In Noise, a professorial supergroup explains the causes and consequences of the inherent variability in professional judgment.

Analyzing digital communications can help you identify which people are high performers and which roles are becoming obsolete.

A strong employee value proposition can be essential for recruiting and retaining talent in today's environment.

Redesigning the post-pandemic office doesn’t have to be so complicated

These simple principles, based on the empathetic, iterative practice of design thinking, can help you help your people perform to their fullest potential.

Companies are gearing up to bring employees back to the office, but many of them, anxious about COVID safety and satisfied working remotely, don't want to go. Says one expert: "We're headed for a real clash."

New research shows that people of all ranks look to low-level peers for information about organizational social norms.

Demonstrating the connection between terms like business strategy, Employer Branding, Employee Engagement, and Employee Experience.

Hybrid working is making the headlines and looks like it’s here to stay. Through this article I’ll share advice to help you think it through for your organisation. I’ve also collated a list so you can discover what other companies are doing. Hybrid working was the topic my All Things IC Inner Circle group explored […]

During this time of uncertainty and change, employees have a lot on their minds. A little empathy and thoughtful communication can go a long way to help employees know you care.

Knowing how to redefine your organization’s employee experience means going straight to the source: your employees.

Most company owners would agree that the most important asset is their employees, and one of the biggest challenges of building and…

One company's story in trying to solve their retention problem. For them, the solution to keeping people from leaving was to embrace reality and support those leaving. Also, this kind of tactic has massive implications on your employer brand.

I think I've mentioned that the concept of "belonging" is far more powerful than "joining" (think about that when you write your 47th "join us!" social media job post...), but the HBR goes deeper, defining the value of having people feel like they belong to the company. (Note the juxtaposition with the white paper above where isolation and loneliness are going to be a real problem).

Further evidence of companies embracing that the world really has changed? Chevron managed a virtual summer camp for its employees' kids. If your company cares about you, is there anything you care about as much as your kids??? So while this kind of thing will be common in the future, I love seeing companies pivot to embrace stuff like this.

COVID-19’s impact on the world of work is without question. The big question employer brand leaders need to ask themselves is: How will our organization show up in the labor market?

It feels reasonable to me that in a time of virtual/remote everything, the thing that will help bring people together and build connection and increase productivity is shared learning. What we learn together is what keeps us together. That holiday zoom class where everyone learned to make gnocchi in their own kitchens was the highlight of your Q4? Keep that in mind and start supporting shared learning experiences at work as a means of developing culture.

Consider how many people applied to Valve after seeing this viral employee handbook (which was designed as a public-facing document because it has a section on what it is looking for in new employees). If you read it, it is filled to the brim with so many little touches and brand-specfic in-jokes that it REEKS of publicity stunt, but an insanely specific one.

Have you heard that joke that every item in an employee manual should be named for the person who necessitated that rule? The drinking at work social engagements is the Chad Rule, for example (he knows what he did)? Yeah. Employee manuals are kind of the worst. Don't take my work for it. Fistful of Talent agrees with me, calling it the "worst HR document ever." I bring this up because anything that sucks that people see is an opportunity to support your employer brand.

Over at Branding Mag, there's an interesting conversation about how to create a sense of brand without a visual identity. The idea being that the experience itself is the brand. Can the experience of working somewhere be a clear brand? It's an interesting thought.

In an increasingly complex and stressful world with blurred lines between personal and work lives, workers at all levels need total well-being in all aspects of their lives. Expectations at work and home are no longer distinct or neatly separate – they are becoming one and the same. Savvy companies know that workers who are well

There's something to be said for employer branding existing in the details, that it is strongest when it exists in the places where you'd expect it. Which is why I love this company's example of using its own website source code to tell a meaningful story about what it stands for.

I'm loathe to point to anything Elon Musk companies are doing in employer branding (when your CEO/Founder has developed a massive cult of personality, it's like having EB cheat codes). But I did like to see this example of how they use their employee manual to instill and reinforce the brand.

I love it when a company walks the walk. Regeneron (full disclosure, I do some with with them, which is probably why I was shown this article on LinkedIn) decided it wasn't enough to offer child care allowances or a nice mothers' room when it can to caring about their staffs' families. They went and found a child care facility by the HQ, bought it, and contracted with a third-party to run it just for their own employees' children. How cool is that? When you tell prospects that you care about work life balance, this is where the bar is being set now.