Flexible work options – Work From Homee http://work-fromhomee.com/ Wed, 11 May 2022 23:00:00 +0000 en-US hourly 1 https://wordpress.org/?v=5.9.3 https://work-fromhomee.com/wp-content/uploads/2021/04/cropped-icon-32x32.png Flexible work options – Work From Homee http://work-fromhomee.com/ 32 32 Friesens Corp. named one of Canada’s 50 Best Managed Companies for the 19th time https://work-fromhomee.com/friesens-corp-named-one-of-canadas-50-best-managed-companies-for-the-19th-time/ Wed, 11 May 2022 23:00:00 +0000 https://work-fromhomee.com/friesens-corp-named-one-of-canadas-50-best-managed-companies-for-the-19th-time/ Friesens Corporation is once again named to the list of Canada’s 50 Best Managed Companies. In fact, it’s the 19th time the Altona-based book, directory and packaging maker has earned recognition from Deloitte, which has run the program for 29 years. Additionally, because he received the award for more than 7 consecutive years, Friesens requalified […]]]>

Friesens Corporation is once again named to the list of Canada’s 50 Best Managed Companies. In fact, it’s the 19th time the Altona-based book, directory and packaging maker has earned recognition from Deloitte, which has run the program for 29 years.

Additionally, because he received the award for more than 7 consecutive years, Friesens requalified and maintained his exclusive Platinum Club status.

In a press release, Deloitte highlighted many of the similarities and connections between Canada’s Best Managed Companies.

A statement from Friesens noted that these values ​​and practices are consistent with its core values, as well as its ever-evolving business plan. The company has drawn attention to the links which it says are in common with those described by Deloitte.

– “Over the past year, these companies have demonstrated a forward-thinking mindset that has enabled them to overcome challenges and explore new avenues of advancement.”

– “This year’s Best Managed winners have embraced a people-centric mindset, ensuring their employees feel valued and empowered and allowing them to cultivate important capabilities to make valuable contributions and help drive the core purpose forward. of their organization.

– “Another link between Canada’s Best Managed Companies is their ongoing focus on employee well-being, with policies and practices ranging from enhanced benefits and flexible work options to professional development opportunities and of growth.”

– “These companies promote clear and consistent communication across their organizations, fostering inclusive and collaborative workplaces where employee contributions are recognized and rewarded through holistic compensation systems.”

– “Canada’s Best Managed Companies are also showing a renewed focus on customer and community relations, with many of this year’s winners

– “take active steps to integrate environmental, social and governance considerations into their strategic planning and decision-making.”

“These are values ​​and practices that Friesens has increasingly championed and incorporated for the benefit of their employee-owners, customers and community,” a company statement said.

“Friesens has been a beacon in the community of Altona, Manitoba for many years and has weathered many storms throughout our 115 year history. Our 600 employee-owners are excited about the future of our business and look forward to continuing to grow.

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Four-day work week in California: how it works, who benefits https://work-fromhomee.com/four-day-work-week-in-california-how-it-works-who-benefits/ Tue, 10 May 2022 12:00:00 +0000 https://work-fromhomee.com/four-day-work-week-in-california-how-it-works-who-benefits/ If every weekend was long, would we all be happier? As some companies and California lawmakers pursue a four-day work week, experts tell The Bee it’s not about the hours — it’s the flexibility that ultimately creates a more balanced workplace. . At the beginning of May, a bill which would establish a four-day week […]]]>

If every weekend was long, would we all be happier? As some companies and California lawmakers pursue a four-day work week, experts tell The Bee it’s not about the hours — it’s the flexibility that ultimately creates a more balanced workplace. .

At the beginning of May, a bill which would establish a four-day week for certain California workers have been sidelined after failing to advance to the state Legislature due to implementation issues. Assembly Bill 2932 suggests companies should pay workers the same amount of wages for 32 hours as they paid for 40.

While some groups feared the bill would dramatically increase labor costs, one lawmaker explained that a shortened workweek and a broader conversation about better work-life balance were “long overdue”.

The Bee spoke to tech startup Bolt, which recently upgraded to a four-day week, about the fit, and experts from UC Davis and Berkeley about the pros and cons of a shortened schedule. Here’s what we learned:

What does a four-day work week look like?

A handful of private companies in California have already moved to the four-day work week, according to Business Insider.

Bolt, a San Francisco-based tech startup, piloted a three-month trial for a four-day workweek in September. After seeing an increase in some productivity levels during the trial, the company decided to make the change permanent for all of its employees, most of whom are salaried.

In order to maintain productivity and prevent employee burnout, the startup has reviewed its operation. Bolt is a company that aims to make the checkout process more efficient for retailers.

“We had to start focusing on what’s really important and what we should be doing and kind of cut out some of the noise,” Adam McBain, Bolt’s vice president of human resources, said.

He said the “optionality” a four-day work week offers is the reason for its success. It allows people to log in on Friday, rather than Saturday, to complete any pending tasks, and still have two days off on the weekend.

“I think it makes a worker happier and it gives people balance,” McBain said.

He added that the company has had to find ways for employees to have some balance Monday through Thursday, so their schedules aren’t completely stacked with work and meetings.

“I think it’s doable with hourly shifts,” McBain said of the shortened model. “It takes a commitment from the company to do what you need to do to make it work.”

Does a shorter work week help or hurt?

According to the non-profit organization 4 Day Week Global, which launched a pilot project with 38 companies to test the four-day schedule, 78% of employees with a four-day work week said they were happier and less stressed.

However, UC Davis director of wellbeing, Dr. Peter Yellowlees, said flexible work options are most beneficial to people’s wellbeing — not necessarily reduced hours. After the pandemic began, many companies let workers decide where they wanted to work.

“We can work both in the office, at home and elsewhere, and what I think employers are starting to realize is that this is very positive for the well-being and mental health of most people. “Yellowes said.

He added that allowing people to work from home and integrate their personal and professional lives is a “much healthier way” to achieve work-life balance.

Financial disadvantage for some

Other factors that can create a happier worker include better pay and sick time, growth opportunities and a more consistent schedule, especially for hourly employees, said Enrique Lopezlira, labor economist at UC. Berkeley.

