Search Results for: management

February 16, 2017

Germany most popular country for career relocation, despite lack of flexible working ⁰

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

Nearly three quarters of European employees would consider career opportunities abroad, with Germany voted the most desirable place to work claims a new study of nearly 10,000 working adults across Europe. According to research by ADP which looked at how employees feel about the future of work, international competitiveness and talent management, European employees have a strong appetite for international work, as almost three quarters (74 percent) would consider other countries for career opportunities. At 21 percent, Germany tops the list of most popular places to relocate, with the United Kingdom (15 percent) and France (12 percent) in second and third place; with North America surprisingly coming in much further down the list in 12th place. Despite their popularity, Germany, the UK and France aren’t particularly strong in any of the areas measured in the survey, such as skills and development, flexible working options and stress in the workplace.

February 15, 2017

Demanding working culture in City of London creates ticking stress timebomb ⁰

by Neil Franklin • News, Wellbeing

Demanding bosses and increased work pressures are turning up the pressure and stress levels for City workers with staff expected to be always available, new research from MetLife claims. Its study of 104 senior decision makers from financial institutions and investment banks found 95 percent say they are expected to be always available for work with weekends seen as a continuation of the normal working week. They work on average 23 weekends a year, with 50 percent of executives saying weekends have been disturbed by work at least 25 times in the past year. Complaining about stress makes no difference – just one in seven (14 percent) of those questioned say bosses have taken action when they have complained about pressure at work.

February 10, 2017

Reflections on the future of work from a mirrored room ⁰

by Neil Usher • Comment, Facilities management, Technology, Workplace design

This is the first of two responses to an excellent article by Antony Slumbers, in this instance offering that his views offer too conservative a view of how technology will shape the future of work. Dr Pangloss, the teacher of metaphysics in Candide, Voltaire’s hilariously sarcastic attack on Leibnizian optimism, offered a timeless and universal explanation of the most cruel and tragic events as “the best of all possible worlds”. I would argue however that far from creating a landscape of optimism, it facilitates a dismissal of all significant change as an irrelevance given that effectively we have no option other than to happily accept it. For example, whether property transitions to a service or remains locked in its existing institutional quagmire, it doesn’t matter. Either way its fine as it’s the best we can hope for. Accept it, happily. A Panglossian future only looks appealing if you’re –well, Dr Pangloss.

February 9, 2017

Interruptions may actually improve team decision making, claims study ⁰

by Mark Eltringham • News, Workplace design

Teams make better decisions if they are interrupted with advice during their task, rather than advised before it, new research from UCL School of Management claims. In a study published in the journal Organizational Behavior and Human Decision Processes, Professor Colin Fisher of UCL looked at the timing and impact of formal interventions in decision-making groups. He found that giving teams advice ahead of time to prevent problems from emerging doesn’t work as well as interrupting them with in-process interventions.Decision-making groups value interruptive advice more, which leads them to share more critical information and make better decisions, compared to groups getting the same advice before they begin their task – even when the difference between receiving the information was only a few minutes.

“The findings go against the conventional wisdom that prevention is always better than cure. Teams that were interrupted had more productive discussions on a variety of measures, improving the quality of the decisions they made. Surprisingly, it didn’t matter specifically how long we waited to intervene, so long as the group had already begun its discussion,” said Professor Fisher.

To investigate, he conducted experiments with 124 three-person groups who made two decisions about opening a fictitious new gourmet restaurant. To reveal the best choices, members had to pool their individual information.

Groups received advice either before their discussion, or at varying points during their discussions. Videos of discussions were used to measure the discussion length, level of advocacy, and amount of information shared, all of which predicted the likelihood of choosing the correct answer.

“Future research should examine in-process interventions outside of the laboratory and investigate on-going teams working on a variety of tasks, from brainstorming to problem solving,” concluded Fisher.

February 9, 2017

Birmingham creates city development blueprint with global dimension ⁰

by Mark Eltringham • Cities, News

Researchers at the University of Birmingham have developed a way of investigating or diagnosing the challenges facing their home city that could be used to help improve the lives of city dwellers around the world. And the blueprint they are working with could help city policy makers and other countries to take more effective actions to boost the quality of life for residents by providing better outcomes. Project leaders are already looking at how the work might be applied in countries like India, Brazil and South Africa. The first part of the Urban Living Birmingham pilot project used a wide range of data and evidence used by city leaders to inform policy combined with an analysis of 248 datasets – identifying the challenges facing Birmingham.

