CSR - A Channel for Employee Wellbeing?

Uncertainty can wreck havoc in any change situation, because people like to know “where they are at”. The more unanswered questions there are, the more tense the situation becomes. This is when CSR comes into play.

Are You Mindful or Mind Full?

Mindfulness at work is about creating an awareness that helps you to accomplish more within a shorter time. It helps you to become more present and attentive which again helps you engage with your team and work at a deeper level.

Adapting a CSR Strategy to a Remote Context

No one likes change, but we cannot survive without it! By adapting our CSR strategy to meet today’s challenges, we hope to create a lasting impression on our team and really enhance their sense of belonging and identification. Let’s take you through our process to a “remote CSR strategy”.

Motivating your people

Tout se monnaye. En particulier la rareté. C’est le cas de l’attention consacrée à l’information. Or, l’un des enjeux de la conduite du changement implique la bonne compréhension des enjeux, de la raison d’être du projet de Change et ses modalités. Comment faire vivre ce changement en captant les 12 minutes de temps d’attention* que vos équipes peuvent accorder à votre organisation ? Votre arme fatale : la communication visuelle.

La gestion du changement, c’est quoi?

Dans un monde en perpétuel changement, on est de plus en plus conscient que la seule façon de s’ajuster en permanence à l’environnement est de développer sa capacité à changer, d’être capable de tirer des leçons de ses erreurs et de savoir se remettre en question. Le changement est induit à partir du moment où il existe un décalage entre l’état actuel d’une situation et celle que l’on souhaiterait voir dans l’entreprise, l’état futur. Différentes raisons peuvent pousser au changement :

Votre entreprise vous donne-t-elle le droit à l’erreur : découvrez la « No Blame Culture »

Tout se monnaye. En particulier la rareté. C’est le cas de l’attention consacrée à l’information. Or, l’un des enjeux de la conduite du changement implique la bonne compréhension des enjeux, de la raison d’être du projet de Change et ses modalités. Comment faire vivre ce changement en captant les 12 minutes de temps d’attention* que vos équipes peuvent accorder à votre organisation ? Votre arme fatale : la communication visuelle.

La communication visuelle dans la conduite du changement

Tout se monnaye. En particulier la rareté. C’est le cas de l’attention consacrée à l’information. Or, l’un des enjeux de la conduite du changement implique la bonne compréhension des enjeux, de la raison d’être du projet de Change et ses modalités. Comment faire vivre ce changement en captant les 12 minutes de temps d’attention* que vos équipes peuvent accorder à votre organisation ? Votre arme fatale : la communication visuelle.

When did the way we communicate change?

Several months ago, when companies were thrust into lockdown at relatively short notice there was just enough time to get equipment sorted. Then the next important challenge to tackle was to ensure that everyone had access to some form of central data base, once these considerations had been taken into account, everyone concentrated on “getting the job done”. As no one knew how long this would continue for, there did not seem to be any need to start (re)defining communication strategies. As a result, many companies experienced the rise of usage of a multitude of communication channels both internally and externally. At internal level, staff resorted to methods they already knew, for example by creating WhatsApp groups, Slack channels or even in some cases Facebook groups. They needed to find a quick, efficient way of keeping in touch with colleagues. At an external level, some companies were sufficiently agile to be able to adapt to virtual methods, quickly setting up webinars to stay in touch with their client base and publishing online newsletters to share expertise and maintain interest in their products and services. Others were not able to follow suit, as their staff or internal structures were quite simply not able to adapt so quickly – and anyway “it would only be temporary…. soon everything will be back to normal”…. Several months later, most of us are still not able to attribute a clear definition to what is “normal”, but we have all come to appreciate that it definitely is not the same as it used to be. There is much talk about the “new normal” and this needs to be taken into account with respect to communication, just as is the case for personnel questions and company strategy.

Retour au bureau ! Oui, mais comment ?

La crise sanitaire a provoqué, pour tous, des chamboulements dans l’organisation du travail et pour beaucoup cela a engendré des périodes plus ou moins longues de télétravail. Avec la rentrée de septembre, un retour au bureau plus généralisé s’annonce. Néanmoins, ce retour n’est pas de tout repos et exige un certain degré de vigilance de la part des organisations, afin d’accompagner au mieux leurs collaborateurs.

Changing Times!

We have all been in crisis mode for months, is there a risk that too many people are currently concentrating on the immediate effects of the crisis and are losing sight of any potential advantages there may be? To quote André Gide “When a door closes, there is one that opens. Unfortunately, we spend so much time looking at the closed door that we don’t see the one that just opened.” This may be easy to state when so many different companies are facing the ruins of everything they built up over the past years, but without this kind of approach no country would ever have been resurrected after a war or another kind of catastrophe.