“I think employers who treat employees as valuable work partners and see them as an asset rather than a cost that they just have to minimize, I think those workers…are happier and more productive,” a- he declared.

Lopezlira, director of the low-wage program at the university’s labor center, said the four-day week would most likely put hourly workers at a financial disadvantage. Most of them are looking to work more hours during the week.

He added that the proposal could potentially worsen inequalities that already exist between white-collar workers and low-wage workers, which are mainly in minority groups.

“One of the reasons women, black and Hispanic workers have been hit so hard by the pandemic is that they are overrepresented in these low-wage industries,” he said.

Due to higher labor costs under the model, the economist said employers could reclassify full-time hourly workers as part-time workers or even contractors, which could cause them to lose benefits and negatively affect their earning potential.

But beyond reduced hours and flexible work options, wellbeing expert Yellowlees said making work more meaningful for a wider range of people is the best way to improve workers’ mental health.

“It’s not so much the number of hours they work,” he said, “but the meaning they have of their work – what they achieve and what they contribute.”

Although shelved for now, the proposal for a four-day work week could resurface later in the Legislative Assembly, according to the Wall Street Journal. A lawmaker said he intends to hear from stakeholders to find out what needs to be changed in the bill.

What do you want to know about life in Sacramento? Ask our California Utility team your priority questions in the module below or email utilityteam@sacbee.com.

Modesto Bee Related Stories

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Workers grapple with new stresses upon returning to the office https://work-fromhomee.com/workers-grapple-with-new-stresses-upon-returning-to-the-office/ Sun, 08 May 2022 17:34:46 +0000 https://work-fromhomee.com/workers-grapple-with-new-stresses-upon-returning-to-the-office/ A lot is at stake. Estimates show that untreated mental illness can cost businesses up to $300 billion a year, largely due to impacts on productivity, absenteeism, and increased medical and disability, according to the National Alliance on Mental Illness. Russ Glass, CEO of online mental health and wellness platform Headspace Health, said he’s seen […]]]>

A lot is at stake. Estimates show that untreated mental illness can cost businesses up to $300 billion a year, largely due to impacts on productivity, absenteeism, and increased medical and disability, according to the National Alliance on Mental Illness.

Russ Glass, CEO of online mental health and wellness platform Headspace Health, said he’s seen a fourfold increase in the use of behavioral health coaching and a fivefold increase in clinical services like therapy and psychiatric help during the pandemic compared to pre-pandemic days. With apps like Ginger and Headspace, the company serves more than 100 million people and 3,500 businesses. Among the main concerns: anxiety about contracting COVID-19 and difficulties in balancing work and private life.

“We haven’t seen it diminish. That level of care just stayed high,” Glass said.

The constant wave of new virus outbreaks did not help.

Francine Yoon, a 24-year-old food scientist at Ajinomoto Health and Nutrition North America in Itasca, Illinois, has been working mostly in person since the pandemic, including at her current job which she started last fall. Yoon said his company has helped alleviate anxiety by doing things like creating empty meeting rooms and offices to create more distance for those who feel any form of anxiety about being away. proximity to colleagues.

But moving in last year with her older parents, both in their early 60s, led to a heightened level of anxiety as she fears passing the virus on to them. She said each wave of new cases creates some anxiety.

“When the cases are low, I feel comfortable and confident that I’m fine and will be fine,” she said. “When power surges happen, I can’t help but get cautious.”

As for Carmona, he is trying to reduce his stress and plans to participate in his office‘s online meditation sessions. He is also considering carpooling to reduce gas costs.

“I’m one of those people who takes it day by day,” he said. “You have to try to keep your stress levels balanced, because you’ll have your brain racing through the ground thinking about things that could go haywire.”

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Do you want to reduce the number of employees in your law firm? Mandate 3 days or more of presence in the office https://work-fromhomee.com/do-you-want-to-reduce-the-number-of-employees-in-your-law-firm-mandate-3-days-or-more-of-presence-in-the-office/ Thu, 05 May 2022 09:00:12 +0000 https://work-fromhomee.com/do-you-want-to-reduce-the-number-of-employees-in-your-law-firm-mandate-3-days-or-more-of-presence-in-the-office/ Throughout the pandemic, managing partners have affirmed the need to bring lawyers back into the office to mentor the next generation of lawyers and preserve their firm’s culture. With hybrid working policies taking effect, these executives are about to find out if lawyers value their firm’s culture and mentoring more than the ability to work […]]]>

Throughout the pandemic, managing partners have affirmed the need to bring lawyers back into the office to mentor the next generation of lawyers and preserve their firm’s culture. With hybrid working policies taking effect, these executives are about to find out if lawyers value their firm’s culture and mentoring more than the ability to work from home.

If that sounds ominous, it should. Last week, the US attorney released a survey asking Big Law lawyers to describe their firm’s back-to-office policy and to think about what they think about it. We also asked what could be improved and how these policies may affect lawyers’ willingness to change firms. We ultimately garnered 350 responses after our journalists and industry thought leaders shared it on their social media.

A White & Case associate summed up the prevailing mood: “If they try to get me back into the office[,] I will go 100%.

With 65 companies represented in our survey, approximately 60% of respondents said their company requires three days a week of office work. A strong majority of these lawyers indicated that they wanted more flexibility from their firms, with an even split between lawyers who wanted full remote work and those who would be comfortable with one to two days a week. mandatory attendance week. Most of the lawyers who said they were already talking to recruiters from more flexible firms were from the three-day group.

About 23% of lawyers said their firm requires one to two days a week in the office, and the vast majority of those lawyers said they were satisfied with their firm’s policy. Some still wanted full remote work, but⁠ – unlike the three-day cohort – these attorneys widely said they would only consider resigning if this policy was changed to require more attendance.

About 12% of respondents said their firm had no attendance requirements, although some lawyers said they felt obligated to show up regularly anyway. At Greenberg Traurig, a firm where attendance decisions are left to practice leaders, several respondents described their attendance requirements as a mystery. “It’s hard to complain when I’m 90% WFH because no one said anything,” an associate wrote. Another said he wanted more clarity, wanting a coordinated day or two of attendance “without the guilt trip”.