February 3, 2017

Higher levels of uncertainty blamed for drop in UK commercial construction activity ⁰

by Sara Bean • Cities, Facilities management, News, Property

Commercial construction activity in the UK for the 12 months to the end of 2016 fell to £16.7 billion, down 14.1 percent on the previous quarter, according to JLL and Glenigan’s Q4 2016 UK Commercial Construction Activity Index. In London, activity declined in a quarterly comparison but increased 2.7 percent compared to the same period a year ago. Construction started at 22 Bishopsgate in London City which will provide a total of 1.3 million sq ft of office space, and is scheduled to complete in 2019. The 70,000 sq ft office refurbishment of 33 Gutter Lane also commenced in Q4 with completion scheduled for the second half of the year. Elsewhere it was a mixed picture across the regions with commercial construction activity increasing in the North East, South West and Wales, albeit from a relatively low base; but activity was more subdued in other regions, particularly in Yorkshire and the Humber were the level of construction activity fell 22.0 percent y-o-y.

January 30, 2017

The Boston Consulting Group: pushing the art and science of workplace design ⁰

by Jo Sutherland • Case studies, Features, Workplace design

This month, The Boston Consulting Group (BCG) opened its doors to its latest office in what’s been described as the new heart of New York; namely, the up-and-coming Hudson Yards development. Thought leaders from the world of workplace design including a representative from including Workplace Insight were invited to the launch of the new workspace to find out how the world’s leading advisor on business strategy has pushed the art and science of workplace design. BCG, which is consistently ranked near the top of Fortune’s annual Best Companies to Work For survey, worked with an array of experts for input into the design and use of innovative technologies, including Gensler, Humanyze and Unwork. Leesman was brought in to offer a neutral voice when the project was already in motion to validate the design proposal.

January 26, 2017

Global workforce fears it won’t adapt fast enough to the digital workplace ⁰

by Sara Bean • Facilities management, Flexible working, News, Technology, Workplace

Workers across the globe are excited by the potential for technology to enhance their work lives and create new career opportunities, but over a third (40 percent) fear that they won’t be able to keep up with the rate of change required by digital business, claims a new survey. Across Europe 77 percent of workers acknowledge that disruption and increased competition will require more people with digital skills in order to compete on a global scale; however, the level of encouragement employees believe they are currently receiving to drive change in the workplace varies greatly throughout the world. Only 64 percent of respondents in the US saying they feel empowered by their company culture to lead innovation, whereas 90 percent of employees in Mexico feel their workplaces encourages them to drive change. The BMC study of over 3,200 office workers in 12 countries worldwide found that 88 percent of office workers across the world strongly believe that employers must create an innovative culture to retain staff and enable them to be successful with increasingly digital roles and responsibilities.

January 25, 2017

Physical spaces should be designed to support the digital workplace ⁰

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

In an era in which the digital workplace is just as prevalent as the physical office, organisations that create spaces, technologies and social networks specifically focused on enabling more collaborative work, perform above their direct competitors in their respective industries – in employee connectedness and responsive leadership. This is according to research conducted by Nick van der Meulen of Rotterdam School of Management, Erasmus University (RSM) and MIT’s Center for Information Systems Research (CISR). The report assessed on a basis of five indicators, including growth in market share, profit growth and employee satisfaction, and found that trusting employees by giving them autonomy is the key to making a success of the digital workplace. The survey of 313 organisations showed that the high-performing organisations have an integrated and company-wide approach to greater employee connectedness.

January 25, 2017

Just one in five UK workers still take the traditional lunch hour ⁰

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

Only one in five workers in the UK still take the traditional lunch hour break; a stark contrast to France, which sees the lunch hour as a key part of the working day, a new survey by commercial property agency Savoystewart.co.uk claims. Digital marketers take the shortest breaks, taking a meagre average of 14-minutes, followed by recruiters and those in telesales. At the opposite end of the spectrum are media & communication professionals, who take almost their whole hour at 55 minutes. Some of the reasons cited for the shorter break were to please the boss, too much work to do, other colleagues don’t take lunch, there’s nowhere to go or one hour is too long. Half of those polled work right through their lunch break, 30 percent will take under 30 minutes off, 52 percent admit to eating over their desk most days and 27 percent deliberately take a shorter break to please their boss. Yet UK legislation actually allows for a 1 hour interrupted 20-minute rest break after working 6 hours+, and those who are under 18 are entitled to 30 minutes if working above 4.5 hours. Some work contracts may even allow for additional breaks alongside lunch, like tea breaks.

January 24, 2017

The impact of technology on corporate real estate: A Panglossian future? ⁰

by Antony Slumbers • Features, Property, Technology, Workplace design

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.