December 5, 2023

Firms on both sides of the pond are sluggish in uptake of generative AI

One year on from the launch of Chat GPT, new data from Slack based on 10,000 global workers (including 1,000 the UK) suggests that UK companies believe there is much greater urgency to adopt Generative AI at work than US companies – yet uptake remains sluggish in both markets. According to the study, 61 percent of UK workers believe there is a high or existential need to incorporate Generative AI into work compared to just 44 percent of US workers who feel the same. More →

November 29, 2023

One year on from generative AI hype, people are scared and excited about its use

by Jayne Smith • AI, News, Technology

Nearly one year after ChatGPT burst into the public consciousness, generative AI (GenAI) has left employees and their organisations both excited and uneasy. According to a recent study [registration] commissioned by Betterworks and conducted by Propeller Insights, over half of employees are using GenAI at work for complex activities and believe it has the potential to reduce bias across a swath of HR processes, despite the fact that only 41 percent of organisations are actively evaluating it or have made GenAI a priority. At the same time, many employees are concerned about the potential impact of GenAI on both their roles and the possibility of unintentional amplification of bias. More →

November 28, 2023

Half of deskless workers suspect they are invisible and expendable

by Neil Franklin • Flexible working, News

Over half of UK based ‘deskless’ workers (51 per cent) say they’re viewed as expendable by their employer. Plus, almost a third (32 per cent), feel that their corporate, desk-based colleagues regard them as inferior. These are the findings from O.C. Tanner’s 2024 Global Culture Report which gathered data and insights from more than 42,000 employees, leaders, HR practitioners, and executives from 27 countries worldwide including 4,818 from the U.K (of which 1,734 are deskless). More →

November 27, 2023

Council employees working from home are committing fraud with second job

by Neil Franklin • Flexible working, News, Public Sector

The UK Government’s National Fraud Initiative is looking into a number of local authority employees who have been caught ‘moonlighting’ while they were supposed to be working from home for the council. The NFI considers this a form of fraud because it is seen as working multiple contracts without the knowledge of employers and contrary to their terms of employment. Multiple contract working is seen as fraud when people who are paid to work full time, split their days between two or more employers without their knowledge. More →

November 27, 2023

From the archive: The role of workplace design in employee engagement ⁰

by Serena Borghero • Features, Wellbeing, Work&Place, Workplace design

Originally published six years ago, this feature is currently the most read story ever on the website with around 50,000 readers. A global study by my own firm Steelcase has found that one-third of workers across 17 of the world’s most important economies are actually disengaged. The findings make worrying reading for employers around the world, as engagement is so demonstrably linked to business critical outcomes such as employee retention, productivity and even profits. It certainly raises the question of what more can be done, including in terms of workplace design, to boost engagement levels amongst these employees. More →

November 27, 2023

To agility and beyond: what NASA can teach us about strategic change

by Jayne Smith • Flexible working, News

A new research project from ESMT Berlin and Warwick Business School sets out to find what the history of NASA history can teach organisations about strategic agility, and how organisations can adapt their business models effectively to cater to external challenges. To shed light on how strategic agility is achieved, the study follows NASA’s successful shifts to three different strategic alignments over the past 60 years. More →

November 22, 2023

Business leaders who screw up struggle to own up and learn from their mistakes

by Neil Franklin • Business, News

Leaders making mistakes can be costly not only to the organisation, but also to their own job security, which makes it difficult for them to admit when there’s been an error. However, new research from emlyon business school shows that there are some techniques CEOs can use to frame these mistakes, in order to ensure they keep their jobs, but also make changes in their organisation. When there is this clear trade-off between admitting a mistake and potentially losing power and control in the organisation, it is important that CEOs use their language effectively to create a safe space for themselves in the organisation – but how can they do so? More →

November 20, 2023

People seconded from other roles come up with the best ideas

by Neil Franklin • Business, News

Seconded employees – employees temporarily assigned to a different role, organisation, or department – develop more innovative ideas and influence permanent staff to do the same, according to new research from ESMT Berlin and published in the Strategic Management Journal. Despite the motivation to select new ideas, individuals and organisations often still reject or overlook them. These ideas can be difficult to understand, risky, and challenging as their inherent uncertainty makes it harder to predict reception and usage. More →

November 20, 2023

Most women say menstruation symptoms have a negative impact on their work

by Neil Franklin • Wellbeing

The latest findings from the CIPD’s report Menstruation and support at work, which surveyed more than 2,000 women, found that more than two thirds (69 percent) of women have a negative experience at work because of their menstruation symptoms. In response, the CIPD is calling on organisations to create awareness, tackle the stigma associated with menstruation and train managers to be confident, comfortable and inclusive when talking to employees about menstrual health. More →

November 15, 2023

‘Return-to-office’ rates vary widely across Europe

by Jayne Smith • Flexible working, News

A new survey from JLL, Is hybrid really working? [registration] claims that the majority of international organisations (87 percent) are encouraging employees to work from the office at least some of the time. In fact, only 20 percent of employees who can work remotely all of the time or one-two days in the office now do so, down from 39 percent a year ago. However, the data demonstrates varying approaches to the so-called return to office across Europe, with France and Belgium leading, spending an average of 3.5 days working from the office. Germany, Netherlands, Spain and the UK are however lagging behind with an average of 2.5 days working from the office. More →

November 15, 2023

Firms make lots of noise about social mobility but don’t always act on it

by Neil Franklin • News, Workplace

A new report on social mobility, conducted by the charity Making The Leap, claims that only a third of employers (35 percent) took any action on the retention and inclusion of job candidates from less advantaged socio-economic backgrounds (LSEB) candidates this year. This is down from 53 percent in 2022, showing a significant decline in prioritising a key element of social mobility, and significantly lower than those that say they are focussed on recruiting candidates. More →

November 6, 2023

Many business leaders inadvertently create a culture of fear at work

by Neil Franklin • News, Workplace

A new poll of workplace leaders suggests there is an environment of unconscious fear in modern-day leadership, leading to toxic culture, stunted growth, performance and productivity, and decision inertia. The global study of 2,500 emerging leaders in corporate businesses by consultant Margot Faraci, claims that around one quarter (23 percent) of UK leaders are unconsciously creating an environment of fear with direct reports. Globally, this figure rises to one in three (30 percent), indicating a growing worldwide phenomenon of fearful leadership. Fearful leadership carries significant implications for team morale, performance, and overall well-being within organisations. It’s often attributed to past experiences, creating an ongoing cycle of leadership driven by fear. More →