Several Sullivan & Cromwell respondents, who declined to comment on its policy, said they felt pressured by senior partners to come to the office. “Participation is strongly encouraged and all messaging from senior management partners is about the importance of being in the office as often as possible, but there is no rule on how many days you need to attend. be in the office,” an associate said. mentioned.

Companies that have clearly laid out their fully flexible policies, such as Gibson, Dunn & Crutcher and Quinn Emanuel Urquhart & Sullivan, have mostly received high marks from their lawyers.

Officially, no company in our survey confirmed asking for more than three days of presence, but eight respondents said it was formal or implicit local policy or practice. The majority of these respondents wanted more flexibility, either full distance or three-day mandatory attendance.

What culture are we returning to?

Several associates have stated that the justification for these policies seemed rooted in the nostalgic ideals of the partners of what a law firm should be.

“If I just walk in so a partner can see me from a distance and doesn’t even care because they don’t know what I look like, and I really can’t walk into someone’s office (everyone has changed a bit post-COVID so walking into someone’s office is awkward), and I spend time commuting, it doesn’t add up,” a Simpson Thacher & Bartlett associate said. .

A Cooley associate wanted the company’s policy to be flexible and without expectations when it came to time spent in the office. Cooley’s stated policy does not include attendance warrants for attorneys, but two of four attorneys who identified themselves as associates of Cooley said they sensed an unstated expectation of two to three days of attendance. (A spokesperson for Cooley did not respond to a request for information on the details of his policy.) “Lawyers at different stages of life (young children) cannot be [as excited] about returning to the office as boomer partners,” the associate said.

And a handful of attorneys have viewed the back-to-work policies as an affront, given the number of hours they’ve billed for their firms. Rather than bringing lawyers back to a culture of collaboration, they felt a culture of disrespect.

“Personally, I prefer to work in the office, so [a policy change] probably wouldn’t influence me,” said an associate of Ogletree, Deakins, Nash, Smoak & Stewart. “But I think it contributes to an overall culture that doesn’t respect employees.” A Locke Lord associate echoed the sentiment, asking “Why do we have a weekly minimum [attendance requirement] when we charged more hours than ever working from home due to COVID? »

Attract lawyers with flexibility

More than two-thirds of our respondents said they wanted their company’s policies to be more flexible. By comparison, five attorneys said they felt their firm’s policies were too flexible, resulting in empty offices and lost collaboration opportunities.

Of the lawyers who said they were willing to quit because of an attendance policy, most drew the line at a hypothetical five-day return to the office. “I wouldn’t move to a company with a strict policy,” said a Latham & Watkins associate, who said the company needed two to three office days. “If I can be trusted to bill more than 2,600 hours a year, I can be trusted to work from home.” (Latham & Watkins did not confirm its policy on time.)

However, around a third of lawyers facing three-day attendance warrants – and some lawyers with more flexibility than that – said they were exploring options for more flexibility.

What Lawyers Want

At Morgan, Lewis & Bockius, where attendance is mandatory on Wednesdays with an additional one to two days of weekly attendance encouraged, a mid-level associate said they were already considering other companies with a more flexible work-from-home policy . And a Dentons associate who said associates had to come three days a week said they “would go to any company that wanted to fit in with their time”. (A Dentons spokesperson said the company is still finalizing its policy.)

Some lawyers indicated that the policies had already been considered in lateral decisions. A recent Morrison & Foerster hire said she did not go to Paul, Weiss, Rifkind, Wharton & Garrison due to that firm’s three-day attendance policy, while McDermott Will & Emery and King & Spalding apparently recruited attorneys based on their hybrid policies.

The application will be decisive

A number of lawyers from firms such as Milbank, Cleary Gottlieb Steen & Hamilton, White & Case, Reed Smith and Covington & Burling said their decision to stay with their firm depended on whether the firm applied a policy of existing presence.

Return to office policies

In an email, a spokesperson for White & Case said the firm’s lawyers were expected to spend around 60% of their time in the office, while the ‘I’ll leave 100%’ partner said the effective policy was entirely remote. Another White & Case associate would consider moving to another firm with a more flexible policy, “assuming that means [White & Case] actually monitors attendance.

At Reed Smith, several partners said the firm’s three-day attendance policy was not enforced, although some lawyers felt compelled to follow it. “No one comes into the office regularly except the juniors who feel helpless to do anything else,” said a mid-level associate.

Another associate saw no need to return to an office where, before the pandemic, he mainly worked with the door closed.

“If they ask, I’ll leave,” the associate said. “Right now, I’m just not conforming.”

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Cultivate a culture of empathy and well-being for workplace resilience https://work-fromhomee.com/cultivate-a-culture-of-empathy-and-well-being-for-workplace-resilience/ Tue, 03 May 2022 13:44:04 +0000 https://work-fromhomee.com/cultivate-a-culture-of-empathy-and-well-being-for-workplace-resilience/ Companies are prioritizing people-centric workforce strategies that provide more flexibility to attract and retain top talent. As we enter the third year of the COVID-19 pandemic, the Great Light and the Great Resignation are forcing employers to transform their talent attraction and retention strategies. Talent is in the driving seat and their expectations of their […]]]>
Companies are prioritizing people-centric workforce strategies that provide more flexibility to attract and retain top talent.

As we enter the third year of the COVID-19 pandemic, the Great Light and the Great Resignation are forcing employers to transform their talent attraction and retention strategies. Talent is in the driving seat and their expectations of their employers have changed dramatically as they have adapted to new ways of working. Companies have adopted hybrid and remote working models that have accelerated digital transformation, shifted to asynchronous working arrangements offering more flexible work options, and increased the use of contingent talent to address labor shortages. workers at a time when American workers are leaving their jobs in record numbers.

