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It might sound strange, but after more than three decades as a consultant and researcher on organization culture, I believe the workplace has the potential to strengthen our fraying social fabric and lift our spirits.

Over the past two years, we’ve transformed how we work at a break-neck pace and made progress toward a “Good Jobs” future, where work meets high-level human needs, such as meaningfulness and belonging, and provides for basic needs, like compensation and safety. How do we ensure that the Good Jobs movement keeps rolling forward?

What business results are possible when you redesign jobs? In “Job Quality is a Pathway to Alpha,” IRC4HR is funding development of educational materials and an information campaign to raise awareness of the evidence base regarding the power of improving jobs to generate above-market returns (alpha).

Work for Tomorrow is a global innovation competition, led by the International Longevity Centre (ILC-UK), which seeks to identify and reward the most promising innovations to address the challenges and opportunities of an aging workforce.

They say the presidency doesn’t change people so much as reveal who they are. The same can be said for the pandemic and managers at all levels. We’ve heard plenty about how COVID and a slew of other crises over the past two years have transformed how we work.

  Looking back at 2021 and thinking about what to bring with us into the new year.  It’s been quite a year. A political insurrection, a continuing pandemic, extreme weather events, and a Great Resignation—something I prefer to call the Great Workplace Reinvention. That renaming might suggest I’m an optimist

We’re witnessing the prospect of reform that allows all workers to grow into their potential, enables organizations to thrive, and permits us to produce shared, sustainable prosperity. It’s been called the Great Resignation, the Great Reassessment, even an opportunity for a Great Retention. I have another suggestion for naming the