At the 2023 Tech Summit in the Hunter Valley, Dr. Joe Sweeney from IBRS talks about the scarcity of skills in the IT industry and the impact of unconscious bias and AI.
Enterprise leaders that impose technology-driven changes in the organisation instead of focusing first on the people aspect and culture that embraces change, find it more difficult to execute a successful digital transformation process. How can leaders best drive technical fundamental changes?
A successful return-to-office strategy requires enterprise leaders to take a holistic approach that considers the diverse needs and perspectives of all stakeholders. How can organisations create a well-balanced setup where employees can thrive and embrace the office culture, while retaining the benefits of hybrid work?
Requiring employees to return to work in the office demands more than just ensuring that physical and tech infrastructure can accommodate their needs. IBRS looks into the factors necessary to support enterprises in adjusting well to their hybrid work arrangements and promote the workforce’s well-being.
The evolving workplace has been highly influenced by an organisation’s adaptability to trends, productivity and (more recently) wellness. With technology now more instrumental in shaping the physical office environment, how can leadership teams ensure that the digital workplace promotes more effective collaboration, improved wellbeing, and increased productivity?
Numerous organisations are now transitioning to hybrid work, allowing staff to do their jobs both remotely and inside the office. What do enterprises overlook in hybrid work that makes the transition to hybrid work less challenging?
Many organisations still fall short of optimising their employee experiences and workforce planning. The ongoing – and often heated – debates surrounding hybrid work are a direct result of the failure to locate evidence in hidden data sets, and analyse employee activities and needs. People analytics can address these challenges, but only when executives temper their reliance on personal experiences, opinions, and intuition, instead of data and statistics to create actionable insights.
Workforce planning has become more than just meeting future talent demand as organisations have shifted into hybrid work, remote collaboration, and workplace flexibility. How can organisations leverage technology and improve the design of talent pools to cater for future organisational staff needs?
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