This document discusses talent engagement and its importance for workplace harmony. It defines engagement as the extent to which employees are willing to go above and beyond their normal duties. High engagement is linked to commitment, performance, satisfaction, and profitability. The document outlines drivers of engagement including company practices, quality of life, total rewards, work, and people. It describes benefits such as productivity, retention, transparency, safety, and costs. Steps for building engagement include understanding drivers, validating results, planning, executing programs, and measuring effectiveness. Key elements that support engagement are empowered management, well-being, communication, cooperation, development, flexible culture, and HR programs.
The document summarizes strategies for driving business results through people capabilities. It discusses the need to have the right people and strategies for talent management, performance management, rewards, and leadership development. This includes aligning structures and capabilities to business strategies, building a talent pipeline, differentiated performance systems, compensation strategies, and ensuring execution of people initiatives to drive business outcomes.
Partnering with the best recruitment companies in India is better than handling the hiring process on your own as these firms know how to implement the 12 strategies necessary for recruitment in today's competitive job market.
The document discusses key processes for effective talent management. It defines talent and talent management, and emphasizes identifying individuals who can significantly impact organizational performance. It also stresses the importance of attracting, developing, engaging, and retaining top talent. The document outlines six key talent management processes: defining talent, identifying talent, attracting and retaining talent internally and externally, managing talent, nurturing and developing talent, and evaluating talent programs.
Siuberto Socarrás will be presenting on hot topics and trends in talent management and organizational development. The presentation will discuss challenges and trends in these areas based on industry experience, client engagements, research and social media. It will also cover the business context driving talent needs in 2014, including trends in the US, global markets, and certification programs. The Institute of Organizational Development will then discuss their 2014 offerings, including a talent management seminar series and certification programs.
Talent management involves developing and implementing strategies to ensure an organization has employees with the necessary skills, knowledge and traits to achieve business objectives. It includes competency-based hiring, developing talent through training and coaching, performance management, and succession planning. When business and talent strategies are aligned, it can result in exceptional organizational performance.
Talent management involves developing and implementing strategies to ensure an organization has employees with the necessary skills, knowledge and traits to achieve business objectives. This includes activities like competency modeling, assessments, performance management, coaching and development planning. When business and talent strategies are aligned, it can result in exceptional performance through having the right people in place.
This document discusses talent engagement and its importance for workplace harmony. It defines engagement as the extent to which employees are willing to go above and beyond their normal duties. High engagement is linked to commitment, performance, satisfaction, and profitability. The document outlines drivers of engagement including company practices, quality of life, total rewards, work, and people. It describes benefits such as productivity, retention, transparency, safety, and costs. Steps for building engagement include understanding drivers, validating results, planning, executing programs, and measuring effectiveness. Key elements that support engagement are empowered management, well-being, communication, cooperation, development, flexible culture, and HR programs.
The document summarizes strategies for driving business results through people capabilities. It discusses the need to have the right people and strategies for talent management, performance management, rewards, and leadership development. This includes aligning structures and capabilities to business strategies, building a talent pipeline, differentiated performance systems, compensation strategies, and ensuring execution of people initiatives to drive business outcomes.
Partnering with the best recruitment companies in India is better than handling the hiring process on your own as these firms know how to implement the 12 strategies necessary for recruitment in today's competitive job market.
The document discusses key processes for effective talent management. It defines talent and talent management, and emphasizes identifying individuals who can significantly impact organizational performance. It also stresses the importance of attracting, developing, engaging, and retaining top talent. The document outlines six key talent management processes: defining talent, identifying talent, attracting and retaining talent internally and externally, managing talent, nurturing and developing talent, and evaluating talent programs.
Siuberto Socarrás will be presenting on hot topics and trends in talent management and organizational development. The presentation will discuss challenges and trends in these areas based on industry experience, client engagements, research and social media. It will also cover the business context driving talent needs in 2014, including trends in the US, global markets, and certification programs. The Institute of Organizational Development will then discuss their 2014 offerings, including a talent management seminar series and certification programs.
Talent management involves developing and implementing strategies to ensure an organization has employees with the necessary skills, knowledge and traits to achieve business objectives. It includes competency-based hiring, developing talent through training and coaching, performance management, and succession planning. When business and talent strategies are aligned, it can result in exceptional organizational performance.
Talent management involves developing and implementing strategies to ensure an organization has employees with the necessary skills, knowledge and traits to achieve business objectives. This includes activities like competency modeling, assessments, performance management, coaching and development planning. When business and talent strategies are aligned, it can result in exceptional performance through having the right people in place.
