Virtual recruitment methods like video interviews are invaluable in overcoming the challenges of remote hiring in China.

Frequent 1-2-1’s are essential to successful virtual working in China – here are our 5 top tips for running them remotely. 

A key role for leaders is to engage and motivate their team in China – but how when everything is so uncertain and different?

Here’s five ways how employers can maintain their workplace culture remotely and successfully manage from afar in China.

Working within virtual teams and managing from afar requires a different approach to managing people in China.

When crisis comes particularly sudden and drastic, all emphasis shifts to the leader. How should they step up and show the way forward?

Do you think any of the changes we’ve made to our working lives during this crisis will stick in the new era of work?

We’re joined by organisational psychologist Gordon Tinline to discusses the fundamental career lessons of working in the current climate.

Download our PDF guide on how to ensure your remote-working teams maintain emotional wellbeing during any period they work off-site.

The right video tools can make all the difference when it comes to working remotely. That's why we've put together a list of our favourite video tools that you should be using.

Read our five top tips on how leaders and managers can onboard new starters remotely which is a scenario that could become commonplace in the next era of work.

One skillset working during this period we would all need is that of 'change ability'. It is tipped to be a skillset that all employers will look for as a core capability in the workforce of the future.

The global COVID-19 crisis has already transformed the way in which we work in such a short space of time. In this Q&A, Simon Lance, Managing Director for Hays Greater China shares his valuable insights from the last four months and the considerations for business leaders going forward.

In just a matter of weeks, the world of work has been shaken by change and uncertainty than it has experienced in an entire generation. The COVID-19 crisis is forcing organisations to transform their business models, find new ways of working and question their very purpose in what feels like the blink of an eye.

If you work in inclusion and diversity (I&D), you’re may be concerned that years of progress could be lost within this time. Senior teams are reacting to fast-changing government advice, keeping day-to-day business running virtually, and attempting to salvage business dealing with the continued financial fall-out of the crisis.

If there’s one thing social distancing measures have shown us, it’s that a large percentage of the workforce can work productively and successfully from home.

The COVID-19 pandemic has touched all areas of business. It has meant organisations and workers alike have had to adapt and be agile to deliver, in some cases, the same job they had been doing one way for some time.

Shaking hands enthusiastically before a face-to-face meeting, sharing pens to scribble down ideas during a brainstorming session, bonding with our colleagues whilst taking part in a team building session.

As governments around the world slowly start to ease lockdown restrictions, for many leaders, focus is now firmly on how to return to growth when operating with backdrop of uncertainty and unease. 

The COVID-19 crisis has brought sweeping change to so many aspects of our lives – where we work being one of them. Some of these changes will be permanent.

The lockdown period has been a learning curve for both businesses and professionals. We have had to learn how to use new technologies and how to remain productive when outside of the office, all whilst consciously supporting one another’s mental health and wellbeing.