The global workforce has experienced significant disruption in 2020 related to COVID-19: many companies switched abruptly to a work-from-home protocol, while others had to quickly adapt to new health safety guidelines to keep essential workers safe. Additionally, the external economic, social, and political climate has added even more uncertainty to people’s lives.
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In March, Dennis Woerner, Director of Marketing with the Indianapolis Zoo and Joel Zawacki, Assistant General Manager with the Indianapolis Indians were ready for the spring season, fully prepared to welcome visitors and fans back with new and exciting experiences. But they soon realized they would have to shift gears dramatically and prepare for a different kind of season with the arrival of COVID-19.
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The early days of COVID-19 were a frightening scramble for all, but nowhere more-so than the hospital and healthcare setting.
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Nearly 90 percent of all successful cyberattacks are caused by human error, yet most companies focus their attention on technology fixes instead of influencing employee behavior. That’s a mistake that’s costing companies time and money against the growing threats to information security, according to Sonja Popp-Stahly and Aaron Pritz.
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In a recent post, we talked about why organizations should reexamine their Corporate Social Responsibility strategies to ensure they are authentic, meaningful, and resonant with employees. In this post, we share three ways to embed CSR efforts into your culture and sustain it over time.
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In the current climate, where issues of racial equity are driving a national conversation, many companies are reexamining their approaches to diversity and inclusion (D&I) and acknowledging the need to ensure their efforts are not merely superficial. In a recent episode of Shoff Chats, we facilitated a discussion led by Thresette Briggs and Brandi Davis-Handy around the idea of belonging as one strategy for more authentically and meaningfully advancing D&I initiatives, and the role of communicators and business leaders in these efforts. Here are three key learnings from our chat:
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Most companies recognize the value of being a good corporate citizen and commit to corporate social responsibility (CSR) activities through volunteer programs, corporate and employee giving, environmental initiatives and a commitment to ethical labor practices. The smartest companies are those that also use CSR programs as an opportunity to enhance employee engagement, recognizing the two areas are highly interconnected.
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As companies all over the world re-examine their remote working strategies while balancing their talent acquisition needs, virtual or remote onboarding is rapidly becoming more commonplace. New innovations are emerging while other “constants” apply no matter the setting. In this two-part series, we asked Human Resources Manager Rannette Archer to weigh in with her unique perspective of being both an HR leader and Borshoff’s first-ever remotely onboarded employee.
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In a recent episode of Shoff Chats, Borshoff had the pleasure of hosting an informative discussion led by Terra Doyle, Sr. Director of Talent Acquisition at Roche, focused on a topic that’s very top-of-mind right now for employers: maintaining or strengthening employer brands during the global health crisis. What should HR and internal communications professionals keep in mind as they examine their talent recruitment strategies and employee experience initiatives through this new lens? Here are three key learnings from our chat:
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We talked about the importance of authenticity, connection and empathy for diversity and inclusion communications in our recent blog post. Now, let’s dive more deeply into the use of storytelling as part of a successful diversity & inclusion strategy.
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