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The Fourth Industrial Revolution will be the most disruptive yet, senior economist predicts

The Fourth Industrial Revolution will be the most disruptive yet, senior economist predicts

The rise of artificial intelligence and automation will create a Fourth Industrial Revolution that will be be significantly more disruptive than the three previous industrial revolutions, according to the Bank of England’s chief economist. According to Andy Haldane, the transformation caused by automation of cognitive skills had the potential to have a greater impact than Britain’s first industrial revolution, when coal and steam changed the country, the second industrial revolution which brought chemical engineering and the combustion engine, or the widespread use of computers in the 20th and 21st centuries.

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Training and flexible working are the keys to staff retention

Training and flexible working are the keys to staff retention

Firms are more likely to improve levels of staff retention if they increase their investment in training, and introduce more flexible working practices, according to a survey by the British Chambers of Commerce (BCC) and recruitment company Indeed. The survey, of over 1,000 businesspeople across all sizes or organisation and sectors, shows that just under half (42 percent) of businesses would invest in training and developing their staff in order to increase staff retention, while 38 percent would look to introduce flexible working practices, from flexible hours and remote working to job-sharing.

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Why you should definitely stand in meetings (and not care what others think about it)

Why you should definitely stand in meetings (and not care what others think about it)

People who stand in meetings may enjoy a number of health benefits, but it can also make them feel self-conscious, anxious about how others perceive them, and disengaged from the meeting. These findings, taken from our recent study, suggest that efforts to encourage office workers to sit less and move more must acknowledge the realities of the workplace that conspire to keep people chained to their seats. Sitting has been linked to adverse health outcomes, including increased risk of obesity, heart disease, some cancers, and poorer mental health. While some evidence suggests that the harms of sitting can be offset by at least one daily hour of moderate physical activity, this seems an unrealistic target. More →

Ten demonstrable truths about the workplace you may not know

Ten demonstrable truths about the workplace you may not know

workplace designThe science of the workplace has gained a lot of interest over the last few years, highlighting recurring patterns of human behaviour as well as how organisational behaviour relates to office design. In theory, knowledge from this growing body of research could be used to inform design. In practice, this is rarely the case. A survey of 420 architects and designers highlighted a large gap between research and practice: while 80 percent of respondents agreed that more evidence was needed on the impact of design, 68 percent admitted they never reviewed literature and 71 percent said they never engaged in any sort of post-occupancy evaluation. Only 5 percent undertake a formal POE and just 1 percent do so in a rigorous fashion. Not a single practitioner reported a report on the occupied scheme, despite its importance in understanding the impact of a design.

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Third of UK employees ready to leave as managers fail to meet expectations

Third of UK employees ready to leave as managers fail to meet expectations

Third of UK employees ready to leave as managers fail to meet expectationsNearly half of UK managers (45.1 percent) are ill-prepared for the role, and a quarter (25 percent) of employees say their manager does not have the right skills for effective management, claims new research by Bridge by Instructure. The study, based on interviews of 1,000 managers and employees across the UK on their attitudes towards both management and learning and development, revealed that more than half of those who responded (53.4 percent) think managers need more training to perform as a manager and, almost half (45 percent) think managers need to be given time to operate as a manager rather than having those responsibilities ‘bolted on’ to their existing role. More →

Organisations are easily distracted from the task of creating a great workplace strategy

Organisations are easily distracted from the task of creating a great workplace strategy

Earlier this month The Once Alternative Workplace Strategies 2018 workplace study was published. This study is the only known longitudinal workplace study and it was recently resurfaced by a group of volunteers to maintain a comparative thread of data on the evolution of workplace thought and practice now going back many years. Unfortunately, the results of this global study demonstrate that a high percentage of companies still see once alternative and now modern workplace strategies as a real estate initiative and not the opportunity to reinvent their businesses in deeper and more transformational ways. Workplace innovation is a litmus test for management quality and leadership. This isn’t about real estate, it’s actually about people and business outcomes.

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Employers and government need to work together to address looming Brexit skills gap

Employers and government need to work together to address looming Brexit skills gap

As the UK continues to navigate a period of uncertainty ahead of its exit from the European Union, new research published by the City & Guilds Group and Emsi claims that nine in 10 employers already struggle to recruit the skilled staff they need. With most industries expected to grow between now and 2024, a significant number of skilled workers will be needed to meet demand. However, People Power, a study based on City & Guilds Group interviewing over 1,000 C-Suite employers in the UK and work with Emsi to undertake extensive economic modelling, has found that two thirds of UK employers think that the skills gaps in their businesses are likely to get worse or remain the same in the next three to five years.

