Even so, many companies have either not invested in human capital analytics or fully realised the expected impact of past investments. A recent Harvard Business Review (HBR) study revealed how HR can build a workforce analytics strategy that uses people data to inform talent and company-wide decisions.

Start with a strategy for using HR and people data

To be valuable, HR data analysis must be geared toward answering a specific question. Such questions can be extrapolated from the five main types of actions McKinsey identified that companies would need to take in building the workforce of the future.

Retrain: What are the specific employee skills that we need to increase proficiency in, or do we need to focus on new skills?

Redeploy: Do we need to shift parts of our workforce by redefining work tasks or redesigning processes?

Hire: Do we need to acquire individuals or teams with the requisite skills, increasing the workforce?

Contract: Do we need to leverage external workers, such as contractors, freelancers, or temporary workers?

Release: What skills are no longer needed? Can we remove skills not needed by freezing new hiring, waiting for normal attrition and retirement, or in some cases, laying off workers?

Connecting people data analytics to a clearly identified business process, goal, or metric yields the greatest operational benefits and business value. The HBR study also found that digital companies were front-runners when it came to adopting automated techniques for the talent chase, and analysing HR data to retain their highly skilled and mobile workforce.

Continuously analyse HR data in business context

Too often, people data remains siloed in HR systems and used primarily by HR departments. In the HBR study, 89 percent of the 180 executives surveyed said that HR or people data was most valuable to an organisation when combined and analysed in conjunction with financial, operational, and other enterprise data. What鈥檚 more, 92 percent of respondents believed that all business leaders 鈹� not just HR executives 鈹� needed to review and analyse HR data.

The study found that the business benefits of sharing people data company-wide included faster visibility to better predict hiring and retention needs, improved budgeting and planning capabilities, greater agility in staffing projects, and the ability to proactively address potential hiring compliance.

For example, the Coca-Cola Company鈥檚 Botting Investments Group (BIG) data strategy focuses on a platform that integrates and analyses HR data daily to identify reasons for attrition, including the trend amongst 鈥渕illennials moving in and out, and not just assume they鈥檒l stay for five years or miss the opportunity to give them a better package and get them to stay longer. These are the questions we want to answer. We want to see the bigger picture. That鈥檚 the kind of HR department the enterprise needs, and HR wants to be.鈥�

Be prepared to make organisational and tech changes

Embedding analytical capabilities and recommendations into the organisation鈥檚 decision-making processes and workflows increases both the accessibility and actionability of people analytics.

Perhaps most importantly, we need to recognise that while the fundamental business of running a business hasn鈥檛 changed with the balance sheet the ultimate measurement tool, the role of HR has significantly transformed from administrative transactional processor to strategic advisor. This transformation is still, in part, aspirational at many organisations today. It’s time to jettison long-held perceptions about HR as just a cost center. Senior leadership and every business team including HR need to get on board with modern workforce analytics. Using integrated HR and people data will allow organisations to link both the people and finance perspectives in all mission-critical decisions, operations, and planning 鈹� a must for survival for organisations both today and of the future.

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The COVID-19 pandemic has totally transformed the employee/business relationship over the past year, as a more remote workforce adopted digital platforms as their primary mode of engagement. While this was initially thought to be fleeting, it鈥檚 now becoming more obvious that many of these fundamental changes are set to stay.

Although as businesses start to adopt a more听, Australian HR leaders might be underestimating some of the challenges of the post-pandemic 鈥榥ew-normal鈥�. According to an听听of HR leaders across the globe (commissioned by 麻豆原创 SuccessFactors) around 47 per cent of Australian leaders see increased employee demand for remote work as one of the top long-term impacts. 64 per cent also indicated flexible work policies to be more important in their ability to attract and retain talent moving forward.

Despite this, though, only 23 per cent agreed that the majority of their workforce can work remotely and have the necessary technology environment to do so effectively. This discrepancy is alarming and indicates that employers need to make more investments in return-to-work technologies, such as test and trace mechanisms and remote worker management systems.

Australian businesses also have some work to do when it comes to issues of maintaining an engaged workforce, reskilling and upskilling, and talent acquisition, which have all changed immensely since the start of the pandemic.

The changing nature of employee engagement

Mass movements of employees into home offices and more remote locations has triggered a paradigm shift when it comes to how organisations maintain employee engagement and morale. It鈥檚 easy for employee bases that are more distributed and isolated to become disengaged and unenthusiastic, with productivity slipping as a result.

