May 30, 2017
Facilities managers should become “gardeners” rather than architects, claims report 0
A new white paper from ’boutique’ facilities management firm Anabas. It claims that the proliferation of diverse office environments and agile working means that facilities managers must develop a greater insight into the behaviour of people to help them deliver. The report, What Type of Office Worker Are you?, claims that it ‘helps to rediscover what it means to be human in the workplace and takes us back to the beginning by focusing on understanding individual behaviours, work styles and how they influence interaction within the workplace itself. It examines the importance of people in the workplace and discusses the ‘work style formula’ of – Culture + Mobility + Temperament – demonstrating how this can guide behaviours. It also claims to identify four main types of worker based on brain chemistry; Pioneers, Guardians, Drivers and Integrators and how despite the differences, each is driven in the same way, by the environment.
If UK businesses are to remain competitive whoever wins the election on 8 June needs to invest in skills and career advice, as Brexit uncertainty means people are hesitating to move jobs, while there may be barriers in future to hiring workers from abroad; according to the latest research into the UK jobs market by the Recruitment & Employment Confederation (REC). The jobs market experienced the steepest drop in candidate availability for 16 months in April while demand for permanent and short-term staff remained high. Although growth in permanent starting salaries edged down to a four-month low in April, it remained sharp overall and stronger than the series average. Meanwhile, hourly pay rates for short-term staff increased at the sharpest pace in 2017 so far. Vacancies continued to rise markedly in April for both permanent and temporary/contract staff. This was despite growth in demand for both types of staff softening slightly since the previous month.
Amos Tversky and Daniel Kahneman introduced the concept of Loss Aversion in 1984, highlighting people’s tendency to strongly prefer avoiding losses to acquiring gains. Most studies suggest that losses are twice as powerful, psychologically, as gains. Lose £100 and we will feel a remorse that easily outweighs winning £100. In a similar fashion we find it very hard to see future positives when confronted with short term loses. We understand easily what we have lost but cannot imagine what there is to be gained. Furthermore, as Frederic Bastiat wrote in an 1850 paper, “That Which is Seen, and That Which is Not Seen”, man has a tendency to “pursue a small present good, which will be followed by a great evil to come, rather than a great good to come, at the risk of a small present evil”. Put these together and it is no wonder that, by and large, the future of work, corporate real estate and the workplace is so widely misunderstood.
May 31, 2017
IBM’s retreat from flexible working. The world responds 0
by Mark Eltringham • Comment, Flexible working
In February 2013, Yahoo set off a mighty global stink when it sent a memo telling staff to forget about working from home, Starbucks, wherever and return to its corporate embrace. The intention of recently installed CEO Marissa Mayer was to increase collaboration and productivity by getting everybody in the same space. There is some logic to this, except for one thing. As Andrea Hak wrote for us in her masterful post mortem of the whole debacle last year: “With this change Yahoo was trying to attack a symptom rather than the root of the problem. Pitting employees against each other in a stack ranking style system actually discourages collaboration. The experiences of companies that ditched this system have shown that employees are more likely to try and undermine the competition than work together.” So who in the tech sector would possibly make the same mistake again? The answer is IBM.
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