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Lack of emotional intelligence greater impediment to staff engagement than AI

Lack of emotional intelligence greater impediment to staff engagement than AI

Lack of emotional intelligence greater impediment to staff engagement than AI

A new Gallup report reveals the growth of AI is not seen as a disadvantage for employees. The real problem is lack of emotional intelligence in management, with managers failing to move beyond the role of “task manager” and adopt the coaching perspective they need in order to future proof the workforce. The Real Future of Work study interviewed 4,000 working adults in the UK, France, Germany and Spain to understand how employees are being managed and the subsequent impact this might have on the future. Worryingly, one in four UK employees say they only receive performance feedback from their manager once a year or less, a further 20 percent claim it’s only a “few times a year”. Almost one in five (19 percent) UK workers predict technology will increase the risk of losing their job – the highest in the European countries surveyed and more than double those concerned in Spain. When asked how technological changes will influence work in the next three years, seven out of ten workers in the UK felt it will increase their productivity followed by France (66 percent), Spain (51 percent) and Germany (37 percent).

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New report aims to increase use of modern flexible working practices to improve lives of employees

New report aims to increase use of modern flexible working practices to improve lives of employees

flexible working

Businesses are being urged to increase their use flexible working practices in a bid to improve the lives of staff and end gender discrimination in the workplace. According to the report, A Manifesto for Change: A Modern Workplace for a Flexible Workforce, one of the main barriers to gender equality is employers’ reluctance to adoptnon-traditional working practices. The report calls on employers to embrace flexible working. The report from Timewise and Deloitte sets out a five point action plan, which it claims will enable UK businesses to bring about the change needed to address ‘outdated’ working practices. The plan is based on findings from a a survey of almost 2,000 professional workers, 92 percent of whom are women, as well as interviews with UK business leaders.

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Artificial intelligence, robots and automation set to transform the office environment

Artificial intelligence, robots and automation set to transform the office environment

In today’s highly digital landscape, tools like AI and machine learning were developed to significantly improve productivity in the workplace. But despite their existence, many companies still trail behind in terms of integrating AI in their office environments. In fact, an article on Workplace Insight previously noted that over a quarter of employers fail to provide staff with digital and flexible tools. Though it is predicted that the next couple of years will see businesses adapt to a human-and-machine environment, organisations still have a lot of catching up to do in terms of digital basics.

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Lack of effort by UK employers to retain staff is increasing talent turnover

Lack of effort by UK employers to retain staff is increasing talent turnover

Lack of effort by UK employers to retain staff is resulting in high talent turnover

UK employers are facing increasing levels of staff turnover with one in seven (14 percent), or roughly 4.5 million employees predicted to seek a new job in near future, according to research carried out by Robert Half UK. Employers have registered this shift with almost three in five (61 percent) reporting an increase in voluntary employee turnover in the last three years. The research also showed that over half (51 percent) expect employee turnover to increase in the next three years. Yet many businesses still fail to employ basic retention initiatives. Only half (47 percent) of organisations run training and development programmes to help build employees’ skills and support career development, while most don’t have any programmes in place to support employee wellbeing or reward performance. Organisations are also missing out on valuable insight from their departing employees, with more than four in five (83 percent) failing to undertake exit interviews.

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There are at least some reasons to be optimistic about the UK’s tech sector post Brexit

There are at least some reasons to be optimistic about the UK’s tech sector post Brexit

Making detailed predictions about the economic consequences of Brexit has proved a mug’s game many time over the past couple of years. The most accurate summation of what is happening might be ‘mixed’. Most recently, a report from the CBI has highlighted the resilience of many sectors while bemoaning a lack of skills in the economy. Meanwhile former Commercial Secretary to the Treasury Lord O’Neill also recently conceded that the UK economy had been more robust than he had expected following the Brexit vote, which he attributed primarily to the thriving world economy. An argument almost immediately dismissed by the economist Ruth Lea writing for the LSE, who put forward a more nuanced and mixed explanation. The same picture of tempered resilience is also evident in specific sectors, and especially those that were seen as the most likely to feel the consequences of the Brexit vote, including London’s crucial tech sector.

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