September 12, 2019
Over half of workers believe automation will significantly change or make their job obsolete within the next ten years and three quarters would learn new skills or completely retrain to improve their future employability. Yet people given fewer opportunities to learn new digital skills are more fearful of the impact of automation, and are more likely to have lower levels of education. More →
September 11, 2019
Fewer than a third (32 percent) of UK workers are allowed to work remotely whenever they want, according to research from Capita which explores employee attitudes to remote/flexible working and the challenge employers face meeting their expectations of IT to do so. ‘The State of IT – The Employee Verdict’ report (registration) claims that almost three quarters of workers (71 percent) would like the option to work remotely, citing a better work-life balance (60 percent), reducing their transport costs (47 percent), and carbon footprint (35 percent) as their biggest drivers for doing so. More →
September 10, 2019
If you’ve ever shopped around for a coworking space, you’ve undoubtedly heard every shared workspace operator brag that its offices aren’t just a place to work – they’re all about community and culture. As Fast Company’s Ruth Reader put it, we’re just a “bunch of co-work startups saying the same things about how different [we] are.” She’s not entirely wrong, but (with all due respect) I think she’s missed the point about coworking.
September 10, 2019
Technology is always remarkable in its own time, indistinguishable from magic for an increasingly fleeting moment before the stardust fades and it becomes mundane, subverted by our unintended uses, its own unintended consequences and the very way it inveigles itself into the background of our existence, blurring identities, changing the way we view ourselves and others and shattering the compartments into which we once found it easy to separate the different parts of our lives.
September 10, 2019
Managers should seriously consider giving their employees the reins for a day to test new research that indicates seven out of 10 employees worldwide (69 percent) say they can do their boss’s job better, despite nearly the same number of workers (71 percent) grading their boss’s competence a B or better.
The Global State of Managers research comes from The Workforce Institute at Kronos Incorporated and Future Workplace, which examined how nearly 3,000 employees in Australia, Canada, France, Germany, India, Mexico, the U.K., and the U.S. would grade their manager’s effectiveness across five factors: communication, competence, empowerment, professional development, and support.
According to the study, employees grade their managers high on competence but nearly fail them when it comes to work-life balance and job coaching. Overall, people feel managers are good at their jobs, with the majority of employees grading bosses an A or B for competence (71 percent) – the highest grade given – and work ethic (70 percent).
Bosses also received high marks (B or better) for their communication skills, people management skills, and ability to handle performance-related issues (all 67 percent). The older the employee, however, the more critical they are of their boss: Baby Boomers1 and Gen Xers grade managers more harshly with a C, D, or F for overall people management skills (37 percent and 38 percent, respectively). Worldwide, the employee-manager connection remains critically important: 70 percent of employees say their relationship with their manager is an extremely or very important factor when deciding to remain at their current job, with 22 percent agreeing it’s somewhat important. Millennial (79 percent) and Gen Z (73 percent) employees feel strongest about the importance of the manager relationship for retention compared with Gen X (66 percent) and Baby Boomer (62 percent) counterparts.
Other findings
Differences by sector and nationality
Despite rating their managers No. 1 in all categories, 95 percent of Indian employees still say they could do their boss’s job better all of the time (47 percent) or some of the time (48 percent). This sentiment is followed by 87 percent of Mexican workers and 71 percent of French workers. Canada (61 percent) and U.S. (59 percent) workers feel the least confident that they could do their boss’s job better – yet it’s still more than half of all employees.
Managers in the technology industry are on top overall, scoring highest marks (A or B) in people management (81 percent), communication (75 percent), and modeling work-life balance (70 percent). Professional services managers (e.g. accountants, engineers, lawyers) rank second-best, with 70 percent of employees grading them a B or better for people management and communication. Employees in the technology (77 percent) and finance (70 percent) sectors say they have a strong or very strong relationship with their boss, followed by manufacturing (62 percent); education (61 percent); retail (61 percent); and professional services (61 percent).
There is room for managers to model better work-life balance in frontline industries – i.e. those who must be present to do their jobs – with 53 percent of employees in federal government, 42 percent in healthcare, and 42 percent in retail giving their boss a C or worse.
Regarding pure competence, managers are graded worst – C or lower – by public safety (44 percent); federal government (39 percent); transportation/distribution/logistics (35 percent); and healthcare (34 percent) employees. More than one in three employees give poor marks of a C or worse for their manager’s work ethic in federal government (37 percent); healthcare (34 percent); transportation/distribution/logistics (34 percent); and manufacturing (33 percent).
Image by Pixabay
September 9, 2019
What happens to people when their skills become obsolete? If you’re not asking yourself this question already, you probably should. A new study from researchers at MIT and Wharton is the basis for this piece in Quartz at Work which considers the implications for what looks like a small technological change and its consequences for a large number of people who had to reset what they offered employers. More →
September 6, 2019
Hot-desking is a scourge on modern work. That’s the only conclusion you will draw by reading ‘The hidden hell of hot-desking is much worse than you think’ (published in the FT on 28 July 2019) and dozens more like it that continue to appear in national media and top business titles. The piece contends that organisations are using the guise of agile working to excuse their cost-saving prerogative. In reality it is a penny-pinching ploy that “strips people of their own desk and casts them out to the noisy, chaotic wasteland of shared work spots,” or so we’re told. More →
September 6, 2019
Stressed at work? Feeling blue at this time of year? Take a breath. You are not alone. While the World Health Organisation (WHO) is just now recognising burnout, a result of stress, as an “occupational phenomenon,” the conversation around wellbeing at work is not new. If we learn anything from this newest designation, it’s that wellbeing cannot be ignored because the need to focus on it continues to intensify.
September 5, 2019
Coming up with a good creative idea is hard. We do not fully understand how this process works, but there are certain techniques that have proved successful in fostering creativity, such as mind-mapping, brainstorming or creating conditions for free experimentation. Many big companies (such as design agencies) embrace these practices in the way they work. More →
September 5, 2019
Optimising the human workplace experience to achieve greater productivity and creativity will be explored in depth at the CoreNet Global Summit in Amsterdam this September. Over a dozen diverse sessions will examine multidisciplinary approaches to achieving gains in health, productivity and creativity alongside both academic and commercial research showing measurable benefits. More →
September 4, 2019
HOK’s WorkPlace practice has issued its latest report, Designing a Neurodiverse Workplace (registration), exploring how organisations can apply workplace design to create physical environments that support the full range of neurodiversity in employees. HOK’s report includes interviews with experts as well as suggestions for design strategies, operational changes and individual adjustments that can support neurodiverse and neurotypical staff alike. More →
September 11, 2019
Mixed messages in labour market, but signs of trouble ahead
by Tony Wilson • Business, Comment