Related: How Talent Development Drives Retention Amid Labor Shortage

The ongoing labor shortage and growing skills gap continue to pose enormous challenges to organizations struggling to attract and retain talent. As a result, companies are prioritizing people-centric workforce strategies that provide more flexibility – from benefits packages to working arrangements – to attract and retain top talent.

Why Talent Management Strategies Need to Put People First

According to Randstad Sourceright’s 2022 Talent Trends Report, one in four human capital leaders say a talent shortage is one of their top issues, and more than half (53%) still plan to hire heavily This year. If they expect to meet their hiring demands, organizations must recognize that they cannot simply revert to the old ways of working. If they want to stand out to talent, they will need to understand what candidates and employees expect of them and adapt accordingly.

Most employers surveyed in the 2022 Talent Trends study (73%) agree that candidates value organizations that prioritize personal well-being when it comes to company culture. This is essential as workers have reassessed the role that work plays in their lives. According to Randstad’s Workmonitor worker sentiment survey, 51% of workers say their stress levels have increased during the pandemic, and as a result, 73% feel empowered to make positive changes to their work-life balance , and 77% say they are looking for more flexibility in their jobs and careers.

Even though organizations know what they need to do to attract and retain talent, there is still a disconnect between theory and practice for some. According to the Talent Trends study, only 45% say their talent acquisition strategy is more focused on creating value than saving money. This comes at a time when 36% also say they are experiencing higher than normal recruiting costs, and 1 in 4 talent managers say the talent shortage has negatively impacted their organization’s profitability.

Understanding talent expectations and investing in their well-being creates long-term value; happier workers are more productive, more likely to stay, and will drive business growth. So how do you meet these expectations?

Benefits and flexible work arrangements are key differentiators

According to the 2022 Talent Trends study, 86% of talent leaders say flexible work arrangements help them overcome talent shortages. This may mean offering remote and hybrid work options, job sharing, part-time options, and more flexible schedules and hours overall.

Additionally, many organizations are recharging and refreshing their talent management strategies by offering creative perks designed to improve work-life balance and differentiate themselves from competitors offering similar salaries. This can include offers ranging from unlimited or mandatory leave policies to less conventional options such as mental health benefits, wellness or lifestyle allowances, childcare assistance and child care benefits. fertility.

Some companies even offer benefits to make life easier for their employees, such as housekeeping and meal delivery services, for example. Grouping these benefits into flexible menus from which people can select their preferred benefits can help employees feel in control and valued within the organization.

Create opportunities for growth and mobility

To combat talent shortages, ensure the sustainability of their workforce, and help employees achieve their own professional development goals, organizations are also taking a more flexible approach to learning. Some are looking for ways to provide stronger reskilling and upskilling opportunities for employees, allowing them to invest in themselves and having a greater sense of purpose and creating greater opportunities for internal mobility. In fact, in the 2022 Talent Trends study, 75% of employers cited reskilling and upskilling as an effective approach to addressing the challenge of talent scarcity.

Employee feedback is essential to a people-centric talent management strategy

It’s crucial that organizations don’t just expand their benefit offerings in a vacuum or assume what people would value most. At the heart of an empathetic and truly people-centric workforce strategy is listening to and responding to workers’ feelings. That’s why 56% of companies say they’re investing in employee feedback and engagement systems this year. Regularly surveying employees at all levels and taking their feedback seriously is the best way to gauge what employees want in terms of working conditions, benefits, and professional development.

Following the major disruption of the past two years, people have set a new bar for how they expect to work and be treated by their employers. Companies that respond by creating a culture of empathy, flexibility, and trust that extends to all aspects of the talent experience will succeed in attracting and retaining skilled, in-demand professionals in the future.

Companies have the opportunity to adapt following the pandemic; this will not be the last challenge they will face. But those who put people at the center of their business growth strategies and create a culture where employees feel truly valued will weather future storms, whatever they may be.

Sue Marcus is Managing Director of Randstad Sourceright North America.


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Mothers have proven their power https://work-fromhomee.com/mothers-have-proven-their-power/ Sun, 01 May 2022 23:00:00 +0000 https://work-fromhomee.com/mothers-have-proven-their-power/ Motherly co-founders Jill Koziol (left) and Liz Tenety (right). Kindergarten For the past five years, community lifestyle brand Motherly has conducted the largest statistically significant survey of American mothers. Motherly Co-Founder and CEO Jill Koziol explains how the annual State of Motherhood Study not only validates assumptions about working motherhood, but also provides today’s mothers […]]]>

For the past five years, community lifestyle brand Motherly has conducted the largest statistically significant survey of American mothers. Motherly Co-Founder and CEO Jill Koziol explains how the annual State of Motherhood Study not only validates assumptions about working motherhood, but also provides today’s mothers with data to advocate for change :

“This data is a reckoning for employers to internalize and recognize that it is no longer pleasant to have to support working mothers, but rather a business imperative – working mothers are essential to the economic future and to our country’s competitiveness.

Working mothers: the most educated cohort in today’s labor force

The pandemic has, without a doubt, played a leading role in the evolution of statistics from 2018 to today. Four years ago when I reported the results, 58% of working mothers still planned to have more children. This year (and for the first time), that percentage has dropped by 16 percentage points to just 42% of millennial and gen Z moms intending to have another child.

“Companies have invested in training and educating their female workforce only to find that when they become mothers, a leaking talent pool begins. This led to an unconscious bias against women, and especially mothers, which had huge economic implications,” says Koziol.

Koziol adds that in the past, companies got by without addressing this leaking pool of female talent, as there was a large educated male workforce to make up the delta.

“Women have superimposed roles – overlapping household, parental and professional responsibilities with little additional support from society, business or government. However, millennials are the first generation in history where women are more educated than men. Therefore, businesses and our economy must figure out how to keep educated women in the workforce once they become mothers. Equally important, they must invest in the reintegration and reintegration of mothers when they return to work.

Without solving the problems, the great resignation will continue

In 2018, 56% of mothers under 30 changed their professional status after becoming parents. Today, because the pandemic has pushed employers to offer more work options like working from home and flexible hours, only 18% of mothers need more work flexibility.