It鈥檚 never been more important to check-in on employees, not only to make sure they鈥檙e still engaged but also to touch base on their wellbeing. Despite this, Australian leaders are significantly less likely than other countries to be conducting regular pulse surveys to gather employee feedback (25 per cent).

This leaves many organisations in the dark about employee sentiment, as the workplace continues to evolve. We鈥檙e in a situation where everyone is adapting to a new mode of working, so employees are still figuring out what鈥檚 important to them. Organisations need to understand where they could be more effective and productive and one of the best ways to establish this is through setting up an employee listening strategy and conducting regular pulse surveys.

Rethinking talent acquisition policies

COVID-19 has pushed workers out of central offices and into homes or more remote working spaces. Employers need to consider this in their talent acquisition strategies and processes, as not only is there a wider pool of available and suitable talent but the environment is also far more competitive. It鈥檚 now possible for candidates to pick up positions in entirely different cities or even countries, so organisations need to do a lot more to stand out.

There are three important steps employers need to take when crafting new talent acquisition policies for a hybrid working environment, which are:

1. Identify skills gaps听鈥� employers need to take stock of the available skills across the entire organisation to identify weak points and assess what鈥檚 needed
2. Increase internal mobility 鈥撎�this goes back to reskilling and considering where training opportunities could be used to fill talent requirements
3. Use technology to scale up hiring and on-boarding 鈥�听this is an important step as it will allow organisations to more effectively define their purpose and differentiating aspects to candidates and new employees.

Organisations need to put themselves in candidates鈥� shoes if they are going to compete for top talent post-pandemic. In our findings, 64 per cent of respondents believed that COVID-19 will make flexible work more important to attracting and retaining talent, with financial stability of the organisation (62 per cent) and work/life balance (59 per cent) also top of mind.

However, many employers may be underestimating the importance of compensation 鈥� which takes precedence for responders in other countries 鈥� with only 43 per cent of Aussie employers flagging that as a major focus.

Australians lagging on reskilling and upskilling initiatives

There is often a misconception that, during tough times, businesses need to focus on utilising and maintaining their existing talents and skillsets. However, the coronavirus pandemic has taught us that reskilling & upskilling employees can be a huge differentiator, especially in terms of a businesses鈥� ability to pivot and adapt.

Take NAB, who used the pandemic as an opportunity to convert thousands of training programs to听run online, supporting the upskilling and reskilling of its 40,000-strong workforce. Emphasising digital and data skills, the bank found a range of synergies across the organisation and permanently improved its overall workplace training and delivery.

础听听report found that at least half of all employees will require reskilling and upskilling by 2025, with the potential to boost GDP by $6.5 trillion. Furthermore,听 report called out workforce talent and skills development as one of the key trends for businesses that were maintaining agility and continuing to thrive.

This imperative has not been reflected in our study, as only 34 per cent of Australian employers expect to invest in learning programs for reskilling and upskilling (compared to 38 per cent of global respondents). Australian鈥檚 are also significantly less likely to make major operational or strategic changes over the next year, and 鈥� as a result 鈥� may be overlooking the necessity for expanding employee skill sets.

Australia鈥檚 global position as having handled the virus extremely well may be playing a role in spurring employer complacency on training initiatives, with a belief that a return to normality may be on the horizon. Although considering the permanent effects on the economy and new hybrid ways of working, faith in a return to 鈥榖usiness-as-usual鈥� is misplaced. This will only be exacerbated next month, as the JobKeeper initiative听.

Overall, businesses need to recognise that the pandemic is more than just a blip in history, it will have a lasting impact that must be catered for in the long-term. With the right technology, employers can ensure that workforces remain engaged and the right talent is always at their fingertips.

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According to the report, 鈥溾��, the vast majority of Australian HR executives surveyed claim their organisation effectively found new ways of working in response to the pandemic (80%) and believe they are well prepared to address the changing work environment (78%).

HR challenges and opportunities in 2021

However, other findings indicate Australian HR executives may be underestimating upcoming people challenges as changes to the workplace continue to accelerate. 听Almost half of Australian leaders (47%) see increased employee demand for remote work as one of the top long-term impacts of the pandemic, with 64 per cent saying they expect flexible work policies will be more important to an organisation鈥檚 ability to attract or retain talent going forward. Yet less than a quarter (23%) agree the majority of their workers can work remotely and have the necessary technology and environment to do so effectively.

