Health Care’s New Promise to Employees
An employee value proposition can help companies keep current employees and attract new ones.
An employee value proposition can help companies keep current employees and attract new ones.
Today more than ever, we are relying on our leaders to deliver. We’re asking more of them than we have in decades.
Business leaders have the opportunity and imperative to intentionally design the future of work to unleash a new wave of productivity.
Pay, promotion, and benefits have been the traditional carrots for hiring & retaining employees. Gabi Novacek explains how these elements are changing.
A systematic approach to postpandemic ways of working can capture the upsides of these models while mitigating the risks.
The pandemic has caused unprecedented organizational disruption. But it also has offered valuable lessons about the way we work—and created significant opportunities.
BCG’s Allison Bailey, Debbie Lovich, and Karalee Close shared their thoughts on the future of work at a recent Bloomberg Live event. They explained why leaders should take advantage of the current clean-sheet opportunity to broadly, intentionally, and boldly rethink what work is and how we do it.
How to Care for Your Workforce in a Crisis
Competing home responsibilities, barriers to inclusion, and social isolation are everyone’s problem. It’s time for businesses to fight back.
Ulrike Schwarz-Runer, a managing director and senior partner and BCG's general counsel, shares her reflections on the value of having a mentor, though she believes this term to be inadequate.
Today more than ever, we are relying on our leaders to deliver. We’re asking more of them than we have in decades.
Five key practices can unify leaders up, down, and across the organization—and spark concerted action.
A joint study by BCG and the World Federation of People Management Associations, based on a global survey, focuses on three priority areas for HR action.
To take DEI to the next level, look beyond broad categories of race, gender, and sexual orientation to discover what truly shapes employees’ experiences at work.
What do leaders really need to do—what really needs to change—as they transform their companies to become bionic in the post-COVID world?
Cell phones, social media, messaging software, and multitasking are robbing our attention, as our monkey minds jump from one notification to another. Mickey McManus, a BCG senior advisor and leadership coach, explains how these distractions strip our cognitive capacity and even our ability to make ethical decisions. Is this the price of “progress,” or is there something to be done? McManus offers tips for everyone from the board and C-suite to the front line to enable companies and employees to regain control of our cognition.
By reshaping the way employees find challenging opportunities, new ITM programs are helping women grow their careers.
They’ve been called heroes during the pandemic, but many of these workers aren’t satisfied with their jobs. Here’s what leaders can do to change that.
A flood of new solutions is vying to help companies manage their workforce. In this crowded market, players can pursue three strategies to win share.
The rapidly changing workplace presents an imperative—and an opportunity—for employees to reenergize their learning and capabilities.
Companies take three key actions to find talent in new and hidden places.
Companies that build advanced continuous-learning organizations can attract and keep the best talent—and create lasting competitive advantage.
Revolutionary tech advances, the changing paradigm of training, and the rise of the bionic company demand radical rethinking of the corporate L&D function.
By investing in the cloud, data, and analytics, institutions can improve student success, operational efficiency, and innovation in research and learning.
Companies compete on their capacity to learn quickly—and building an effective learning ecosystem is essential to gaining advantage in this critical area.