Transformation Of HR at AgustaWestland-PhiladelphiaSal LoDico
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Unleashing Potential: Talent Management and Career Development Strategies for...Vanessa Theoharis
The document provides an overview of strategies for talent management and career development. It discusses the importance of recruiting, engaging, and retaining top talent. Specifically, it emphasizes the need to clearly define the employee value proposition, identify core competencies, and establish pathways for professional growth and career advancement. It also provides tips for onboarding new hires, recognizing employee contributions, and creating a flexible and supportive work environment to help organizations attract and maintain top performers.
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This document discusses several must-do's for building an agile organization. It identifies developing a culture of high-impact learning, knowledge sharing, expanding learning beyond the classroom, moving away from one-size-fits-all training, transitioning to ongoing performance management, making employee goals clear, and reducing paperwork and documentation as critical things organizations must do to increase their agility. It provides examples of how organizations have implemented these practices to improve engagement, strengthen their employee brand, build stronger work communities, and allow for faster course corrections.
This document discusses the importance of collaboration in the modern workplace. It begins by noting that collaboration is becoming a key factor for companies' profitability and ability to attract and retain top talent. The document then provides insights into worker preferences for collaboration based on various surveys. It discusses how building a collaborative culture through leadership, training, diverse teams, and technology can improve business outcomes. However, it also notes there are still challenges to establishing collaboration, such as breaking down silos and managing different work arrangements. The document emphasizes that soft skills like collaboration are in high demand but short supply. It concludes by stating collaboration is directly linked to profitability by executives.
Smarter Decisions for Stronger Performance: How to use data to partner for su...Laura Overton
Your L&D strategy might be going well, but are your stakeholders buying into planned developments?
Laura Overton delivered this webinar hosted by DPG on 24 July 2015. Laura explained how L&D and HR leaders can use the Towards Maturity Benchmark to gather the evidence needed to show business leaders what's working and highlight opportunities to develop, using the Towards Maturity Model as a framework for constant strategy innovation.
To convince others of the true value of HR it is useful to have a roadmap for your own organisation. I thought I'd share these slides as they may provide a reasonable starting point.
Process or Practice led HR transformation: insights from trenches ......Browne & Mohan
HR transformation can be pursued by two broad approaches: process or practice. In process led HR transformation, the emphasis is to align the HR process to best-in class benchmark process. In practice led HR transformation the emphasis is on building HR process in an organic evolutionary way. In this presentation, Parjanya and Indu Priya share their insights on how companies can create HR transformation using the two approaches, the frameworks and difference in approaches and what considerations must be borne while choosing any one of these approaches.
The New Model for Talent Management: Agenda for 2015Josh Bersin
Corporate talent management has matured over the last ten years. In the light of today's new world of work, the globalization of the workforce, and the power of Millennials, it's time to rethink the model. Talent Management today is not just integration of HR - its a new set of 9 imperatives every company must address.
The document provides guidance on building effective teams in startup environments. It discusses challenges with recruitment and selection, emphasizing the importance of finding the right people with the right skills and qualities. It also stresses providing training and mentoring for new hires, ongoing coaching for all employees, and developing a transparent and collaborative culture that fosters bonding within the team.
The document discusses how market forces are shifting the focus to people as the primary competitive advantage for companies. It outlines key trends like business turbulence, a tight labor market, and changing workforce demographics that are impacting organizations. This means high performance organizations will face increasing competitiveness. The implications for HR are that it needs to change from an administrative focus to strategic partners that add value by developing talent, driving change and innovation, and achieving business outcomes. The role of HR must transform from controlling policies to building leadership capability, driving a performance culture and aligning infrastructure to support the business strategy.
The document discusses strategies for engaging employees to drive business results through effective human capital practices. It focuses on recruiting and selecting the right talent, providing dynamic learning opportunities, implementing performance-based rewards linked to business goals, and integrating these practices to motivate employees to deliver results and excel in their work. The outcomes of effective human capital strategies are profitable revenue, innovation, and strategic business alignment.
The function of Human Resource Management contributes an important role in assuring employee satisfaction, develop business productivity and performance. It can also provide the organization with a clear vision of competitive advantage and contribute effectively to the organizational success in general.
The document discusses modern human resource management practices including outsourcing. It notes that modern HRM focuses on careful selection, high levels of training, better communication between staff and management, and encouraging employee innovation. When it comes to outsourcing, the document outlines the advantages like reducing costs and gaining expertise, and disadvantages like loss of control. It also discusses trends in the workforce around diversity, technology changes, and a globalized economy.
