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Top 10 Takeaways from 2023

The Wiley Workplace Intelligence Annual Report Much like the years preceding it, 2023 brought rapid change and innovation to the workplace. A year marked by technological advancement and continued attempts to recalibrate after the disruption of the pandemic, 2023 represented a year of transition. Wiley Workplace Intelligence spent the year investigating the important issues that emerged in organizations. From the early adoption of artificial intelligence to the omnipresent hybrid/remote/office debate to psychological safety, Wiley’s annual

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People Skills Top List of 2024 Workplace Priorities

By Mark Scullard, Wiley’s Senior Director of Innovation and Research 2023 proved to be another year of rapid evolution in the world of work. Economic and global instability, the omnipresence of organizational change, and advancements in AI kept everyone on their toes as leaders and organizations considered how to navigate, and lead, in an unsteady environment. Over the last year, Wiley Workplace Intelligence brought readers workplace research on topics from The Great Resignation, AI, and

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Three Communication Insights to Turn The Great Gloom into The Great Bloom

By Mark Scullard, Wiley’s Senior Director of Innovation and Research Many organizations understand the power of having cultures that foster trust, communication, and collaboration but do not yet have the tools they need to make that vision a reality. When individuals feel comfortable taking risks, expressing ideas and concerns, asking questions, and admitting mistakes without fear of negative consequences, that is considered a psychologically safe environment, a term originated by author and Harvard Business School

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Psychological Safety at Work: The Key to Success and How to Get It

Many organizations understand the power of having cultures that foster trust, communication, and collaboration but do not yet have the tools they need to make that vision a reality. When individuals feel comfortable taking risks, expressing ideas and concerns, asking questions, and admitting mistakes without fear of negative consequences, that is considered a psychologically safe environment, a term originated by author and Harvard Business School professor Amy Edmondson. Given all of the changes in the

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Artificial Intelligence in Learning and Development: Five Surprising Facts You Need to Know

The last few years have been a roller coaster for learning and development professionals around the world. First, there was the abrupt transition to the hybrid workplace, which required entire organizations to upskill and reskill employees under immense pressure. With the ever-evolving world of work, C-suite executives were driving a strategic focus on organizational performance, putting learning and development and human resources professionals, as well as managers at large, in the position of having to

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8 Leadership Blind Spots and How to Avoid Them

Every leader is unique and brings their own style to leading and managing others. Successful leaders can help teams and organizations thrive; however, less effective leaders can negatively impact an organization and its people. Learn how to optimize your leadership style by avoiding these eight key blind spots. 1. Poor Communication How to avoid it: Listen actively and encourage others to share their ideas and concerns. To communicate effectively, a great leader must also articulate

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Four Generations at Work: The Unexpected Truth

By Mark Scullard, Wiley’s Senior Director of Innovation and Research There has been a lot of attention paid to the increasing number of generations currently in the workforce. From the tech savvy and ambitious Gen Z-ers to the more analogue and experienced baby boomers, with Gen X and millennials in between, the differing needs of the generations has been a hot topic in the world of learning and development. Wiley Workplace Intelligence sought to get

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Reducing Unconscious Bias in Hiring and Selection

It’s easy to rely on past experiences, beliefs, and instincts to make speedy hiring and selection decisions, but all three are one-way tickets for unconscious bias to enter your organization. The fact that unconscious bias is called “unconscious” is significant. These biases are deeply embedded in even the smallest everyday actions making them difficult to recognize, much less act on. In the context of hiring and selection, unconscious bias can lead your organization to inadvertently

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Employee Conflict: Do Managers Have the Tools They Need?

By Mark Scullard, Wiley’s Senior Director of Innovation and Research Conflict. A powerful word that can inspire a variety of feelings – excitement, avoidance, and fear to name a few. Conflict at work can be even more incendiary. Many of us have been in situations where we disagree with a colleague or manager, engage in power struggles, or have a different perspective on the “right” way to go about completing a project. The general perception

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Widening Skills Gaps: Reflections on a Growing Trend

By Mark Scullard, Wiley’s Senior Director of Innovation and Research In the years since the start of the pandemic and in the wake of The Great Resignation, organizations risk facing unexpected skills gaps within their workforce. A variety of factors can impact the size and scope of an organization’s skills gaps, but one thing is certain: it must be addressed in order to stay competitive and attract and retain top talent. Wiley Workplace Intelligence sought

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The Culture Conundrum: What In-Person Work Mandates Get Wrong

By Mark Scullard, Wiley’s Senior Director of Innovation and Research Over the last year, an increasing number of organizations have abandoned the remote work model in favor of hybrid or full return-to-work policies. This is often done in the name of culture, with executive leadership expecting to revive or renew the same culture the company had pre-pandemic, simply through in-office interactions. The increasing popularity of these policies made us wonder – does being in the

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The Reality of Work: Trends Come and Go, Where Are We Now?

