ) para obtener más información sobre nuestras prácticas de privacidad.Al visitar cualquiera de los sitios web operados por la Compañía y cualquiera de sus subdominios, o al usar cualquiera de nuestras aplicaciones móviles y otros métodos de distribución de contenido(colectivamente, el ”Servicio” ), usted reconoce que acepta las prácticas y políticas descritas.en esta Política, y usted acepta que recopilaremos, usaremos y compartiremos su información de las siguientes maneras.

Magzter Inc. es el puesto de periódicos digital multiplataforma de autoservicio más grande y de más rápido crecimiento del mundo con más de 80 millones de usuarios desde su creación en 2011 y miles de revistas y periódicos en más de 40 categorías y más de 60 idiomas. Con sede en Nueva York, Magzter tiene presencia local en Ámsterdam, Londres, Ciudad de México, Chennai, Mumbai, Nueva Delhi, Bangalore, Singapur y pronto se expandirá a otros países. Fundada por los empresarios globales, Girish Ramdas y Vijay Radhakrishnan en junio de 2011, Magzter permite a los editores de revistas y periódicos de todo el mundo crear y entregar ediciones digitales de sus títulos a los consumidores globales.

 Magzter se compromete a proporcionar una plataforma segura para nuestros usuarios. Tenga en cuenta que Magzter es simplemente una plataforma para que los editores distribuyan su contenido. No controlamos ni respaldamos el contenido publicado en nuestra plataforma. No podemos responsabilizarnos por las acciones de nuestros editores o su contenido.

Magzter no es responsable de indemnizar a ninguna parte que haya sufrido daños o incurrido en costos debido a cualquier contenido, o parte del contenido, que viole sus derechos. Magzter no es responsable de enfrentar ninguna acción legal en un tribunal civil por cualquier violación de derechos causada por cualquier contenido, o parte del contenido, que infrinja los derechos de un tercero.

Magzter ofrece el servicio de suscripción ”All- You - Can - Read”  más grande del mundo llamado Magzter GOLD, que brinda a los lectores digitales acceso ilimitado a más de 9,000 revistas y periódicos por un precio de suscripción mensual.Magzter también tiene la mayor cantidad de historias en el mundo con su innovadora función ezRead 2.0 para sus aplicaciones, que permite a los usuarios de teléfonos inteligentes y dispositivos móviles de pantalla pequeña disfrutar el contenido de la revista de la manera en que debe disfrutarse, con el texto del artículo que es fácil de leer y se acompaña de impresionantes videos y fotografías de alta resolución.

Nombre

Llena este formulario si necesitas ayuda para publicar tu contenido en Magzter

 Antes de Magzter, fue presidente de Dot Com Infoway (DCI) y Galatta Media. Sus funciones incluían marketing estratégico, desarrollo de asociaciones y monetización de contenido a nivel mundial. DCI creció de un pequeño equipo de 3 en 2000 a 300 en 2011 y se ocupaba del desarrollo web, de software y de aplicaciones para clientes de todo el mundo.

Desde que iniciamos, Magzter ha estado comprometida para asociarse con organizaciones globales para brindar la mayor tecnología y servicio de puesto de revistas posible a nuestros clientes. Si estás buscando ofrecer suscripciones a revistas a tu base de datos de clientes o si solo quieres aprender más, Magzter está comprometida a ayudar al crecimiento de tu empresa. Para obtener más información, llena el siguiente cuestionario:

 La DMCA nos permite restaurar el contenido eliminado si la parte que presentó el Aviso de DMCA original no presenta una acción judicial en su contra dentro de los diez días hábiles posteriores a la recepción de la copia de su Contraaviso.

Esta Política cubre el tratamiento de la Compañía de la información de identificación personal(”Información personal”) y otra información sobre usted y su computadora o dispositivo que la Compañía recopila cuando accede al Servicio.Podemos recopilar Información personal de usted, como se explica con más detalle a continuación, y usamos esta Información personal internamente en relación con nuestros Servicios, incluso para personalizar, proporcionar y mejorar nuestros productos, servicios, contenido y publicidad, y para permitirle para configurar una cuenta y un perfil de usuario, para contactarlo, para cumplir con sus solicitudes de ciertos productos y servicios, y para analizar cómo usa los Servicios.En ciertos casos, también podemos compartir cierta información personal con terceros, pero solo como se describe en el punto 4.

Este título está incluido con su suscripción Magzter GOLD

 Para analizar la calidad del contenido y proporcionar comentarios apropiados a los editores.

 Hemos designado un oficial de quejas para abordar cualquier queja relacionada con contenido objetable.

 Solicitamos que cualquier queja relacionada con contenido objetable se envíe al Oficial de quejas por correo electrónico a la dirección de correo electrónico mencionada anteriormente. También le solicitamos que proporcione los siguientes detalles al presentar una queja

y la Aplicación que le brinda la capacidad de ordenar, suscribirse y recibir la entrega de varias revistas, libros, noticias y contenido relacionado con revistas y publicaciones (conocidos colectivamente como "Publicaciones") y recibir estas versiones digitales de las Publicaciones

C.También recopilamos información asociada con su uso de la aplicación para hacer recomendaciones personalizadas.Si nos proporciona las credenciales de su cuenta de terceros, comprende que parte del contenido o la información de esas cuentas(”Información de la cuenta de terceros”) se puede transmitir a su cuenta con nosotros si autoriza dichas transmisiones, y esa cuenta de terceros La información transmitida al Servicio está cubierta por esta Política.

 F. La información personal que recopilamos nos permite responder a sus solicitudes, mejorar nuestros productos y servicios, personalizar la publicidad y el contenido que ve y comunicarnos con usted sobre nuevos productos.

es el puesto de periódicos digital multiplataforma de autoservicio más grande y de más rápido crecimiento del mundo con más de 85 millones de usuarios desde su creación en 2011 y miles de revistas y periódicos en más de 40 categorías y más de 60 idiomas. Con sede en Nueva York, Magzter tiene presencia local en Ámsterdam, Londres, Ciudad de México, Chennai, Mumbai, Nueva Delhi, Bangalore, Singapur y pronto se expandirá a otros países. Fundada por los empresarios globales, Girish Ramdas y Vijay Radhakrishnan en junio de 2011, Magzter permite a los editores de revistas y periódicos de todo el mundo crear y entregar ediciones digitales de sus títulos a los consumidores globales.

 norte. También utilizaremos la información de uso para garantizar que los usuarios cumplan con nuestros Términos de uso. Por ejemplo, la información de uso de un usuario nos ayudará a confirmar que un usuario solo descarga una revista u otro contenido un número permitido de veces o en un número permitido de dispositivos.

 que brinda a los lectores digitales acceso ilimitado a más de 9,000 revistas y periódicos por un precio de suscripción mensual. Magzter también tiene la mayor cantidad de historias en el mundo con su innovadora función ezRead 2.0 para sus aplicaciones, que permite a los usuarios de teléfonos inteligentes y dispositivos móviles de pantalla pequeña disfrutar el contenido de la revista de la manera en que debe disfrutarse, con el texto del artículo que es fácil de leer y se acompaña de impresionantes videos y fotografías de alta resolución.

People Matters - August 2022

People Matters - August 2022

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