This document provides an overview of talent management strategies for small businesses. It discusses the benefits of talent management, which include aligning employees with goals, improving communication, recognizing performance, and providing development opportunities. It then offers specific strategies for small businesses to attract, engage, and retain top talent, including building an internal and external brand, effective recruiting, performance management, learning and development, and succession planning. The presentation emphasizes that talent management is just as important for small businesses as it is for large companies.
Transformation Of HR at AgustaWestland-PhiladelphiaSal LoDico
The document discusses the transformation of the human resources (HR) function from an administrative role to a strategic business partner. It describes how HR must shift its focus from functional activities to creating business value by achieving desired organizational outcomes through people. The document outlines the evolving roles and competencies needed for HR, such as understanding business strategies, serving as change agents, and demonstrating how HR contributes to business success through metrics.
Unleashing Potential: Talent Management and Career Development Strategies for...Vanessa Theoharis
The document provides an overview of strategies for talent management and career development. It discusses the importance of recruiting, engaging, and retaining top talent. Specifically, it emphasizes the need to clearly define the employee value proposition, identify core competencies, and establish pathways for professional growth and career advancement. It also provides tips for onboarding new hires, recognizing employee contributions, and creating a flexible and supportive work environment to help organizations attract and maintain top performers.
This document discusses several must-do's for building an agile organization. It identifies developing a culture of high-impact learning, knowledge sharing, expanding learning beyond the classroom, moving away from one-size-fits-all training, transitioning to ongoing performance management, making employee goals clear, and reducing paperwork and documentation as critical things organizations must do to increase their agility. It provides examples of how organizations have implemented these practices to improve engagement, strengthen their employee brand, build stronger work communities, and allow for faster course corrections.
This document discusses several must-do's for building an agile organization. It identifies developing a culture of high-impact learning, knowledge sharing, expanding learning beyond the classroom, moving away from one-size-fits-all training, transitioning to ongoing performance management, making employee goals clear, and reducing paperwork and documentation as critical things organizations must do to increase their agility. It provides examples of how organizations have implemented these practices to improve engagement, strengthen their employee brand, build stronger work communities, and allow for faster course corrections.
This document discusses the importance of collaboration in the modern workplace. It begins by noting that collaboration is becoming a key factor for companies' profitability and ability to attract and retain top talent. The document then provides insights into worker preferences for collaboration based on various surveys. It discusses how building a collaborative culture through leadership, training, diverse teams, and technology can improve business outcomes. However, it also notes there are still challenges to establishing collaboration, such as breaking down silos and managing different work arrangements. The document emphasizes that soft skills like collaboration are in high demand but short supply. It concludes by stating collaboration is directly linked to profitability by executives.
Smarter Decisions for Stronger Performance: How to use data to partner for su...Laura Overton
Your L&D strategy might be going well, but are your stakeholders buying into planned developments?
Laura Overton delivered this webinar hosted by DPG on 24 July 2015. Laura explained how L&D and HR leaders can use the Towards Maturity Benchmark to gather the evidence needed to show business leaders what's working and highlight opportunities to develop, using the Towards Maturity Model as a framework for constant strategy innovation.
To convince others of the true value of HR it is useful to have a roadmap for your own organisation. I thought I'd share these slides as they may provide a reasonable starting point.
Process or Practice led HR transformation: insights from trenches ......Browne & Mohan
HR transformation can be pursued by two broad approaches: process or practice. In process led HR transformation, the emphasis is to align the HR process to best-in class benchmark process. In practice led HR transformation the emphasis is on building HR process in an organic evolutionary way. In this presentation, Parjanya and Indu Priya share their insights on how companies can create HR transformation using the two approaches, the frameworks and difference in approaches and what considerations must be borne while choosing any one of these approaches.
The New Model for Talent Management: Agenda for 2015Josh Bersin
Corporate talent management has matured over the last ten years. In the light of today's new world of work, the globalization of the workforce, and the power of Millennials, it's time to rethink the model. Talent Management today is not just integration of HR - its a new set of 9 imperatives every company must address.
The document provides guidance on building effective teams in startup environments. It discusses challenges with recruitment and selection, emphasizing the importance of finding the right people with the right skills and qualities. It also stresses providing training and mentoring for new hires, ongoing coaching for all employees, and developing a transparent and collaborative culture that fosters bonding within the team.