Only 14 per cent of Australian HR executives surveyed plan to invest in return-to-work technologies over the next 12 months, including test and tracing and remote worker management technologies, despite almost half (49%) expecting that maintaining productivity in the new dispersed work environment is going to be an ongoing challenge.

Australian leaders are also not viewing reskilling talent as a top priority, with only a third (34%) claiming they expect to invest in learning programs for reskilling and upskilling over the next year. Among the top countries to invest in reskilling are Mexico (50%), India (46%) and Spain (40%).

“Modernising HR is a critical piece of any organisation’s digital transformation journey, and it’s become even more important as we continue to adjust in the wake of the pandemic,” says Angela Colantuono, VP and head of 麻豆原创 SuccessFactors ANZ, which partnered with Oxford Economics and the Society of Human Resource Management to conduct the study.

Preparing for the future of Work

“There has been a huge amount of resilience and agility demonstrated in recent months as workplaces have adapted, but driving ongoing business results demands a continued focus on agile processes, learning and reskilling, and a culture that embraces every individual and values their feedback.”

Staying on top of employee sentiment is another area where executives鈥� feedback points to a mismatch between expectations and intentions. While more than 44 per cent of global respondents said that establishing a culture that supports remote employees will be a challenge going forward, and most acknowledge that their workers have had very different experiences depending on if they are salaried, hourly, office or field workers, Australian leaders are significantly less likely than other countries to be conducting regular pulse surveys to gather employee feedback (25%). Many may be left in the dark about employee sentiment as the workplace continues to evolve.

鈥� surveyed HR leaders in 10 countries, including Australia, Brazil, Canada, China, India, Mexico, Spain, the United Kingdom and the United States. The data in this press release represents more than 300 HR leaders in Australia.

Download the . To find out more about 麻豆原创 SuccessFactors Human Experience Management solutions, visit the .听

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The study analysed the largest 500 Australian companies by revenue to identify the workplaces that are leading the way with dad-friendly policies including parental leave, flexible work and other benefits.听The 2020 results showed more companies are offering dads the opportunity to take over as primary carer, which is up by almost 6 per cent since the list was first released in 2018 (17.1%, up from 11.4%).

Debbie Rigger, Head of HR, 麻豆原创 Australia and New Zealand, said:

鈥淭he events of this year have underlined the importance of flexible working and maintaining work-life balance, which is especially important for new parents. At 麻豆原创, we are always looking at new and innovative ways to provide the best possible employee experience, through new leave policies, support networks, and other benefits.

The recognition is a win for all of us at 麻豆原创, because every employee is responsible for building and maintaining our exceptional culture.鈥�

Tamma Kirkby, Managing Editor of 贬叠贵鈥檚 Direct Advice for Dads, said:

“Australian companies are moving fast to improve parental benefits. The top dad-friendly companies this year have picked up the pace and commitment to gender-neutral policies in their workplace, with nearly half of the companies listed making no distinction between paid parental leave for primary and secondary carers.鈥�

that new fathers who take parental leave of more than two weeks develop more confidence as parents, develop closer bonds with their children, better manage work-family balance, and have a better parenting relationship with their partner.

20) 麻豆原创 Australia

麻豆原创 Australia offers dads paid parental leave to care for a newborn or recently adopted child. Other benefits for new parents include help sourcing suitable childcare, flexible work arrangements, and counselling and advice for dads and their families to help deal with any personal or work-related problem.

• 听Paid secondary carer鈥檚 leave:4 weeks
• Paid primary carer鈥檚 leave:17 weeks
• Headquarters:听Sydney, NSW
• Industry:听Computer software
• Number of employees:听1413

To find out more about working at 麻豆原创 Australia, visit the about .听

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鈥淲e view well-being as a key predictor in employee experience, engagement, and all the outcomes that organisations seek from their employees,鈥� Autumn explained. 鈥淭his initiative has involved a couple of key components, one has been the ability to draw connections from our suite of products at and how organisations can utilise those to improve employee well-being, so really connecting the dots for our customers between the functionality we offer today and how they can leverage it to improve well-being.

https://player.whooshkaa.com/episode?id=753768

鈥淭he other components are more associated with our partner ecosystem. We have some great partners focused on well-being and offering different technologies in the market, so another key part of well-being at Work is to bring those into our ecosystem and integrate them with 麻豆原创 SuccessFactors and really have the best of both worlds 鈥� what we can offer from an organisational and HR functionality point of view, and then collaborating with these amazing well-being experts who are doing awesome things in their own right when it comes to technology and improving well-being.鈥�

Autumn received her PhD in organisational psychology around 15 years ago, specialising in organisational healthy psychology with a focus employee well-being, health, and safety. 鈥淚 like to endorse a more holistic view of what well-being is, so part of my research has been on safety at work, which during the COVID-19 pandemic has become more paramount in all different types of industries,鈥� she said.

