Search Results for: people management

Smart cities could lead to cost savings of $5 trillion for firms and governments, report claims

by • Cities, News, Technology

Smart city technologies could save businesses, governments and citizens globally over US$5 trillion annually by 2022 according to a new whitepaper from ABI Research (registration required). The new white paper analyses the scope for cost savings and efficiency as a driver for smart city deployments, smart technologies and the Internet of Things (IoT). According to the report, titled ‘Smart Cities and Cost Savings,’ the use and deployment of IoT and smart technologies will be pivotal to the future success of smart cities, but only if players collaborate to embrace a holistic approach. With higher concentrations of people and enterprises in cities as a result of urbanisation, smart city and IoT technology, along with new sharing and service economy paradigms, will be key for cities to optimise the use of existing assets, maximise efficiencies, obtain economies of scale and ultimately create a more sustainable environment. Automation, artificial intelligence, along with sensors, data-sharing and analytics, will all be critical in helping cities save costs.

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UK workers low opinion of colleagues reduces chances of good teamwork

by • News, Wellbeing, Workplace

 

British workers believe that just 68 percent of their colleagues are good at their job, and nearly a quarter of staff (23 percent) would describe their colleagues as ‘lazy’ new research suggests. The more senior position people attain, the lower opinion they have of their colleagues: according to new research by Dropbox on team behaviour within UK businesses, which marks the launch of a new study, conducted in conjunction with philosophers at The School of Life. The research revealed several potential causes for the low opinion British workers have for some of their co-workers, and why they are not contributing to successful teamwork. A third (35 percent) say they have had to cover up a mistake for a colleague and nearly a quarter (22 percent) say they have had their work claimed by others and presented as their own. Seventeen per cent even said their boss had previously done this. Actions such as this undermine trust within teams – and stop credit being given where it is due – which can in the long term erode the ability of a team to function together.

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How do you really go about creating a great place to work?

by • Comment, Wellbeing, Workplace design

The topic of workplace wellbeing is becoming increasingly prevalent. And for good reason. In the UK, 45 million working days are lost due to stress, anxiety and depression and the Chartered Institute of Personnel and Development (CIPD) Absence Management survey reveals that over two fifths of organisations have seen an increase in reported mental health problems over the last year. What’s more, a recent government report found that up to 300,000 people leave their jobs each year due to mental health-related issues. Last month, Symposium hosted the “Workplace Wellness & Stress Forum 2017”, back for its twelfth year, to help employers step up and tackle the greatest inhibitor of growth, innovation and creativity – stress. Medical professionals have their definition of “stress”, health and safety execs have theirs, and the academic community promulgate another. Forum host Neil Shah, chief de-stressing officer of The Stress Management Society, offered a definition that resonated with the entire audience: “where demand placed on an individual exceeds their resources”.

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There is no clash of the digital and analogue worlds

by • Comment, Technology, Workplace design

Take no notice of the headline grabbing writers in the media. No battle lines are being drawn up between advocates of the analogue world of the 1960s/70s and those promoting the pioneering ideas for a bold digital 21st century. Despite the rhetoric written about driverless cars, being able to make phone calls by just thinking about who we want to call and the advance of artificial intelligence, we will almost certainly benefit from advances in technology.

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Podcast: From office to imaginariums, with Antony Slumbers

by • Podcasts, Premium Content, Property, Technology

In episode 14 of Workplace Matters, I am joined by Antony Slumbers, history of art graduate-cum-proptech entrepreneur, futurist and digital advocate. In a wide-ranging discussion which includes the inevitable advance of computer processing capability and artificial intelligence, Antony explains why the only option for future business success is to embrace our digital future. Making links to how this will impact upon our workplaces, Antony and I explore many of the points he made in this Work&Place article from earlier this year leading to a bold assertion: the office is dead, so it’s time to think differently.

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Location of workplace matters when it comes to workplace performance

by • Flexible working, News, Property, Workplace

Employers can make major performance and productivity improvements by taking a more strategic approach to where they place their people, a new report suggests. Organisations with the closest alignment between their geographical talent footprint and market opportunity tend to be most productive and profitable claims Right people, wrong place?, a new EY report in collaboration with LinkedIn. The report analysed 659 organisations of varied size and scale across 11 sectors and revealed that those that poorly match their workforce to the global sub-sector growth markets are potentially leaving hundreds of millions of dollars of opportunity on the table. Bringing together a combined analysis of current and projected industry market performance from EY with LinkedIn’s insights from more than 530 million members, the report validates and quantifies the value of maximising the alignment between workforce location and market opportunity.

