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8th of March is International Women’s Day. I tend to agree with those that say that women should not be celebrated one day per year. The fight against discrimination needs to happen every day. Yet, this year, this day assumes a more particular focus because of the current status of the war in Ukraine. A picture worth a 1000 words. This morning, I posted a picture on LinkedIn , depicting all the participants at the negotiation session between Russia and Ukraine held in Belarus in the last c
On February 24th, Russia’s Armed Forces have started a land invasion of Ukraine. An event we all would think should have been limited to History Books referring to the last century, is happening under our eyes. As I was driving on the Highway between Trieste and Venice, seeing a number of cars with Ukrainian license plates, made this even more real.
Last week I’ve had the chance to give a sh ort presentation to a class of students of the MSc in Management of Human Resources of the University of Milan, invited by prof. Luca Solari. I always find it very refreshing to sit with young students and interact, also to grasp their views on the topic. I’ve illustrated my “eclectic” journey into Human Resources, and a few glimpses onto my career.
What is the role of an HR Business Partner? What is the ideal career path to becoming one? What is the difference between an HR Generalist and an HRBP? How do you ensure a real partnership with the business? What is the biggest challenge as an HRBP? These are just some of the questions that I tried to address in an informal webinar organised as a part of a cycle of events that VF has organised together with the MSc in Management of Human Resources at the University of Milan , coordinated by prof
Our Ultimate Q uest for the Meaning of Work has started with a Brief History of Work , where I tried to analyse the evolution of the meaning of work across time. I have then explored the framework of The Discourses of Work that I built, to underline how the meaning of Work evolved through history. I then I went deeper into the fifth discourse: Work as Job and in the last post, I analysed The New Discourse of Work that is currently emerging.
Our Ultimate Q uest for the Meaning of Work has started with a Brief History of Work , where I tried to analyse the evolution of the meaning of work across time. I have then explored the framework of The Discourses of Work that I built, to underline how the meaning of Work evolved through history. In the last post, I went deeper into the fifth discourse: Work as Job.
Our Ultimate Quest for the Meaning of started with a Brief History of Work , where I tried to analyse the evolution of the meaning of work across time, with a specific focus on western culture. It then moved to explore the concept of the Discourses of Work that evolved, trying to establish how Work impacted societies and cultures (and was impacted by them) over time.
Our Ultimate Quest for the Meaning of Work has started with a Brief History of Work , where I tried to analyse the evolution of the meaning of Work across time, with a specific focus on western culture. We have seen that Work has had different meanings, often associated with the way the society was evolving. Two particular characteristics, individuality and sociality of Work, continued to develop across history following various balancing acts.
The Ultimate Q uest for the Meaning of Work cannot avoid looking into the depths of our History. In this first post of the series, I will try to give a quick overview of how the concept of Work has evolved, particularly with the surrounding forces behind it, including the overall society. Most books that I have accessed on this content, often have a socialist point of view, thus interpreting Work as an exploitation of a class over another.
What is the Meaning of Work ? I guess many of us have been raising this question over time. I have just recently celebrated my 20th anniversary of working, yet the true meaning of work can be sometimes difficult to grasp. For sure, Work is a foundational element in the lives of every individual. For many, it is the defining element of one’s life.
Despite the increase of COVID-19 cases again in many countries (up to the point that some already speak of a Second Wave), many companies are planning their return to the office. Some mayors, as well as some Governments, are worried of the risks of emptying large cities and are picking on large companies to ensure there will be a return to physically in-presence work, worrying that a mostly remote workforce may cause a significant shift in the Economy.
Future of Work or Work of the Future? I have already been challenging you on this topic. Yet the idea of understanding the challenges of the evolution of work (particularly in a moment where Covid19 has kind of mixed up all the cards ), is vital for the HR profession (but not only). My interest is clear here, especially as I also look at how we can Reinvent Work as a profession.
What are the Risks of Remote Working? As Remote Working is still the hot topic of the year, thinking, from an HR perspective, what the risks of a fully flexible workforce are, is a simple consequence of the current discussion. With Covid Cases still running high in many parts of the world, the plans for a return to Work are being jeopardised. More and more companies are considering adopting full flexibility in Work , with Novartis being the last multinational to join a long list of enterprise
The New Normal has been a trending topic in the last weeks, as commentators of many different kinds have been trying to foresee what could happen after Covid19 pandemics settle. The language of a ‘new normal’ is being deployed almost as a way to defeat any uncertainty ushered in by the coronavirus. But the reality is that there is nothing ‘new’, and probably we shouldn’t even be looking at going back to a stage of ‘ normal ‘.
Behavioural Science is today one of the greatest contributors to the underpinning concepts of the Human Resources function. Which is why I tend to focus a lot on sources of thought in this area. In reality I will use the term very loosely, as often contributions would come from Psychology and Sociology angles as well, but after all these are all domains that influence Human Behaviours, and grasping an understanding of this is essential in People Management and Organisation Design.
