USA to feel that their role makes a real, impactful difference before they’re fully invested. They need to feel seen, heard, and valued, and they are demanding that their organisation exhibits some type of social responsibility. If it does, they become much more engaged and involved. Because of my expertise and experience in education, business, law, and advocacy, I am uniquely qualified to advise organisations from a legal, HR, employment, business, resilience, and social perspective so they can optimise their operations and their impact. I offer corporate HR departments and C-suite executives, as well as governments, universities, and NGOs, my expertise to holistically modernise company culture, mitigate risk, optimise operations, and strengthen their bottom line by truly developing their people. This not only facilitates innovation and economic opportunity, but it fosters the development of human potential as well. It’s a role that I really love because it allows me to bring all my expertise together. Looking at the large organisations that approach you—in many cases because they are failing to engage their workforces—what are the most common stumbling blocks that you are called upon to solve? I see two main problems right now. The first is rising costs due to a combination of factors: supply chain restrictions, increased costs of goods and services, inflation, etc. Organisations are haemorrhaging money and are looking for inefficiencies to iron out. Second: a lot of organisations are also haemorrhaging people. As noted above, many were forced to leave during the pandemic because the organisations failed to accommodate them—whether wittingly or unwittingly. This en masse loss of the workforce revealed that, to their roots, traditional organisations were not truly built to value and celebrate their people. This turnover has finally hurt their bottom line, as they have open positions that they are not able to fill, resulting in organisational gaps that hamper production, innovation, and results, and necessitating ongoing expenditure on recruitment and training. Furthermore, if they do not have an enticing company culture, people who have options often leave as fast as new employees are hired. Forward-thinking organisations, on the other hand, understand that they need more than a stop-gap. They need to build the company culture first. Such organisations Whenyou are told that you might notmake it through the night, you suddenly become very clear onwhat matters and what your vision andmission and purpose are. 19
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