Search Results for: culture

Extension of rights for gig economy workers are broadly welcomed

Extension of rights for gig economy workers are broadly welcomed

The government is to give so-called gig economy workers new rights including holiday and sick pay for the first time. Its new Good Work plan is a direct response to last year’s Taylor Review which recommended changes in conditions to reflect modern working practices and extend the rights of workers in the new economy. The government has said it will proceed with almost all the review’s recommendations including giving zero-hour and agency workers the right to request a more stable contract.

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Technology can be a major distraction for people, making them less productive claims Microsoft report

Technology can be a major distraction for people, making them less productive claims Microsoft report

A survey of 20,000 European workers carried out by Microsoft suggests that technology can distract workers rather than make them more productive. The study claims that a constant stream of messages, notifications and emails was particularly distracting. Workers also pointed out that the way employers use technology can also disrupt their work and make it harder for them to concentrate. Other factors identified in the report include lack of training and burn-out associated with always-on working.

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Seven workplace stories that got us thinking this week

Seven workplace stories that got us thinking this week

Is lack of sleep affecting your work?

What if you never saw your colleagues again?

In the name of place-making, architects are often complicit in social cleansing

What CIOs need to know about workplace biometrics

Embarrassment capes and singing drones aim to shame Japan’s workaholics

Together or apart: solidarities, silos and seating plans

Andreas Gursky, master of the contemporary sublime

Image: Andreas Gursky’s May Day V

 

Financial companies learning to better utilise office space to attract right talent

Financial companies learning to better utilise office space to attract right talent

Nasdaq offices in PhiladelphiaFinancial services organisations are reducing the amount of commercial office space they require as they adopt more flexible work styles. This is according to a new report from HOK’s US team, The New Financial Workplace, an investigation into the threats and challenges facing the financial services industry, with a special focus on how new technologies like cryptocurrency, biometrics and blockchain are disrupting the sector. Financial services companies are being challenged by the emerging fintech industry, says the report, which is projected to grow to $8 billion in 2018. These traditional companies must adopt the cultures and workplace design practices of the technology industry to stay ahead.

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If you are flourishing under a psychopath boss, it may be because you are a psychopath too

If you are flourishing under a psychopath boss, it may be because you are a psychopath too

It’s still perfectly possible to flourish under a psychopath boss, provided you are one too, according to new research that found the people best placed to cope with a psychopathic manager are those who are psychopaths too; largely because they are not as upset at the bad treatment.  In the workplace, employees respond differently to abusive management styles, in part due to their varying levels of psychopathy, according to a new study from the University of Notre Dame. Certain types of psychopaths actually benefit and flourish under abusive bosses, according to Are ‘Bad’ Employees Happier Under Bad Bosses? Differing Effects of Abusive Supervision on Low and High Primary Psychopathy Employees. The study is published in the Journal of Business Ethics by Charlice Hurst, assistant professor of management in Notre Dame’s Mendoza College of Business.

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Only half of organisations are committed to ensuring employees thrive at work

Only half of organisations are committed to ensuring employees thrive at work

Growth and development matter most to employees, followed closely by fair access to opportunities and equity in pay, yet only half (52 percent) of organisations worldwide have committed to help meet these aims claims new research. As advances in technology, like AI and robotics, disrupt industries and redefine value chains, organisations need to distinguish themselves from others in order to prevail. Thriving organisations – those that transform their work environment into a compelling experience – will be first in building the workforce for the future finds Mercer’s newest research, Thriving in an Age of Disruption. It suggests that exceptional organisations transform work into a compelling experience that meets all employees’ needs, unlocks their full potential and enables them to successfully transition into the future workforce. Employees who are energised and bring their authentic selves to work are 45 percent more invested in their role, while a trusting work environment, a feeling of personal accomplishment, faith in senior leadership, clarity around career paths and a strategy that is responsive to external market shifts and societal needs explain 79 percent of employee confidence in the company they work for.
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Gender discrimination is rife across the workplace says management body

Gender discrimination is rife across the workplace says management body

More than four in five (85 percent) of women and 80 percent of men report that they have witnessed gender-discriminatory acts at work suggests the results of new research by the Chartered Management Institute. The CMI’s latest report ‘A Blueprint for Balance: time to fix the broken windows’ looks into gender diversity best practices, and found patchy results. Despite some leading exemplars, the majority of organisations are still struggling to make a meaningful difference to achieving a gender balanced workplace.  According to the report’s survey of 856 managers, just one in four (25 percent) say that their peers and senior leaders ‘actively and visibly champion gender initiatives’. The lack of action cascades down the ranks, with only 19 percent of junior and middle managers believing their senior leaders are committed to the target of gender balance in their organisations. This is in spite of a recent study by management consultants McKinsey that found globally the most gender diverse businesses are 21 percent more likely to financially over-perform than their peers.

