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If your organization is debating between offering cash or career transition support to impacted employees, here are some important things you should know before making a final decision.

Undeniably, there is an urgent need to unleash a new generation of reskilling and upskilling initiatives to enable as many people as possible, as quickly as possible, to prepare for the jobs of the future.

Organizations are waking up to the fact that investing in reskilling and upskilling to prepare employees for the future is ultimately good for their people and their business.

Here's what you need to do to identify and make the most of your transferable skills to allow you to apply your talents, abilities and experience in a new role and/or new field.

The coronavirus pandemic revealed the necessity of resilient teams — as well as which teams didn’t have the necessary skills. Resilience requires a level of self-awareness and empathy that may not come naturally to all team members. Leaders must assess the state of their teams, identify weak spots and then deliver strategies that will help team members break down barriers and build foundations of trust, transparency and self-awareness. The article offers seven practices to help foster team resiliency.

In many ways, well-being had always been at the core of Sleep Number’s culture, which is deeply committed to the idea that the world can be a better and healthier place through higher quality sleep. But after she lost her husband, Shelly Ibach, President and CEO, said she understood the healing power of sleep at yet another level.

The pandemic amplified the need for Ericsson to bring about a paradigm shift in their leadership culture. Priyanka Anand, VP and Head of Human Resources and Linda Lindberg, VP and Head of Commercial Management for Ericsson Market Area South East Asia, Oceania and India, share how Ericsson helped their line leaders evolve into strong coaches.

Michael Priddis, CEO of Faethm, shares the opportunities for companies that adopt a data-enabled and human-first approach to workforce transformation, in response to automation, COVID and recession, to rapidly upskill and reskill their workforces to transition to the jobs of tomorrow.

For organizations struggling to find their way in a world reshaped forever by COVID-19, three practices can help companies more effectively manage downsizing, minimize layoffs, and enhance their talent strategy with reskilling, upskilling and redeployment.

When building a coaching culture, leaders must keep these three must-know qualities in mind to successfully create the conditions to generate new ideas while keeping employees confident and engaged.

At a time of extraordinary economic uncertainty, contracting with a human capital firm with no prior experience in outplacement is simply not a well-advised option for an organization undergoing massive change.

In the eighth edition of the Lee Hecht Harrison Severance & Separation Benefits Benchmark Study, we look at the reasons why severance is offered, how severance is typically calculated at various levels of employment, and what common severance and separation benefits, such as outplacement and redeployment, are offered.