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The “Covid generation” has had their pathways to starting and growing their careers upended due to the pandemic and economic instability. Employers and organisations need to equip their line managers with the right tools to cater to this generation’s challenges and needs, and help set them up for long-term success.
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75% of people who voluntarily left their role did so for reasons their line manager could directly influence. People don’t leave companies, they leave managers, and failing to properly invest in your line managers can have strong consequences for your organisation. Here's 5 ways to help them thrive.
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For the third and final part of our social mobility series, we explore three practical approaches to build socioeconomically diverse workplaces, supported by best-practise examples across industries.
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For part two of three in our Social Mobility series, we explore 3 ways to make Internal Mobility a strategic imperative for organisations looking to boost inclusion
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Research has found that the workplace is just as important as education in determining social mobility. How might low social mobility be impacting your organisation, and what steps can your people leaders take to start driving change? Part one of three in our Social Mobility series.
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Research shows that an increased sense of belonging in the workplace can lead to a 56% boost in productivity and performance. Here are three key considerations for leaders to cultivate belonging in the workplace, and help boost productivity as a result.
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