Sergio Ezama, chief talent officer and chief HR officer of Global Groups and Functions at PepsiCo, talks about the company's new "Work that Works" strategy for its 80,000 global office workers, which sets no limitations on remote work. Ezama explains how the strategy was created and how it's being implemented; what the transformation means for physical workspaces; and how managers are being trained to prevent "proximity bias."

Research indicates job candidates are attracted to apply to companies they perceive as being a good fit in terms of their professional and social identity, priorities, standards and values, writes Jessica Walter. "After the candidates with a high [Person-Organization Fit] are hired, they tend to be among the most engaged employees in the workforce because they are more likely to experience a greater sense of fulfillment, shared purpose and familiarity with the company," Walter writes.

Google will now adjust compensation based on a worker's location, as 20% of the company's workforce will remain remote and another 20% will work from an office other than their assigned one. This week, Google rolled out its Work Location Tool to allow workers considering a move or remote work to estimate salary changes.

Employees of different generations often rely on different communication tools in work settings, with 81% of millennial and Generation Z employees using instant messaging apps, a percentage almost four times greater than today's executives, according to data from Citrix. "HR needs to step in and provide the appropriate training and education to ensure that all employees -- top to bottom -- are using solutions for their intended purpose," says Andrew Filev, senior vice president and Wrike general manager at Citrix.

Leadership is complex, and context -- the who, what, where and when -- matters, writes Susan Fowler. "Lacking awareness of the context you're leading and not having the skills to lead in it can be dangerous -- to you, those you lead and the organization," Fowler writes.

Kawai was six months old when my mom called me at work, excited, to tell me that she had cut another tooth. Instead of being happy, I was immediately sad. I was missing out on her milestones because I worked so far from home.

I decided then that I was going to quit my job and look for something closer to home, with hours that would let me be more present with the kids. I knew that it would mean a lot less pay and that I’d have to move in with my parents, but I didn’t care. I wasn’t going to miss anything else.

My boss, Stacy, blew a gasket when I tried to give my notice. She wasn’t going to let me go without a fight. “Don’t do anything yet,” she demanded. “Let me think.”

The next thing I knew, HR and IT were calling me. Stacy had arranged for me to work from home part time. I was the first employee in the company to get such a setup. And it worked to perfection -- for me, my family and my employer.

So I applaud PepsiCo for its “Work that Works” strategy profiled in our top story today. Models like this let employees prioritize their families and personal world without compromising work quality.

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