As fewer Gen Z and Millennial mothers plan to expand their families, more mothers are the primary breadwinner. For example, 47% of mothers surveyed this year contribute more than half of household income. In 2018, 37% of mothers contributed half or more to their household income.

Unfortunately, despite being the primary breadwinners in their families, mothers continue to bear the physical and mental burden of motherhood disproportionately more than their partners. Without addressing issues such as the maternity penalty, affordable childcare, parental leave, and creating flexible work options for working mothers to integrate work and childcare responsibilities, The Great Resignation will continue.

An increase in the number of activist mothers

Since 2018, mothers in the United States have lived through midterm elections, a government shutdown, a global pandemic, protests against racial injustice, the 2020 presidential election, and an attack on the US Capitol.

Presumably, by explaining these unfathomable events to their children, they became more curious about legislation, social issues, and politics. (Similarly, many of the mothers who participated in the State of Motherhood Study are Generation Alpha parents, a group in which nearly one in five members have participated in a march or demonstration on an issue that concerns them.)

As a result, compared to five years ago, there has been a dramatic increase in the number of mothers interested in legislation and policies aimed at improving the lives of families. For example, in 2018, 49% of Millennial and Gen Z moms surveyed felt that better paid time off policies would help them feel supported. In 2022, 77% of moms feel this.

“While we have yet to see real legislative change at the national level, Motherly’s annual State of Motherhood Study gives mothers a voice at scale in a statistically significant way. Plus, it empowers them , as well as their allies, to advocate for change within their families, their employers, and their votes in political elections,” Koziol notes.

For more detailed results, read the study here.

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Cloud Operations Center Manager – Sault Ste. News Mary https://work-fromhomee.com/cloud-operations-center-manager-sault-ste-news-mary/ Fri, 29 Apr 2022 16:41:03 +0000 https://work-fromhomee.com/cloud-operations-center-manager-sault-ste-news-mary/ GAME ON – OLG needs you We said GAME ON, and we mean it – OLG is rapidly transforming its organization to better serve Ontarians by delivering exceptional gaming experiences through our digital, retail lottery and land-based casino channels. In our 2019-2020 fiscal year alone, OLG achieved net income of over $2.3 billion in the […]]]>

GAME ON – OLG needs you

We said GAME ON, and we mean it – OLG is rapidly transforming its organization to better serve Ontarians by delivering exceptional gaming experiences through our digital, retail lottery and land-based casino channels. In our 2019-2020 fiscal year alone, OLG achieved net income of over $2.3 billion in the province of Ontario. OLG is now expanding its horizons even further, with a new strategic direction, to become a global leader in gaming entertainment with a globally admired digital platform.

We are ready to take this game to the next level and need a passionate Cloud Operations Center Manager who will be responsible for overseeing and managing a 24/7 incident support team. 7 focused on player issues and incidents related to the cloud environment. This includes developing and maintaining operating procedures and processes that will deliver exceptional customer service and experience.

YOUR ROLE IN THE GAME

  • Reporting to the Sr Manager, Data Center, you will be empowered to:
  • Manage the day-to-day delivery of Incident Help Desk services (e.g. player technical support services, problem resolution, request fulfillment, etc.), including providing advice on developing and maintaining standardized work practices and processes that enable exceptional customer and player service. continuity.
  • Manage 24/7 operation requirements to ensure support is provided for all scheduled hours to meet customer expectations.
  • Provide oversight to the Incident Support team, including helping to define roles, responsibilities and expectations of team members; provides timely coaching and performance feedback, ensuring a cohesive operating unit with optimal use of team skills
  • Monitor team adherence to predefined SLAs to ensure prompt response and resolution of all incidents escalated to the Incident Support team.
  • Lead process development and improvement of service operations (e.g. troubleshooting/resolution/incident change management, escalation) and related reporting; coordinate the identification, implementation and monitoring of processes to identify opportunities for continuous improvement.
  • Oversee incident support team calls and ticket queue management to ensure services meet predefined service objectives.
  • Work with incident managers to ensure details are clear and communicated appropriately to manage stakeholder expectations.
  • Provide technical advice, guidance and recommendations for incident support activities, tools and techniques, including identifying further opportunities for continuous improvement
  • Act as the point for Incident Desk escalations and prioritize and reassign resources to resolve the incident, including providing guidance on necessary communications during major incidents to ensure prompt resolution
  • Proactively lead analysis of team practices, queues, incident management to identify, lead root cause analysis, post incident reviews (PIR) to recommend opportunities for efficiency and effectiveness.
  • Provide support to the incident management team.

WHAT YOU NEED TO PLAY

Professional experience: Minimum of seven (7) years of experience in progressive roles within technology or a related function | Minimum of five (5) years of progressive experience in technology service management | Minimum of four (4) years of experience leading or managing technology teams in a complex technology environment | Provide subject matter expertise and/or advice to the team | Proficiency in eleven (11) of the above core skill areas listed above.

Education: Post-secondary degree, preferably in information systems, computer science or an equivalent combination of education, training and experience

Critical Skills: Analytical Thinking | Relationship Management | Problem solving | Decision Making and Critical Thinking | Team Orientation | Change Management | Planning: Tactical, Strategic.

Primary knowledge around: Azure environments (or similar cloud experience) | Adobe Experience Manager| Portable Equipment| Adobe| Campaign Manager | Technical troubleshooting | Technology Systems Management | Service Desk | Shift | Planning | Technology Incident Management | Problem Management | Improved technology services.

Secondary knowledge around: Performance measurement and tuning | Cloud Infrastructure Support | Technology Practices and Business Approaches | Market experiences | Emerging industry technologies.

BENEFITS OF JOINING OUR TEAM

Part of a larger image: socially responsible company that returns all profits to the province and the people of Ontario

Flexible work environment: to help balance work and life

You count: family-friendly work practices and remote work

Freedom to innovate: supports new and better ways to succeed

Be your Authentic Self: environment that values ​​diversity as a source of strength

Learning galore: 24/7 access to robust online learning programs

Public Service Pension Plan: participate in a large defined benefit pension plan sponsored by the Ontario government

Variable compensation program: performance-based incentives to share our success (permanent OLG employees only)

Learn about OLG – GAME ON!

