Johnson & Johnson is using data as part of its efforts to improve retention and employee wellness, says Chief HR Officer Peter Fasolo. "We believe that when our employees are fulfilled in all aspects of their life, they bring [their] best selves to work, enabling us to deliver products that improve the health of consumers around the globe," he says.
For HP to succeed after the Hewlett Packard split in 2015, the culture had to shift from risk-adverse to embracing change, says Nicolina Marzicola, a regional head of HR. Executives had to show it was OK to fail as long as people were trying to make a difference, she says.
Strong businesses are built on flexibility, transparency and equality, says Ann Pickering, HR Director of O2. "We need to be able to understand the needs of all our customers -- and the way to do this is to foster an inclusive atmosphere, where people can come to work and be themselves," she says.
Don't wait until after a merger or acquisition closes to start building a shared culture, writes Colin Lange of Landor. "If employees feel every change is being sprung on them without warning, it leads to a battle mindset of 'us versus them,' pitting the rank and file against executives," he writes.
The accelerating pace of disruption requires executives to assuage fears by reminding employees of their value, writes Adam Pressman. "Leaders must ensure they communicate change in ways that generate excitement and are focused on new and better possibilities for the future," he writes.
People will rally around a vision if they have a say in how it's crafted and it represents positive change, writes Vibhas Ratanjee. Executives should identify this change by asking teams how they would like to build on their strengths, Ratanjee writes.
Virtual reality tools are becoming a more affordable and faster way for employers to provide new hires with training that deepens expertise, write Tony DeMarinis, Lynne Calligaro, Cary Harr and Joe Mariani. VR allows trainees to work through scenarios in potentially dangerous or expensive settings such as refineries, wind turbines and chemical facilities.
More businesses are providing access to education, whether through online college courses or boot camps for specific skills, writes Riia O'Donnell. "We've seen a shift from tuition reimbursement being an entitlement benefit to being a talent tool," says Chris Duchesne, group vice president at EdAssist.
People who are popular in the office are often overconfident, experts say. Employees who are popular because of their likability are far more valuable to a company than those who are popular because of status, says University of North Carolina professor Mitch Prinstein.