Search Results for: employee engagement

July 3, 2015

One in five Americans would change jobs for better work-life balance

by Sara Bean • Flexible working, News, Wellbeing, Workplace

More than half of US and Canadian employees report feeling overworked and burnt out (53 percent), yet the overwhelming majority (86 percent) say they are still happy at work. According to the inaugural Staples Advantage Workplace Index employees are working longer days, with about a quarter of them regularly working after the standard workday is done. A key motivator is to advance in the organization, with nearly two-thirds of respondents seeing themselves as managers in the next five years. Though employees are largely conditioned to working longer hours, about one in five do expect to change jobs in the next twelve months. Steps employers can take to improve happiness levels include; adding more office perks, improving office technology and providing a better office design. Alongside this, with employees working longer days and on weekends, the biggest request is for employers to provide more flexibility. More →

June 25, 2015

The healthy workplace is now a matter of public policy in the UK

by Mark Eltringham • Legal news, News, Wellbeing, Workplace design

Promoting a culture that improves the health and wellbeing of employees is good management practice and leads to a healthy and productive workplace, according to the Governmental body charged with shaping policy and offering advice on health related matters in the UK. The National Institute for Health and Care Excellence (NICE), part of the Department of Health, has published a new set of guidelines on the issue and called on employers to do more to address the challenge of creating a productive and healthy workplace. According to NICE, workplace health is a significant public health issue with more than a million working people in the UK experiencing a work-related illness each year, leading to around 27 million lost working days and costing the economy an estimated £13.4 billion.

June 18, 2015

Gen Z workers will be far more conventional than commonly assumed

by Sara Bean • News, Technology, Workplace, Workplace design

Despite being the first generation of workers to boast ‘native’ digital skills, so-called ‘Gen Z’ is far more conventional than previously assumed. The coming generation of 16-19 years-olds who are fast approaching the jobs market will care far more about their workplace and their employer’s ethics than Gen Y, new research from recruiter Adecco claims. The research shows that long-term security is more appealing to Gen Z than short term perks; with gym memberships (12%), free technology (16%) and time off to travel (26%) rejected in favour of qualifications and job security; at 43 percent and 41 percent, respectively. However, the research does show they have strong personal ambition and high expectations from employers, with half of those surveyed expecting a promotion within their first year of employment and the same number expecting to move on from an employer within two years.

June 2, 2015

The bonds that link work with place are loosening day by day

by Paull Robathan • Comment, Flexible working, Technology, Work&Place

Over the decades designing productive spaces for work has focused on redefining the corporate office and its surroundings. While there are examples of quality design in buildings around the world, there is a growing movement that challenges the presumption that work should always be done “at work”. If we aim to allow people to be at their best, develop and nurture creativity and maximise quality output then we must ensure the place where the work is done is outstanding. Sarah Kathleen Peck of ‘It starts with’ summed it up when she wrote “There are people, places and things that make me feel like I’m building my energy stores, that rejuvenate me, and help me to do my best work. Likewise, there are also people and places that zap my energy; that leave me exhausted; that make me feel as though I’ve waste my time and my energy – and my day – without getting anything useful done.”

June 1, 2015

Trade bodies seek to boost inclusivity and diversity with new initiatives

by Mark Eltringham • Architecture, News, Property

Three major trade associations in the built environment sector have announced initiatives to increase the inclusivity and diversity of their respective professions. The Royal Institution of Chartered Surveyors has launched its new Inclusive Employer Quality Mark, which is designed to help firms ‘gain a competitive advantage and a diverse workforce’. Meanwhile, the Royal Institute of British Architects (RIBA) claims it has strengthened its chartered practice criteria to incorporate requirements related to equality, diversity and inclusion. From 2016, chartered practices are required to have an equality, diversity and inclusion policy. In the US, delegates at the American Institute of Architects (AIA) agreed at congress to introduce a resolution known as Equity in Architecture, that calls for measures to increase representation of what are deemed underrepresented groups ‘to move the profession forward’.

May 29, 2015

Everything you wanted to know about open plan but were too distracted to ask

by Maciej Markowski • Comment, Facilities management, Work&Place, Workplace design

There is a lively and ongoing debate on whether open plan offices are a good or bad thing. Many articles would suggest that they routinely diminish productivity. Yes, the open plan office is not ideal for privacy and probably bad for conceptual focused work, but it’s a bit like saying a hammer is useless when you need to tighten a screw. The point is you don’t use it for that. Fans of open plan often underline how fantastic it is for building a sense of belonging, team spirit and ad hoc collaboration, often ignoring the challenges of working there. The point I’m making is that introducing open plan into your office is probably a good idea, but you really need to make sure that you provide your employees with a menu of settings which allow them to concentrate, have ad hoc meetings without disturbing their colleagues and provide some privacy for confidential conversations.

