Publication
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.
Mondial | Publication | mars 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
Courriel
jason.noakes@nortonrosefulbright.com
Director
Courriel
murray.alexander@nortonrosefulbright.com
Associé principal
Courriel
richard.charney@nortonrosefulbright.com
US Chair, Head of Employment and Labor, United States
Courriel
shauna.clark@nortonrosefulbright.com
Global Head of Employment and Labor
Courriel
carter.crow@nortonrosefulbright.com
Head of Employment - Europe, Middle East and Asia
Courriel
paul.griffin@nortonrosefulbright.com
Associé, administrateur national canadien, Droit de l’emploi et du travail
Courriel
herb.isherwood@nortonrosefulbright.com
Publications récentes
Publication
L’AMF propose un encadrement pour l’usage de l’IA dans les services financiers : quelles obligations pour les institutions financières?
Selon un rapport conjoint du Bureau du surintendant des institutions financières (BSIF) et de l’Agence de la consommation en matière financière du Canada (ACFC), environ 70 % des institutions financières fédérales prévoient utiliser l’IA d’ici 2026 .
Publication
Selon deux décisions rendues aux États-Unis, la reproduction d’œuvres aux fins d’entraînement de grands modèles de langage constitue une utilisation équitable – Partie 1 : Bartz v Anthropic
Deux jugements récents rendus à quelques jours d’intervalle par deux juges différents du tribunal de district du nord de la Californie ont établi que l’utilisation d’œuvres protégées par le droit d’auteur aux fins d’entraînement de grands modèles de langage (GML) constituait une utilisation équitable.
Publication
Politique des retombées industrielles et technologiques
Les annonces récentes du gouvernement fédéral canadien concernant son intention d’investir des milliards de dollars pour moderniser les Forces armées canadiennes, de bâtir une base industrielle de défense et de sécurité nationale autosuffisante et de réduire la dépendance à l’égard des États-Unis en matière de capacités de défense témoignent de l’engagement renouvelé du Canada envers la défense et la sécurité à l’échelle nationale et d’une diversification de ses alliances stratégiques.
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