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UK in 8th place for global talent competitiveness but gender equality lags behind

UK in 8th place for global talent competitiveness but gender equality lags behind

UK in 8th place for global talent competitiveness but gender equality lags behindThe UK has been ranked as the eighth best country in the world for the ability to attract, retain, train and educate skilled workers, but while its ability to leverage diversity for talent competitiveness is boosted by its global knowledge skills – the UK is undermined by its weaker performance on tolerance and gender equality. According to the Global Talent Competitiveness Index GTCI) produced by the Adecco Group, with international business school INSEAD and Tata Communications, the UK has a particularly strong pool of global knowledge skills, a variable for which it is ranked third in the index boosted further by its strong regulatory, market and business landscape. But this is undermined by its internal openness, where it still lags behind, especially when it comes to gender equality. The report also suggests that although Article 50 was triggered in 2017, the ongoing negotiations and continuing lack of clarity over the UK’s position once it leaves the European Union in 2019, means the impact of Brexit is not yet clear.

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Global business leaders feel more optimistic about the world economy

Global business leaders feel more optimistic about the world economy

Attracting and retaining talent is the biggest concern for CEOs going into 2018, but they’re feeling generally more optimistic about the global economy, claims a new report by The Conference Board, the C-Suite Challenge 2018 . A mood amongst senior managers to create organisational cultures that are inclusive, engaged, high-performance, customer-focused, and resilient is prevalent throughout the responses to this year’s survey. The desire for a “culture of innovation” ranks as the number-one innovation strategy in every region (Asia is the one exception, where it is third), every industry, every size company, and among CEOs and C-Suite executives alike. The impact of the New Digital Economy is clearly being felt in the daily processes and practices of organisations, and through the emergence of new competitors from every part of the globe. In Europe’s the c-suite remains worried about the impact of – which is unchanged from last year when it was the 8th biggest concern.   (more…)

Working families at breaking point as parents buckle under the strain of overwork, claims study

Working families at breaking point as parents buckle under the strain of overwork, claims study

The UK’s working parents are struggling to cope with the strain of overwork – and deliberately stalling and downshifting their careers to reverse the negative impact it is having on family life, according to a new study. The 2018 Modern Families Index, published today by work life charity Working Families and Bright Horizons, reveals the stress of the modern workplace is pushing parents to breaking point, creating a ‘parenthood penalty’. According to the study, many parents are obliged to work far over their contracted hours due to increasingly intense workloads or because they feel it is expected of them.

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Managers’ increasingly long hours behind rise in stress and mental ill health

Managers’ increasingly long hours behind rise in stress and mental ill health

Managers' increasingly long hour resulting in stress and mental ill healthManagers are working an extra 44 days a year over and above their contracted hours, up from 40 days in 2015. These long hours are taking their toll, causing a surge in sick leave amongst managers suffering from stress and mental ill health, claims the Chartered Management Institute (CMI), which is calling on UK employers to provide greater support. Long hours and constant communication are having a detrimental effect on the wellbeing of managers it argues resulting in one in ten managers taking time off for mental health in the last year, and for those who do take time out, it’s for an average of 12 days. Of the 1,037 managers surveyed for the report, the average boss puts in an extra day each week.  This is an extra 7.5 hours beyond their contracted weekly hours (44.4 hours actual compared to 37.3 contracted), adding up to an extra 43.8 days over the course of the year. This is up from 39.6 days in 2015. The rising gap between contracted and actual hours of work is in addition to an ‘always on’ digital culture, with 59 percent of managers saying they ‘frequently’ check their emails outside of work – up from 54 percent in 2015.

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The complex relationship between productivity, technology and working anywhere

The complex relationship between productivity, technology and working anywhere

A new report produced by Lancaster University’s Work Foundation and commissioned by Citrix, highlights the complex and often strained relationship between productivity, technology, work and the idea of working anywhere. Despite the march of digital transformation, one in four (24 percent) UK managers questioned for this report believe their organisation is not technologically ‘forward thinking’. With Britain’s productivity slowdown the largest of the G7 economies since the recession, over three in five (63 percent) of knowledge workers polled believe they are no more productive today than they were three years ago, with 17 percent even claiming to be less industrious. The paper – Productivity, technology & working anywhere – shows an undeniably positive link between correctly-implemented technology and workplace productivity. However this progress can soon by marred by poor business planning, a lack of innovation, outdated IT and low uptake of flexible working cultures. The research is supported with survey responses from 1,000 knowledge workers and 500 managerial level employees within medium and large organisations across the UK.

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