OLG’s goal is to contribute to a better Ontario by providing great entertainment experiences for our customers. We are a several billion dollars organization with a wide range of business lines including lottery, land-based casinos, digital lottery and casino, horse racing and charitable gaming. OLG is in the midst of a massive transformation to become customer obsessed and take our digital business to a whole new level.

The key to our success is our people. Our culture will be based on real, positive partnerships that embrace trust, clarity and openness in everything we do. We support and empower employees and teams across the organization through greater accountability, leadership development and growth opportunities. OLG is embracing more flexible work options and family-friendly work practices, including remote work.

Equity, Diversity and Inclusion are essential elements of our culture, the cornerstone of our values ​​of respect, integrity, stewardship and excellence. At OLG, our employees have the space to be themselves and use their insights and skills for the benefit of the people and the province of Ontario.

As we reshape and grow our business, we are unwavering when it comes to living our purpose and ensuring our business delivers meaningful results. benefits for Ontarians. OLG’s net profits are reinvested in the province, contributing to the quality of life of Ontarians.

To learn more about OLG, visit our website at www.olg.ca

We look forward to hearing from you, interested candidates should apply online by May 12, 2022.

OLG is an equal opportunity employer. We are committed to providing employment accommodation in accordance with the Ontario Human Rights Code and the Accessibility for Ontarians with Disabilities Act. Please contact Human Resources at careers@olg.ca if you require accommodation at any time during the hiring process.

Thank you for your interest in this opportunity; however, only those selected for an interview will be contacted.

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Senior Application Support Specialist – Sault Ste. News Mary https://work-fromhomee.com/senior-application-support-specialist-sault-ste-news-mary/ Wed, 27 Apr 2022 14:31:08 +0000 https://work-fromhomee.com/senior-application-support-specialist-sault-ste-news-mary/ GAME ON – OLG needs you We said GAME ON, and we mean it – OLG is rapidly transforming its organization to better serve Ontarians by delivering exceptional gaming experiences through our digital, retail lottery and land-based casino channels. In our 2019-2020 fiscal year alone, OLG achieved net income of over $2.3 billion in the […]]]>

GAME ON – OLG needs you

We said GAME ON, and we mean it – OLG is rapidly transforming its organization to better serve Ontarians by delivering exceptional gaming experiences through our digital, retail lottery and land-based casino channels. In our 2019-2020 fiscal year alone, OLG achieved net income of over $2.3 billion in the Province of Ontario. OLG is now expanding its horizons even further, with a new strategic direction, to become a world-class gaming entertainment leader with a globally admired digital platform.

We are ready to take this game to the next level and need an enthusiast Senior Application Support Specialist provide day-to-day monitoring and maintenance of cloud and on-premises operations, including managing all aspects of the application environment to meet current and future application demand.

YOUR ROLE IN THE GAME

Reporting to the Sr Manager, Applications Support, you will be empowered to:

  • Execute daily delivery of cloud/on-premises application operations activities including maintenance (daily checks, fixes or minor changes), upgrades/patches, preventive maintenance, optimization and lifecycle management life (including decommissioning) to be able to provide stable and reliable services. technological solutions
  • Work with external vendors, as appropriate, for ongoing support and maintenance by engaging the vendor and collecting diagnostic data used to resolve incidents and issues as needed
  • Provide design and development of application enhancements using the Pillars of Cloud Operations best practices methodologies, tools, and framework to achieve quality standards consistently
  • Prepare and provide support in the implementation, testing and integration of new applications to ensure stability
  • Provide Tier 2 Application Support and support Tier 3 Application Support as needed and escalate as needed to ensure issues are resolved in a timely manner
  • Compose communication with key stakeholders for updates, service impacts, etc.
  • Identify and validate key system functions and integrations
  • Support technology asset management throughout the lifecycle, from application to decommissioning, to ensure accurate reporting and tracking
  • Support the change and release management process, including defining release strategy and activities for change projects, service readiness and acceptance, and service transition
  • Develop and test outage response, disaster recovery and business continuity plans to ensure adequate recovery time to minimize disruptions
  • Identify, assess and communicate cloud/on-premises operational risks and support the development of recommendations outlining how to reduce any risk exposure
  • Maintain and update documentation of key processes and procedures regarding cloud operations to ensure safeguards are kept current and utilized by new entrants to enable business continuity
  • Additional Job Details: Required to comply with and interpret regulations and policies and to ensure compliance.
  • Supports multiple applications and its integrations (not limited to) Microsoft 365 Business Applications, Dynamics 365, Workday, Peoplesoft, etc.

WHAT YOU NEED TO PLAY

Professional experience: Minimum of five (5) years of experience in progressive roles within technology or a related function. Minimum of three (3) years of experience in cloud operations/on-premises/application operations in a fast-paced enterprise environment. Proficiency in eleven (11) of the above core skill areas listed above. Provide subject matter expertise and/or guidance to the team.

Education: Post-secondary degree, preferably in the field of information systems, business administration and/or project management, or an equivalent combination of education, training and experience. Experience managing and maintaining on-premises and cloud application environments.

Primary knowledge around:

  • Technical troubleshooting
  • App operation and health monitoring
  • Cloud Resource Management
  • Technology systems management
  • Application delivery process
  • Application software implementation
  • Application maintenance
  • Software installation and support
  • Distributing software
  • Email Administration
  • Web administration
  • Directory Service Administration
  • Mobile social apps
  • Computer network defense

Secondary knowledge around:

  • PC/workstation software
  • Performance measurement and tuning
  • Data governance
  • Integration of systems and technologies
  • Middleware
  • Information management
  • Data managment
  • Data warehousing
  • Data movement tools
  • Repository tools
  • Database structures
  • Content management
  • Database query and access tools
  • Object-Relational Database Systems (ORDMS)
  • Relational databases
  • Big data management and analysis
  • Document management
  • Technical acumen: C#, JavaScript, DevOps, RestAPI, SSIS, Python, Azure (Logic Apps, SQL Database, Tables, Service Bus, AppInsights, Storage Blob, Key Vault, API Management, Application Gateway, Container Registry, DevOps)

Cooperation and fun: inclusive and collaborative working style while creating fun and excitement in our work

Integrity and Trust: do what is right and operate with transparency and openness

BENEFITS OF JOINING OUR TEAM

Part of a larger image: socially responsible company that returns all profits to the province and the people of Ontario

Flexible work environment: to help balance work and life

You count: family-friendly work practices and remote work

Freedom to innovate: supports new and better ways to succeed

Be your Authentic Self: environment that values ​​diversity as a source of strength

Learning galore: 24/7 access to robust online learning programs

Public Service Pension Plan: participate in a large defined benefit pension plan sponsored by the Ontario government

Variable compensation program: performance-based incentives to share our success (permanent OLG employees only)

Learn about OLG – GAME ON!

