That’s the hot topic on everyone’s agenda right now, so perhaps the right moment for you to join us on May 21 at 2pm CET on Borderless Live, in conversation with our guest, Clark Harrison, COO at Zobele Group.
Led by Clark, the company’s seven industrial sites worldwide responded to the Covid-19 crisis by implementing revised operating practices that created a more secure environment for the physical health and emotional well-being of more than 6,000 employees.
Consequently, since the start of the crisis, five of Zobele’s seven factories have operated continuously and two restarted after short shutdowns.
We’ll discuss the steps Clark took to reconfigure practices that led to all Zobele plants receiving approval from inspecting authorities to continue or resume operations. Impressed by the measures taken, visiting authorities have stated that Zobele has implemented the “best practices” and encouraged other companies in their area to adopt the same practices.
We’ll hear from Clark about the practical steps he took to ensure the safety of his people during transportation to and from home, entry and exit to place of work, and distancing during operations, breaks, and shift changes.
If you are a business head or operations leader, or simply ready to hear from a pragmatic senior executive about practical solutions to safeguard employee physical health and emotional well-being, this event is for you. Feel free to send any questions to Clark in advance: firstname.lastname@example.org and register at https://borderless.net/borderless-live.
The author surveyed 5,600 workers from various industries from January 2019 to December 2021, finding that worker dissatisfaction not only starts as early as age 25 — it’s been here since before the pandemic started. Her advice: aim for work-life alignment, not work-life balance. Find out what drives them as an individual — and reshape their jobs together. Engage them in the recruiting process.
There’s been a lot of buzz about a 4-day workweek. But it will be the ‘4 + 1’ workweek that ultimately wins out: 4 days of “work” and 1 day of “learning.” Several forces are converging in a way that point toward the inevitability of this workplace future.
How can leaders help their teams combat change exhaustion — or step out of its clutches? Too often, organizations simply encourage their employees to be resilient, placing the burden of finding ways to feel better solely on individuals. Leaders need to recognize that change exhaustion is not an individual issue, but a collective one that needs to be addressed at the team or organization level.