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Government unveils Industrial Strategy to boost productivity and wealth

by • News, Property, Technology

The UK government has published its ‘ambitious’ Industrial Strategy, which it claims sets out a long-term vision for how Britain can build on its economic strengths, address its productivity performance, embrace technological change and boost the earning power of people across the UK. With the aim of making the UK the world’s most innovative nation by 2030, the government has committed to investing a further £725 million over the next 3 years in the Industrial Strategy Challenge Fund (ISCF) to respond to some of the greatest global challenges and the opportunities faced by the UK. This will include £170 million to ‘transform the construction sector and help create affordable places to live and work that are safer, healthier and use less energy’

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Employers can Improve staff performance by balancing feedback says CIPD

by • News, Workplace

Line managers can improve the performance of their teams by focussing on building their strengths, rather than trying to fix their weaknesses, claims new research published by the CIPD. ‘Strengths-based performance conversations’ aims to move managers away from a deficit-oriented method, which is focused on identifying and fixing the weaknesses of team members, analysing what has gone wrong and considering how that can be avoided in the future. The new study of performance management outcomes in the civil service shows that that employee performance can be improved by a simple training intervention focused on building strengths instead of fixing weaknesses. These results can be boosted by a more extensive intervention, which includes wider communication and changes to HR policy, as well as manager training.

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Fear of change is putting British companies at risk, Microsoft report claims

by • Flexible working, News, Technology

A fear of change among staff is putting British companies at risk, according to new research that looks at how businesses are preparing for a technology-led future. A significant number of workers from across the UK admitted to anxiety and concerns over job security when their firms introduced technology to help them in their roles. Just under half (49 percent) of the people surveyed by Microsoft, Goldsmiths, University of London and YouGov said they feared the change that comes with digital transformation. Sixty-one percent said they felt anxious when bosses brought in new technology, while 59 percent were worried about the impact the automation of tasks would have on their job.

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The contribution of personality to the performance of agile workers

by • Features, Flexible working

The introduction of agile working into organisations has typically focussed on the workstyles of different job roles, but has tended to treat the jobholders within these groups in the same way. The successful introduction of new ways of working clearly relies on the willingness of the people occupying the job roles to embrace new ways of working; yet there has been little investigation of the needs of agile workers with different personality types beyond looking at the needs of extroverts and introverts. These studies have tended to focus on the workplace; for example, the Cushman Wakefield Workplace Programme briefing paper examines how organisations can accommodate the needs of extroverts and introverts working together in the workplace. However, using OCEAN personality profiles, Nigel Oseland found that different personality types have different preferences, which in turn are likely to affect their performance at work.

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Review: ushering in a new era for the coworking phenomenon 0

by • Comment, Coworking, Technology, Work&Place, Workplace design

Ramon Suarez has produced a very practical book, based on his own experience as one of the pioneers of coworking. And let’s be clear – it is coworking (not “co-working”; there is no hyphen), as Suarez explains, “a coworker (a member of a coworking space) is not the same as a co-worker (somebody who happens to work for the same company or in your same office)”. On his business card, Suarez describes his role as “Serendipity Accelerator”- you will understand that if you read the book. Suarez differentiates coworking from its many (and mostly false) aliases. Shared offices may be collaborative, but do not provide the network of people found in a good coworking space. Networked offices, where more than one company shares space and may collaborate, “come close” to coworking. Hacker & Maker spaces, Accelerators, Incubators and Cafes are similarly differentiated.

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Over half of remote workers say their colleagues don’t treat them equally

Over half of remote workers say their colleagues don’t treat them equally

by • Flexible working, News, Technology, Workplace

Over half (52 percent) of people who work remotely feel their colleagues don’t treat them equally, claims a new study. Working remotely has become a highly sought-after job perk and having the flexibility to live and work where you please, regardless of corporate headquarters, often draws people to take one job over another. But a survey from VitalSmarts produced by David Maxfield and Joseph Grenny, authors of the bestsellers Crucial conversations and Crucial Accountability, found that remote employees have a significantly harder time with a number of workplace challenges than their onsite colleagues. 67 percent of remote employees complained that colleagues didn’t fight for their priorities compared 59 percent of onsite employees. 41 percent of remote employees believed colleagues say bad things about them behind their back compared to 31 percent of onsite employees and 64 percent of remote employees had changes made to a project without warning vs. 58 percent of onsite employees. Over a third (35 percent) of remote employees thought colleagues were lobbying against them vs. 26 percent of onsite employees.

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