OLG’s goal is to contribute to a better Ontario by providing great entertainment experiences for our customers. We are a multi-billion dollar organization with a wide range of business segments including lottery, land-based casinos, digital lottery and casino, horse racing and charitable gaming. OLG is in the midst of a massive transformation to become customer obsessed and take our digital business to a whole new level.

The key to our success is our people. Our culture will be based on real, positive partnerships that embrace trust, clarity and openness in everything we do. We support and empower employees and teams across the organization through greater accountability, leadership development and growth opportunities. OLG is embracing more flexible work options and family-friendly work practices, including remote work.

Equity, Diversity and Inclusion are essential elements of our culture, the cornerstone of our values ​​of respect, integrity, stewardship and excellence. At OLG, our employees have the space to be themselves and use their perspectives and skills for the benefit of the people and the province of Ontario.

As we reshape and grow our business, we are unwavering when it comes to living our purpose and ensuring our business delivers meaningful results. benefits for Ontarians. OLG’s net profits are reinvested in the province, contributing to the quality of life of Ontarians.

To learn more about OLG, visit our website at www.olg.ca

We look forward to hearing from you, interested candidates should apply online by May 11, 2022.

OLG is an equal opportunity employer. We are committed to providing employment accommodation in accordance with the Ontario Human Rights Code and the Accessibility for Ontarians with Disabilities Act. Please contact Human Resources at careers@olg.ca if you require accommodation at any time during the hiring process.

Thank you for your interest in this opportunity; however, only those selected for an interview will be contacted.

]]>
Five trends shaping the future of workplaces – Manila Bulletin https://work-fromhomee.com/five-trends-shaping-the-future-of-workplaces-manila-bulletin/ Mon, 25 Apr 2022 23:31:00 +0000 https://work-fromhomee.com/five-trends-shaping-the-future-of-workplaces-manila-bulletin/ More than two years into the pandemic, organizations in the Philippines are slowly returning to their offices. With Metro Manila and most parts of the country now at Alert Level 1, the most lenient restrictions set by authorities amid the current health crisis, businesses are beginning to require their employees to return to the office […]]]>

More than two years into the pandemic, organizations in the Philippines are slowly returning to their offices. With Metro Manila and most parts of the country now at Alert Level 1, the most lenient restrictions set by authorities amid the current health crisis, businesses are beginning to require their employees to return to the office using hybrid working arrangements.

Trends shaping the future of workplaces

This reality remains a concern for some organizations, such as those in the business process outsourcing (BPO) industry, the largest employer in the private sector. In 2020, the industry, which includes non-voice services ranging from computer support to call centers to animation, created more jobs from home, helping those displaced by the pandemic. After increasing its workforce, BPO employed about 1.32 million people in 2021, according to the IT and Business Process Association of the Philippines (IBPAP). Over the next two years, those numbers are expected to reach 1.46 million.

In April, however, the authorities ask BPO employees to work on site. Government guidelines previously allowed the BPO industry to retain its tax breaks while allowing 90% of its employees to work from home, until April 1. WFH Program for its Information Technology and Business Process Outsourcing (IT-BPO) and Registered Business Enterprises (RBE) until September 12, 2022.

What does this mean for organizations across the country? What are the key considerations companies need to make to ensure their workplace is ready for hybrid setups and the future of work?

As organizations now massively adopt hybrid configurations, SAP SE (NYSE: SAP) believes that business resiliency and agility have come to the fore. This means that workplace procedures are increasingly prioritized for efficiency, customization and flexibility.

Trends shaping the future of workplaces

Five trends are shaping workplaces, now and in the future, identified by SAP:

Rise of the hybrid workforce. In recent years, gig/remote workers and hyper-skilled consultants have formed an increasingly important segment of the workforce. The Philippines, in fact, is the sixth fastest growing economy for the gig economy in 2019, according to a report by the Department of Labor and Employment (DOLE).

Amid the pandemic, organizations in most industries are being forced into rapid on-demand and hybrid workforce expansion, especially as they seek to stay competitive by providing employees with options for more flexible work. This growing trend underscores that if workplace operations allow it, forming dynamic teams based on task-oriented skills might be preferable instead of hiring employees with generalist skills to be physical and permanently located in the office. . These teams can also work within a much less centralized and hierarchical structure.

AI in the workplace. With the rise of artificial intelligence, hybrid work setups can take advantage of this technology, for example to automate tasks and minimize errors. AI in already skilled and talented teams can enable them to achieve superior results, with the benefits of advanced analytics, machine learning and big data management on their side.

Development and retraining talents. Integrating AI and other digital tools into the workplace requires specialized training. With a more distributed workforce, this requires more complex communication processes

New ways of working with a distributed workforce also have a learning curve as they require more complex communication processes and remote working technologies. But as the adoption of AI and new technologies creates a need for digital upskilling and reskilling, it also provides innovative solutions to deliver this training. For example, companies can use AI-augmented virtual reality (VR) experiences to customize training procedures.

Diversity and Inclusion. Companies today are increasingly proving that workforce diversity leads to greater innovation, success and employee satisfaction. A recent McKinsey study found that companies in the country’s top quartile for diversity outperformed their competitors by 36%.

