MindForest supported the client in a professional and personal development campaign for its management teams, as part of the consolidation of the career plan aimed at promoting people internally, encouraging skills upgrading and internal mobility for key positions and, more globally, structuring their approach to talent management.
MindForest a le plaisir de vous annoncer la sortie du quatrième épisode de son podcast CHANGEx on Air, un podcast dédié à la gestion du changement en entreprise. Avec l’aide de psychologues, sociologues, neurologues, chercheurs et autres experts, nous tenterons – au fil des épisodes de ce podcast – de vous donner les clés pour comprendre et réussir vos changements organisationnels. Le thème de ce quatrième épisode est “L’Impact du Changement sur les Collaborateurs”.
MindForest & P’OP take up the challenge of giving you a maximum of knowledge and practical tools on talent management and the employee lifecycle in only 30 minutes, on Tuesday, February 22nd from 8:30 to 9:00 AM
Between working remotely and returning to the office, the future of work is still unclear. So much has changed in the last few months. It seems that the initial shockwave of the pandemic has largely subsided, so companies are in the phase of maintaining or even optimising their operations.
MindForest is pleased to invite you to the launch of its learning and knowledge sharing platform, CHANGEx, which will take place online on September 21st, 2021 from 09:00 to 10:00am. During this webinar, we will present the features of the tool, its content, the learning possibilities… REGISTER NOW!
MindForest met with Dr Keith Amoss, a Certified Professional Career Coach, we discussed the importance of career development opportunities, how this has changed over the years and the pandemic and some essential tips for successful career development.
Si le Luxembourg pratiquait déjà le télétravail avant la crise sanitaire du COVID-19, la grande majorité des organisations a dû s’adapter au travail à distance dans l’urgence… et beaucoup ont trouvé les solutions et mis en place les process nécessaires en peu de temps. Jour après jour elles se sont donné les moyens de réussir cette transformation et même des postes a priori non « télétravaillables » ont pu être transposés, pour réaliser tout ou partie des activités à distance. Beaucoup parlent d’un « retour à la normale », mais et si demain on télétravaillait encore ?
In these times of uncertainty, there are many factors that can lead to stress. The feeling of “loss of meaning” in one’s own actions is increasingly present among employees. As a result, the search for bearings in the professional world is no longer a phenomenon to be underestimated. Once mainly expected from local managers, as well as from members of the Executive Board, over the past few years, “managerial courage” seems to have become one of the main levers, which enable organisations to achieve their objectives. Paradoxically, more often than not this essential skill is poorly represented.
But what is “managerial courage”? How is it characterised? How can it be developed to benefit your teams and your company?
Today, digital skills are vital for almost all jobs in modern economies. digital technology is not simply influencing how we go about our lives – it is transforming traditional structures, methods and assumptions about how we communicate, learn, work and live.
In the face of such transformation, the reality is that 44% of Europeans still do not have basic digital skills while 79% of Europeans go online regularly (at least once per week) and all projections are that a majority of forms of work will require digital skills in the near future. To remedy this situation, developing the digital skills of the EU workforce is essential; and to take up this challenge, the European Union created 2 different frameworks that can be used to assess and develop digital and entrepreneurial skills: the “DigComp” and the “Entrecomp” frameworks.
More than ever, companies are facing profound changes in the way they organise and manage their work. As the health crisis has exacerbated and accelerated this process, roles and responsibilities have had to be rethought, emotions managed and new work practices adopted. And employees are the first to be impacted, many of them forced to leave their comfort zones. It goes without saying that it is not always easy to maintain self-control and a sense of direction in this type of situation.
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