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The Creative Consulting Company
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[°æ¿µ] The Creative Consulting Company
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Future of Work Trends Post-COVID-19
Future of Work Trends Post-COVID-19

9 Future of Work Trends Post-COVID-19

What are the long-term implications of the coronavirus pandemic on the HR function and work?

 

Accelerated Trends

• More employees working remotely

• Increased use of employee data

• Greater role of the employer as a social safety net

• Wider use of contingent workers

 

New Impacts

• Critical skills are no longer synonymous with roles

• Some employees find work more humanizing in the crisis; others find it dehumanizing

• Crisis response distinguishes top-tier employer brands

 

Pendulum Swings

• Organizations prioritize resilience as much as efficiency

• Crisis adds to organizational complexity, straining design, culture and value proposition​ 

 
°æ¿µ | 2020.09.21 | ¹«·á | ±¸¸Å(0) | Á¶È¸(504)
Å°¿öµå: HR, covid19, Æ÷½ºÆ®Äڷγª, °¡Æ®³Ê, Æ®·»µå
 
 
COVID19 &Workplace: Implications, issues, insights
COVID19 &Workplace: Implications, issues, insights

COVID-19¡¯s impacts on workers and workplaces across the globe have been dramatic. We present a broad review of prior research rooted in work and organizational psychology, and related fields, for making sense of the implications for employees, teams, and work organizations. Our review and preview of relevant literatures focuses on: (i) emerging changes in work practices (e.g., working from home, virtual teams) and (ii) economic and social-psychological impacts (e.g, unemployment, mental well-being). In addition, we examine the potential moderating factors of age, race and ethnicity, gender, family status, personality, and cultural differences to generate disparate effects. Illustrating the benefits of team science, our broad-scope overview provides an integrative approach for considering the implications of COVID-19 for work and organizations while also identifying issues for future research and insights to inform solutions. 

 
°æ¿µ | 2020.09.21 | ¹«·á | ±¸¸Å(0) | Á¶È¸(485)
Å°¿öµå: Äڷγª19, ±â¾÷°æ¿µ, ¿µÇâ, ÀλçÀÌÆ®, À̽´
 
 
Managing HR Through COVID-19
Managing HR Through COVID-19

ÀÌ °¡À̵å´Â °í¿ëÁÖ°¡ COVID-19¿¡¼­ ¹ß»ýÇÏ´Â HR ¹ýÀû ¹× ½Ç¹«Àû ¹®Á¦¸¦ °ü¸®ÇÏ´Â µ¥ µµ¿òÀÌ µÉ °ÍÀÌ´Ù. 

 
°æ¿µ | 2020.09.21 | ¹«·á | ±¸¸Å(0) | Á¶È¸(507)
Å°¿öµå: Àλç°ü¸®, HR, Äڷγª19, °¡À̵å, ¸Å´Ï¡
 
 
Wells Fargo Employee Handbook
Wells Fargo Employee Handbook

The handbook applies to employees paid on a Wells Fargo U.S. payroll system, with the exception of the Information Security Policy Overview, which applies to all Wells Fargo employees. The handbook is not a contract of employment nor can it offer an answer for every situation. Employment at Wells Fargo is on an ¡°at-will¡± basis.

Because this handbook is a key resource outlining employee policies, all employees paid on a Wells Fargo U.S. payroll system are required to sign an acknowledgment that they have been shown how to access it and understand its application to their employment with a Wells Fargo company. This acknowledgment typically occurs at the time of hire.​ 

 
°æ¿µ | 2020.09.21 | ¹«·á | ±¸¸Å(0) | Á¶È¸(579)
Å°¿öµå: wellfargo, hr, handbook, ÇÚµåºÏ, Àλç
 
 
The Creative Consulting Company
The Creative Consulting Company

During the past 50 years, several consulting companies introduced important new ideas that extended management theory and improved management practice. This paper draws upon public sources and the authors¡¯ personal experiences to describe how three management consulting companies created and sustained several big management ideas. The consulting organizations identified companies that had introduced an innovation to address a practice gap or anomaly. It then described the innovation in articles, cases, and public conferences, and proceeded to help a new set of companies implement the management innovation, which led to enhancements in the original innovation that made it more understandable, generalizable, and robust. The consulting leaders sustained their thought‐leadership positions by creating an ecosystem with senior executives at pioneer corporations and academic/thought leaders. The paper also describes how other consulting companies did not sustain an initial thought‐leadership position because of a failure to recognize the synergistic interplay between knowledge application and knowledge creation. 

 

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°æ¿µ | 2020.06.12 | ¹«·á | ±¸¸Å(0) | Á¶È¸(1,978)
Å°¿öµå: °æ¿µÄÁ¼³ÆÃ, °æ¿µÇõ½Å, ¾ÆÀ̵ð¾î, »ç·Ê¿¬±¸, ¼º°ú
 
 
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µµ¿äŸ 2016 °æ¿µÁ¶Á÷ °³ÇõÀÇ ÀÇÀÇ

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°æ¿µ | 2020.05.14 | 400,000¿ø | ±¸¸Å(0) | Á¶È¸(2,096)
Å°¿öµå: µµ¿äŸ, TOYOTA, °æ¿µÁ¶Á÷°³Çõ, °³ÇõÀÇÀÇ, ¾÷¹«°³Çõ
 
 
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°æ¿µ | 2020.03.25 | 200,000¿ø | ±¸¸Å(0) | Á¶È¸(686)
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°æ¿µ | 2020.02.18 | ¹«·á | ±¸¸Å(0) | Á¶È¸(412)
Å°¿öµå: AR, VR, ICT, °ü±¤, ÄÜÅÙÃ÷
 
 
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°æ¿µ | 2020.02.17 | ¹«·á | ±¸¸Å(0) | Á¶È¸(736)
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°æ¿µ | 2020.01.17 | ¹«·á | ±¸¸Å(0) | Á¶È¸(954)
Å°¿öµå: ÀÏÇϴ¹æ½Ä, »ý»ê¼ºÇâ»ó, ¿ö¶ó¹ë, ¿ì¼ö»ç·Ê, »ç·ÊÁý
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