SAP, for example, has also proactively promoted diversity, inclusion, social justice and work. These initiatives aim to ensure that its workforce reflects gender parity and the demographics of all regions where it has employees.

Employee engagement and well-being. As businesses embrace hybrid setups, organizations are also making employee experience a top priority. A recent survey published by Willis Towers Watson found that 95% of Filipino employers said improving the employee experience will be an important priority for their organization over the next three years.

However, with increasingly remote workforces, achieving employee satisfaction and high levels of employee engagement can be a challenge. To achieve this commitment, HR leaders today are turning to AI and new HR technologies to deliver augmented experiences and big data analytics.

“Empowering the workforce through technology”

With the developments brought by the pandemic, experts believe hybrid work setups are here to stay. Companies using hybrid models need to ensure strong, skilled employees who feel valued, supported, and empowered by technology to attract and retain a highly engaged and productive workforce. The future of work is coming fast, especially for organizations that are transforming their workplaces, their people, and the nature of work through innovative ideas and solutions.

Visit the SAP News Center. Follow SAP on Twitter at @SAPNews.

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South African companies consider ‘flexi-work’ and other incentives as they face big resignation https://work-fromhomee.com/south-african-companies-consider-flexi-work-and-other-incentives-as-they-face-big-resignation/ Sun, 24 Apr 2022 06:38:38 +0000 https://work-fromhomee.com/south-african-companies-consider-flexi-work-and-other-incentives-as-they-face-big-resignation/ The drastic changes in work over the past two years have given many employees reason to stop and think about their options – what factors are important in the workplace and what they want from their employer. Globally, these trends have led to what has been called the “Great Quit” in which many employees quit […]]]>

The drastic changes in work over the past two years have given many employees reason to stop and think about their options – what factors are important in the workplace and what they want from their employer.

Globally, these trends have led to what has been called the “Great Quit” in which many employees quit their jobs in search of more fulfilling and meaningful work, a better pay and benefits and a work-life balance.

According to a recent McKinsey survey in the United States, 40% of employees anticipate that they will leave their job in the next three to six months. The top three factors cited by employees as reasons for quitting were that they didn’t feel valued by their organization (54%) or their managers (52%) or because they didn’t feel a sense of belonging at work (51%).

As CEOs focus on accelerating their digital transformation and resuming business growth, they are also being challenged to provide better job opportunities than their competitors, said Zuko Mdwaba, vice-president. regional president of Salesforce South Africa.

“With the rise of remote working, they are competing with organizations in all markets to provide the best flexible working conditions and development opportunities. Increasingly, today’s workforce expects business leaders to lead in an ethical and responsible manner.

“In this all-digital world, with the right leadership, training, and technology, companies can create a more meaningful workplace to better attract, retain, and develop talent, from anywhere.”

retain talent

As the pandemic has increasingly blurred the lines between work and personal life, well-being should be a priority for every business leader, Mdwaba said.

“Having the freedom to shape their workday around their own unique needs is increasingly seen as a fundamental need for employees to increase productivity and reduce stress. This is especially true among diverse groups like women with children and where global hiring and time zone integration affect team work hours.

“To drive employee retention, promoting different ways of working – flexible, fully remote or fully in-office – can help address these needs. Flexible team agreements are a great example of redefining the way teams work together, allowing employees to decide how, when and where they work, including how many days a week they come into the office and what type of work they will continue to do at home.”

Teams can also decide how they communicate and what behaviors are most important to them, Mdwaba said.

Arrangements can include “meet-free Fridays,” monthly wellness days and prioritizing in-person meetings throughout the year to keep teams feeling connected, he said.

Semigration

The shift to remote working in South Africa is best seen in increased migration activity, with professionals moving to the coast and smaller towns while continuing to work from home.

“The pandemic has demonstrated that people can work remotely while doing work, and employees have become accustomed to this flexibility. If they are unable to retain that freedom as the workforce returns to the office post-Covid, they quit,” said Ryan Silberman, Group Managing Director at Webfluential.

“As business leaders, we need to create an environment of safety and security for our employees, so that they feel it’s okay to make mistakes and learn in the process. We need to empower people. ‘example. “

Silberman doesn’t believe the Great Resignation is necessarily negative, but rather an opportunity that will force companies to “pivot” again.

“Yes, it is a new challenge, and recruiting and training new staff comes at a high cost. Ultimately, this shift from traditional employment allows people to upskill and perform at a higher level, and companies are paying for that value.

hiring war

Capitec chief executive Gerrie Fourie has described the South African hiring market as a “war for talent”, as banks, retailers and other businesses fight to hire from a very limited talent pool.

Fourie said this is most keenly felt in highly technical professions such as data science and computer scientists.

“This is fueled by people saying they are now working from home and abroad. It’s quite easy to work in London, but you’re actually sitting in South Africa, so I think there’s going to be quite a war for talent,” he said.

The bank’s managing director added that Capitec aims to fill several hundred positions over the next few months.

“Over the past year, 1,367 new employees have been hired, with 26% of new hires addressing critical IT and data development needs. Despite the pandemic, the company continues to grow and invest in its people and has already started recruiting top talent to fill 500 new positions this year,” he said.

No sign of appeasement

The big quit shows no signs of abating and a dwindling supply of workers could be here to stay, according to Randstad, a global employment services provider.

Fewer people in the labor market, supported by a long-term demographic trend, allow talented workers to have more options and they go where their needs are met, the Dutch company said. Bloomberg.

The big resignation was a boon for employees seeking better working conditions and higher pay. Economies rebounding from the pandemic and work-from-home options have made it easier for employees to leave unattractive roles and seek alternatives, driving up wages.

A third of participants in the Randstad survey said they left a job because it didn’t fit their personal life. More than half of Millennials and Gen Z respondents said they would quit a job if it got in the way of them enjoying life. That compares to just over a third of respondents who identify as baby boomers.

Although 83% and 71% of respondents said flexible hours and location were important, respectively, most said they felt they had no choice in where to work, and two in five cannot control their hours, according to the report.


Read: These are the jobs Amazon, Discovery and other big South African companies are hiring for right now

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