Regardless of the type of work and workplace, COVID has provided us with the impetus to think more deliberately about how organisations structure how and where their people work.
Remembrance Day allows us to stop and reflect, not only on the plight of past generations but on recent conflicts and how we pulled through, so we may heed the lessons for current global and regional security issues; it has evolved to become a deeply personal experience with individual meaning attached.
If we can make a difference to the wellbeing of workers, then we can make a difference to the wellbeing of families. And if we do that, we’ve made a real difference to the whole community.
Each and every day, there are moments happening across all of our workplaces where things happen. Changes are noticed. People are experiencing things, but aren’t speaking up.
Because emotion doesn’t have a language other than a personal experience, it is hard to attach some emotions to a tangible rhyme and reason. Expressing it means making something abstract and endless into a verbal language which is concrete and limited.
Most leaders are feeling challenged right now, both in managing challenges in their own lives and in helping others to navigate their own journeys through adversity and complexity.
Around the world organisations are beginning to take a new look at understanding their future workforce. Whether they have been impacted by COVID-19, are reacting to a new economic situation or are simply accelerating planned digital transformation
In the period of 2011 to 2016, over 650,000 capital city residents in Australia moved out of the city and of these over 400,000 (63 percent) chose to move to a regional area.
