THE 2018 Deloitte Global Human Capital Trends report showcases a profound shift facing business leaders worldwide: The rapid rise of what we call the social enterprise. This shift reflects the growing importance of social capital in shaping an organization’s purpose, guiding its relationships with stakeholders, and influencing its ultimate success or failure.
READ THE FULL ARTICLE HERE: https://www2.deloitte.com/insights/us/en/focus/human-capital-trends/2018/introduction.html
Gone are the days of following a one-size-fits-all approach where the trainer or lecturer is the all-knowing keeper of knowledge. It is becoming increasingly immersive and self-exploratory with developments in augmented and virtual reality, access to information, and learning that is immediate, personalised and readily-available.
READ FULL ARTICLE HERE: http://www.businessessentials.co.za/2018/02/21/concept-learning-rapidly-changing/
Quintellius, a Roman theorist, proposed the following questions to understand the context for solving tasks in an inventive manner: who, what, where, with what, why, how and when. We have used this approach to address design thinking in learning.
VIEW ARTICLE HERE: http://www.businessessentials.co.za/2017/11/02/design-thinking-entails/
Diversity makes inclusion harder; it’s easy to welcome different perspectives when the people sharing them are all mostly the same age, gender, went to the same schools, and crack the same jokes. But when people of truly diverse backgrounds are thrust together, it gets a lot harder. The real challenge, when it comes to building work cultures that are both diverse and inclusive, is to leave ample room for difference while still thinking like–and identifying as– one big in-group.
FULL ARTICLE HERE: https://www.fastcompany.com/40559837/diversity-makes-inclusion-harder-but-heres-what-to-do-about-it
Although every organisation strives for strong teamwork and optimal performance from all of its regional offices, achieving this is much more difficult. Teams dispersed across regions do not share traditional face time in a space called “office”, where rituals, artefacts, and observation set the parameters for inclusion, acceptance and belonging. Tsedal Neeley, a professor from Harvard Business School who has studied team dynamics for more than 15 years, has noted one basic difference between global teams that work and those that don’t – the degree of emotional connection among team members. She calls this social distance. Co-workers who are geographically separated cannot easily connect and align, often lack trust and do not feel close and congenial.
LINK TO FULL ARTICLE HERE: http://www.businessessentials.co.za/2018/02/21/multinationals-regional-offices-work-together/