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Beyonce recently released her newest single, “Break My Soul,” a dance-beat track with a call to action encouraging workers to leave unhealthy or toxic work environments and to seek out work that they find meaningful.

Why an investment in Executive Transition Support is just as important as your Executive Search strategy

Many senior business leaders have missed the critical link between culture and success.

Even talented people mistakenly decide that the key to productivity is to spend more time toiling. But time is a precious commodity, and it really is possible to work smarter, not harder.

We need to do something to help our people recharge their batteries. But affecting this kind of change is not going to happen organically; leaders need to be deliberate in rebooting policies and strategies so that they can truly get away from the job for a few days.

The long-term impacts of hybrid working arrangements – particularly on the degree of trust that exists in work-related relationships – are not well understood. The research we do have, almost all of it conducted before the pandemic struck, suggests that hybrid working arrangements can have negative impacts on key relationships if specific measures are not taken to acknowledge and adjust to this new normal.

Organizations need to not only encourage leaders to undertake wellness conversations, but also train them in the best practices needed to help people to open up about their physical and mental wellbeing.

Our new global study, Resetting Normal: Defining a New Era of Work, revealed that exacerbating the problem of burnout is what appears to be an inability of leaders to identify employees who were burned out.

Improving employee wellness, both in a physical and mental health sense, requires more than just a mission statement or a memo to employees expressing concern. Companies must incorporate “organizational empathy” into the very culture of their organizations.

According to a ground-breaking global research survey conducted by The Adecco Group, senior business leaders are profoundly disconnected from their employees on most major workplace issues, including career development, mental health and wellness and plans for a full or partial return to the office.

One pandemic; two radically different working experiences. Our research shows us that the gap between the views of senior leaders and the people they lead has grown into a worrisome chasm. This deep disconnect between leaders and their talent could have a crippling impact on organizations and their future business plans, impacting satisfaction, motivation and performance.

How to use talent assessments to understand your organization’s talent