鈥淢y primary background in that research was high-risk, high-reliability industries, which are places where people can get significantly hurt and die,and studying the psychological piece of safety 鈥� how can we instil good safety attitudes and beliefs to have workers make good safety choices and support them with a strong safety culture.鈥�

鈥淏eyond that in the more the well-being and health side, I鈥檓 studying all types of stressors at work and trying to understand how organisations can really cultivate better work environments and design jobs in a more healthy and effective way. We can really go upstream and reduce the likelihood of stress at work and take a more proactive approach instead of trying to treat the symptoms once they occur.鈥�

According to Autumn, the value of well-being has only gotten earlier scepticism in the past ten years. 鈥淲hile we all might want to endorse it because it鈥檚 just good to do as companies invest in well-being, provide benefits, and take care of their employees, there鈥檚 an argument to be made in its own right that we鈥檙e still running businesses.

鈥淚f we want to get executive teams onboard and invest in well-being as a strategy, then we need to show that it has significant positive impact on both employee and organisational outcomes. Luckily over the past decade there has been a lot of research that鈥檚 been assembled, both academic and business studies, to show that it does impact important outcomes.鈥�

Autumn noted that at an individual level, well-being can mitigate and reduce burnout, absenteeism, presenteeism (when people come to work but aren鈥檛 fully engaged or productive), and ultimately reduce turnover.

鈥淎t an organisational level, I like to think more of the upside, trying to improve organisational capability, resilience, and agility,鈥� she added. 鈥淚f you鈥檙e thinking more of financial impact, there鈥檚 a lot of evidence that it reduces healthcare costs, mental health claims, and the like. There鈥檚 plenty of evidence that I would argue that shows well-being makes sense for business.鈥�

Autumn encourages businesses to think of organisational well-being focus like culture change. 鈥淪ystemically embed well-being as a value in our company and there鈥檚 a lot of work to be done. It鈥檚 not as a simple as a band aid of well-being benefits, which I think is one of the common mistakes that organisations make.

鈥淲hen they do wrap their head around the potential business benefit and switched on to the idea that well-being is important, what they often intend to do is then throw a lot of well-being benefits at it. They鈥檒l have a cornucopia of well-being offerings, be it training or gym membership, nutrition classes, whatever it might be. There is a lot of focus on benefits, offerings, and programs rather than initiatives.鈥�

Autumn expressed the importance of to approach this cultural shift more holistically. 鈥淚t鈥檚 about trying to drive work environment, work conditions, leadership support, and executive decision making that cultivates a strong culture of well-being alongside providing benefits.鈥�

Another key driver Autumn highlighted in company well-being is leadership. 鈥淲e know generally speaking that better leaders are going to have more positive well-being and when I say better leader, I mean more transformational 鈥� people who are more inspirational, more encouraging, have a vision that they can communicate to their workforce, offer support and coaching, and show a lot of active care 鈥� being able to really recognise your workforce as whole people and support them in that capacity. Better leaders have healthier employees when it comes to well-being.

鈥淲hen I talk about the organisational culture and really showing that well-being matters, one of the key ways is leader role modelling. A lot of the interviews I鈥檝e done, employees will say, 鈥業 can鈥檛 find the time to walk at lunch or take a break, or invest in my well-being and have reasonable work hours because I see my boss and they鈥檙e chained to their desk, not taking advantage of those programs or giving themselves breaks.鈥� Research has shown that leader role modelling of well-being being important to them then certainly translates to employees having permission to also invest in their own well-being.鈥�

According to Autumn, the most recent research shows that leaders who invest in their own well-being not only shows they鈥檙e role modelling positive behaviour, but also afford themselves the capacity to be better leaders. 鈥淚f you鈥檙e expecting a lot out of a leader, they really don鈥檛 have it to give 鈥� they can鈥檛 turn around and offer the right level of resources and support to their employees. There are so many reasons why we have to start with leaders investing in their own well-being to create that space and role model for the rest of the business.鈥�

To learn more about the impact of COVID-19 on team dynamics, social exhaustion and understanding how to foster positive well-being particularly during this challenging period, listen to our most .

