As companies continue to bring on new employees during the pandemic, onboarding has become virtual for many. Upskilling existing employees has moved online. With this shift comes new challenges—how do you make sure trainees are spending their time productively? How do you teach them efficiently when you can’t see what they’re doing in the office and they can’t easily shadow existing employees who will show them the ropes?
BCE has seen increasing evidence across sectors that consumer are seeking out products with credible and meaningful stories to tell around sustainability. Sustainability in corporate decision-making will continue to increase in 2021. So what does “sustainability” mean today, and how should companies be thinking about the role of sustainability in their business going forward?
Despite much discussion by politicians, commentators, and special interest groups, capital gain tax policy has remained largely unchanged since 1990. In 2021, the incoming Biden administration threatens to disrupt the status quo through a progressive tax policy that will have near-term and long-term ramifications throughout the private equity market.
Caps on indirect costs have been a polarizing issue in the social sector for many years. Once they were the most ubiquitous measure of administrative efficiency employed by philanthropic institutions. Today more and more leading voices in philanthropy are calling into question the true utility of these tools.
COVID-19 has forced many health systems to adopt telehealth tools. Even for systems at the forefront of telehealth experimentation, implementation and utilization was extremely uneven before the current public health crisis. Before considering scaling these nascent telehealth programs into more robust digital health offerings, leaders must evaluate how these capabilities align to long-term digital health strategy.
It is critical to maintain a high level of productivity and morale among employees, especially as work-from-home has turned into a long-term arrangement for many.
While there continues to be uncertainty about when we will return to the pre-COVID working environment, leaders can control the current state of remote work by setting their teams up with the right set of collaborative tools and support to avoid employee burnout.
Exceedingly few managers receive formal people management training. In fact, 98% of managers feel their organizations need more formal training, and 87% of managers wished they had received more training when they first became a manager. So why don’t more organizations use widely available, low cost, and effective tools to develop their teams?
Non-profit leaders have had to adjust quickly to a wildly different operating environment than the one planned for at the beginning of the year. Keeping the lights on, maintaining socially distanced and safe programming, standing up remote operations: these are difficult challenges at the best of times. Donors have risen to meet the challenge of the moment, but what happens next?
Social impact programming tends to be most effective when the make-up of the organization that administers it mirrors the community it serves. People, values, perspectives, and backgrounds are key components. When the right components are in place, the output is greater trust in intention and process. So why is diversity still such an issue in non-profit board rooms?
The hits keep coming in 2020. While we all stay focused on executing our plans through the remainder of the year – and within the elements we can control – BCE continues to see signs for optimism in the consumer world for 2021.