Recent times have highlighted the importance of workplace wellness and the current geopolitical and economic instabilities have kept it high on the agenda. In this article, we explain why psychological safety is necessary for the highest expression of integrity, innovation, and inclusion; explore the obstacles to creating psychological safety; and show how leaders can overcome these obstacles to boost resilience.

We have interviewed Johan Book, co-founder and advisor with organisation HejEngagemang! working to inspire businesses and individuals on the importance of employee angement and motivation, to create a more successful and healthy worklife.

What happens when the innate traits of leaders conflicts with the dynamic of cohesive teams and how can leadership development mitigate against this? Fredrik Malmsten, Chartered Psychologist at Alumni, outlines the common barriers to creating cohesive leadership teams and how organisations might overcome them.

Environmental, Social and Governance (ESG) factors are rising up the boardroom agenda, as governments and businesses grow in their commitment to be less impactful on the planet and deliver more equitable societal outcomes. HR professionals can play a pivotal role in helping organisations achieve their ESG goals, whether through simply reflecting the diversity of society itself or committing to the strategic cultural goals of carbon footprint reduction and sustainable business practices.

In the hunt for scarce talent and an eagerness to seal a deal quickly, it can be tempting to settle for establishing a candidate’s skills, abilities, and performance through internal selection processes. However, in many roles leadership potential, business attitude, and cultural compatibility are crucial when it comes to making the right decisions in a hiring process. This article explores how getting a second opinion can make a difference in the recruitment process, avoid bias, and improve employers’ ability to make the right choice.

People—and how we invest in and develop them—will ultimately determine whether organisations thrive or merely survive. This article outlines how some principles of ‘Adaptive Leadership’ can support you to focus your priorities on your most important asset.

We recently interviewed Patricia Fors, experienced HR Director and co-founder of the network-based company Future of Work Solutions.

What is going wrong with succession planning when four in ten [1] of the internal job moves made by ‘high potential’ people ends in failure? Do we promote people to leadership roles using the wrong criteria? Daniel Mannheimer, Senior Consultant and Chartered Occupational Psychologist at Alumni explores the reasoning on which we base promotions, how the idea of good leadership is shifting and how we can start turn things around to build organisational resilience for the future.

We recently interviewed Henrik Grand Petersen, CEO of Stena Recycling.

A truly healthy organisation is one which strategically integrates employee well-being into its business objectives and reinforces it through improving and developing their leadership practices. Read more about how leadership impacts organisational health.

Healthcare systems worldwide are faced with escalating demands from the populations they serve. It is vitally important that we now take the necessary steps to realise the opportunities that do exist and only then will we emerge with a sustainable model of healthcare that delivers to patients and populations the care that they deserve. We present latest thoughts from Professor Sir Robert Lechler, Associate Advisor to our Global Healthcare Practice at Alumni

Malin Grundström, Senior Consultant and Head of Alumnis operations in Southern Sweden discusses how regularly conducted ‘Stay Interviews’ between leadership and their reports can provide valuable insights into daily work experiences and strengthen the employee's engagement and retention within the organisation.

Alumni consultants Åsa Lögdberg and Anna Pihl Hedsund present the current changes and challenges that they are witnessing in the labour market and discuss how organisations can best respond in order to weather the storm.

As an intelligent, capable and experienced person you may feel ready for the next step in your leadership career, but are you fully aware of why? Do you have a plan for what you want to achieve? Have you had time to reflect on what motivates you? This article looks at how you can recognise your own personal drivers and how aligning them to your role can be vital for your professional and personal development.

Sustaining a dynamic workforce is an increasingly complex challenge in the war for talent. At Alumni we are witnessing more attractive opportunities in the market than ever before and increasingly fickle candidates that are abandoning their recruitment journey at a late stage, lured by the glitter of alternatives. What does it take to be a destination employer and keep valuable expertise when you find it in today’s changed market?

Frank McKenna, Global MD of our Healthcare practice shares perspectives from his recent travels to the Middle East, struck by the centrality of digital transformation to the region’s healthcare ambitions.

If the pandemic can teach us anything it is that employees want to feel valued by their organisations and its leadership. They crave meaningful interactions, not just transactions. Investing in creating a new kind of leadership that understands the motivations behind the widely reported ‘great resignation’ may be key to businesses mitigating high levels of churn and winning the war for talent.

Imagine your dream job landing in your inbox. Or perhaps you are thinking it’s time for a career move but feel unsure about the options available to you? Regardless of whether you are actively looking or simply job-curious, it’s likely that your future career opportunities will be in the hands of executive search specialists or ‘headhunters’. Here are some top tips from Alumni about helping you get spotted by people like us and matching your potential with an exciting new role.