Search Results for: workplace

New artificial intelligence regulations have important implications for the workplace

New artificial intelligence regulations have important implications for the workplace

artificial intelligence The European Commission recently announced its proposal for the regulation of artificial intelligence, looking to ban “unacceptable” uses of artificial intelligence. Up until now, the challenges for businesses getting AI ‘wrong’ were bad press, reputation damage, loss of trust and market share, and most importantly for sensitive applications, harm to individuals. But with these new rules, two new consequences are arising: plain interdiction of certain AI systems, and GDPR-like fines. More →

Workplace and property firms must wake up to the new era of networked businesses

Workplace and property firms must wake up to the new era of networked businesses

the networked workplaceWhile millions of words have been dedicated to the expected changes in post-Covid workstyles – how will people work, where will they work, how will they be supported – very little has been said about their employers: companies and corporations. Yet the anticipated changes to work and the workplace raise questions about the role of the company. Is it one just half of a transaction between employer and employee? Or is it something more? Indeed, what is the role of the company in the modern economy? Is the nature of the company likely to change? The answers could have a greater impact on workstyles than the pandemic. More →

The workplace industry needs to think outside its ever-shrinking boxes

The workplace industry needs to think outside its ever-shrinking boxes

People are outgrowing the boxes the workplace industry offersIs the workplace industry stuck in the past, in a 20th century model of how and where work is done? The separation of work and the rest of life during the Industrial Age has shaped the structures of modern life: the houses we live in, the offices, factories and shops we work in, and the transport networks that shuffle us from one location to another for different activities. It has also shaped the planning system, the institutional and financial structures of how places are designed and built, and perhaps most of all the mindsets of just about everyone involved in creating places to work and live. More →

The hybrid workplace sagas, part two. Valhalla

The hybrid workplace sagas, part two. Valhalla

“Wow, Dougie, they’ve remodelled our office while we were away!”

“Fantastic. Did you know about it?”

“No, they said the surprise was a key part of the change programme.”

“So what’s different?” More →

The hybrid workplace sagas, part one. Ginnungagap

The hybrid workplace sagas, part one. Ginnungagap

An image of Odin to illustrate the hybrid workplace saga“Hi Dougie – how’s the new hybrid workplace going?”

“Morning Clara. You mean the Team-Rostered Attendance Programme. It’s fantastic – we have control at last!”

“Wow, I’m jealous. I guess you all just fell into it?”

“Yeah. How did you know?”

“Just a hunch. So how does it work?” More →

Life at the coalface: How the agile workplace first appeared in the mid 20th Century

Life at the coalface: How the agile workplace first appeared in the mid 20th Century

agile working began in the coal fields of NottinghamshireThe idea of diffusion of innovation has become so embedded in our culture, and most recently so associated with the adoption of new technology, that we might assume it happens in predictable ways. The steps between innovators, early adopters, early majority, late majority, and laggards seem intuitive and certain even when their peaks might be unsure. And yet history teaches us that sometimes new ideas can take years or even decades to take hold, even when they are potentially world-changing and relevant for the era in which they were formulated. More →

Nearly a third of employees don’t receive training in a hybrid workplace

Nearly a third of employees don’t receive training in a hybrid workplace

employeesLane4, has announced the findings of its nationwide survey which suggests how organisations need to better support their employees as some begin to return to their on-site workplaces, while others remain remote. More →

Pressure and weak leadership form the recipe for workplace bullying

Pressure and weak leadership form the recipe for workplace bullying

workplace bullying image of larger person shouting at small person Employees experience more bullying on days with higher work pressure and passive avoidant leadership, finds new research from BI Norwegian Business School and the University of Bergen and published in The European Management Journal. Professor Olav Kjellevold Olsen and colleagues studied how work pressure is related to daily experiences of workplace bullying related acts, as well as the relationship with transformational or laissez-faire leadership. Transformational leadership involves paying more attention to employees’ needs for achievement and providing social support. Laissez-faire leadership involves a more passive and destructive approach leaving followers on their own in situations in need of leadership. More →

A fifth of UK workers feel remote working has reduced recognition in the workplace

A fifth of UK workers feel remote working has reduced recognition in the workplace

recognitionResearch from Ezra, provider of digital coaching claims that a fifth of UK workers feel they get less recognition within their career as a direct result of working remotely. It remains to be seen to what extent we will return to a full working environment, as Covid restrictions see many continue to work from home for part of, if not their whole working week. More →

Workplace interruptions may help people feel a sense of belonging

Workplace interruptions may help people feel a sense of belonging

In those heady pre-lockdown days, the most common complaint about office life, and especially open plan office life, was the inability to get work done without distraction. Now a new paper from researchers at the University of Illinois suggests that the interruptions may have served some purpose in the way they helped people feel a sense of belonging in the workplace. More →

Mental health transparency at the top is the key to workplace wellbeing

Mental health transparency at the top is the key to workplace wellbeing

wellbeingAs the world emerges from the grip of the pandemic, the mental health crisis continues to worsen. One thing is for certain as we look to rebuild – the business community must put the mental health of all employees as top priority.  But is there something that’s missing in the current conversation around workplace mental health and wellbeing? One thought is around leaders themselves, and that intrinsic connection to their own mental health and wellbeing. What many leaders have been carrying throughout the pandemic is exceptional, including the added weight of responsibility for the wellbeing and mental health of employees and to create mentally healthy workplaces, yet we rarely hear how leaders themselves are coping. More →

How On Earth launches The Human Organisation report, reshaping our thinking of the workplace

How On Earth launches The Human Organisation report, reshaping our thinking of the workplace

As lockdown restrictions are eased and employees head back to the office a new report is calling for businesses to reinvent the world of work. The Human Organisation report highlights how the current workplace model is based on bureaucracy and hierarchy, which stifles employee empowerment and creativity. More →

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