The HCL Review Podcast copertina

The HCL Review Podcast

The HCL Review Podcast

Di: WRKdefined Podcast Network
Ascolta gratuitamente

Offerte di stagione | 0,99 €/mese per i primi 3 mesi

A seguire 9,99 €/mese – si applicano condizioni. Puoi disdire mensilmente.
Want to listen to your favorite HCL Review article on the go?! We’ve got you covered! Catch all of your favorites right here in your podcast feed!All rights reserved by WRKdefined Economia Gestione e leadership Management
Episodi
  • The Care Squeeze: Why Working Caregivers Are the Workforce's Hidden Majority, and How Leaders Can Build Care-Ready Organizations

    The Care Squeeze: Why Working Caregivers Are the Workforce's Hidden Majority, and How Leaders Can Build Care-Ready Organizations
    Oct 19 2026
    Abstract: Unpaid family care for aging parents, children, and relatives with illness or disability has become one of the most widespread and least visible forces shaping employee performance and retention. This article synthesizes recent national data, including the AARP and National Alliance for Caregiving's Caregiving in the US 2025, Bureau of Labor Statistics time-use estimates, and the University of Kansas Care Board's October 2026 release, alongside peer-reviewed research on work-family conflict, family-supportive supervision, and randomized workplace interventions. It describes how caregiving shows up at work as schedule disruption, reduced hours, declined promotions, and exits, and how those costs fall unevenly on women, hourly workers, and mid-career talent. Five evidence-based responses are examined: making care visible, training family-supportive supervisors, redesigning work for schedule control, offering inclusive caregiving leave, and building equitable care infrastructure. Organizational examples from technology, financial services, energy, insurance, professional services, health care, and retail illustrate each response. The article closes with three pillars for long-term care readiness: measurement, equity by design, and a culture of shared care.
    Mostra di più Mostra meno
    25 min
  • Designed for Every Mind: Neuroinclusion, Universal Design, and How Leaders Can Move Beyond Diagnosis-Based Accommodation

    Designed for Every Mind: Neuroinclusion, Universal Design, and How Leaders Can Move Beyond Diagnosis-Based Accommodation
    Oct 19 2026
    Abstract: Neurodivergent employees, including autistic people and those with ADHD, dyslexia, and dyspraxia, remain underemployed and inconsistently supported despite a decade of high-profile hiring programs. Most organizations still route support through a diagnosis-and-disclosure gate: an employee must obtain a label, reveal it, and then receive adjustments drawn from a condition-specific checklist. In October 2026, the UK Expert Academic Panel on Neurodiversity concluded that this model is slow, inequitable, and poorly predictive of what people actually need, and recommended needs-led support anchored in universal design. This article synthesizes that report, recent employer and employee surveys, and peer-reviewed research on neurodiversity at work. It examines the scale of the employment and experience gap, its consequences for organizations and individuals, and five evidence-based responses: needs-led adjustments, universal design of work systems, skills-based recruitment, manager capability and psychological safety, and specialist programs integrated into the mainstream. It closes with three pillars for building durable neuroinclusion capability and practical takeaways for leaders.
    Mostra di più Mostra meno
    26 min
  • The AI Dividend Gap: Why the Benefits of AI at Work Are Flowing to Those Who Already Have Good Jobs, and How Leaders Can Share Them More Widely

    The AI Dividend Gap: Why the Benefits of AI at Work Are Flowing to Those Who Already Have Good Jobs, and How Leaders Can Share Them More Widely
    Oct 18 2026
    Abstract: Early evidence on generative artificial intelligence at work suggests that its benefits are real but unevenly shared. Year-two results from the American Job Quality Study show that most employees who use AI report working faster and more creatively, yet only 28% of U.S. employees use AI at least weekly and 54% have never used it in their role. Regular use is concentrated among college graduates, managers, higher earners, and knowledge-intensive industries, the same groups that already hold quality jobs, while about half of all employees report less influence over technology adoption than they would like. This article defines the "AI dividend gap," reviews research on who adopts and who gains from generative AI, and examines organizational and individual consequences. It then synthesizes five evidence-based responses, illustrated with documented examples from entertainment, technology, healthcare, hospitality, retail, and financial services: designing for broad access, closing the use gap, building worker voice into technology decisions, bargaining over how gains and risks are shared, and reinvesting gains in better jobs.
    Mostra di più Mostra meno
    18 min
adbl_web_anon_alc_button_suppression_t1
Ancora nessuna recensione