Listen on , , and

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Debbie Rigger, Head of HR, 麻豆原创 Australia and New Zealand, said:

鈥�The recognition is a win for all of us at 麻豆原创, because every employee is responsible for building and maintaining our exceptional culture. More than ever, the health, happiness and wellbeing of employees across the country is under enormous pressure as a result of the pandemic, so it鈥檚 particularly rewarding to be recognised and to see our position increase.鈥�

鈥淚鈥檓 tremendously proud of the HR and GPTW teams at 麻豆原创 who have kept our staff connected and supported through this year, with inventive and thoughtful programs from virtual workouts to 鈥榪uarantunes鈥� playlists,鈥� continued Ms Rigger.

Below are some of the initiatives which have helped to foster the awesome culture at 麻豆原创 Australia.

Our commitment to a diverse and inclusive workforce

麻豆原创鈥檚 Respect@麻豆原创 programme is all about reminding each employee that everyone plays a part in creating positive experiences, healthy relationships and an inclusive workplace.

Together, we can create a culture where people feel welcome, belonging and the ability to thrive. As an organisation, we are committed to providing a safe work environment for employees 鈥� one that is free from bullying, harassment and discrimination.

Each of our Great Place to Work teams across all our offices continually play a key part to keeping us all connected and engaged.听 From virtual drinks with trivia to virtual kids and adult yoga to virtual bootcamps and a virtual bake-off, there is something for everyone.

听Our engagement with the community

Our collaboration with our social partners, including The Smith Family, The Australia Indigenous Education Foundation, The Graeme Dingle Foundation, and The Akina Foundation have all provided our employees opportunities to positively impact our communities through volunteering, mentoring, and operation support.

In 2019, our employees volunteered 4,529 hours of their time to purpose-led activities, and 麻豆原创 impacted a total of 18,991 lives. This included training 11,577 youths, and delivering a phenomenal AUD$870,553 of in kind-contributions and funds raised. More than 139 customers and external parties participated in employee led events.

Creating an inclusive, strong and healthy culture is an ongoing commitment 鈥� a never-ending journey, not a destination. Winning an award that’s based on our employees lived experiences at 麻豆原创, validates the ongoing effort we have put into cultivating a workplace that lives and breathes our core values.

We believe a strong culture lays the foundation for a strong business. It鈥檚 our key to attract and retain the best employees, partner with the world’s leading brands, and drive change in our community.

To apply for a role at 麻豆原创, visit:

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So how can an organisation support the “no touch” future of interacting with their employees and future employees? Fortunately, we live in a truly amazing digital age and there are several solutions and techniques that can offer not only a no touch solution, but some interesting advantages as well. HR teams need to be as as any other part of an organisation, so its important to consider alternatives to the ‘normal’ way of doing things to support the continuity of business.

I’ll address a few key areas, but keep in mind that these technologies can be used in many diverse circumstances and chances are your organisation may have adopted some of these already, but perhaps only in areas outside of HR.

Let’s start with the process of hiring. Though many organisations do not have hiring new employees anywhere near the top of their priorities, other organisations cannot hire quickly enough. But how do you interact with a candidate or an employee job seeker virtually?

Video interviewing is becoming among many organisations these days because of the ability to interview a person without inviting them into a facility, in close proximity to other employees. Products like HireVue and Sonru are good examples but there are many. The way video interviews generally work is to allow a candidate to record themselves answering questions. So unlike a Zoom, or a Microsoft Teams conference, the interview may not be held live, and instead be completely automated.

The candidate receives an email message with a link to begin the process. After a short testing phase to make sure the candidate’s camera, internet speed and sound are working, the candidate is given the opportunity to practice answering some questions first. Finally they will record their interview. Some solutions will provide a timer both to read and understand the question, and also to answer the question.

One nice aspect of this process for the candidate is that they get to rehearse, and they don’t have the pressure of someone watching them. For the recruiters, there are all kinds of metrics, and that can be derived from the videos not only from how the questions were answered, but also from more subtle cues like facial expressions, where their eyes are looking, and more.

Digital Signatures
At some stage, your employees or prospective employees will be asked to sign a document. Whether it is their employment contract, or company policy – handing them a piece of paper that they – ewww – touch, is not acceptable. So enter the technology of .

