The latest News and Information on Project Management, Methodologies, Productivity and Tools.
The role of Human Resources (HR) professionals has changed a lot in the last few years. Not unexpectedly, seeing as virtually every part of the workplace has changed. So, as we move into a normalization period in 2024, the question is not whether HR will continue changing. That seems like a given. Change is the only constant, after all. The question is how HR will change.
Work is evolving. HR is evolving. Employee demands are evolving. In a world of work where nothing seems static, everything is new, and everyone is exhausted, HR technology can feel like one too many plates to keep spinning. That could explain why the data around HR tech says that practitioners are adopting an attitude of “don’t fix what isn’t broken” while the gap widens between capability and expectation. Let’s explain what we mean.
Virtual organizations represent a new way of working, and they’re gaining popularity. In the wake of the COVID-19 pandemic, organizational structures are changing. The digital age has shifted global work trends to favor remote and hybrid models. Global Workplace Analytics estimates that around 56% of the American workforce could work at least partially remotely, and this figure is increasing. The future of work could be remote based, with virtual organizations taking center stage.
Increasing productivity improves cost efficiency. The more productive your people are, and the more repeatable the processes underpinning that productivity, the more costs stay under control while revenue rises. This is because ‘productivity’ is greater than the sum of its parts – those parts being broadly categorized into ‘people’ and ‘performance’.
Maintaining client relationships and preventing churn is a never-ending battle for most companies, B2B and B2C alike. Based on our users’ experience, we’ve identified that client churn is most commonly linked to low work output, lack of innovation, and employee engagement. Preventing client churn is not only a key profitability driver, but it can also contribute to expansion and acquisition through referrals and relevant case studies.
As businesses across the globe evaluate post-pandemic work models, many CEOs are considering novel strategies to motivate employees to return to the office. One notable approach that is gaining traction involves offering tangible rewards for consistent office attendance.
For an agency, winning over new clients is only part of the journey. Once you have them, how can you make sure you keep them? (Or even more ideally, maximize those contracts’ value?) Some might think the answer is simple: Just provide excellent service, right? Not quite — although that is a critical piece of the puzzle. So, what works best?
Project managers shoulder lots of responsibility. Keeping the team productive, addressing problems, creating solutions, and fostering collaboration are all items that land on their plate. So is process management. If processes are ill-managed, the entire project pays the price. Communication can break down, accountability can decrease, errors can increase, and milestones can go unmet. If this scenario gives you indigestion, you’re not alone.
