Generation X executives may struggle more with first-time management challenges than any generation before them. Baby Boomers have also wrestled with the needs of an intergenerational workforce, globalisation of the economy and the digital era. But understanding the needs of a global workforce have become increasingly complex. To recruit and retain a more diverse and more distributed workforce requires understanding and meeting a vaster range of employment preferences of current and potential employees. It can impact decisions from traditional benefits to office arrangements.
Why understanding the
The idea of corporate social responsibility is hardly new. In particular, global and environmentally impactful companies have been historically sensitive to the role of public service. A company that earns billions, seen re-investing some of that wealth, either to the local community or a high profile cause is good PR.
Companies that operate refineries, factories, or other activities that emit exceptional noise or fumes tend to be sensitive to building relationships with local residents. Pharmaceutical organisations have often spearheaded campaigns to address diseases and other medical needs of at-risk communities in developing countries. But what is relatively new is the employee demand