There are many technologies available, some able to stand up in court better than others but in every case the person doing the signing is doing so in an entirely digital way. One standout is DocuSign of course who offers the concept of a ‘digital signature’ that incorporates sophisticated technologies to prove that a person really did sign a document. Signatures can be a graphical representation of an employee’s actual signature, or facsimile or just some letters standing for their initials.

The signature itself is not the important part, it’s all the underlying data to support its validity that will hold water with your company’s legal team.

In conclusion, though these are some excellent and widely used techniques, there are still many organisations that have not made the move to a “no touch” or even a “low touch” environment when it comes to interacting with their prospective and existing employees.

Aside from these employer side solutions, HR needs to be a key player in other areas of employee life also, like supporting and techniques that also support social distancing. Hopefully these examples will light the fire of action with you and your HR team so you can be bold and adopt technologies like these to support your employees and job seekers. When it comes to sound “no touch” solutions, you cant touch these.

The post How Your Recruitment Process Will Change Into The Future appeared first on 麻豆原创 Australia & New Zealand News Center.

Created to support employees and combat fake news, the app will collate information from trustworthy sources including , and combine it with specific country data, local government guidance, travel information and relevant company policies, to provide localised information for users. It will be available free of charge to all 麻豆原创 employees and any customers globally who have an 麻豆原创 Cloud Platform Enterprise Agreement.

The app, which is accessible as a webpage or as an Apple iOS application, was launched by the 麻豆原创 APJ Innovation Office. It was developed in association with 麻豆原创 Global Conversational , Digital Labs, Global Health Management, HR and Qualtrics teams.

The Bridge-IT app will offer the following features:

• Data Platform 鈥損owered by 麻豆原创 Cloud Platform, the data platform bridges information from trustworthy global and local sources, as well as specific country, government and company data to provide as accurate information as possible, in real time
• Chatbot 鈥� powered by 麻豆原创 Conversational AI technology, the chatbot provides a user-friendly tool for questions and access to company specific FAQs or healthcare guidance
• Automated Guidance Tools 鈥� powered by Qualtrics, these personalised surveys span a range of topics for respondents to input their situation and be routed to appropriate resources based on their needs. This includes a COVID-19 symptoms survey, which provides tailored healthcare guidance and resources based on users answers about symptoms displayed
• Dashboard 鈥� provides visualisations of real time data, such as impacts of COVID-19 on supply and customer-based data, including public sentiment on 麻豆原创 Analytics Cloud.

The app incorporates a standard set of data, including company policies, travel information, COVID-19 case numbers, health resources, and legislative updates, but can be adapted to include specific data or information as required. Additional functionality, including a 鈥楧igital Boardroom鈥� feature, is set to be rolled out in coming weeks.

One of the first 麻豆原创 customers using the app, a global pharmaceuticals firm, has already rolled out the app for staff, including bespoke data on the number of COVID-19 cases searchable by hospital location. This helps employees at the firm to predict likely demand for medical supplies and respond accordingly.

鈥淭his app is one of several ways 麻豆原创 is helping to fight COVID-19 across Asia,鈥� said Scott Russell, President, 麻豆原创 APJ. 鈥淭he volume of important information on the pandemic from a huge variety of sources 鈥� including employers, the government and health authorities 鈥� can make it hard to keep up. Bridge-IT is designed to help guard against COVID-19 misinformation and help people stay on top of important updates in the simplest way possible, so they can focus on their health, happiness, and wellbeing.鈥�

Damien Bueno, President and Managing Director, 麻豆原创 ANZ, said: 鈥淚鈥檓 very proud of our regional Innovation Office 鈥� led by a team in Melbourne 鈥� for harnessing the power of data and developing a one-stop tool to provide accurate, corroborated, and trustworthy information,鈥� said Mr Bueno.

鈥淎t this time of heightened uncertainty 鈥� and the anxiety and stress that it leads to 鈥� we hope the app will give our employees and customers some peace of mind, by delivering the information they need to know, when they need to know it.鈥�

All data in the Bridge-IT app will be open and accessible so third parties can develop additional solutions.

To access the app, 麻豆原创 employees can . A publicly accessible version of the app .

For 麻豆原创 customers, please speak to your 麻豆原创 account team to arrange access.

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‘It is absolutely critical to make people feel comfortable in the workplace’

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