Some business owners are being trashed on social media and their establishments boycotted, while rank-and-file employees at other businesses have been fired.
Business leaders say focus must remain on racial inequality for years to come
During IBJ’s Engage Indiana 2020 virtual event Thursday morning, Eli Lilly & Co. CEO Dave Ricks said he always believed enhancing diversity and inclusion was important, but this year showed him how serious a problem racial injustice is and fueled his motivation to do more to address it.Read More
City government workers not as diverse as residents they serve
Indianapolis city-county government has work to do recruiting and retaining more minority employees—particularly Hispanic workers—if its staff is going to reflect the population it works for.Read More
Offices prep for new logistics when workers return
Most firms have just begun to wrestle with what they—and their workers—will face.Read More
Restaurants will be anything but cozy when diners return
Restaurateurs say protective measures and uncertainty about the lingering pandemic might chill the influx in revenue the industry is hoping for once restaurants are allowed to resume dine-in service.Read More
Unlike a verbal conversation, emails create perpetual, written records of business messaging. If executed well, email is an effective and expedient form of business communication, but confusing messaging can leave a lasting bad impression.
Middle managers who work at an organization where robust remote work policies were not in place prior to the pandemic are increasingly the go-between for individual contributors and executive leaders—even more than they were in the past.
Human resources advisers, workplace designers, employment lawyers and compensation analysts share predictions for a year that could bring back some normalcy while returning people to workplaces that may never be the same.
Employees now working remotely find themselves imagining the new shape of their work lives in a post-pandemic America. Some glimpse a proverbial light at the end of the tunnel; others see an oncoming train.
In a 360-degree assessment, in which we compare leaders’ self-ratings to how their colleagues rate their performance across several categories, 70% of executives rated themselves lower at specific skills than did their colleagues.
The U.S. Equal Employment Opportunity Commission has allowed companies to mandate the flu and other vaccines, and has also indicated they can require COVID-19 vaccines.
What metrics can help you decide when to begin staffing up and pursuing innovation more aggressively? What are the different possible paths for recovery in your industry, and how can your organization take advantage of inflection points?
More than half of U.S. employees currently working from home say they’d like to keep their remote arrangements beyond the pandemic, according to a Pew Research Center survey released Wednesday.
Poorly performing teams can’t hide in this environment. Their performance gaps are exposed.
A growing belief that diversity is on the rise in the workplace is not enough to proactively and successfully create the ultimate competitive advantages that help businesses pivot, adapt and thrive in “the new future.”
Neuroscience and new brain research reveals how critical the recognition of emotion can be to your success or failure—either driving trust and connection or leading to depletion and plummeting productivity.
Whether you are a powerful CEO, rising up on the corporate ladder, or play on a team, ask yourself if your community finds you to be “accountable.” If yes, cheers to you! If no, you’ve got some work to do.
Truly making diversity and inclusion part of your organizational heartbeat is like performing cultural open-heart surgery: It’s serious and the road to recovery is long, but in the end, your organization will be stronger and healthier than before.
Where the hybrid model breaks down is in efficiency. Based on the data we’ve collected, it is proven that it takes a significantly higher amount of energy for organizations to collaborate and strategize, as well as be more innovative and creative, when working in a hybrid model.
What leads to a strong and sustainable business? We’d like to suggest three aspects leaders need to pay attention to: values, relationships and balance.
The Indy Racial Equity Pledge, launched Oct. 8, details what nine Indianapolis-area employers plan to do to improve racial equity within their organizations, the Indianapolis area, and beyond.
As a society, we assume the most prominent business leaders have it all together—that they are brimming with confidence and are unshakable. We have conditioned ourselves to believe that leaders must be ever confident—that an organization’s CEO must have the answers, whether that’s because he or she is at the top of the organizational chart or because the leader has control.
Creating a sense of belonging can go a long way toward creating that sense of engagement, but it can be a little more challenging through a computer screen.
Giving constructive feedback that focuses on employees’ goals and helps them do better work—and be better people—is imperative, especially during this pandemic, and allows each employee to thrive.