Where is everyone going after they quit?
As January inches closer, talent leaders are holding their breath in anticipation of the possible flood of resignations to follow year-end bonuses. For organizations already feeling the effects of the Great Resignation, another spike can feel untenable.
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Where is everyone going after they quit?
As January inches closer, talent leaders are holding their breath in anticipation of the possible flood of resignations to follow year-end bonuses. For organizations already feeling the effects of the Great Resignation, another spike can feel untenable.
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Don’t ditch resolutions, set (and keep) them as a team
One of the reason’s resolutions fail is they tend to be solo missions, and often ones that don’t affect or impact others. But when we set resolutions as teams, we all shoulder the weight of that commitment together.
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Bonuses, pay raises and extra time off may be fueling your retention problems
As leaders scramble to retain top talent, many have found their typical levers - pay, perks and vacation - are ineffective. In some cases, these benefits are even making things worse. Top talent is now searching for meaningful interactions, not transactions.
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Why we're changing our name to Valence
Our brand is a reflection of who we are, so inevitably, as we evolve, so too does our brand.
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There’s no right way to do hybrid - and that’s okay.
Hybrid. Return to work. Flex. We’ve talked to many leaders about how their organizations are handling “what comes next” in the way their teams work. What strikes us is the variety of solutions on how to best support teams: some are sending people back into the office based on task, by day of the week, or others by manager discretion. This variety suggests two things: firstly, that there is no ‘right’ way to tackle hybrid; and secondly, that what is more important is finding what is ‘right’ for your organization.
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Why we are believers in a pre-employment trial
Recruiting the right people for any business is hard - especially with the complexities of the last year at work. We’ve found that a pre-employment trial - working alongside a potential hire on a challenging, time bound project - has changed how we gauge the right fit well before day 1.
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Building psychological safety: It takes values first, then a village
Before teams can truly be psychologically safe in the workplace, there needs to be a change in thinking to how we support it. And we’ve found it’s in the adoption of a core set of values first, before anything else.
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Team swarming requires standard norming
The way we work is changing more rapidly than ever before. The old wisdom about how to nurture successful teams no longer applies. Teams are coming together and disbanding faster than ever. This phenomenon requires new norms, resources, and ways of working.
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