By Mark Scullard, Wiley’s Senior Director of Innovation and Research Since the beginning of the pandemic, the workplace has continued to evolve in rapid and unexpected ways. For example, the move to working from home at the time seemed monumental, and the sudden shifts were destabilizing to many. Fast forward three years and working remotely is a mainstream model that many people prefer. Despite the challenges of the pandemic, people have taken the opportunity to

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Well-Being and Results: How Managers Can Pave the Way

By Mark Scullard, Wiley’s Senior Director of Innovation and Research In the last three years, we have seen more glimpses into one another’s personal lives than ever before. How often has someone’s pet (or child!) popped into view on a video call, or have you heard the familiar click of a blinker as a coworker takes a meeting while shuttling the kids to school? It’s not entirely uncommon to get a “decline” for a meeting

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Key Factors that Contribute to Psychological Safety

In recent years, the concept of psychological safety has gained increasing attention in workplaces, schools, and other group settings. Psychological safety refers to the shared belief that a group is safe for interpersonal risk-taking. It’s about feeling comfortable to speak up, share ideas, and make mistakes without fearing negative consequences. Psychological safety is important because it is linked to better performance, more creativity, and greater innovation. When people feel safe to express themselves, they are

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Failing with Style

Used with permission as a Diamond-award winning Wiley Everything DiSC Authorized Partner The playwright Samuel Beckett once said, “Ever tried. Ever failed. No matter. Try again. Fail again. Fail better.” If we didn’t give ourselves permission to fail, then we’d never learn what we needed to learn in order to eventually succeed. In order for people to fail better, we need leaders and managers who can appreciate how people fail. Otherwise, ‘innovation’ will remain a

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Harness the Power of Human Connection with Facilitated Learning

By Mark Scullard, Wiley’s Senior Director of Innovation and Research While the transition to a digitally dependent workplace was initially a rocky one, most organizations have settled into a routine with their work environments, whether it be in-person, hybrid, or virtual. For the most part, people have enjoyed this transition, but there is no doubt that while work/life balance may have improved, individuals are missing the human connection that comes with face-to-face interaction at work

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Four Common Myths About Your Employees

We know employees continue to be stressed, frustrated, and disengaged. Who can blame them? From The Great Resignation to the impact of Covid, employees have endured a considerable number of changes over the last few years. According to Gallup’s most recent report, 60% of the workforce is emotionally detached, while 19% report they are actively disengaged from work. They also found that 44% of employees globally reported feeling stressed most of the day. How can

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Job Fit: Rising to Overcome Talent Disruption

Organizations everywhere are experiencing a profound disruption in the ways individuals interact and work. Many will find it tricky to understand and clearly map out a plan that can confidently carry them into the future. But, as we move toward imagining a post-pandemic era, organizations will need to meet the new demands for how we live and work. In a recent article from Deloitte, Reimagining Human Resources, the authors argue that despite disruption, HR can

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The Great Resignation: When the Unflappable Manager…Flaps

by Mark Scullard, Wiley’s Senior Director of Innovation and Research Here’s what we know to be true: The Great Resignation is taking a toll on managers. With the job market full of uncertainty and quality workers hard to find, managers are feeling overwhelmed and stressed. While many organizations have invested in stress reduction resources to address the impact of today’s volatile workplace conditions, most of these initiatives are generalized, meaning they can apply to anyone

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The Employee Experience: An Investment That Pays Off

by Mark Scullard, Wiley’s Senior Director of Innovation and Research A staggering number of people continue to leave their jobs, resulting in the perfect storm of staffing shortages and remaining employees being expected to pick up the slack. Current data from The U.S. Bureau of Labor Statistics indicates that over 4.5 million quit their jobs in March. What is the impact on those who stay? According to Gallup, almost two-thirds of employees are disengaged in

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