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1: The ‘Great Resignation’: A Global Risk?
The term ‘Great Resignation’ was coined by Dr Anthony Klotz to refer to the significant number of employees expected to leave their current roles during or towards the end of the pandemic.
Transforming workplace
A global change in the way we work: A series examining global perspectives of the opportunities, challenges and risks of the transforming workplace.
Global | Publication | March 2022
Workplaces are undergoing a transformation. Triggered by the pandemic, businesses and their employees have changed the way they think about work. Some commentators believe we are seeing a complete reset of what constitutes work, workers and the workplace on a global scale that has not been revisited in almost a century.
We explore the opportunities, challenges and risk of the transforming workplace.
This issue
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2: ‘Intent to Resign’: The Real Risk
The adverse economic, financial and other effects of the pandemic created uncertainty in the minds of employees and business leaders. The last year or so has been tough for many.
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3: The ‘Great Enlightenment’: Why and how employees have rethought their relationship with work
This paper examines why and how employees have rethought their relationship with work. It is noteworthy that flexibility, health, wellbeing, and work-life balance are prominent employee needs.
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4: What do your employees want and need?
During the pandemic, employees rethought their relationship with work. Employees now seek roles that offer competitive remuneration with other benefits including flexibility, health, wellbeing, and work-life balance.
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5: Update and Modernise Your Employee Value Proposition
Asking your employees what they want and need (see our previous paper) is a vital part of updating your organisation’s Employee Value Proposition (EVP).
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6: Organizational Culture Reimagined
In this series of articles, we have explored some significant changes to the external and internal environments in which your organisation operates.
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7: Leadership Reimagined
In our previous article, we considered the challenges to your organisational culture that will result from changed employee expectations and from modernising your Employee Value Proposition (EVP).
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8: Work from home becomes work from anywhere
This article is the first in a series examining employees ‘working from anywhere’ - an important issue facing organisations worldwide.
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9. Work from anywhere: Does location matter?
Our previous article noted that ‘work from home’ becomes ‘work from anywhere’ when employees move home to a more remote location further away from their pre-pandemic worksite.
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10: Work from anywhere: Does it suit everyone?
We considered the growth in the number of employees ‘working from anywhere’ in our previous articles.
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11: Work from anywhere: Hybrid model
Our previous ‘work from anywhere’ articles discussed some of the important issues relating to this worldwide trend.
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12. Work from anywhere: Benefits & challenges
In our preceding article, we examined the hybrid model of work, which combines some days ‘working from anywhere’ and some days working at the organisation’s worksite.
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13. Work from anywhere: Short-term
In our prior article, we examined the challenges of ‘work from anywhere’. We will now consider the best options for introducing ‘work from anywhere’ on a short-term basis in your organisation.
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14. The decline (and fall?) of the five-day workweek
In our previous article, we outlined the benefits of short-term ‘work from anywhere’. We will now focus on the advantages of introducing flexible hours and days.
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15. Work from anywhere: Make it work better
This is the 15th paper in our Transforming Workplace series. In this paper we examine how ‘work from anywhere’ can be made to work better.
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16. Work from anywhere: The end of the office?
This is the 16th paper in our Transforming Workplace series. We examine whether the day of the office, as we know it, has ended.
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17. Work from anywhere: Leadership challenges
Examining how organisations can upskill their leaders to meet the specific leadership challenges arising from ‘work from anywhere’ and hybrid work arrangements.
Partner | Global Co-Head and Team Leader of Employment & Labour
Email
jason.noakes@nortonrosefulbright.com
Senior Partner
Email
richard.charney@nortonrosefulbright.com
US Chair, Head of Employment and Labor, United States
Email
shauna.clark@nortonrosefulbright.com
Global Head of Employment and Labor
Email
carter.crow@nortonrosefulbright.com
Head of Employment - Europe, Middle East and Asia
Email
paul.griffin@nortonrosefulbright.com
Partner, Canadian National Chair, Employment and Labour
Email
herb.isherwood@nortonrosefulbright.com
Recent publications
Publication
Do your technology and outsourcing contracts properly address liability for cyber incidents?
Most incidents handled by our Norton Rose Fulbright cyber team originate from the customer’s service provider. In many cases it is the service provider’s systems, infrastructure and environment which proves to be the most vulnerable to cyber breaches and security issues.
Publication
Canada and EU sign security and defence partnership
Canada and the European Union signed a Security and Defence Partnership (SDP), which formalizes a mutual intent to foster closer ties by establishing a framework for dialogue and cooperation across the full security and defence spectrum.
Publication
CORSIA: A market update
The Carbon Offsetting and Reduction Scheme for International Aviation (CORSIA) is now half way through its first phase of compliance, while the supporting regulatory frameworks constituting the building blocks for the CORSIA and Article 6 markets are incrementally being cemented in place and the market is developing fair mechanisms for managing key gap risks.
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