What is the Value of Diversity for LGBT+ People? This question is not always easy to answer, as there are many factors to be considered. Assessing the value of Diversity at an individual level is not just a question of the business case. It is something that touches many facets of our personal experience: self-acceptance, awareness, authenticity , performance, management style and leadership, just to name a few.
May 1st is Labour Day in most countries around the world. Although it still marks an ideological cleavage, as it was chosen as a date by the International, thus with a direct connection with Socialist and Communist movements, the sense of this day should not be lost. This year, this day of celebration is marked by the absence of workers , constrained in the most prolonged and most widespread lock-down in human history, due to the Covid19 pandemics.
What skills for the f uture of work ? The entire topic of The Future of Work is being discussed a lot. I decided to give it a slightly different read, and I recently started to write some posts titled “ Build Your Skills ” for the Future of Work. I have put my focus on what I believe to be the critical skills for true Digital leaders in this complex Digital World.
A few days ago, on the occasion of May 1st, I had writ ten a short post about “Rethinking Work”. In a moment where the Covid19 Pandemics seems to be at least partially under control, and governments around the world are all planning their “reopening” strategies, Work appears to be one of the big losers in the first impacts of the economic downturn. On the other side, there have been many calls to look at what can be positively built after this crisis.
Is it time to re-think the Future of Work? We have spent the vast majority of the past decade to reason about ways to improve Remote Working. We have created the word “SmartWork” to make it all sound cooler. We have been argued and discussed the impact of AI and Machine Learning on the jobs of the future. All these discussions have been wiped away pretty quickly in the wake of the Covid-19 Pandemics.
May 1st is Labour Day in most countries around the world. Although it still marks an ideological cleavage, as it was chosen as a date by the International, thus with a direct connection with Socialist and Communist movements, the sense of this day should not be lost. This year, this day of celebration is marked by the absence of workers , constrained in the most prolonged and most widespread lock-down in human history, due to the Covid19 pandemics.
A few days ago, on the occasion of May 1st, I had writ ten a short post about “Rethinking Work”. In a moment where the Covid19 Pandemics seems to be at least partially under control, and governments around the world are all planning their “reopening” strategies, Work appears to be one of the big losers in the first impacts of the economic downturn.
Networking and Collaboration are deemed by many among the critical skills to succeed in the Future of Work. With technology driving a continuous evolution of the way we interact with others, and Work itself transforming thanks to the different types of relationship it can create, understanding what’s needed to develop this skillset is a must. We have already talked about Collaboration reviewing the book with the same title by Morten Hansen.
The concept of Psychological Safety is not new. The term was used for the first time in the context of team performance by Amy Edmonson in a paper titled Psychological Safety and Learning Behavior in Work Teams , published in 1999. When the climate is psychologically safe, team members are not afraid to speak up; they engage in a productive dialogue that fosters the proactive learning behaviours required to understand the environment, the clients and solve problems together effectively.
What skills for the f uture of work ? The entire topic of The Future of Work is being discussed a lot. I decided to give it a slightly different read, and I recently started to write some posts titled “ Build Your Skills ” for the Future of Work. I have put my focus on what I believe to be the critical skills for true Digital leaders in this complex Digital World.
Last week I’ve started a series of posts where I will showcase some of the main sources of reading and inspiration. After looking at the resources on Organisation Design , here is my list of HR blogs. These are blogs that focus on the wide topic of HR and People Management in general (I will focus on more specialised blogs in the future). These blogs are those that have provided more food for thought over the past years.
May 1st is Labour Day in most countries around the world. Although it still marks an ideological cleavage, as it was chosen as a date by the International, thus with a direct connection with Socialist and Communist movements, the sense of this day should not be lost. This year, this day of celebration is marked by the absence of workers , constrained in the most prolonged and most widespread lock-down in human history, due to the Covid19 pandemics.
Remote Work and Smart Work are two of the most used words in the wake of the Covid19 Pandemics. I have written before that the current scenario is forcing us into one of the largest technology adoption experiments ever , and this definitely has an impact on the way we work. However, I also think it is necessary to clarify that for many organisations this is simply a “transfer of activities” at home.
Management is often assumed to be the story of Leader and Followers. But truly understanding Followership is critical to understand how organisations work. We are so ingrained in the idea that Leadership is critical, that we tend to forget that a Leader alone won’t be able to achieve much. The role of Leadership is overrated in organisations. The role of Followership is instead underrated.
Being Deliberately Developmental is a key concept introduced in the book “An Everyone Culture” that I’ve recently read and reviewed. And I think it holds an important place in the context of Building Your Skills for the Future of Work. It’s especially important if you’re not part of a Deliberately Developmental organization, and you don’t yet have the power to influence this transformation for your organisation.
