How CEOs Lost The Modern Workforce – And How They Win It Back
In this free guide, you will learn…
- A framework to maximize workforce productivity and cut down on redundant tasks.
- How to address the unhealthy relationship knowledge workers have with their work.
- How workforces will become more adaptable amidst the coming skill reshuffle that AI will trigger.
- How to become a top place to work for Gen Z and Millennials.
- How top executives from Salesforce, JP Morgan, and Lyft view some of the future of work’s biggest challenges.
Workplace personalization at scale. Employee productivity at its peak.
We need flexibility for women in the middle layers of a company. These are the people who have the institutional knowledge of how things work; they've been here for a significant amount of time. They are in the prime of their careers but also starting families. We don’t want to lose them. If they had more flexibility, retaining them would be much easier. We’ve done a good job in building programs for this, but many other organizations are still struggling.
Judy Miller, Chief of Staff for Jamie Dimon at JP Morgan
Judy Miller, Chief of Staff for Jamie Dimon at JP Morgan
People have been able to personalize almost every aspect of their lives. Everything is tailored, everything has an algorithm. The pandemic really provided the first opportunity to personalize work for a lot of people. Now, people want to tailor how they work. As long as it makes them productive and makes them more likely to stay — and doesn’t create an extra layer of administrative tasks for their managers — it’s a win.
Jon Singel, VP, Talent Acquisition at Lyft
Jon Singel, VP, Talent Acquisition at Lyft
I worked with a small team of professionals in the military and while we each had our specialty, we also trusted each other to rise to the occasion should there be a need. I feel that same way at Inclusively – from the leadership to the interns, there is a strong sense of passion and a desire to learn that allows for meaningful cross- functional collaboration.
Ross Barchacky (He/Him/Disabled/Veteran)
Ross Barchacky (He/Him/Disabled/Veteran), VP of Business Development & Strategic Partnerships, Inclusively
“Being a disabled professional and working at Inclusively has been an incredible experience. Charlotte and Sarah’s commitment to inclusion and prioritizing the well-being of each employee means that I can truly bring my full self to work. I’m proud to be part of a team that is not only providing access to meaningful opportunities, but equalizing the entire hiring process with an accessible and transparent approach.”
Tiffany Meehan (She/Her/Disabled), VP of Marketing, Inclusively
“I spent six years as a caretaker for my father after his stroke and I witnessed his struggle to find employment while having a disability. I am also a person who is neurodiverse and received accommodations in college but I had no idea that it was also available in the working world. Finding out there are companies out there to help people like my father and I was really inspiring and it means I can work in an environment where I can be my most productive.”
Bryant R. Huff II (Him/His), Customer Success Manager, Inclusively