The document discusses how market forces are shifting the focus to people as the primary competitive advantage for companies. It outlines key trends like business turbulence, a tight labor market, and changing workforce demographics that are impacting organizations. This means high performance organizations will face increasing competitiveness. The implications for HR are that it needs to change from an administrative focus to strategic partners that add value by developing talent, driving change and innovation, and achieving business outcomes. The role of HR must transform from controlling policies to building leadership capability, driving a performance culture and aligning infrastructure to support the business strategy.
The document discusses strategies for engaging employees to drive business results through effective human capital practices. It focuses on recruiting and selecting the right talent, providing dynamic learning opportunities, implementing performance-based rewards linked to business goals, and integrating these practices to motivate employees to deliver results and excel in their work. The outcomes of effective human capital strategies are profitable revenue, innovation, and strategic business alignment.
The function of Human Resource Management contributes an important role in assuring employee satisfaction, develop business productivity and performance. It can also provide the organization with a clear vision of competitive advantage and contribute effectively to the organizational success in general.
The document discusses modern human resource management practices including outsourcing. It notes that modern HRM focuses on careful selection, high levels of training, better communication between staff and management, and encouraging employee innovation. When it comes to outsourcing, the document outlines the advantages like reducing costs and gaining expertise, and disadvantages like loss of control. It also discusses trends in the workforce around diversity, technology changes, and a globalized economy.
This document provides an overview of talent management strategies for small businesses. It discusses the benefits of talent management, which include aligning employees with goals, improving communication, recognizing performance, and providing development opportunities. It then offers specific strategies for small businesses to attract, engage, and retain top talent, including building an internal and external brand, effective recruiting, performance management, learning and development, and succession planning. The presentation emphasizes that talent management is just as important for small businesses as it is for large companies.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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The Future of Work Trends by nBold
1. Reinvention
Employee Wellbeing
Talent Shortage
Sustainability
Individuality
Inclusivity
Recruiting and
developing inclusive
leaders who would
make people feel
accepted and
empowered
Making diversity,
equality & inclusion
a part of your
company's DNA to
remove systematic
biases
Hiring diverse-by-
design teams to
boost collective
problem-solving
Holding leaders
accountable for
DE&I to integrate it
into talent
management
Collaboration &
asynchronous work
Accountability
Collaboration shirfts to a digital
format
Collaboration platforms become
crucial tools
Shift to remote/hybrid work and
recruiting global teams
Asynchronous work becomes
more common
define why you're doing it, your timeframe and success
indicators
Offering financial support for
buying office merchandise
Focus on mental wellbeing
Providing learning
opportunities
Organizing virtual social
events
Health and joy vs workaholism
Fostering healthier workplace:
onsite classes, new menu
of candidates would unlikely
accept a job if treated poorly
during the interview process
75 %
Purpose
Governance
decide how the board need to evolve to oversee, support and
deliver on the ESG strategy
determine how to attract, develop and retain leadership, talent,
and skills to drive sustainability
Leadership
and talent
Operating
model
decide how to organize to meet sustainability goals
learn how to create the right culture and encourage the right
behavior
Culture
and mindset
The Future of Work Trends
The last two years brought disruptive change that shifted the way we work. The
focus on people, mutual prosperity, and flexibility is now defining the future of
work
Production becomes more personalized due to
technological advancements
Increasing compensation, sign-on
bonuses and other benefits
Reskilling and upskilling
existing employees instead
of new hires
Treating potential candidates with
respect and consistency
Strong brand and a focus on sustainable
development
Reskilling and upskilling existing
employees instead of new hires
Access to a wider talent
pool facilitates hiring
quality candidates
Focus on technology to improve
employee productivity
Industry mashups are becoming a
norm to address consumer
demands
Emergence of new jobs and work
models due to 'Platform &
Marketplace' businesses
Reinventing where people work
through formalization of the hybrid
work model
Prevalence of flat organization and
project-based working
Identifying talent segments buy their
values, not demographics
Reducing bureucracy for simpler, more
flexible processes
Building manager's capability to deliver
with fewer checks
Personalizing employee experience at
each stage of their development
Being clear about purpose and goals
Communicating and getting involved
Moving from "me" to "we"
Running effective meetings
Tranformating problems into continous improvement
By nBold - the Collaboration Process
technology that helps organization
embrace collaborative work
Source: Future of Work Trends 2022 report by Korn Ferry
https://www.kornferry.com/insights/featured-
topics/future-of-work/2022-future-of-work-trends
@nBoldco nbold www.nbold.co