Today we're going to talk about high-performance teams, the business value they create, and how to create these teams. To help me discuss this topic, I’d like to welcome John Estafanous, Founder & CEO of RallyBright.

This is the second in a two-part series on what we call the experience trifecta: combining technology, employee experience, and customer experience to create a better communication and collaboration environment that translates to better business outcomes. We’ll begin by exploring technology’s role and impact on the employee experience.

This is the first of a two-part series on what we call the experience trifecta: combining technology, employee experience and customer experience to create a better communication and collaboration environment that translates to better business outcomes. We’ll begin by exploring technology’s role and impact on the employee experience.

This is part 4 of a 4-part series of articles is based on ideas from my book The Center of Experience, in which I explore the relationship between customer experience and employee experience, and how organizations can achieve transformative results by embracing a customer-centric culture.

This is part 3 of a 4-part series of articles is based on ideas from my book The Center of Experience, in which I explore the relationship between customer experience and employee experience, and how organizations can achieve transformative results by embracing a customer-centric culture.

This is part 2 of a 4-part series of articles is based on ideas from my book The Center of Experience, in which I explore the relationship between customer experience and employee experience, and how organizations can achieve transformative results by embracing a customer-centric culture.

This 4-part series of articles is based on ideas from my book The Center of Experience, in which I explore the relationship between customer experience and employee experience, and how organizations can achieve transformative results by embracing a customer-centric culture.

The hiring market has always been evolving, but it seems that as of late the changes have become more radical. What does this mean for recruiters? For one, it means a massive shift in the ratio of supply and demand. First, a dearth of talent on the market, then a flooding of qualified candidates filling job boards and applications. In other words, first, there aren’t enough resumes to review, and then there are too many, without a good way to easily differentiate.

In this final part of this series on the agile workforce, I’m going to talk about how to implement and be successful with a hybrid team so that your organization can truly embrace the future of work. Many of you are already working with hybrid teams, though in some cases organizations can benefit by being more intentional about how, where, and why they deploy different types of teams.

In this part of the series, I’m going to talk about how organizations themselves can best prepare, adapt, and improve in the era of the agile workforce. Understanding how to do this is mission-critical as the world of work continues to evolve and adapt to both immediate conditions and longer-term trends. While we’ve seen a recent massive shift towards remote work, some of this may return to pre-pandemic levels, while others will remain. Agile organizations will be able to measure and adapt to their unique workers, industries, and organizational objectives.

In this 3-part series, I’m going to discuss what we mean by the agile workforce, and how organizations can succeed in a world of work that incorporates hybrid teams, increased automation, and a growing independent workforce. These concepts are taken from my book, The Agile Workforce, available in print and digital versions.

Many workforce experts refer to a “hybrid workforce” as part of our future. This is made up of several types of workers, including independent consultants, full-time employees and it also incorporates both on-site and remote workers.

There are a plethora of materials already on the subject of the value of customer and employee experience. In my work, I’ve helped clients with customer experience, employee experience, even student experience. This work is a natural outcome of several other disciplines.

We’re living in the age of the agile workforce, with hybrid teams of full-time, onsite, remote, and freelance workers collaborating to create great results. In order to achieve the most success possible, companies need to innovate in their hiring practices and shift their thinking in some cases.

The importance of both employee experience (EX) and customer experience (CX) is now well-known, with a majority of companies competing based on both factors for both top talent, and customers. Because of this, a comprehensive brand experience, or customer and employee experience combined, must be achieved by companies. I refer to this combination of EX and CX within the enterprise as a Center of Experience.