The Power of Saying Yes is a key concept I have devised from Expanding the Vocabulary of Yes is another great takeaway that I got from reading the book from Frank J. Barrett Yes to the Mess. The way he explains this is that one of the biggest blocks to creativity and improvisation is getting stuck wishing the situation was different. The alternative in his own words are to develop an affirmative mindset : in every condition, there is always a positive pathway to be found or a potential to be not
HR Trends 2020 : It’s that moment of the year where most research institutes, HR Thinkers, consulting companies and HR providers issue their projections of what they see as key trends for the year to come. We’ve already seen a focused post on Employee Experience Trends , as well as a few insights from some of the recent events I attended in Nice and Amsterdam.
Over the past two decades, many organisations have launched programs in Diversity and Inclusion. In many sectors, however, data shows that these programs have largely failed. Data shows that especially in the technology sector, the number of Women and minorities employees is not growing. In a famous article appeared on HBR. a few years ago, Pat Wadors mentioned the following: I realized that D&I grabs my intellect — it’s an organizational challenge that must be addressed — but not my heart
Networking and Collaboration are deemed by many among the critical skills to succeed in the Future of Work. With technology driving a continuous evolution of the way we interact with others, and Work itself transforming thanks to the different types of relationship it can create, understanding what’s needed to develop this skillset is a must. We have already talked about Collaboration reviewing the book with the same title by Morten Hansen.
The concept of Psychological Safety is not new. The term was used for the first time in the context of team performance by Amy Edmonson in a paper titled Psychological Safety and Learning Behavior in Work Teams , published in 1999. When the climate is psychologically safe, team members are not afraid to speak up; they engage in a productive dialogue that fosters the proactive learning behaviours required to understand the environment, the clients and solve problems together effectively.
In many ways, Cognitive Biases are what make us human. These are systematic errors in thinking that affects the decisions and judgments that people make. We would not be able to survive without the simplifications that these errors allow, but in many ways, these also have an impact on our daily lives. Some of these biases are related to memory. The way you remember an event may be biased for a number of reasons and that in turn can lead to biased thinking and decision-making.
Is it time to re-think the Future of Work? We have spent the vast majority of the past decade to reason about ways to improve Remote Working. We have created the word “SmartWork” to make it all sound cooler. We have been argued and discussed the impact of AI and Machine Learning on the jobs of the future. All these discussions have been wiped away pretty quickly in the wake of the Covid-19 Pandemics.
VUCA is such a common acronym in today’s managerial jargon that many have lost a full understanding of what VUCA means. So I’ll try to summarise the main aspects of this concept, see how this affect individuals and organisations, and check what can be done about it. A particularly relevant topic as we live through the Covid-19 crisis and discuss Organisational Resilience , the Future of our Work and other changes that affect our lives.
VUCA is such a common acronym in today’s managerial jargon that many have lost a full understanding of what VUCA means. So I’ll try to summarise the main aspects of this concept, see how this affect individuals and organisations, and check what can be done about it. A particularly relevant topic as we live through the Covid-19 crisis and discuss Organisational Resilience , the Future of our Work and other changes that affect our lives.
Is it time to re-think the Future of Work? We have spent the vast majority of the past decade to reason about ways to improve Remote Working. We have created the word “SmartWork” to make it all sound cooler. We have been argued and discussed the impact of AI and Machine Learning on the jobs of the future. All these discussions have been wiped away pretty quickly in the wake of the Covid-19 Pandemics.
In many ways, Cognitive Biases are what make us human. These are systematic errors in thinking that affects the decisions and judgments that people make. We would not be able to survive without the simplifications that these errors allow, but in many ways, these also have an impact on our daily lives. Some of these biases are related to memory. The way you remember an event may be biased for a number of reasons and that in turn can lead to biased thinking and decision-making.
Resilience is one of the topics that has been “hot” in the recent HR Congress I attended in Nice. Technically it is challenging to define Resilience as a Skill, as it is something more complicated than a pure competence. Many different factors dial in creating Resilience, and I want to dedicate some time to give some glimpses on this. Resilience: a Definition.
Multipotentialite is the last buzz word that I came through, that helps describe my own personality. I must admit I have missed it. Its origin is rooted in a Ted Talk by Emilie Wapnick , which mainly tried to answer a few common questions for some people. Are you interested in many topics and subject? (Yes) When you are interested in a topic, you deep dive in it fully, just to feel bored after a few days?
Taking part in a recent event , one of the speaker at a certain point mentioned a sentence that made me think. We need to have the courage to settle for Good Enough Results sometime. Good Enough seems a sentence that underpins a failure, not reaching results. But this is only apparent. We indeed need to accept that we can’t be on top of performance every day.
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