April 28, 2015

Why it’s time for more companies to roll the dice for gamification ⁰

by Maciej Markowski • Case studies, Comment, Workplace

As was reported recently, gamification remains practically unknown to many managers yet companies like Nike, Microsoft, Samsung and eBay are beginning to see it as a useful tool. Generally adopted by marketing and sales professionals, gamification can also influence behaviour, increase productivity and improve wellbeing. Gamification is all around us, even if we don’t always notice it. It’s used in sales competitions, frequent flyer programmes and marketing initiatives. So what is gamification? In short it’s the concept of applying game mechanics and game design techniques in order to engage and motivate people to achieve their goals. It’s about turning something potentially mundane into a game – similar to many ingenious mothers who might turn cleaning a room or washing dishes into a game for their children.

March 17, 2015

New guidance helps businesses engage staff in a sustainability strategy

by Sara Bean • Environment, Facilities management, News, Workplace

While any far-seeing organisation might develop environmental and corporate social responsibility initiatives, it is important to ensure employees are fully informed and committed to their employers’ aims. The Global Environmental Management Initiative (GEMI) argues that while the leadership may set expectations, it is employees and managers who make it happen. To aid this process, a new toolkit, the GEMI Quick Guide for Engaging Employees in Sustainability: has been designed to advise corporations on how to successfully engage and motivate employees to participate in their sustainability strategies. The guide explores potential ways of fostering employee connections to sustainability, implementing an engagement strategy, and understanding the role of corporate culture within it.

March 2, 2015

Lack of sleep of over a third of workers could be costly to the US economy

by Sara Bean • Flexible working, News, Wellbeing, Workplace

Forty-two percent of U.S. adults are getting less than seven hours of sleep on a typical night, the minimum number of hours recommended by the National Sleep Foundation for those aged 18 and older. Gallup research reveals not getting enough sleep is not only linked to lower well-being for individuals, but it is also costly to the U.S. economy. Employees may not have enough time to sleep because of working long hours, family obligations, insomnia or having poor well-being in other areas. For example, poor physical well-being, social isolation or financial strain could adversely affect quantity of sleep. According to Gallup, employers should explore interventions to promote the value of sleep and its link to employees’ well-being, as this relates to engagement, healthcare costs and productivity. When possible, they may want to allow employees to work flexible hours, which could make it easier for workers to balance work and family demands with getting enough sleep.

February 17, 2015

Why would you want a Google office when you can create your own?

by Maciej Markowski • Comment, Facilities management, Flexible working, News, Workplace design

Google has dramatically shaken up the world of the Internet and also changed the face of the traditional office environment forever. Nothing has ever been the same, since the ubiquitous four-colour logo first appeared on the worldwide web. Everything that Google does creates a ripple in the business world. Whether it’s giving employees 20% of their time to focus on their own projects, allowing them to form teams to peruse the idea of their choice or installing slides instead of stairs many are asking “should we also be doing that?” And it’s not surprising. All companies want to be successful and there’s no better success story around than Google. So let’s try and model ourselves on or imitate Google, right? I have lost count of how many times I’ve heard “could we have an office a bit more like Google?”

December 17, 2014

Only a third of staff trust their senior management, finds CIPD

by Sara Bean • News, Workplace

There is little evidence of improvement in the quality of management in the UK over the last decade – and it is one of the reasons behind the UK’s long-standing productivity weakness compared to the likes of the US and Germany. According to the CIPD report ‘Are UK organisations getting better at managing their people?’ while 65 percent of employees are generally satisfied with their line manager and largely trust them and value their honesty, only 33 percent say they trust their senior management. It found that management processes are not always applied consistently or fairly and this is one reason why there is a lack of trust in senior leadership. These are deep-rooted problems and the solutions are largely down to organisations, says the CIPD, which is urging the Government to consider ways in which it can raise awareness of the challenges and potential approaches to tackling them, not least in its capacity as an employer.

December 15, 2014

Quarter of UK workers stressed by way bosses handle change management

by Sara Bean • News, Wellbeing, Workplace

One in four UK employees feel disengaged, with an “excessive amount of change” cited as one of the top causes of work-related stress. According to the 2014 Towers Watson Global Workforce Study under half of employees (48%) feel that leaders are inspiring them to give their best at work and as a consequence, they are not as productive as possible. The research suggests that senior managers are not successfully managing and communicating change, with less than a third (30%) of employees saying that changes are well-implemented at their organisation. Effective leadership is also vital to a company’s ability to retain its top talent as a lack of trust in leadership was named by workers as one of the top reason to consider leaving a job. And worryingly, only half (49%) of employees actually believe the information they receive from the senior leadership team.