Remote onboarding presents a few new challenges; luckily, Tineke Keesmaat shares an article that offers seven ideas to help leaders transition to a new role.
Leaders transitioning into a new role bring with them fresh ideas and great energy. They want to hit the ground running and make their mark. But, many leaders are wondering how can they do so in the context of today’s workplace?
As the pandemic continues, so too, will our need to work remotely. Leaders are also joining teams where its members are grappling with tremendous uncertainty, and a wide range of unique and highly personal experiences. A recent report found that 2 in 5 Canadian workers say their mental health is worse than before the pandemic. Adding to this a recent McKinsey & Company report suggests 25% of women are considering downshifting their work commitments or even leaving their company altogether. Similar studies are popping up across the globe.
There’s good news. Much of the great thinking around good leadership transitions still hold true in today’s context. You can learn more about these by reviewing practical advice offered by leading consultancies, academic institutions and executive search firms. However, these principals will need to be adjusted for our unprecedented times.
The seven ideas include:
- Setting up to show up
- Connecting at a human level
- Establishing a communication cadence
Read the full article, Remote Onboarding: 7 Ideas To Help Leaders Transition To A New Role, on Tiltco.ca.
David Gross takes a look ahead at the looming concern about pension plans.
Author’s note: This article focuses on defined benefit pension plans in the private sector. To learn more about the pension challenges facing municipalities and states, check out this article by Mary Williams Walsh at The New York Times and the Federal Reserve’s analysis from December 2019.
Stock markets plummet by 20 to 30 percent. Long-term interest rates drop. Future economic growth and asset returns are in doubt. Each of these scenarios can threaten the solvency of defined benefit pension plans and pose challenges for the employers sponsoring and managing these plans. Like the Great Recession of 2007 to 2009, COVID-19 has delivered all three scenarios overnight. For companies that elected not to de-risk their plans over the past decade, or lacked the financial means to do so, the next decade will bring higher contributions and less discretionary cash for reinvestment, mergers and acquisitions, dividends, and buybacks. For some companies, the next decade will also make them less attractive, or unattractive, to potential acquirers or bring a reorganization or liquidation.
Read the full article, The Next Crisis? Pension Plans, on the Strategic Value Partners’ website.