The pandemic has had a significant impact on what employees now want from their working environment and what companies must provide to keep them engaged.

CEOs look onto a business landscape almost unrecognisable from even three years ago. The sheer pace of digital transformation is applying pressure onto existing businesses and opening up opportunities for new ones. So how are CEOs coping with business and personal challenges?

Modern businesses face a dilemma when trying to find the right skills to kickstart their digital transformation journey. Keen to discover how the digital skills shortage is affecting businesses today, we conducted over 100 interviews with digital, technology and recruitment professionals.

The days of the Chief Financial Officer being seen primarily as a bean counter have been receding for some time. Instead CFOs are increasingly occupying a strategic role tied to the insights and empirical data that they can bring to strategic planning.

Historically, remote access has been a tactical solution adopted to respond to specific, time sensitive business needs. Organizations would often use several remote access products at any time. Recently, businesses have shifted towards a more strategic approach to remote access.

This new global wave of digital transformation is changing workplace practices so fundamentally that it’s been dubbed the fourth industrial revolution. So how do enterprise organisations without the natural agility of their start-up peers remain competitive in this new era?

We live in unprecedented times. UK CEOs look onto a business landscape that is almost unrecognisable from even three years ago. The sheer pace of digital transformation is applying extreme competitive pressures on existing businesses and opening up incredible opportunities for new ones.

Do your employees feel fully accepted as members of the workplace? If not, your diversity, equity and inclusion (DEI) initiatives need work.

Workforce training, always a significant player behind the scenes in a company’s success, is about to have its day in the limelight. According to a new study, employees now see a vibrant learning & development (L&D) culture as a key part of what makes a company a great place to work in 2022—and beyond.

There is a huge amount of volatility in the employment market right now that is impacting the workforce, organizations and nearly every department, but perhaps none more so than learning and development (L&D).

As businesses try to cope with workforce changes and the “great reshuffle” places considerable demands on skilling, most agree that now their strategy, approach and delivery of learning needs reworking.

Today’s disruptive working landscape requires organizations to largely restructure the way they are doing work, which has a significant impact on the capabilities business leaders expect from their people. In addition, automation may displace 85 million jobs by 2025, whereas time now spent on tasks will be equally divided between people and machines. For these reasons, workforce roles will change and so do the skills needed to perform them.

Growing competition in online education suggests providers may need to take bold action. Five strategic moves could help them compete and grow while meeting the needs of learners.

The old employee engagement playbook is no longer enough to keep people. Instead, leaders must strengthen the holistic employee experience in the ‘new’ working world.