March 13, 2018
Over half of younger managers prefer using digital communications to deal with staff
Online messaging is the most common way for millennial bosses to communicate with their direct reports, with over half (55 percent) preferring to use this digital method, followed by email at 28 percent, a new survey claims. Only 14 percent said their favoured way to communicate is in person, and 3 percent said via phone. As millennials (born 1981-1996) increasingly moving into management positions, the new Korn Ferry survey also found that when interviewing for management positions, millennials say that making an impact on organisational culture is most important to them, with salary being the least important. The survey also found that compared with Gen Xers and Baby Boomers, knowing what is coming next is critical for millennial bosses. Nearly three quarters (74 percent) said a clear advancement path (e.g. next two positions) is more important for millennial bosses, with 49 percent saying it is much more important.
Over a third of UK employees (37 percent) have felt discriminated against in the workplace, more than one in ten (12 percent) believe they have suffered age discrimination and 8 percent feel they’ve been discriminated against due to their gender. This rises to 11 percent amongst women, claims a new study of 1,300 working adults by ADP. The study also suggests that standards and perceptions of behaviour have shifted across the generations, with those in so-called ‘Generation Snowflake’ more sensitive to unfair treatment than their more mature colleagues. According to the findings, half (50 percent) of those under 35 say they have felt discriminated against, compared to just a quarter (26 percent) of those over the age of 45. The contrast is visible across both age (15 percent vs 14 percent), gender (11 percent vs 5 percent) and other types of discrimination.
Employers’ efforts in the US to improve staff health and wellbeing are falling short of employees’ expectations, claims a new report. Nearly two-thirds of employees (65 percent) in a report from Willis Towers Watson agree that managing their health is a top priority, but while the majority of employers (56 percent) believe their wellbeing programmes have encouraged employees to live a healthier lifestyle, only 32 percent of employees agree. Eighty-seven percent of employers who participated in the 22nd annual Best Practices in Health Care Employer Survey say increasing employee engagement in health and well-being is a top priority and the research warns that employees in poor health are twice as likely to be disengaged at work and take almost three times as many days off as employees who are in very good health. Employers can improve health behaviour through designing the workplace environment to make it easier for employees to stay fit, eat well, breathe fresh air and address stress adds the report.
A new report a new report by the Centre for Ageing Better has called for government and employers to support older workers to stay in work for longer, help those who have fallen out of work involuntarily to return and to create workplaces that work for all, irrespective of age. The report claims that ensuring older workers are able to stay in good quality employment is essential to the future of the UK economy and will relieve pressure on public finances. It makes some key recommendations that include access to flexible working hours and workplace adaptations to help people manage pressures such as caring responsibilities and health conditions, which become more prevalent with age. It also calls for equality of opportunities in the workplace as older workers in the UK experience age discrimination in recruitment and progression. They are less likely to be offered opportunities for development – across the whole of the OECD only Turkey and Slovenia have lower levels of on-the-job training for older workers than the UK. Research shows they are also the most likely to be stuck on low pay and feel most insecure about their jobs.
The construction industry needs new talent and skills to help in the adoption of new technologies to meet the challenges of digital transformation. It must also become more diverse, including increasing the percentage of women in the industry. These are the recommendations of a new report from the World Economic Forum, developed in collaboration with The Boston Consulting Group (BCG), Shaping the Future of Construction: An Action Plan to solve the Industry’s Talent Gap. The report argues that the Infrastructure and Urban Development (IU) industry has failed to innovate as quickly as other sectors, resulting in stagnating productivity and negative effects on the economy, society and the environment. An ongoing industry-wide shortage of qualified workers is among the key reasons for this issue. It has undermined project management and execution, adversely affecting cost, timelines and quality. It also has impeded the adoption of new digital technologies, such as building information modelling (BIM), automated equipment and cloud-based collaboration tools, which could improve productivity. The report provides twelve key actions which needs to be implemented to close the structural talent gap of the construction industry.
March 6, 2018
How to reboot an activity based working project that has ground to a halt
by Karin Stahl • Comment, Flexible working, Technology, Workplace design